Journal articles on the topic 'Information systems organisation and management'
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1
Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (March 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.
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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
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Kwadade-Cudjoe, Francis. "B. IS & MIS Information Systems and Management Information Systems: The backbone, sustenance and accomplishment of modern business." Archives of Business Research 8, no. 2 (March 8, 2020): 143–52. http://dx.doi.org/10.14738/abr.82.7842.
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Information System (IS) has always been mixed up and confused with Management Information System (MIS) by many Information Technology professionals, and even in definitions ascribed to them thereby puzzling many users of Information Technology (IT). It should however, be noted that IS deals with the generality of the process of generating information from data; and MIS is definite about information generation for the use of management to enable them to efficiently / effectively plan, organize, direct, control and govern organisations. Any organisation lacking good IS and MIS for effective management of its functions / activities would be seriously handicapped, and as such could be doomed for collapse. Many modern organisations may be culprits of possessing the needed information for effective management of their enterprise, thereby denying the establishment of achieving its goals. It is a fact that achievement of organisational goals are synonymous with success of the enterprise, and management is required to attain the goals established with the directors of the company.
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Đorić, Igor, Mihajlo Ranisavljević, and Marko Milojević. "Controlling and internal auditing at the Ministry of Defence." Scientific Technical Review 72, no. 2 (2022): 66–70. http://dx.doi.org/10.5937/str2202066d.
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This paper discusses the theoretical foundations and definitions of controlling and internal auditing as tools that help the organisation's management in managing business compliance and business continuity, with the purpose of meeting the organisation's objectives, by assessing the effectiveness of risk management inside the organisation, as well as of control and management. Considering the contemporary trends in organisational management, where the management is faced with frequent crises that require rapid and comprehensive action and response to risks, where internal auditing information is focused on the past, there is a need to implement controlling in organisations to provide help to the management for the future. The aim of this paper is to highlight the need to introduce controlling at the Ministry of Defence in order to improve the work of this organisation and to provide strong support in preventing the existing problems and to develop innovative systems of solutions that go beyond mere financial reporting.
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Ritchie, David. "Managing the gap: Balancing advances in technology with advances in management practice." Australian Health Review 20, no. 1 (1997): 53. http://dx.doi.org/10.1071/ah970053.
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Expenditure on information systems is widely anticipated to lead to improvedmanagement of health care resources. Despite large investments in hardware andsoftware, these expectations are difficult to realise. Part of the difficulty lies in themanner in which information systems are applied to, rather than integrated within,organisations. This paper considers some of the personal and organisational issues thatneed to be addressed to ?manage the gap? in balancing advances in informationtechnology with advances in management practice. The issues identified are consistentwith the concept of a learning organisation dealing with environmental change.Introduction
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Al-Azzeh, Jamil. "Information Technologies for Supporting Administrative Activities of Large Organisations." DESIDOC Journal of Library & Information Technology 38, no. 3 (May 4, 2018): 187. http://dx.doi.org/10.14429/djlit.38.3.12620.
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Study describes a specified analytical method and model for the organisational management of a company. The proposed solutions allow for revealing information resources, which can be used to support management decisions adoption and control of plans. Information obtained from programs and information systems of the electronic document flow of organisations were used as data sources. The result of configuration investigation and characteristics of information exchange in information systems can be used as administrative decisions support in the organisation. The conducted research allows for improved approaches to the creation and modernisation of effective information systems of universities. The offered software of administrative activity support allows us to increase the flexibility and adaptability of existing information systems and electronic document flow (program complexes) to increase the efficiency of their operations.
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Kandjani, Hadi, Amir Mohtarami, Mohammad Reza Taghva, and Amirhossein Eslami Andargoli. "Classification and Comparison of Strategic Information Systems Planning Methodologies." International Journal of Enterprise Information Systems 10, no. 1 (January 2014): 1–10. http://dx.doi.org/10.4018/ijeis.2014010101.
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Strategic planning for information systems remains as one of the top concerns and continues to be a critical issue for many chief information officers and their organisations. Also, a comprehensive review of the recent information systems planning literature reveals that selecting a proper methodology used in developing an information systems plan is one of the success factors related to the success of the IS planning process. Although this individual success factor should have attracted more research and discussions, there have not been enough attempts to create a framework to compare and classify strategic information systems planning methodologies to select a proper method for a specific organisation with its unique requirements, hence a gap in literature. Therefore, the purpose of this paper is primarily to bridge this gap by proposing a conceptual framework to classify strategic information systems planning methodologies to choose the suitable methodology(ies) according to specific requirements of an organisation.
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Armenia, Stefano, and Francesca Loia. "Integrating Big Data Analytics, Systems Thinking and Viable Systems Approach Towards a Shift from Individual to Collective Intelligence and Collective Knowledge Systems." puntOorg International Journal, Online First (2021): 1. http://dx.doi.org/10.19245/25.05.pij.of.05.01.21.1.
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Purpose – The growing complexity of social systems and the faster technology evolution make central the role of the innovative information technology in complex organisations, geared towards collective intelligence processes among the various social actors and analytical tools. These are able to foster the participant knowledge, manage the feedback through a holistic approach and hence shift organisations from a plurality of voices to an interactive intelligence representing the ultimate identity of the organisation itself. In this regard, the aim of this paper is to offer a model for managing external and internal knowledge in order to support the viability of the organisation (system) in the longer term. Design/methodology/approach – The paper adopts the interpretative lens provided by Systems Thinking, System Dynamics and Viable System Approach (vSa) to investigate the challenging domain of the knowledge and information management for complex systems as organisations. Therefore, a qualitative and interpretative approach is carried out to reflect upon Big Data approaches and Collective Knowledge Systems (CKS), embracing a system perspective. Findings – The proposed conceptual model shows the crucial role covered by the holistic managing of the external and internal knowledge that permits to align the information variety of the organisation to the context and the entities that compose it in order to create harmonic relations. Leveraging on the concepts of vicariance, bricolage and exaptation, several advantages emerge that are correlated to the capacity of the complex system to reach a greater level of survival, by adapting and dynamically evolving itself. Originality/value – The paper shows how Systems Thinking and Viable System Approach can provide deep insights into the field of information technology, evidencing the systems thinking contribution in analysing, understanding and managing dimensions and paths of social dynamics. A contribution to previous studies is provided with reference to themes as Big Data, information and knowledge management.
