Information Specificity and Environmental Scanning: An Economic Perspective

Choudhury, Vivek; Sampler, Jeffrey L.

doi:10.2307/249741

Cited by 155 publications

(123 citation statements)

References 75 publications

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“…By increasing the 'speed to wisdom', the strategic enactment potential is heightened. Practically, a business system can be helpful in turning wisdom into action, as long as the data is collected and recorded accurately, and can be extracted in a meaningful format (Choudhury and Sampler 1997;Davis and Olson 1985).…”

Section: Discussionmentioning

confidence: 99%

“…The frequency of scanning activities tends to increase with environmental uncertainty; however, it decreases when uncertainty is overwhelming, when absorptive capacity is exceeded (Choudhury and Sampler 1997;Cohen and Levinthal 1990), or when useful information is not accessible (Hough and White 2004;May et al 2000). Why?…”

Section: Types Of Scanningmentioning

confidence: 99%

“…In high performing organizations, scanning frequency, scanning intensity, and scanning type (Jennings and Lumpkin 1992) matches, or exceeds, the market change rate (Choudhury and Sampler 1997), so that desired future states can be realized in time (Hough and White 2004;Sawyerr et al 2000). A lack of predictability, market fluidity, and environmental complexity drive scanning efforts (Czarniawska 2007;Duncan 1972;Dutton and Jackson 1987;Ebrahimi 2000;Thompson 1967).…”

Section: Scanning Success Factorsmentioning

confidence: 99%

“…Significance mapping tools can help a practitioner understand value, associations, and trait influences of critical performance indicators. Of course, data collection planning and analysis methods assure that the data collected is complete, relevant, and timely (Choudhury and Sampler 1997). Finally, statistical analysis, using key domain variables, can be used to provide inferential conclusions from within a scope of a selected or created domain.…”

Section: Scanning Variablesmentioning

confidence: 99%

“…This challenges a measurement system attempting to link key performance indicators and benchmarking data to manager perceptions (Frei and Harker 1999;Gilleard and Yat-lung 2004;Maiga and Jacobs 2004;Peschiera 2004;Tsang et al 1999;Wauters 2005;Weick 1979). To partially remedy this, strategic planning should occur within each domain selected and must be relevant to the situation at hand, including domain specific business intelligence and measurements (Choudhury and Sampler 1997).…”

Section: Part III Measurementsmentioning

confidence: 99%

See 4 more Smart Citations

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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Section: Discussionmentioning

confidence: 99%

Section: Types Of Scanningmentioning

confidence: 99%

Section: Scanning Success Factorsmentioning

confidence: 99%

Section: Scanning Variablesmentioning

confidence: 99%

Section: Part III Measurementsmentioning

confidence: 99%

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Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Redefining industry structure for the information age

Sampler¹

1998

Strat. Mgmt. J.

Self Cite

169

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We are entering a new competitive age in which the basis of competition is being fundamentally altered through the introduction of advanced information technologies and public communication infrastructures, such as the Internet. In these environments, the nature and locus of competition will radically alter, as information becomes an increasingly important resource. This paper develops ideas around the strategic characteristics of information—information separability and information specificity. Moreover, it attempts to redefine the nature of industry structure in such a competitive environment by examining what constitutes the real boundaries of competition, industry concentration, related diversification, and innovation for firms competing in the Information Age. © 1998 John Wiley & Sons, Ltd.

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Contextualizing organizational interventions of knowledge management systems: A design science perspective

Baloh

Desouza

Hackney³

2012

Acta Anaesthesiol Scand

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We address how individuals' (workers) knowledge needs influence the design of knowledge management systems (KMS), enabling knowledge creation and utilization. It is evident that KMS technologies and activities are indiscriminately deployed in most organizationswith little regard to the actual context of their adoption. Moreover, it is apparent that the extant literature pertaining to knowledge management projects is frequently deficient in identifying the variety of factors indicative for successful KMS. This presents an obvious business practice and research gap that requires a critical analysis of the necessary intervention that will actually improve how workers can leverage and form organization-wide knowledge. This research involved an extensive review of the literature, a grounded theory methodological approach and rigorous data collection and synthesis through an empirical case analysis (Parsons Brinckerhoff and Samsung). The contribution of this study is the formulation of a model for designing KMS based upon the design science paradigm, which aspires to create artifacts that are interdependent of people and organizations. The essential proposition is that KMS design and implementation must be contextualized in relation to knowledge needs and that these will differ for various organizational settings. The findings present valuable insights and further understanding of the way in which KMS design efforts should be focused.

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Information Specificity and Environmental Scanning: An Economic Perspective

Cited by 155 publications

References 75 publications

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Redefining industry structure for the information age

Contextualizing organizational interventions of knowledge management systems: A design science perspective

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