Computers, Networks and the Corporation

Malone, Thomas W.; Rockart, John F.

doi:10.1038/scientificamerican0991-128

Cited by 230 publications

(100 citation statements)

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“…While information workers were replacing non-information workers, IT -at least according to some authorswas replacing information workers (Malone and Rockart, 1991). Others found just the opposite effect; employment levels in Swedish insurance companies, for example, actually rose with the introduction of IT, a consequence attributed to the fact that the "effects of technological change always will be mediated and regulated by organizations and by society" (Stymne, Lowstedt and Fleenor, 1986).…”

Section: Measurement or Managementmentioning

confidence: 99%

“…The costs of significant changes to infrastructure are high and well beyond the cost of the purchases and the associated information systems personnel … Outsourcing is seen by some senior managers as a way to off-load these ever increasing costs of infrastructure." (Weill, 1993, p. 571) Whether it is argued that the benefits of IT would be subsumed by profligate IT expenditure were it not for contracting out, or that IT, by reducing the costs of coordina-tion both inside and outside the organisation, makes contracting out possible (Malone and Rockart, 1991), it is hard to escape the conclusion that IT is actually more deterministic than has been appreciated. For instance, it seems that the customer-orientation of so much modern management method may be IT-driven in that giving extra value to the customer is one thing that IT seems determined to do despite the best endeavours of companies which have invested in IT to prevent this .…”

Section: … or Not To Measurementioning

confidence: 99%

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Measurement or Management?: Revisiting the Productivity Paradox of Information Technology

Macdonald¹,

Anderson²,

Kimbel³

2000

VJH

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Section: Measurement or Managementmentioning

confidence: 99%

Section: … or Not To Measurementioning

confidence: 99%

Measurement or Management?: Revisiting the Productivity Paradox of Information Technology

Macdonald¹,

Anderson²,

Kimbel³

2000

VJH

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“…As early as 1991, Malone [10] recognised that "the revolution under way today will be driven not by changes in production but by changes in coordination".…”

Section: Clusteringmentioning

confidence: 99%

Cluster Development in the Sa Tooling Industry

Leipzig

Dimitrov

2015

SAJIE

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This paper explores the concept of clustering in general, analysing research and experiences in different countries and regions, and summarising factors leading to success or contributing to failure of specific cluster initiatives. Based on this, requirements for the establishment of clusters are summarised. Next, initiatives especially in the South African tool and die making (TDM) industry are considered. Through a benchmarking approach, the strengths and weaknesses of individual local tool rooms are analysed, and conclusions are drawn particularly about South African characteristics of the industry. From these results, and from structured interviews with individual tool room owners, difficulties in the establishment of a South African tooling cluster are explored, and specific areas of concern are pointed out. OPSOMMINGHierdie artikel kyk in die algemeen na die beginsel van groeperingsnetwerk, gebaseer op navorsing en ondervinding van die beginsel in verskillende lande en streke, en 'n analise van die faktore wat kan lei tot sukses of wat moontlik bydra tot falings met spesifieke groeperingsnetwerk inisiatiewe. Gebaseer daarop word die voorwaardes vir die daarstelling van so 'n groeperingsnetwerk bespreek. Van die inisiatiewe in Suid-Afrika, spesifiek in die gereedskap en passtuk vervaardigingsindustrie, word bespreek. Deur 'n ondersoek word sterk en swak punte van individuele gereedskapmakers analiseer, en afleidings word gemaak oor die stand van die industrie in Suid-Afrika oor die algemeen. Met die afleiding en deur middel van gestruktureerde onderhoude met individuele gereedskap werkswinkeleienaars, word probleme in die totstandbrenging van 'n Suid-Afrikaanse gereedskap groepering ondersoek, en spesifieke areas wat verdere analise nodig het, uitgelig.

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“…While it is easy for authors to describe and call for sweeping new kinds of organizations [23], [16], the reality of moving to these new forms is a different story. There have been isolated reports of success in reengineering [3], but these efforts have concentrated on only a small part of a firm's activities like the accounts payable section at Ford 171.…”

Section: The Implementation Challengementioning

confidence: 99%

The Role of Information Technology in Organization Design

Lucas¹,

Baroudi²

1994

Journal of Management Information Systems

139

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This paper introduces a set of information technology variables which can be used in designing organizations, We first look at traditional design variables and then present a series of options enabled by modern information technology. We use these IT design variables to describe four prototypical organizationsn which are beginning to appear in the workplace: virtual, negotiated, traditional and vertically integrated. It is argued that an organization designer must also consider how structure and technology influence job tasks and peopld in order to be successful. The paper discusses potential implementation difficulties, particularly in motivating traditional organizations to take advantage of IT design variables. The paper concludes that the design of information technology and the design of organizations is largely becoming the same task.

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Computers, Networks and the Corporation

Cited by 230 publications

References 0 publications

Measurement or Management?: Revisiting the Productivity Paradox of Information Technology

Measurement or Management?: Revisiting the Productivity Paradox of Information Technology

Cluster Development in the Sa Tooling Industry

The Role of Information Technology in Organization Design

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