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Armenia, Stefano, and Francesca Loia. "Integrating Big Data Analytics, Systems Thinking and Viable Systems Approach Towards a Shift from Individual to Collective Intelligence and Collective Knowledge Systems." puntOorg International Journal 7, no. 1 (April 6, 2022): 62–83. http://dx.doi.org/10.19245/25.05.pij.7.1.7.
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The growing complexity of social systems and the fast technology evolution make central the role of innovative information technologies in complex organisations geared towards collective intelligence processes among the various social actors and analytical tools. These are able to foster participants’ knowledge, manage the feedback through a holistic approach and, hence, shift organisations from a plurality of voices to an interactive intelligence representing the ultimate identity of the organisation itself. In this regard, this paper aims to offer a model for managing external and internal knowledge to support the viability of the organisation (system) in the longer term. The study adopts the interpretative lens provided by Systems Thinking, System Dynamics and Viable System Approach (vSa) to investigate the challenging domain of knowledge and information management for complex systems such as organisations. Therefore, a qualitative and interpretative approach has been chosen to reflect upon Big Data approaches and Collective Knowledge Systems (CKS), embracing a system perspective. The proposed conceptual model shows the crucial role played by the holistic managing of the external and internal knowledge that permits the alignment of the information variety of the organisation to the context and the entities that compose it in order to create harmonic relations. Leveraging on the concepts of vicariance, bricolage and exaptation, several advantages emerge that correlate to the complex system’s ability to reach a greater level of survival by adapting and dynamically evolving itself. The ensuing investigation shows how Systems Thinking and Viable System Approach can provide deep insights into the field of information technology, evidencing the systems thinking contribution in analysing, understanding and managing dimensions and paths of social dynamics. A contribution to previous studies is provided with reference to themes such as Big Data, information and knowledge management.
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Wanigarathna, Nadeeshani, Keith Jones, Adrian Bell, and Georgios Kapogiannis. "Building information modelling to support maintenance management of healthcare built assets." Facilities 37, no. 7/8 (May 7, 2019): 415–34. http://dx.doi.org/10.1108/f-01-2018-0012.
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Purpose This paper aims to investigate how digital capabilities associated with building information modelling (BIM) can integrate a wide range of information to improve built asset management (BAM) decision-making during the in-use phase of hospital buildings. Design/methodology/approach A comprehensive document analysis and a participatory case study was undertaken with a regional NHS hospital to review the type of information that can be used to better inform BAM decision-making to develop a conceptual framework to improve information use during the health-care BAM process, test how the conceptual framework can be applied within a BAM division of a health-care organisation and develop a cloud-based BIM application. Findings BIM has the potential to facilitate better informed BAM decision-making by integrating a wide range of information related to the physical condition of built assets, resources available for BAM and the built asset’s contribution to health-care provision within an organisation. However, interdepartmental information sharing requires a significant level of time and cost investment and changes to information gathering and storing practices within the whole organisation. Originality/value This research demonstrated that the implementation of BIM during the in-use phase of hospital buildings is different to that in the design and construction phases. At the in-use phase, BIM needs to integrate and communicate information within and between the estates, facilities division and other departments of the organisation. This poses a significant change management task for the organisation’s information management systems. Thus, a strategically driven top-down organisational approach is needed to implement BIM for the in-use phase of hospital buildings.
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Abdullah, Rusli, Shamsul Sahibudin, Rose Alinda Alias, and Mohd Hasan Selamat. "Collaborative Knowledge Management Systems for Learning Organisations." Journal of Information & Knowledge Management 04, no. 04 (December 2005): 237–45. http://dx.doi.org/10.1142/s0219649205001237.
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A knowledge management system (KMS) is a concept that can be used for creating knowledge repositories, improving knowledge access and sharing as well as communicating through collaboration, enhancing the knowledge environment and managing knowledge as an asset for an institution or organisation. In this paper, we propose a collaborative KMS framework for learning organisations (LOs) and discuss components in the framework that will help organisations to increase productivity and quality as well as to gain return on investment from a KMS. These components are KMS functionality, architecture, taxonomy, psychological, sociocultural and audit.
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Perrott, Bruce. "The sustainable organisation: blueprint for an integrated model." Journal of Business Strategy 35, no. 3 (May 13, 2014): 26–37. http://dx.doi.org/10.1108/jbs-07-2013-0061.
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Purpose – The purpose of this article is to build on the original Dunphy, Griffiths and Benn (2007) model by proposing a new model of organisational sustainability which includes the economic dimension. There is a growing level of interest by senior executives in the role and potential impact that sustainability will have on their organisation’s future strategy and structure. Although management is keenly aware that sustainability is important in their future planning, there is much uncertainty about what level of involvement and commitment they should make towards sustainability endeavours. Design/methodology/approach – This article reviews the existing organisational sustainability change model while building a case to have the important economic strand added to the original change dimensions relating to the human and the environmental strands. Findings – This conceptual paper builds on previous work of sustainability organisational change theorists to produce an enhanced sustainability change model thus proposing a more comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations. Originality/value – This is a conceptual paper that builds on previous work of sustainability organisational change theorists to introduce an enhanced sustainability change model that includes the important economic dimension to the widely accepted social and environmental dimensions, thus proposing a comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations.
