System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

An investigation of aligning project management to business strategy: A review and conceptual framework

Copyright (C) 2011/12 ISEing.This paper discusses in depth the factors that lead to misalignment between the project management and the business strategy by investigating four case studies in the telecomunications industry in Saudi Arabia. Project management has been an important issue for many years and for many companies worldwide. Many implementations of project management (PM) have been successful, while others have failed to deliver the outcome of the project. The literature indicates that misalignment between large projects and the business strategy leads to 30% of all projects failing. Indeed, the literature highlights few internal factors (e.g. effective communication, executive support, involving the project manager in the business strategy development, and the project manager leadership competence) that may tie the project management to the company's business strategy. However, this study indicates very important external factors that affect the implementation of the company's business strategy. A framework will be developed to provide a clear guide to the project management efforts towards a competitive business strategy

An integrative model of the management of hospital physician relationships

Hospital Physician Relationships (HPRs) are of major importance to the health care sector. Drawing on agency theory and social exchange theory, we argue that both economic and noneconomic integration strategies are important to effective management of HPRs. We developed a model of related antecedents and outcomes and conducted a systematic review to assess the evidence base of both integration strategies and their interplay. We found that more emphasis should be placed on financial risk sharing, trust and physician organizational commitment

Business and Information System Alignment Theories Built on eGovernment Service Practice: An Holistic Literature Review

© 2019 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution 3.0 License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.This chapter examines previous studies of alignment between business and information systems holistically in relation to the development of working associations among professionals from information system and business backgrounds in business organization and eGovernment sectors while investigating alignment research that permits the development and growth of information system, which is appropriate, within budget and on-time development. The process of alignment plays a key role in the construction of dependent associations among individuals from two different groups, and the progress of alignment could be enhanced by emerging an information system according to the investors’ prospects. The chapter presents system theory to gather and analyze the data across the designated platforms. The outcomes classify that alignment among business and information system departments remains a priority and is of worry in different ways in diverse areas, which provides prospects for the forthcoming discussion and research.Final Published versio

Creating competence: perspectives and practices in organizations

Creating competence has become a major issue in organizations. Various authors contend that competency management has the potential of integrating organizational strategy, human-resource instruments, and human-resource development; that competency development can lead to performance improvement; and that it can help Human Resource Development (HRD) professionals in aligning their practices to the needs of the changing organization. A study was designed with four objectives. The first objective was to analyze the concept of competence, seeing what definitions are brought forward and how the concept is perceived in practice. The second objective was to evaluate the dissemination of the concept. The third objective was to evaluate the potential of competency development for vertical integration, and for HRD programs and practices. The fourth objective was to analyze the contribution of the concept of competency development for the HRD profession. Data collection for the study involved telephone interviews with 80 for-profit and nonprofit organizations, 35 telephone interviews with directors of Human Resource Management (HRM) in large organizations, and questionnaire responses from 130 HRD managers. Finally, an analysis was undertaken of the critical views of organizations that have introduced competency development systems. Based on the findings, recommendations are given for other organizations that want to introduce competency development systems

Driving and sustaining culture change in professional sport performance teams: A grounded theory

Objectives As part of the recent upsurge of work on management and organizational factors in elite sports teams, researchers have focused on the team management-led creation and regulation of high performing cultures. The purpose of this study was to therefore add to a recently developed model of culture change best practice in Olympic sports teams, as led and perceived by incoming performance directors, and conceptualize culture change best practice in professional sports teams, as led and perceived by incoming team managers. Design and method A pragmatic research philosophy and corresponding grounded theory methodology were used to generate a practically-meaningful model of this culture change process from the perspective of UK-based professional team managers. Results Perceived best practice in team manager-led culture change was found to involve a finite phase of initial evaluation, planning, and impact adjoined to the enduring management of a holistic, integrated, and dynamic social system. With the former process acting as the catalyst for successful change, this model revealed that optimal change was felt to primarily rely on the constant acquisition, negotiation, and alignment of internal and external stakeholder perceptions. Conclusions Based on the model's principles, the optimization of professional team culture is defined by a manager's initial actions and never definitively achieved but rather constantly constructed and re-constructed in complex social and power dynamics. Beyond providing a conceptual backdrop for continued research in this area, the model is also a tool on which the practice of professional team managers and their supporting sport psychologists can be based