Using information technology effectively

Singh, Shalabh

doi:10.1016/0378-7206(93)90062-x

Cited by 24 publications

(5 citation statements)

References 13 publications

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“…Organizations should define policy, models, and evaluators who can conduct evaluations on well-defined intervals. A variety of models exists in literature (Singh, 1993;Parker, 1996) that can be applied to evaluate IS, but their impact can be visualized only when evaluation is considered as an on-going process. However, it should be kept in mind that the deviations observed as a result of evaluations cannot be transmitted to seniors and peers or controlled and minimized unless the organization has an adaptive and collaborative environment.…”

Section: Evaluate Evaluate Evaluate Evaluate Evaluatementioning

confidence: 99%

Organizational Environment and Information Systems

Malik

Goyal

2003

Vikalpa: The Journal for Decision Makers

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The convergence of information technologies has opened new vistas of opportunities as well as risks for organizations. Organization structure, controls, and management have all witnessed a sea change with their information systems (IS) becoming technology driven. IS is seen as a strategic tool that must be watched carefully in order to lead to corporate vision. For the first users, IS may bring competitive advantage but, for most, it becomes a need for survival. To sustain in this dynamic environment, executives need to be on all- time-alert to make sure that they do not lag behind competition. A study of best-run organizations indicates that to keep business and IS aligned, they have highly collaborative behaviour as well as well-defined policy for evaluating IS. This paper suggests an ACE Model – a 3-ring model, comprising of processes to (A)dapt, (C)ollaborate and (E)valuate, in order to establish and evaluate organizational effectiveness for improved IS effectiveness in the organizations. At the core is the need to cultivate a culture to adapt the latest tools and techniques for higher end use. Next, the people must collaborate and work in teams for faster and beneficial plans and implementation. Finally, a well-defined process for constant monitoring and refinements of the plans is required. The rings signify continuity of the three processes. These processes should not be triggered at specific intervals. Rather, these must be imbibed in the culture of the organization so that the employees breathe in and breathe out the same thoughts and execute them together. The model offers a simple, flexible, and modular approach to assess organization's environment for IS effectiveness on a 5-point scale. This paper highlights the following issues: There is a need for IS evaluation vis-a-vis organizational environment. In order to realize value from IT, it is worthwhile to analyse and ensure an effective environment in the organization that is conducive to change of technology and systems. This can ensure alignment of organization, its purpose, employees, functions, and stakeholders. Irrespective of the technologies in use, organizational evaluation process must be an indicator of contribution of IS towards growth or sustenance of business though the opponents of IS evaluation may like to conclude this as infeasible on the ground that IS benefits are largely intangible and hence unquantifiable. The findings of this study can help the business organizations in identifying and improving the environment for cultivating IS in their organizations. It is recommended to have more software tools for decision-making and information analysis so that the spending on IT can be utilized better. Decision makers can deploy the suggested model on their intranets to keep a constant watch on the culture of the organization and act accordingly in order to keep the effectiveness index to the highest level.

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Section: Evaluate Evaluate Evaluate Evaluate Evaluatementioning

confidence: 99%

Organizational Environment and Information Systems

Malik

Goyal

2003

Vikalpa: The Journal for Decision Makers

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“…OngoingresearchcasestudybyCuiandLiu(2010)tocomprehendthetechnicalprocessesofan ERPsystemataphysician'sworkstationinahospitaltoexamineitscurrentlevelofpreparedness, points towards the need to analyse organizational and actors' perspectives while measuring IT readiness.Thoughresultsofthestudymaynotbeconclusivetovalidatetheresults,theantecedents topreparednessforERPsystemimplementationcanbeidentified. Singh's(1993)comprehensive reviewofseveralITsystemspreparednessmodelspointstotheincreasingneedfororganizations…”