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Rondón, José Alirio, Félix Antonio Cortés Aldana, and Edisson Zárate Caro. "Enterprise-process: computer-based application for obtaining a process-organisation matrix during strategic information system planning." Ingeniería e Investigación 27, no. 3 (September 1, 2007): 203–9. http://dx.doi.org/10.15446/ing.investig.v27n3.14861.
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A lot of material has been published about strategic information system planning (SISP) methodologies. These methods are designed to help information system planners to integrate their strategies with organisational strategies. Classic business system planning for strategical alignment (BSP/SA) theory stands out because it provides information systems with a reactive role regarding an organisation’s objectives and strategy. BSP/SA has been described in terms of phases and the specific tasks within them. This work was aimed at presenting a computer-based application automating one of the most important tasks in BSP/SA methodology (process-organisation matrix). This matrix allows storing information about the levels of present responsibilities in positions and processes. Automating this task has facilitated students’ analysing the process-organisation matrix during SISP workshops forming part of the Systems Management course (Systems Engineering, Universidad Nacional de Colombia). Improved results have thus arisen from such workshops. The present work aims to motivate software development for supporting SISP tasks.
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Burdon, Stephen, Kyeong Kang, and Grant Mooney. "Understanding The Key Attributes for a Successful Innovation Culture." International Journal of Enterprise Information Systems 12, no. 4 (October 2016): 70–82. http://dx.doi.org/10.4018/ijeis.2016100105.
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This paper presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. The authors obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on “what makes a particular organisation a successful innovator” were the main focus. The authors' findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
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Tsai, August. "An empirical model of four processes for sharing organisational knowledge." Online Information Review 38, no. 2 (February 25, 2014): 305–20. http://dx.doi.org/10.1108/oir-03-2013-0059.
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Purpose – This study aims to introduce an empirical model which incorporates newsgroups, knowledge forums, knowledge assets and knowledge application processes to share organisational knowledge. Therefore it seeks to illustrate an application for integrating knowledge management (KM) into the business process. Design/methodology/approach – The Taiwanese contingent of an international certification body – also a council member of the International Organisation for Standardisation (ISO) – was selected for a case study. A hybrid technology infrastructure was designed and employed to implement the proposed model. Based on knowledge value added validation, the proposed KM model provides a set of new operating systems for sharing knowledge within an organisation. Findings – Although many theories regarding implementation of KM in organisations have been proposed and studied, an application model for practical integration of various modern principles to share organisational knowledge is strategically important. Therefore a model that integrates principal KM applications into the business process, and the measurement of the resulting benefits, has been developed. Originality/value – Knowledge is a valuable asset for an individual in today's economy; nevertheless the acquisition of such an asset relies heavily on knowledge sharing within an organisation. The author has proposed an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organisation.
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Lin, Hsien-Cheng, Chen-Wei Yang, and Jeng-Yuan Chiou. "Physicians' Participation in Practice of Knowledge Management Systems." Journal of Information & Knowledge Management 12, no. 02 (June 2013): 1350012. http://dx.doi.org/10.1142/s0219649213500123.
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Healthcare organisations are knowledge-based establishments. At a healthcare organisation, computer-based information systems (ISs) are powerful tools for improving care using decision support such as patient health data recording, storing, delivery and retrieval. This study investigates the physicians' perspective for the success of ISs, and the relationships between the users' satisfactions and intellectual capital. We adopted a questionnaire survey for the purpose of outcome assessment and the correlations among each dimension, from a sample of 181 physicians in Taiwan's international medical service centres. The results indicate that IS success is significantly related to intellectual capital. With regard to IS quality, system quality has no significant effects on information quality and patients' privacy protection. This research provides empirical evidence to evaluate IS success in healthcare organisations and suggestions for how to promote physicians using knowledge management systems.
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Ramanathan, Shanthi. "Retrospective Impact Evaluation Continuing to Prove Challenging Irrespective of Setting: A Study of Research Impact Enablers and Challenges Cloaked as an Impact Evaluation? Comment on "‘We’re Not Providing the Best Care If We Are Not on the Cutting Edge of Research’: A Research Impact Evaluation at a Regional Australian Hospital and Health Service"." International Journal of Health Policy and Management 12 (January 24, 2023): 7742. http://dx.doi.org/10.34172/ijhpm.2022.7742.
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The original article provides a detailed and insightful presentation of enablers and detractors for research participation, translation, and impact, at a regional Australian hospital and health service. This information builds on existing knowledge, from the perspective of a non-metropolitan healthcare organisation. It stands to inform all healthcare organisations keen to embed research into their institutions. However, what the article fails to do is present the results of the research impact evaluation in a systematic and useful way for the reader to assess the benefits of research investment by a healthcare organisation including delivery of better quality care and improved patient outcomes. This commentary suggests why such information is critical to justify continued research investment by healthcare organisations and to showcase the potential benefits of the embedded research model. It also discusses the limitations of undertaking impact evaluation retrospectively and suggests that a prospective approach coupled with proper data collection systems and processes upfront could help future reporting of organisational research impact.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
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Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Lindgren, Rikard. "Adopting Competence Systems in Fast-Growing Knowledge-Intensive Organisations." Journal of Information & Knowledge Management 04, no. 01 (March 2005): 1–13. http://dx.doi.org/10.1142/s0219649205000980.
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Today, many organisations are reliant on the competence of individual knowledge workers. Information systems to support competence management are thus considered to be vital tools in order to gain competitive advantage. Competence systems are intended to support staff allocation and management of competence by providing firms with competence overviews. This paper presents a qualitative case study of the adoption of such systems in a fast-growing knowledge-intensive organisation. Applying a situated change perspective on organisational transformation, the paper analyses how different changes were managed in the process of competence systems adoption. Building on this analysis, this paper contributes a set of managerial implications for managing the situated nature of such changes in leveraging the use of competence systems. In addition, the paper also discusses how the implications generated apply to the management of knowledge management systems adoption.
