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Arnoud (2014). A dynamic capabilities perspective of IS project portfolio management. Journal of Strategic Information Systems, 23(2) pp. 95-111.For guidance on citations see FAQs. AbstractOrganizations use information systems project portfolio management (IS PMM) to reconfigure their IS resources and capabilities to match changing market and economic conditions. IS PPM can therefore be characterised as a dynamic capability.We investigate how firms developed and adapted IS PPM to match the turbulent recessionary conditions witnessed after 2008-09. This study contributes to an understanding of IS PPM by identifying the constituent dynamic capabilities and providing empirical examples of adaptation. To our knowledge, the study is the first to apply the notion of second order dynamic capabilities to the IS domain and also makes an important contribution to the more general concept of dynamic capabilities by providing empirical evidence and theoretical justification of the increased detailed, centrally controlled and analytical nature of IS PPM dynamic capabilities in recessionary conditions.

Rational, analytical, directed approaches for strategy creation and execution may work for creating value by conventional, hierarchically structured organizations operating in stable environments. However, when the basis of competition shifts from product features to an experience delivered by a network of independently acting participants in a complex and fast-evolving market environment, approaches based on command and control do not work. For order to emerge from such chaos and to gain more control over success, strategy based on reason alone is not enough to inspire action in others. To understand what it takes to effectively make strategy under such circumstances, this article shows how the UK's Royal Marines, in collaboration with more than a dozen different stakeholder groups, developed a novel adaptation of wargaming to affect strategic change in Afghanistan. It also demonstrates the broad applicability of this strategic approach.

There are several tactics CIOs can use for SOX compliance implementation. A pivotal one is understanding their relationship with the CEO, CFO, and auditors.

Abstract:In the new economy, a firm's sustainable competitive advantage flows from its ability to create and exploit new knowledge. Consequently, the need for executives to manage this process effectively is greater than ever. The extant knowledge management literature contains an implicit assumption that a standard approach with universal applicability to this process exists. Yet many organizations adopting this approach fail to realize the anticipated benefits. In this paper, the underlying causes for these failures are discussed and the assumption of a standard knowledge management approach critically challenged. To this end, the organizational form framework by Miles and Snow is integrated, for the first time, with the knowledge management models by Nonaka. Through integration of these two frameworks it is shown that the choice of knowledge management approach cannot be unqualified but must be closely aligned with the organization's strategic and operational form in order for the anticipated benefits to be reaped. Our analysis suggests three conclusions: One, Prospector-type organizations will tend to adopt Bottom-Up approaches for effective knowledge creation; two, Defender-type organisations will tend to adopt Top-Down approaches; and three, Analyzer-types will adopt Middle-Up-Down knowledge creation approaches. We provide directions for future research.