AN EVALUATION OF ELECTRONIC MEETING SYSTEMS TO SUPPORT STRATEGIC MANAGEMENT

Strategic management, defined as the overall process of formulating and implementing goals, policies and plans of organizational strategy, is an important organizational task that is typically performed by groups of managers. While information technology has long been used to support strategic management, it has only recently been used to support the group processes of strategic management through the provision of Electronic Meeting Systems (EMS). An EMS can affect meetings by providing process support, process structure, task structure, and task support. Process support improves communication among group members (via an electronic communication channel), while process structure directs the pattern or content of discussion (via an agenda). Task structure refers to the use of a structured technique to analyze the task (a mathematical or conceptual model), while task support refers to the provision of information or computation support without additional structure (a data base or calculator). The objective of this paper is to evaluate the capability of EMS to support strategic management. The results of a series of seventeen case studies indicate that use of EMS technology can enhance six capabilities that prior research has linked to increased strategic management success. Process support and process structure were perceived to be more important than task structure and task support in contributing to success. An analysis of less successful meetings suggests that a lack of communication between the group leader/meeting organizer and meeting participants and extenuating external circumstances were primary causes for the lack of success

FrAmework for Multi-Agency Environments (FAME) : Final Report of the Learning & Evaluation Strand

Framework for Multi-agency Environments (FAME) was one of the Local Government On-Line funded National Projects sponsored by the Office of the Deputy Prime Minister (ODPM). Within FAME there were six local projects (known as strands) led by English local authorities in partnership with service providers. Each strand aimed to improve a particular set of services (for example, to vulnerable older people or disabled children) through effective and appropriate exchange of information. These local projects worked with IT suppliers (known as technology partners) to produce a technical system to facilitate the exchange and management of client / patient information across agency boundaries. Not all the outputs of FAME were in the form of IT systems. Improvements to business processes and information sharing practices were also expected. Newcastle University led two further strands, the Generic Framework and Learning & Evaluation. The Generic Framework identifies and describes nine building blocks that are essential to effective multi-agency working. The FAME website http://www.fame-uk.org contains details of these building blocks, together with a ‘how to’ guide and a toolkit to support local authorities and their partners in assessing their ‘readiness’ for multi-agency working. This is the report of the Learning & Evaluation strand. The Learning & Evaluation team worked closely with the local FAME project teams, who were supportive of our work and generous with their time. Throughout the project we reported back to the local teams both individually and collectively. Evaluation was thoroughgoing and critical, not an exercise in public relations or advocacy. It is important to stress that learning is likely to be gained from what did not work as well as from what did. Problems and setbacks, as well as successes, are therefore documented and analysed in the report

User-Based Data Collection Techniques and Strategies for Evaluating Networked Information Services

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