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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.
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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible domain of an organisation. Several intangible resources intervene to shape organisational climate. Following this, the study shows how Intellectual Capital (IC) provides a useful and fresh frame for analysing intangible components of organisational climate and planning initiatives for their effective management. Especially, the examination of organisational climate through IC lens is proposed both as diagnosing tool for identifying elements which are hindering productivity, effectiveness and quality of HC services, and as tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging organisational climate. The study is based on the Action Research (AR) methodology and illustrates the results of an AR project, carried out at a public hospital.
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Scupola, Ada, and Hanne Westh Nicolajsen. "Enterprise Crowdsourcing and Organizational Culture." International Journal of E-Services and Mobile Applications 13, no. 2 (April 2021): 1–20. http://dx.doi.org/10.4018/ijesma.2021040101.
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Although enterprise crowdsourcing systems that aim to harness the collective intelligence of employees for innovation purposes are proliferating, little is known about how they may impact organisations and their culture. To shed light on this problem, this paper conducts a case study to investigate an engineering consultancy's efforts to implement an internal crowdsourcing as part of an effort to change the innovation culture of the organisation. Taking the starting point in the literature on the relationship between IT and organisational culture and enterprise crowdsourcing, this paper underscores the interplay between innovation culture and information technology. The study finds that enterprise crowdsourcing systems can contribute to small changes of the innovation culture of an organisation along several cultural determinants, including behaviours that encourage innovation, communication and knowledge sharing, employees' relationships, support mechanisms, and strategy.
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Jamieson, Rodger, and Richard Szeto. "Impact of Knowledge Based Information Systems on Organisations." Journal of Information Technology 4, no. 3 (September 1989): 145–58. http://dx.doi.org/10.1177/026839628900400304.
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This paper investigates the impact of knowledge based information systems (KBIS) on commercial organisations. A questionnaire and interview format was used to gather information from eleven commercial organisations developing KBIS. Three prime areas were considered, namely knowledge acquisition, knowledge representation, and KBIS development methodologies. For each of these areas, the normative position as expressed in the literature is presented and then compared to the survey findings. Problems involved in the development of KBIS are mentioned as well as developers’ perceptions of the future directions for KBIS within their organisations. Additional information on each organisation is presented in an Appendix in order to provide a richer picture and background to the study. The main preliminary findings are that KBIS have made an impact on organisations in Australia who are willing to make a considerable investment of resources in this new venture. While most organisations are treating this technology as research and development, they believe that the technology will be absorbed into their mainstream information systems in the future. These systems are seen as providing a competitive edge to those organisations willing to make the investment.
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Iyamu, Tiko. "The Interplay Between Human and Structure in IT Strategy." International Journal of Technology and Human Interaction 10, no. 1 (January 2014): 83–100. http://dx.doi.org/10.4018/ijthi.2014010106.
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In organisations, human actions and structures are inseparable from processes and activities including in the development and implementation of the IT strategy. IT strategy is often intended to be driven by the organisational vision and strategy to achieve its goals periodically. IT has significant impact on an organisation's success or failure. It therefore does not operate in a vacuum. The issue is not just about information technology, rather, it is the strategic application of technology, including management, which is about people and the processes. The research applied Structuration Theory to examine the types of structures that exist during the development and implementation of IT strategy, and the structures that actually emerge as a result of human action in the computing environment of the organisation and through that, identify its impact. The primary aim of the research was to examine how cultural, policy and personal issues enable at the same time constrain activities in the computing environment during the development and implementation of IT strategy.
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Starling, S. W. "CREATING COMPETITIVE ADVANTAGE FROM KNOWLEDGE MANAGEMENT AND INFORMATION SHARING." APPEA Journal 40, no. 1 (2000): 587. http://dx.doi.org/10.1071/aj99038.
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Petroleum companies are being challenged to exploit complex reservoirs, operate in remote regions and employ advanced technology to meet stock market demands for increased shareholder value.However, many companies face these challenges with a diminished pool of experienced staff due to organisation downsizing, outsourcing of activities and the retirement of older employees.To combat this erosion of experience, knowledge management programs that aim to formalise the generation and leverage of expertise and skills are becoming an important means of creating and sustaining competitive advantage.To be effective, these knowledge management programs must be driven by the business needs and bring together people, processes, and technology to focus on how knowledge creates value for the organisation.An important consideration for many organisations is bringing about a cultural change which encourages knowledge management and promotes information sharing. Successful change requires leadership, resources, and appropriate rewards.The case studies presented describe how an Australian production company is planning systems to manage the capture, organisation, and sharing of knowledge, and how a multinational exploration company is implementing technology to facilitate information sharing initiatives to access, analyse, and apply knowledge around the world.
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Vatharkar, Sid, Ping Gao, and Vladislav Fomin. "Factors Affecting Business and Information Technology Alignment at the Lower Levels of a Public Organisation." International Journal of Healthcare Information Systems and Informatics 13, no. 3 (July 2018): 35–48. http://dx.doi.org/10.4018/ijhisi.2018070103.
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This article describes how the alignment of business and information technology (IT) strategies impact organisational performance. The alignment involves an entire organisation. However, much of the research has focused on the factors affecting alignment at the senior executive level, and there appears to be less attention placed upon factors that affect the lower operational levels. This article attempts to address this gap in the literature through a case study of a healthcare organisation. Semi-structured interviews with ten employees at an operational level were qualitatively analysed to elucidate factors. Organisational culture, management expectations, communication, and the provision and recognition of skills were identified as main factors that may affect the alignment of business and IT strategies at the lower levels
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Cope, Jacqueline, Francois Siewe, Feng Chen, Leandros Maglaras, and Helge Janicke. "On data leakage from non-production systems." Information & Computer Security 25, no. 4 (October 9, 2017): 454–74. http://dx.doi.org/10.1108/ics-02-2017-0004.