Section: Organizational Change: a Consequent Of Technological Interve...mentioning

confidence: 99%

“…In recent times Information Technology (IT) has become a vital component for organizational preparednessinthebusinessenvironment.Thevolatilepacetechnologiesaregrowingat,itmakesit essentialtofacilitateorganizationsinimplementingstrategicITsystemssincetheyaredeterminants of organizational effectiveness and competitiveness (Singh, 1993). One such transformation that requiresspecialmentionisanInformationTechnology(IT)component,EnterpriseResourcePlanning (ERP)system.ERP,asoftwarecommodity,isanenablerofsuchachangefromfunctionaltoprocess enterprisesbywayofseamlessinformationflowtostakeholdersacrosstheorganization.Inthe1990s ERPsystemsbecamethe"de-factostandard" (Parr&Shanks,2000)forreplacinglegacysystemsin largeorganizations (Ross,1998;Robey,Ross&Boudreau,2000).ERPsystemsareorganizedaround thebasiceconomicrationaleofenterprisevaluechain.Theyaredesignedaroundaprocessviewof thebusiness.ThemajoradvantageofERPoverapplicationsoftwaresuitesisthattheenterprisewide applicationspromiseseamlessintegrationofinformationflowingthroughthecompany:accounting and financial information, human resource information, supply chain information and customer information.However,themostcrucialfactorinthewholesystemofERPistheimplementationaspect (Ahmad&Cuenca,2013;Jha,Hoda&Saini,2008).Onthecontrary,whentheERPimplementationis afailure,thereisnoframeworkavailabletotheorganizationtoindicatewhatparameterscausefailure andwhatthequantitativelosstotheorganizationis.Theconsequenceoforganizationalchangedueto ERPsystemimplementationresultsintangibleandintangiblebenefitstotheorganizations.Because ERPpromisessuchpotentialbenefits,understandingthecostsandhowtoavoidthemshouldbea researchpriority (Gattiker&Goodhue,2000).Itbecomesessentialfororganizationsanddecision makerstoidentify,measure,andincrementthesebenefitsofERPimplementation (Ross,1998).…”

Section: Introductionmentioning

confidence: 99%

“…Largeandsmall-scaleorganizationsareimplementingtechnologiestostaycompetitivewhile expandingglobally.SmallandMediumsizedEnterprises(SMEs)traillargeorganizationsinleveraging ITsystems (Thong&Yap,1995).Globally,SMEsareamajorsourceofemploymentforanation's economyandplayaveryimportantroleinthesocio-economicdevelopmentofthecountry (Sharma, Gray&Daniel,2007).SMEsarebeginningtounderstandthesignificanceofimplementingITsystems likeEnterpriseResourcePlanning(ERP) (Sharma,Gray&Daniel,2007)forimprovingtheirbusiness processes.ERPisdefinedasanapplicationsystemsoftwarethatcentralizesanorganization'sdatabase andbringsaboutorganizationalchangeduringitsimplementationtoachieveorganizationgoals (Nair, Reddy&Samuel,2015).Thisnecessitatestheresearchquestion,theneedforaresearchframework toanalyseanSMEsorganizationalpreparednessforimplementingthetechnologyandrealizingits benefitsfromanorganizationalperspective.LoveandIrani(2004)pointthatlimitedresearchattention hasbeengivenwithregardtoanalysingthebenefitsofERPimplementationinSMEs (Saini,Nigam &Misra,2010).Unlikelargeorganizations,SMEsareoften"cashpoor",lackinginresourcesand expertiseinimplementingIT (Dyerson,Harindranath,&Barnes,2009).ERPinterventionresults inanorganizationalchangeasitsimplementationisnotonlyatechnicalsystemimperativebuthas tosynergizewiththesocialsystemoftheorganization (Nair,Reddy&Samuel,2015).Whilelarge organizationshavereachedanassimilationstageofERPimplementation,SMEsarestillinanemergent state.HenceitisessentialforSMEstobuildreadinessatthefirmlevelforERPimplementation.ERP interventioninanSMEresultsinanorganizationalchange (Sharma,Gray,&Daniel,2007;Cui& Liu,2010)necessitatingorganizationalreadinessfromSMEownerstodeliberateontheantecedents foranITimplementationsuchasERP. Singh(1993)arguesthattheinclinationofSMEstouseIT systems requires preparation due to the socio-technical parameters influencing the organization internallyaswellasexternallyandhencepreparednessfortheconsequentchange"isthoughttobe acriticalprecursortosuccessfulorganizationalchange (Weiner,Amick&Lee,2008,p.380) Organizationsarescalingtheirtechnologiestostayconnectedwiththeirstakeholders.Though large-scaleorganizationshaveadoptedITsystemssuchasERP,vendorsconsiderthismarketasclose tosaturationandarefocusingonERPsystemsforSMEs(Haddara&Zach,2011)whoaretrailing inadoptingtechnologyinnovations (Thong,1999a).Inthepresentbusinesscontext,ERPisatool forcompetitiveadvantageandenablesorganizationstoimprovetheirefficiencyandeffectiveness. SMEsaretoyettoreapthebenefitsofthisITtool.IssuesrelatedtoSMEcontextaredifferentfrom thosefacedbylargeorganizations (Thong,2000b;Kale,Banwait&Laroiya,2010;Haddara&Zach, 2011).ThoughSmallandMediumenterprises(SMEs)allovertheworldhavevariousdefinitions,a hindrancecommontoallofthemistheirinabilitytostructuretheirresourcesfromanITperspective toincreasetheirefficiencyandcompetitiveness.SevereresourcecrunchesamongSMEsinIndian contexthavebeenstatedbyKale,Banwait,andLaroiya(2010)intheirempiricalresearchconducte...…”

