From information mismanagement to misinformation – the dark side of information management

Stone, Merlin; Aravopoulou, Eleni; Evans, Geraint; AlDhaen, Esra; Parnell, Brett

doi:10.1108/bl-09-2018-0043

Cited by 16 publications

(22 citation statements)

References 54 publications

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“…Assessors and their clients may easily slip into a "rush to tick boxes", particularly if the assessors are unfamiliar with or inexperienced in using the methodology. As discussed in Stone et al (2018), the risks posed by misinformation, particularly the optimism bias and the covering up of poor performance and failures, are serious.…”

Section: Discussionmentioning

confidence: 99%

“…When it is not routine, such as in large construction projects, deployment of new information systems, or new strategies, how can senior management know that when they want to be done is being done? Risks are also high when senior managers have incentives for creating the changes, as they may be optimistic about whether the changes have occurred, may lie about whether they have or even cover up failures (Stone et al, 2018). All these risks apply to the area of data-driven customer engagement.…”

Section: Introduction the Problem Statementmentioning

confidence: 99%

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Stone

Woodcock

Ekinci

et al. 2019

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This article reviews development of thinking about the information needed by companies to create an accurate picture of how well they manage their engagement with customers, taking into account the evolution of thinking and practice in this area over the last three decades towards the idea of data-driven customer engagement. It then describes the evolution and use of an assessment and benchmarking process and tool which provide the needed information. Design/methodology/approach: Literature review, conceptual analysis and explanation of the management consulting process used. Findings: Companies can get an accurate picture of how well they manage customer engagement provided that a careful assessment approach is used where assessors are properly selected and trained and that there is a strong focus on compliance with requirements rather than "box-ticking" based upon managers' perceptions. Research limitations/implications: The assessment and benchmarking process was developed mainly for use by larger companies, though the findings could be adapted for use by smaller companies. Practical implications: Companies whose success depends upon customer engagement should consider using the assessment and benchmarking tool to guide their planning and implementation. They should heed the warnings about the risks of inaccurate assessments which may arise because of the incentives by which managers are managed. Social implications: The assessment and benchmarking process has been used by the public sector and government, and given government's desire to engage citizens better, they should consider adopting the ideas in this article to reform citizen engagement. Originality/value: This is the only article which reviews the development of the assessment process for customer engagement.

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Section: Discussionmentioning

confidence: 99%

Section: Introduction the Problem Statementmentioning

confidence: 99%

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“…The goals and interests of managers affect the entire decision-making process in organizations. The influence of power and political behavior in decision-making processes within an organization can lead managers to make decisions based on incomplete or even distorted information, creating organizational façades with no regard for the reality and demands of important stakeholders (Stone et al, 2019;Bridoux and Vishwanathan, 2020). The multidimensional nature of decision-making requires the involvement of different perspectives and not only that of managers.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

A stakeholder theory approach to creating value in higher education institutions

Langrafe

Barakat

Stocker

et al. 2020

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Purpose This paper aims to empirically verify whether the development of improved relationships between higher education institutions (HEIs) and their stakeholders based on the principles of stakeholder theory creates more value. Design/methodology/approach The methods involve a quantitative approach, with the data collection being carried out through a survey of 88 heads of HEIs in Brazil. The paper uses the Spearman’s correlation coefficient to analyze the data and test the hypotheses. Findings The findings reinforce the arguments found in the stakeholder theory literature, in which relationships are based on the following principles: knowledge and information sharing, mutual trust, involvement in the decision-makin g process and alignment of stakeholders’ interests in the strategic planning process, all of which create more value for organizations. Practical implications This study seeks to improve the knowledge of stakeholder theory in relation to HEIs. It identifies the stakeholder relationships that create the most value and have the potential to generate a sustainable competitive advantage. The results can help managers to improve their relationships with stakeholders and may encourage the implementation of practices and policies that consider stakeholders’ influence on the strategic direction of HEIs. Social implications The studies present a social contribution by evidencing the importance of the development of best practices, processes and strategies in the management of educational institutions, which are important actors in the development of society. Originality/value The originality of this paper is that it empirically tests the principles of stakeholder theory and their relationships with value creation for organizations in the higher education context. Whilst stakeholder theory has been explored in multiples contexts, there is a lack of studies addressing stakeholder management in HEIs.

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“…The problems caused by a lack of relevance information are far more common that might be assumed. Stone et al paper reviews the literature on information mismanagement and constructs a typology of misinformation that can be applied to analyse project planning and strategic planning processes to reduce the chances of failure that results from information mismanagement (Stone et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Information flows – Or does it? The complexity of enterprise information management

White¹

2020

Business Information Review

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Although there has been a degree of acceptance that information is a core business asset almost no research has been carried out into the factors that affect the way that information flows around the enterprise as employees at all levels seek to make use of it to complete tasks and make decisions. These decisions can have a significant impact on business performance and on the career development of employees. The challenge lies in finding ways to track the flow of information, especially where workarounds have been developed by employees to overcome their frustration with ‘approved’ processes. Over the last few years computational ethnography, initially applied to assessing issues relating to culture and communication. is becoming increasing widely used to track the flow of documents. In the wake of Covid19 organisations are going to have to operate in a rapidly changing business environment. Unless the flow of information is better understood short-term changes may be implemented which turn out to be of limited benefit or even undermine the rate of achievement of new business objectives.

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From information mismanagement to misinformation – the dark side of information management

Cited by 16 publications

References 54 publications

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A stakeholder theory approach to creating value in higher education institutions

Information flows – Or does it? The complexity of enterprise information management

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