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Purpose This study is an exploration of areas pertaining to the use of production data in non-production environments. During the software development life cycle, non-production environments are used to serve various purposes to include unit, component, integration, system, user acceptance, performance and configuration testing. Organisations and third parties have been and are continuing to use copies of production data in non-production environments. This can lead to personal and sensitive data being accidentally leaked if appropriate and rigorous security guidelines are not implemented. This paper aims to propose a comprehensive framework for minimising data leakage from non-production environments. The framework was evaluated using guided interviews and was proven effective in helping organisation manage sensitive data in non-production environments. Design/methodology/approach Authors conducted a thorough literature review on areas related to data leakage from non-production systems. By doing an analysis of advice, guidelines and frameworks that aims at finding a practical solution for selecting and implementing a de-identification solution of sensitive data, the authors managed to highlight the importance of all areas related to sensitive data protection. Based on these areas, a framework was proposed which was evaluated by conducting set of guided interviews. Findings This paper has researched the background information and produced a framework for an organisation to manage sensitive data in its non-production environments. This paper presents a proposed framework that describes a process flow from the legal and regulatory requirements to data treatment and protection, gained through understanding the organisation’s business, the production system, the purpose and the requirements of the non-production environment. The paper shows that there is some conflict between security and perceived usability, which may be addressed by challenging the perceptions of usability or identifying the compromise required. Non-production environments need not be the sole responsibility of the IT section, they should be of interest to the business area that is responsible for the data held. Originality/value This paper proposes a simplified business model and framework. The proposed model diagrammatically describes the interactions of elements affecting the organisation. It highlights how non-production environments may be perceived as separate from the business systems, but despite the perceptions, these are still subject to the same legal requirements and constraints. It shows the interdependency of data, software, technical infrastructure and human interaction and how the change of one element may affect the others. The proposed framework describes the process flow and forms a practical solution in assisting the decision-making process and providing documentary evidence for assurance and audit purposes. It looks at the requirements of the non-production system in relation to the legal and regulatory constraints, as well as the organisational requirements and business systems. The impact of human factors on the data is also considered to bring a holistic approach to the protection of non-production environments.
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Channuntapipat, Charika. "Assurance for service organisations: contextualising accountability and trust." Managerial Auditing Journal 33, no. 4 (April 3, 2018): 340–59. http://dx.doi.org/10.1108/maj-06-2017-1588.
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Purpose A number of organisations outsource their information systems and information technology infrastructure to a type of organisation called a “service organisation”. In the current business environment, where cyber risks are increasing, it is important to have a mechanism to ensure the credibility of these service organisations. This paper, therefore, aims to understand the contextualisation of accountability and trust of related organisations through the use of assurance engagements. Design/methodology/approach This paper is conceptual in nature; however, textual data sources are used to support the theorisation of accountability and trust in the context of companies using service organisations. It uses publicly available assurance reports and related assurance standards for observing the accountability mechanism in practice, to understand the purpose of the assurance. Findings Assurance statements for service organisations mainly provide reputation-based, not contract-based, accountability. Limited access to the assurance reports and limited responsibility of service auditors potentially decrease the degree of this reputation-based accountability. The findings reveal a potential accountability paradox regarding the role of assurance practice, as to whether it serves as a managerial tool to build trust or as an accountability mechanism for stakeholders. Originality/value This paper extends the understanding of accountability and trust in the context of this unconventional form of organisational relationship. It urges more transparency in terms of the accessibility of assurance reports to provide information to wider stakeholders. The findings add to the latent literature on organisational trust and voluntary assurance practice.
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Orr, Stuart, and Akshay Jadhav. "Creating a sustainable supply chain: the strategic foundation." Journal of Business Strategy 39, no. 6 (November 19, 2018): 29–35. http://dx.doi.org/10.1108/jbs-11-2017-0157.
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Purpose This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy. Design/methodology/approach A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted. Findings Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement. Research limitations/implications The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested. Practical implications The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper. Originality/value The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.
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Raghunath, K. Madhu Kishore, and S. L. Tulasi Devi. "Effectiveness of Risk Assessment Models in Business Decisions." International Journal of Sociotechnology and Knowledge Development 10, no. 2 (April 2018): 35–53. http://dx.doi.org/10.4018/ijskd.2018040103.
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Survival being the rationale for every organisation, there are infinite dynamics which contribute to every organisations growth and survival. Weighing in all the dynamics available, if organisations have to contemplate on the one which acts as catalyst for ultimate survival it is business decision making process. Risk is an inherent ailment that exacerbates organisational decision making ever since the dawn of industrialization, with their reach proliferating ever since. In the present article, the authors articulate the effectiveness of risk assessment models on key business decisions to testify how risk models operate in isolation and when combined together. Authors also analyse the significant effect risk models have on business decision, which serves as justification for organisational efficiency.
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S., Lindiwe, Njabulo N., and Elton V. "Enhancing Human Resource Functions through Digital Information Management Systems: The Moderating Role of Organisational Commitment." International Journal of Entrepreneurship and Business Innovation 6, no. 2 (August 1, 2023): 47–68. http://dx.doi.org/10.52589/ijebi-4oz0z5f9.
