Information Technology and Organizational Learning

Transcription

1 Information Technology and Organizational Learning Managing Behavioral Change through Technology and Education Second Edition Arthur M. Langer CRC Press Taylor & Francis Group Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business

2 Contents FOREWORD ACKNOWLEDGMENTS INTRODUCTION ABOUT THE AUTHOR ix xiii XV xxxi CHAPTER 1 THE "RAVELL" CORPORATION A New Approach The Blueprint for Integration Enlisting Support, Assessing Progress ' Resistance in the Ranks Line Management to the Rescue IT Begins to Reflect Defining an Identity for Information Technology Implementing the Integration: A Move Toward Trust. and Reflection Key Lessons Defining Reflection and Learning for an Organization Working Toward a Clear Goal Commitment to Quality Teaching Staff "Not to Know" Transformation of Culture Alignment With Administrative Departments Conclusion V

3 VI CONTENTS CHAPTER 2 THE IT DILEMMA Recent Background 25 IT in the Organizational Context 26 IT and Organizational Structure 26 The Role of IT in Business Strategy J 28 Ways of Evaluating IT 29 Executive Knowledge and Management of IT 30 IT: A View From the Top 31 Section 1: Chief Executive Perception of the Role of IT 34 Section 2: Management and Strategic Issues 36 Section 3: Measuring IT Performance and Activities 37 General Results 38 Defining the IT Dilemma 39 Recent Developments in Operational Excellence 41 CHAPTER 3 CHAPTER 4 TECHNOLOGY AS A VARIABLE AND RESPONSIVE ORGANIZATIONAL DYNAMISM Technological Dynamism 43 Responsive Organizational Dynamism 44 Strategic Integration 45 s 50 Cultural Assimilation 50 IT Organization Communications With "Others" 51 Movement of Traditional IT Staff 51 "~" 53 Technology Business Cycle 54 Feasibility 55 Measurement 55 Planning / 56 Implementation 57 Evolution 59 Drivers and Supporters 60 Information Technology Roles and Responsibilities 62 Replacement or Outsource 63 ORGANIZATIONAL LEARNING THEORIES AND TECHNOLOGY Learning Organizations 74 Communities of Practice 76 Learning Preferences and Experiential Learning 85 Social Discourse and the Use of Language 90 Identity 93 Skills 93 Emotion 94 Linear Development in Learning Approaches 98

4 CONTENTS CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 MANAGING ORGANIZATIONAL LEARNING AND TECHNOLOGY The Role of Line Management Line Managers First-Line Managers Supervisor Management Vectors Knowledge Management Change Management Change Management for IT Organizations Social Networks and Information Technology ORGANIZATIONAL TRANSFORMATION AND THE BALANCED SCORECARD Methods of Ongoing Evaluation Balanced Scorecards and Discourse Knowledge Creation, Culture, and Strategy VIRTUAL TEAMS AND OUTSOURCING Status of Virtual Teams ' * Management Considerations Dealing With Multiple Locations Externalization Internalization, ^ Combination Socialization Externalization Dynamism Internalization Dynamism Combination Dynamism Socialization Dynamism Dealing With Multiple Locations and Outsourcing Revisiting Social Discourse Identity Skills Emotion SYNERGISTIC UNION OF IT AND ORGANIZATIONAL LEARNING Siemens AG Aftermath ICAP Five Years Later HTC IT History at HTC Interactions of the CEO VII

5 VIII CONTENTS CHAPTER 9 The Process Transformation From the Transition Five Years Later TOWARD BEST PRACTICES Chief IT Executive Definitions of and Dimension Variables in the Chief IT Executive Best Practices Arc Chief Executive Officer CIO Direct Reporting to the CEO Outsourcing Centralization Versus Decentralization of IT CIO Needs Advanced Degrees Need for Standards Risk Management The CEO Best Practices Technology Arc Definitions of and Dimension Variables in the CEO Technology Best Practices Arc Middle Management The Middle ManagementBest Practices Technology Arc Definitions of and Dimension Variables in the Middle Manager Best Practices Arc Ethics and Maturity CHAPTER 10 CONCLUSIONS GLOSSARY OF TERMS REFERENCES INDEX