Using the IT Capability Maturity Framework to Improve IT Capability and Value Creation: An Intel IT Case Study

Curley, Martin; Kenneally, Jim

doi:10.1109/edoc.2011.32

Cited by 9 publications

(17 citation statements)

References 4 publications

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“…In this respect, the capabilities of ESM technologies play a decisive role. Generally, the term “capability” refers to having the “capacity” or “ability” to reach certain goals or aims (Curley et al , 2016, p. 5). In terms of IT, Ross et al (1996, p. 31) define “IT capability” as the “ability to control IT-related costs, deliver systems when needed, and effect business objectives through IT-implementations.” Similarly, Curley et al (2016) perceive an IT capability as the ability to use and activate IT-based resources (e.g.…”

Section: Foundationsmentioning

confidence: 99%

“…for reaching aspired goals. Further capabilities and resources may be reverted to for that purpose (Curley et al , 2016). Hence, a rather wide conception of “IT capability” is frequently mentioned in literature comprising the perspective on costs, company organization or technical issues (e.g.…”

Section: Foundationsmentioning

confidence: 99%

“…In general, a variety of frameworks for managing IT have been proposed in recent years, such as the “Information Technology Infrastructure Library,” the “Control Objectives for Information and related Technology,” the “Capability Maturity Model Integration” or the “IT Balanced Scorecard” amongst others (Carcary, 2011; Curley, 2008). However, as these do not primarily focus on the value derived from IT investments or IT implementations for the diverse operating areas of a company, the “IT Capability Maturity Framework (IT-CMF)” was proposed (Carcary, 2011; Curley, 2008; Curley et al , 2016). The origins of the IT-CMF go back to a maturity framework developed by Intel Corporation, which was taken up, refined and further developed by the Innovation Value Institute at the National University of Ireland Maynooth (Carcary, 2011; Curley et al , 2016).…”

Section: Foundationsmentioning

confidence: 99%

“…However, as these do not primarily focus on the value derived from IT investments or IT implementations for the diverse operating areas of a company, the “IT Capability Maturity Framework (IT-CMF)” was proposed (Carcary, 2011; Curley, 2008; Curley et al , 2016). The origins of the IT-CMF go back to a maturity framework developed by Intel Corporation, which was taken up, refined and further developed by the Innovation Value Institute at the National University of Ireland Maynooth (Carcary, 2011; Curley et al , 2016). The IT-CMF differentiates between a macro and a micro layer (cf.…”

Section: Foundationsmentioning

confidence: 99%

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Process-related value propositions of enterprise social media use for the external communication with end consumers

Johannsen

2018

BPMJ

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Purpose The purpose of this paper is to identify process-related value propositions in terms of process execution when using enterprise social media (ESM) for external communication purposes. Additionally, capabilities of ESM technologies to realize the value propositions are identified. Design/methodology/approach A literature review of case studies, describing ESM usage for external communication purposes, is performed. Further, face-to-face interviews with employees from companies are conducted to complement the findings retrieved from the literature. Findings It is shown that manifold process-related value propositions for different business processes can be realized by ESM application for external communication purposes. However, certain value propositions and the corresponding capabilities of ESM technologies are particularly emphasized. Research limitations/implications This research is different from existing studies about ESM usage because an explicit perspective on business processes is taken. Therefore, the findings contribute to the existing body of knowledge of beneficial ESM usage. Analyzing the literature and interview transcripts underlies a certain amount of subjectivity, a circumstance addressed by engaging two researchers in the coding procedure. Practical implications Practitioners discussing potentials of ESM application are provided with concrete hints as to which business processes will most likely profit from the use of social technologies for the external communication with customers. Originality/value This paper contributes to a better understanding of the beneficial impact of social technologies on business processes and thus prepares the ground for a better alignment of ESM and processes. An extensive overview of value propositions for a company’s business processes has so far not been compiled in this form.

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Section: Foundationsmentioning

confidence: 99%

Section: Foundationsmentioning

confidence: 99%

Section: Foundationsmentioning

confidence: 99%

Section: Foundationsmentioning

confidence: 99%

See 2 more Smart Citations

Process-related value propositions of enterprise social media use for the external communication with end consumers

Johannsen

2018

BPMJ

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show abstract

“…IT moved from being a reactive to a proactive IT organization, with its CIO able to "focus on making IT a strategic partner or … a corporate core competency, rather than having to focus on cost cutting and fight fires." 19 By having IT operate at this high strategic level, it could more readily contribute to business innovation and differentiation, as opposed to merely acting as a service or support function.…”

Section: It-cmf Efficacy In Practicementioning

confidence: 99%