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The adoption and implementation of digital information management systems is largely viewed as a means for promoting efficiency in organisations. Conversely, the realisation of the benefits derived from full utilisation of integrated digital information management systems still remain distant, pointing to lack of efficiency for some universities, particularly in the context of Sub-Saharan Africa. This lack of efficiency on the part of some universities suggests the need for accelerated incremental or adaptive digital innovations which are regarded as antecedents for the full utilisation of digital information management systems. Owing to this, the purpose of this study is to investigate the influence of digital information management systems as an antecedent for human resource functions in promoting efficiency. The hypotheses are tested using a sample size of 202 comprising senior managers, heads of sections and human resource personnel. The authors identify enterprise resource planning and human resource information systems as factors that bring efficiency to human resource functions. Organisational efficiency is associated with sound human resource functions driven by full utilisation of digital information management systems. Furthermore, the realisation of efficiency requires commitment of resources by the organisation. The empirical outcomes suggest that the digital information management system in place is predominantly used for recruitment, training and development processes while performance management processes are largely done manually. This paper contributes to the research literature on the significance of digital information management systems utilisation particularly from Sub-Saharan Africa. Also, the study provides a new empirical test using a data set of 202 decision makers such as senior managers and heads of sections.
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Cloete, Marian, and Retha Snyman. "The enterprise portal – is it knowledge management?" Aslib Proceedings 55, no. 4 (October 1, 2003): 234–42. http://dx.doi.org/10.1108/00012530310486593.
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Currently we are in the middle of the information age, suffering from information overload on the one hand and a lack of knowledge on the other. Enterprise portals (EPs) are seen as the antidote to these problems by becoming more and more the ultimate knowledge management (KM) tool. The current hype about EPs is focused on their application as KM tools. Very little attention is given to other aspects of KM, namely the organisational, human and cultural aspects. The article will provide an overview of the technical and strategic relationship between EPs and KM and illustrate that EPs are only the technology component and should not be mistaken for the essence of KM. What is needed for successful KM in an organisation is not technology alone, but also a knowledge‐sharing culture, knowledge‐sharing policies, organisational processes, performance measurement and business strategies.
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Ostate, Patricia, Barnaby Pace, and Yury Zhukov. "The power of knowledge management in tertiary sector." Rere Āwhio - The Journal of Applied Research and Practice, no. 1 (2021): 14–21. http://dx.doi.org/10.34074/rere.00102.
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Tertiary Education Organisations generate significant amounts of data within the course of their primary activities and have multiple complex processes to manage the work of the Faculties, Student Support and Administrative Services. This makes knowledge management a critical necessity to ensure continuity across the organisation. The project examines the practices at Otago Polytechnic Auckland International Campus which is as a joint venture and has a unique challenge of having to merge knowledge management systems from two different tertiary education organisations – Future Skills and Otago Polytechnic. The project explores internal communications, individual work preferences and knowledge accessibility as key contributors to knowledge management through document analysis and thematic analysis of interviews with members of Otago Polytechnic Auckland International Campus academic and professional teams/ departments. The findings identified that different departments rely on individual processes that may vary significantly depending on personal preferences of the key internal stakeholders and often compartmentalise beneficial information without making it available to stakeholders outside of their teams. This research highlighted the challenges of relying on faculty-specific systems for managing operational data, which extends into different knowledge management systems across the organisation and complicates knowledge transfer. The evidence was used to make a case for higher integration of the knowledge management processes within the organisation as a way to maintain consistent quality standards and reduce operational costs, particularly within the context of increased volatility of the higher education sector.
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Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha, and Mohanad Ali Kareem. "Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions." Business Systems Research Journal 13, no. 1 (June 1, 2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.
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Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural equation modelling was used to test the proposed hypothesis. Results: The results showed that organisational dimensions such as organisational learning, team orientation and strategic direction and intent are supported, and it is proved that these dimensions can significantly influence the overall performance of the organisation in the study area, whereas the remaining two dimensions: creating change, and goals and objectives are not supported by their organisations. Conclusions: The study concludes that the culture of creating change can enable organisations to achieve their goals and objectives. Organisations must focus on improving the capability of human resources. Especially, it is compulsory for the employees of the educational institutions as they must adopt technological assistance and other types of knowledge of value to encourage innovative practices in the teaching-learning process.
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Blumberg, Malcolm, Aileen Cater-Steel, Mohammad Mehdi Rajaeian, and Jeffrey Soar. "Effective organisational change to achieve successful ITIL implementation." Journal of Enterprise Information Management 32, no. 3 (June 4, 2019): 496–516. http://dx.doi.org/10.1108/jeim-06-2018-0117.
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Purpose Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues. Design/methodology/approach A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation. Findings This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation. Research limitations/implications The sample size of eight ITIL implementation cases studied may limit the generalisation of findings. Practical implications This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations. Originality/value This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.
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Malatji, Masike, Sune Von Solms, and Annlizé Marnewick. "Socio-technical systems cybersecurity framework." Information & Computer Security 27, no. 2 (June 12, 2019): 233–72. http://dx.doi.org/10.1108/ics-03-2018-0031.
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Purpose This paper aims to identify and appropriately respond to any socio-technical gaps within organisational information and cybersecurity practices. This culminates in the equal emphasis of both the social, technical and environmental factors affecting security practices. Design/methodology/approach The socio-technical systems theory was used to develop a conceptual process model for analysing organisational practices in terms of their social, technical and environmental influence. The conceptual process model was then applied to specifically analyse some selected information and cybersecurity frameworks. The outcome of this exercise culminated in the design of a socio-technical systems cybersecurity framework that can be applied to any new or existing information and cybersecurity solutions in the organisation. A framework parameter to help continuously monitor the mutual alignment of the social, technical and environmental dimensions of the socio-technical systems cybersecurity framework was also introduced. Findings The results indicate a positive application of the socio-technical systems theory to the information and cybersecurity domain. In particular, the application of the conceptual process model is able to successfully categorise the selected information and cybersecurity practices into either social, technical or environmental practices. However, the validation of the socio-technical systems cybersecurity framework requires time and continuous monitoring in a real-life environment. Practical implications This research is beneficial to chief security officers, risk managers, information technology managers, security professionals and academics. They will gain more knowledge and understanding about the need to highlight the equal importance of both the social, technical and environmental dimensions of information and cybersecurity. Further, the less emphasised dimension is posited to open an equal but mutual security vulnerability gap as the more emphasised dimension. Both dimensions must, therefore, equally and jointly be emphasised for optimal security performance in the organisation. Originality/value The application of socio-technical systems theory to the information and cybersecurity domain has not received much attention. In this regard, the research adds value to the information and cybersecurity studies where too much emphasis is placed on security software and hardware capabilities.
