Information Systems Management

IT-enabled credit risk modernisation: a revolution under the cloak of normality

“…UK Bank faces the problem of 'positive feedback', whereby 'multiple feedback from a system's own outputs continuously modify, and amplify, elements, processes or sub-systems within itself... [and] carry the actual state away from some 'reference state' that was chosen to identify the system' (Angell and Smithson 1991). The intervention of Lending Advisor into the manager's risk assessment has altered the terms and scope of the risk interpreted by the manager.…”

A study of information systems investment evaluation in the Greek banking sector

“…This subsequently increases the need for a formal evaluation which could provide economic, operational, and organizational benchmarks in order to asses them and support their decision making (Farbey et al, 1995). In addition, Angell and Smithson (1991) argue that from a system's perspective, evaluation is the crucial feedback function that helps managers to plan and control their investment as well as helps the organization to learn. Strassmann (1990) reports that direct benefits such as cost reduction appear quickly and clear in financial assessments, where indirect benefits, such as risk reduction, are more difficult to relate due to IT investments.…”

“…It is often common for individuals within the organization who are affected by the introduction of a new information system to conduct their own "informal" evaluation (Angell & Smithson, 1991;Symons, 1991). This is only natural as an automatic response to the changes that the new system may have created and the effect it may have on the company and individuals.…”

E‐government, People and Social Change: A Case Study in China

“…Middle-level Managers in Organisational Change People play an essential role in IT-enabled organisational change because they have the power, energy and creativity to support, accept or reject a new IS (Angell and Smithson, 1991). Vasiu (2003) argues that good governance capacity is built through people's knowledge and skills; people are at the centre of the performance of e-government because they provide services and innovation, carry out reforms, and achieve competitive advantage.…”

“…Vasiu (2003) argues that good governance capacity is built through people's knowledge and skills; people are at the centre of the performance of e-government because they provide services and innovation, carry out reforms, and achieve competitive advantage. Therefore, people's support and understanding of the new system is indispensable (Angell and Smithson, 1991).…”