Strategy. Organisation. Virtual organisation. Imaginary organisation. Strategy? Organisation. Technology. Common sense Sense Nonsense

Transcription

1 We focus on the more or less structured communication processes within the organisation. By learning more about participation and influence in development and implementation, group roles, incentives, responsibilities and roles in knowledge management, you build an understanding that can help you turn visions and strategies into action. IEI/EIS L1:27 Organisation People Tasks Technology Leavitt s diamond 1963 IEI/EIS L1:28 Organisation Virtual organisation Imaginary organisation Next week s articles 1) Carr, N. G. (2003) IT Doesn t matter. Harvard Business Review 81 (5) ) Brown, J.S.; Hagel, J.III; Varian, H; Carr, N. (2003) Does IT Matter? Letters to the Editor. Harvard Business Review 81 (7), ) and Pär Mårtensson (2004) The Midas Touch in Management Projects Beware, Your Wish Could Come True, The Electronic Journal of Management, 2(2) 35-44, available online at 4) Bensaou, M. & Earl, M. (1998) The right mind-set for managing information technology. Harvard Business Review 76 (5), IEI/EIS L1:29 IEI/EIS L1:30 Strategy Strategy? Common sense Sense Nonsense Scientifically sound? Not overly complex IEI/EIS L1:31 IEI/EIS L1:32

2 But it is not just the premeditated and planned that can be of strategic importance. At least as important is that you learn to recognise spontaneous and temporary initiatives and developments that warrant attention and support. Strategy Emergent Planned IEI/EIS L1:33 IEI/EIS L1:34 Types of strategies Types of processes Cost Niche Differentiation Identity Priority Background Mandated Historic Porter 1985 Keen 1997 IEI/EIS L1:35 IEI/EIS L1:36 Revision... ASSUME ASS-U-ME Have makes you checked? and ass of Have you you and talked me... to... Perspectives management to try to identify, understand and handle different perspectives 5) Markus, M.L. & Benjamin R.I. (1997) The magic bullet theory in ITenabled transformation, Sloan Management Review 1997 Winter, ) Choi, Byounggu and Lee, Heeseok, (2003) An empirical investigation of KM styles and their effect on corporate performance, & Management 7) John Seely Brown; Paul Duguid, Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation, Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G. March. (1991), pp ) Christensen, Peter Holdt (2007) sharing: moving away from the obsession with best practices. Journal of Management, 11(9) ) Ikujiro Nonaka and Ryoko Toyama (2003) The knowledge-creating theory revisited: knowledge creation as a synthesizing process, Management Research & Practice, Vol. 1, pp IEI/EIS L1:37 IEI/EIS L1:39

3 Cost Cost structure and scalability Manual process Cost } Variable Computerised process } Variable Cost Physical and digital products, s, prices Physical product } Variable Cost Digital product Variable IEI/EIS L1:41 IEI/EIS L1:42 Scalable production Cost Scalability } Variable Cost IEI/EIS L1:43 Less scalable production Variable } Network effects Direct network effects your advantage of being able to connect with others Indirect network effects critical mass for development of core and complementing offers IEI/EIS L1:44 Shapiro & Varian 1998 The business value of IT: Five Levels of IT-Enabled Business Transformation* Gartner Priority Matrix High Degree of Business Transformation Low Business Network Redesign Revolutionary Business Process Redesign Levels Internal Integration Localized Exploitation Business Scope Redefinition Evolutionary Levels Potential benefit Transformational High Moderate Low <2 Yrs; 2-5; 5-10; >10 Yrs Low Range of Potential Benefits *Venkatraman (1994) High IEI/EIS L1:46 IEI/EIS L1:47

4 Reach and Range Reach being able to connect to someone at a distance Range the ability to have computer applications interact with each other Peter Keen IEI/EIS L1:49 IEI/EIS L1:50 Brynjolfsson on IT productivity Standards de facto de jure For every dollar of IT hardware capital that a company owns, there are up to $9 of IT-related intangible assets, such as human capital the capitalized value of training and organizational capital the capitalized value of investments in new businessprocess and other organizational practices Companies that use IT intensively work differently from their competitors IEI/EIS L1:51 IEI/EIS L1:52 Person Behaviour Result Activities IT value chain - Jacob s ladder Value creation Business processes Emphasis on inhouse expertise systems Value realisation Applications Infrastructure Emphasis on outsourcing technology Lundeberg (1993) Cross, Earl & Sampler (1997) IEI/EIS L1:53 IEI/EIS L1:54

5 KM management systematic attempts to further the development and spread of knowledge in an organisation Explicit domain Tacit Technological Accenture BT The virtual office investment LiU Social Pharmacia Upjohn Blacksmith management investments, Earl & Scott, (98) p9 IEI/EIS L1:55 IEI/EIS L1:56 Maturity profile of KM in Swedish retail banking Capture 5 Use 4 Organise 3 Technology 2 1 Share 0 Measurements Intellectual assets Generate Leadership Culture and climate IEI/EIS L1:57 Ahde & Beckmann 1998 areas in IT consulting company CG Experieince of CG Competence on CG IEI/EIS L1:58 technical business disseminated Production och dissemination produced Experieince of CG Competence on CG IEI/EIS L1:59 technical business categories Portion who view the knowledge as useful People dissatisfied Experieince of CG with the Competence on CG supply Value and need 1,00 IEI/EIS L1:60 technical business

6 People with needs who are dissatisfied with the supply Portion who view the knowledge as useful Experieince of CG Competence on CG disseminated Demand versus supply 1,00 IEI/EIS L1:61 technical business produced Valuable sources and distribution channels Customer Internet Other companies Distribution channel Courses/ seminars (external) x-disc Own material Intranet KO/NWT Natural Work Team IEI/EIS L1:62 Informal contacts Courses/ Seminars (internal) Source PERFORM the Galaxy/ Polarstar Structural capital