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Marrone, Mauricio, and Lutz M. Kolbe. "Einfluss von IT-Service-Management-Frameworks auf die IT-Organisation." WIRTSCHAFTSINFORMATIK 53, no. 1 (January 15, 2011): 5–19. http://dx.doi.org/10.1007/s11576-010-0257-8.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Sice, Petia Venkova, Steven Anthony Thirkle, and Suzannah A. Ogwu. "MIKE." International Journal of Systems and Society 5, no. 1 (January 2018): 13–27. http://dx.doi.org/10.4018/ijss.2018010102.
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This article takes an ecological perspective that views management systems and information systems as dimensions of the overall business platform. The concepts of double-loop learning and knowledge creation are found to be useful in contemplating, explaining and evaluating the role of Information Systems in organisations. It is argued that the role of information systems is to support, facilitate and improve the knowledge creation and knowledge implementation processes in the organisation the skills of awareness and reflection need to be enacted within the communication processes of organizations. Dialogue is considered fundamental to learning and creativity.
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Koenig, Michael, and Kenneth Neveroski. "The Origins and Development of Knowledge Management." Journal of Information & Knowledge Management 07, no. 04 (December 2008): 243–54. http://dx.doi.org/10.1142/s0219649208002111.
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Though it had earlier antecedents, the concept of Knowledge Management (KM), as we now know it, evolved as a concept in the late 1980s. The term originated in the consulting community. It arose from the merger of two factors: the recognition of the importance to an organisation of its information and knowledge assets, and from the emergence of the Internet and the almost immediate recognition of the utility of the Internet as an information and knowledge sharing tool, particularly for geographically dispersed organisations. KM has gone through four stages: (1) An emphasis upon the new technology and upon the development of "best practices" or "lessons learned". (2) An increased recognition of human and cultural factors, and upon the development of "communities of practice" to facilitate the sharing of information. (3) An increased recognition of the importance of designing the systems for retrievability, and the importance of data design and structure, including taxonomy development and utilisation. (4) An emphasis upon extending KM systems beyond the parent organisation to include, for example, vendors and suppliers, customers, users, alumni, etc. KM has exhibited remarkable staying power and growth in a fashion that is dramatically different from all other business enthusiasms of the late 20th century.
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Biloslavo, Roberto, and John Hicks. "Organisational learning and aspirational management in a knowledge-era organisation." International Journal of Business and Systems Research 1, no. 4 (2007): 402. http://dx.doi.org/10.1504/ijbsr.2007.016420.
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Gledson, Barry J. "Hybrid project delivery processes observed in constructor BIM innovation adoption." Construction Innovation 16, no. 2 (April 4, 2016): 229–46. http://dx.doi.org/10.1108/ci-04-2015-0020.
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Purpose Exploratory research was undertaken focusing upon an innovation adoption decision taken by a regional UK division of a large international contracting organisation implementing building information modelling (BIM) into their project delivery processes. The purpose of this paper was to gain new insights through observations of the process and analysis of the views of employees about organisational BIM adoption during the implementation stage of the innovation-decision process. Design/methodology/approach Case study research was performed focussing on initial BIM projects delivered by an early adopter organisation. Observations and semi-structured interviews were used as part of a data collection strategy, and an iterative research approach was adopted. Findings During implementation stages of BIM innovation adoption, organisations may have to make use of hybrid project delivery methods on initial adopter projects while also working concomitantly with existing systems, processes and personnel not yet ready to adapt to BIM methodology. Originality/value The work captures previously unseen phenomena of how such an organisation and its staff have adapted to BIM innovation adoption during a programme of organisational change. The identification of hybrid project delivery processes has generated further implications for practice and research into the effectiveness of construction production information management.
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Da Veiga, Adéle. "An information privacy culture instrument to measure consumer privacy expectations and confidence." Information & Computer Security 26, no. 3 (July 9, 2018): 338–64. http://dx.doi.org/10.1108/ics-03-2018-0036.
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Purpose This paper aims to propose an information privacy culture index framework (IPCIF) with a validated information privacy culture index instrument (IPCII) to measure information privacy culture across nations. The framework is based on consumers’ privacy expectations, their actual experiences when organisations process their personal information and their general privacy concerns. Design/methodology/approach A survey method was deployed to collect data in South Africa – the first participating country in the study – to start building a global information privacy culture index (IPCI) and to validate the questionnaire. Findings The IPCI revealed that there seems to be a disconnect between what consumers expect in terms of privacy and the way in which organisations are honouring (or failing to honour) those expectations, which results in a breach of trust and the social contract being violated. Practical implications Governments, information regulators and organisations can leverage the results of the privacy culture index to implement corrective actions and controls aimed at addressing the gaps identified from a consumer and compliance perspective. The validated IPCII can be used by both academia and industry to measure the information privacy culture of an institution, organisation or country to identify what to improve to address consumer privacy expectations and concerns. Originality/value The IPCIF and validated IPCII are the first tools that combine the concepts of consumer expectations and their confidence levels in whether organisations are meeting their privacy expectations, which are in line with the fair information practice principles and the privacy guidelines of the Organisation for Economic Cooperation and Development, to determine gaps and define improvement plans.
