Designing information systems requirements in context: insights from the theory of deferred action

Patel, Nandish V.; Hackney, Ray

doi:10.1504/ijbis.2010.034004

Cited by 15 publications

(9 citation statements)

References 19 publications

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“…the Kadar matrix) enabled the web developer to ably accommodate the critical factors of emergent information requirements, internet speed and web-based aesthetics in an emergent organisation. Patel and Hackney (2008) concur with findings of this research in that methodologies are logically flawed when emergent properties are incorporated. This methodological flaws for the web developer include viz.…”

Section: Resultssupporting

confidence: 85%

“…The development tool proposed in this research is believed to be a deferred design mechanism to assist designers. Patel and Hackney (2008) propose a four-dimensional analysis based on the ToDA to enable systems analysis of emergence and its modelling for systems design. This enables the designers to establish what structural and functional design can be deferred.…”

Section: Invoke the Theory Of Deferred Actionmentioning

confidence: 99%

“…This emphasises the importance of developing a common resolution of cross-cultural paradigms. Patel and Hackney (2008) give further thrust to overcoming the lack of understanding of emergent properties in current system analysis and design. They find that the incorporation of emergent properties within methodologies is logically flawed, as the very act of modelling assumes that it can be predicted.…”

Section: Introductionmentioning

confidence: 99%

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Web‐based information systems development and dynamic organisational change

Ramrattan

Patel

2010

Journal of Enterprise Information Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to examine the contextual issues relating to the problem of developing web-based information systems for emergent organisations. Design/methodology/approach -The study employs an action research approach to understand and develop an analytical development tool for web developers. It postulates that existing methods are inadequate in coping with sudden and unexpected changing characteristics within the organisation. The theory of deferred action is used as the basis for the development of an emergent analytical development tool. Many tools for managing change in a continuously changing organisation are susceptible to inadequacy. Findings -The insights proposed are believed to assist designers in developing functional and relevant approaches within dynamic organisational contexts. Originality/value -The analytical development matrix assists web developers in emergent organisations to develop web-based information systems.

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Section: Resultssupporting

confidence: 85%

Section: Invoke the Theory Of Deferred Actionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Web‐based information systems development and dynamic organisational change

Ramrattan

Patel

2010

Journal of Enterprise Information Management

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“…It is a foundation for cybernetics, chaos theory, complexity, emergence and complex adaptive systems, among others (Spencer, Austin & Schutte, 2012). It is used in various areas, including human resource development (Spencer et al, 2012), business model innovation (Halecker & Hartmann, 2013), technology management (McCarthy, 2003), designing information systems requirements (Patel & Hackney, 2010) and ICT value (Nevo & Wade, 2010).…”

Section: Systems Theorymentioning

confidence: 99%

An Alternative Model of The ICT Value Creation Process Based on Cross-Impact Analysis

Ceric

2015

CMR

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The IT literature has identified several factors influencing business outcomes, also known as ICT (Information Communication Technology) value. In order to make these factors relevant for IT practitioners it is important to classify them in a meaningful and relevant manner. This was done using a systems theory method, crossimpact analysis in analysing the ICT value creation process in three medium-sized organisations. This process is conceptualised as a system of 23 interacting factors. The results of the cross-impact analysis demonstrate that factors have a different functional position in each of the three ICT value creation systems, and hence there are different implications for managing them. Based on the comparison of results among the three organisations, an alternative model of the ICT value creation process is proposed. The model offers further insights into the ICT value creation process that are particularly relevant for IT practitioners and IT researchers.

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“…Information and its associated technologies can be purchased and integrated into a company's infrastructure. The strategic value of such technologies is greatly enhanced when companies become information agile (Alexopoulou et al , 2010; Althonayan and Sharif, 2010; Memon et al , 2010; Patel and Hackney, 2010). It is the informational connectivity within the technical product team environment that may become a truly rare and valuable strategic asset.…”

Section: Introduction To Competitive Environmentsmentioning

confidence: 99%

Competitive approaches to new product development

Smith

2011

Team Performance Management: An International Journal

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PurposeThe purpose of this paper is to provide practitioners of management with a sense of how collaborative team integration processes and new product development (NPD) processes were required in order to be reasonably successful in the current economic recession.Design/methodology/approachThe four relatively large Pittsburgh‐based general service and/or manufacturing‐oriented companies, most with global operations and reach capabilities, were selected and reviewed for the principles of the strategic, financial, informational, and operational viewpoints.FindingsEven conservative companies found that more radical approaches to NPD, such as product newness and uncertainty in new product innovation/production, may remove, not increase, barriers to incremental and/or radical manufacturability. This is especially true in firms that make proper use of the managerial connectivity provided by proper use of limited resources, which are enhanced by the timeliness of good strategies.Practical implicationsThe roles of uncertainty, supplier influences, team integration processes, as well as technology, may act as change agents, especially under the current economic recession. These factors may result in leveling the playing field for incremental and radical innovators as they integrate processes associated with NPD.Originality/valueThe executive teams involved recognized the need for more radical product offerings by turning their focus to meeting customer needs instead of making risky investments. Through successful product implementation, the companies studied found stability in a very turbulent financial and service‐oriented marketplace.

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Designing information systems requirements in context: insights from the theory of deferred action

Abstract: Abstract

Cited by 15 publications

References 19 publications

Web‐based information systems development and dynamic organisational change

Web‐based information systems development and dynamic organisational change

An Alternative Model of The ICT Value Creation Process Based on Cross-Impact Analysis

Competitive approaches to new product development

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