Section: Introductionmentioning

confidence: 99%

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Technological Change Perspective for ERP Implementation in Small and Medium Enterprises

Nair

Chellasamy

2017

International Journal of Strategic Information Technology and Applications

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Small and medium-sized enterprises (SMEs) trail large organizations in leveraging IT systems. SMEs are beginning to understand the significance of implementing IT systems like ERP for improving their preparedness in business processes. Hence the objective of this research article is to develop a framework to analyse SME's organizational preparedness for implementing the technology. This research applies a General Morphological Analysis (GMA) framework to explore suitable models and variables for IT change preparedness to realize the benefits of ERP implementation in SMEs. An SMEs drawback in implementing IT tools is specifically due to a lack of knowledge and an acute shortage of resources like investment and manpower. The review of literature in this article using general morphological analysis is novel for ERP implementation in the SME sector. Based on the review of articles, a morphology with a technology organization framework and environment (TOE) framework which evaluates technological, organizational and environment is most adequate to understand the IT readiness for ERP among SMEs.

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“…It is possible to find a set of activities which CIOs usually perform (Carvalho et al, 2009): interact with top management (Preston, 2003); take strategic decisions (Bilhim, 1999); plan information systems (Feeny & Willcocks, 1998); manage the process of viability assessment of new systems and technologies (Benamati & Lederer, 2001); analyse, assess and select systems (software/hardware) (Tam & Hui, 2001); systems acquisition (Sutter, 2004;Marshall et al, 2005); manage projects (Gorgone & Gray, 2000;Bhatt et al, 2006); manage the development and the implementation of information systems (Varajão, 2002); manage the maintenance of information systems (Reddy & Reddy, 2002); optimize business processes (Davenport & Short, 1990;Carvalho & Costa, 2007); manage the information systems team (Nelson, 1991); manage the contract services (Rockart et al, 1996;Feeny & Willcocks, 1998); manage crises in the information systems (Varajão, 2002); mediate individual and collective conflicts (Varajão, 2002); define rules and processes for the information systems (Ross et al, 1996); manage the infrastructure of the information system (Bakos, 1992;Singh, 1993); assess the performance of information systems and plan their optimization (Heo & Han, 2003); evaluate the business problems, identifiy opportunities and define solutions for the information systems (Trauth et al, 1993); optimize processes of the information systems function (Gottschalk, 2000); manage the information and guarantee its access and security (Montazemi et al, 1996); follow and explore new technologies and knowledge (Karimi et al, 1996;Ross et al, 1996); manage the system's integration ; manage the purchase of equipment…”

Section: The Information Systems Function and The Chief Information O...mentioning

confidence: 99%

Information Architecture For IS Function

Carriço

Varajão

Basto‐Fernandes

et al. 2014

International Journal of Human Capital and Information Technology Professionals

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Today's complex, unstable and competitive society raises several difficulties to organisations. In this context, Information and Communications Technologies (ICT) and information itself have become resources of vital importance. The pressing need for Information Systems (IS) to meet several business requirements, in addition to the complexity involved in technology and business management, turns the IS Function one of the main areas of influence for success of modern organisations. Through its capacity of representing activities, management objects and corresponding relations, the Information Architecture of the Information Systems Function (IAISF), a technique derived from the well-known Information Architecture but exclusively focused on the Information Systems Function (ISF), allows not only the conceptualization and understanding of the ISF itself, but also of its interactions with other areas within organizations. This paper presents the main results of a case study related to the application of the IAISF technique in a computer service centre of a University.

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Using information technology effectively

Cited by 24 publications

References 13 publications

Organizational Environment and Information Systems

Organizational Environment and Information Systems

Technological Change Perspective for ERP Implementation in Small and Medium Enterprises

Information Architecture For IS Function

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