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McCosker, Anthony, Xiaofang Yao, Kath Albury, Alexia Maddox, Jane Farmer, and Julia Stoyanovich. "Developing data capability with non-profit organisations using participatory methods." Big Data & Society 9, no. 1 (January 2022): 205395172210998. http://dx.doi.org/10.1177/20539517221099882.
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In this paper, we explore the methodologies underpinning two participatory research collaborations with Australian non-profit organisations that aimed to build data capability and social benefit in data use. We suggest that studying and intervening in data practices in situ, that is, in organisational data settings expands opportunities for improving the social value of data. These situated and collaborative approaches not only address the ‘expertise lag’ for non-profits but also help to realign the potential social value of organisational data use. We explore the relationship between data literacy, data expertise and data capability to test the idea that collaborative work with non-profit organisations can be a practical step towards addressing data equity and generating data-driven social outcomes. Rather than adopting approaches to data literacy that focus on individuals – or ideal ‘data citizens’ – we target the organisation-wide data settings, goals and practices of the non-profit sector. We conclude that participatory methods can embed social value-generating data capability where it can be sustained at an organisational level, aligning with community needs to promote collaborative data action.
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(Tony) Dunne, A. "Organisational learning in an Australian food industry chain." Journal on Chain and Network Science 7, no. 1 (June 1, 2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.
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This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain partners. The results of this study confirm that the process of organisational change is difficult to achieve, takes time, requires dedicated resources and occurs at a differential rate throughout an organisation. The results also demonstrated that the change process had a positive impact on the organisation's ability to build and sustain relationships with its main supply chain partners. The fact that the majority of these relationships remained focused on improving operational alignment and cost reduction indicated that collaborative chain relationships are difficult to establish.
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Maramba, George, and Hanlie Smuts. "Guidelines for Selecting Appropriate Knowledge Management System Implementation Frameworks." International Journal of Knowledge Management 16, no. 4 (October 2020): 81–108. http://dx.doi.org/10.4018/ijkm.2020100105.
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The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.
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Barlow, Sunny. "Creating a resilient management system delivering a flexible foundation for growth in an energy organisation." APPEA Journal 57, no. 2 (2017): 393. http://dx.doi.org/10.1071/aj16149.
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Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.
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Yusof, Maryati, and Mohamad Norzamani Sahroni. "Investigating health information systems-induced errors." International Journal of Health Care Quality Assurance 31, no. 8 (October 8, 2018): 1014–29. http://dx.doi.org/10.1108/ijhcqa-07-2017-0125.
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Purpose The purpose of this paper is to present a review of health information system (HIS)-induced errors and its management. This paper concludes that the occurrence of errors is inevitable but it can be minimised with preventive measures. The review of classifications can be used to evaluate medical errors related to HISs using a socio-technical approach. The evaluation could provide an understanding of errors as a learning process in managing medical errors. Design/methodology/approach A literature review was performed on issues, sources, management and approaches to HISs-induced errors. A critical review of selected models was performed in order to identify medical error dimensions and elements based on human, process, technology and organisation factors. Findings Various error classifications have resulted in the difficulty to understand the overall error incidents. Most classifications are based on clinical processes and settings. Medical errors are attributed to human, process, technology and organisation factors that influenced and need to be aligned with each other. Although most medical errors are caused by humans, they also originate from other latent factors such as poor system design and training. Existing evaluation models emphasise different aspects of medical errors and could be combined into a comprehensive evaluation model. Research limitations/implications Overview of the issues and discourses in HIS-induced errors could divulge its complexity and enable its causal analysis. Practical implications This paper helps in understanding various types of HIS-induced errors and promising prevention and management approaches that call for further studies and improvement leading to good practices that help prevent medical errors. Originality/value Classification of HIS-induced errors and its management, which incorporates a socio-technical and multi-disciplinary approach, could guide researchers and practitioners to conduct a holistic and systematic evaluation.
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Salmela, Hannu. "Analysing Business Losses Caused by Information Systems Risk: A Business Process Analysis Approach." Journal of Information Technology 23, no. 3 (September 2008): 185–202. http://dx.doi.org/10.1057/palgrave.jit.2000122.
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Increased reliance on computers by many companies and public organisations has generated a business risk for them. For example, problems in systems availability can lead to additional cost in operations, lost revenues and competitive losses. Systematic analyses are needed to avoid such losses. Prior research provides rigorous methods for identifying information systems risks and reducing the likelihood of these risks. The analysis of potential business losses in the user organisations has, however, received only limited attention. The objective in this paper is to investigate methods that can be used in the systematic identification of potential losses in the user organisation. The paper provides a review of prior literature on methods that can be used to analyse and report such losses. One understudied method is business process analysis that entails a systematic analysis of potential losses in different phases of the organisation's core business processes. Action research was used to examine the use of business process analysis as a method to associate information systems availability risk with potential business losses. The analysis was carried out in two different companies, one operating in the paper industry and the other one in the finance sector. The study contributes to research by summarising prior research on the analysis of business losses and by illustrating how the use of one method, business process analysis, assisted the client organisations. Perhaps most importantly, it identifies a new topic that has received very little attention in information systems research, despite its obvious managerial and practical significance.
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Resnick, Marc L. "Management requirements for knowledge management systems in the virtual organisation." International Journal of Networking and Virtual Organisations 2, no. 4 (2004): 287. http://dx.doi.org/10.1504/ijnvo.2004.006152.
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Ward, Stephen C., Thomas L. Saaty, and Kevin P. Kearns. "Analytical Planning-The Organisation of Systems." Journal of the Operational Research Society 38, no. 10 (October 1987): 991. http://dx.doi.org/10.2307/2582663.
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Ward, Stephen C. "Analytical Planning — The Organisation of Systems." Journal of the Operational Research Society 38, no. 10 (March 1987): 991–92. http://dx.doi.org/10.1057/jors.1987.168.
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