Correlating Architecture Maturity and Enterprise Systems Usage Maturity to Improve Business/IT Alignment

This paper compares concepts of maturity models in the areas of Enterprise Architecture and Enterprise Systems Usage. We investigate whether these concepts correlate, overlap and explain each other. The two maturity models are applied in a case study. We conclude that although it is possible to fully relate constructs from both kinds of models, having a mature architecture function in a company does not imply a high Enterprise Systems Usage maturity

KM Capability Assessment: A Qualitative Approach

The knowledge management (KM) literature highlights both the desire of organizations to assess KM capability and the need to create better methodologies and tools to do so. Although some progress has been made in developing valid assessment tools, the topic still remains inadequately explored. Answering a call for the exploration of KM capability maturity assessment across a variety of organizations (Kulkarni & St Louis, 2003), this research uses the Knowledge Management Capability Assessment (KMCA) methodology (Kulkarni & Freeze, 2004) and Freeze & Kulkarni (2005; 2006) as a guiding framework to qualitatively assess the KM capability of the Secretary of the Air Force Financial Management and Comptroller (SAF/FM) organization—a military organization recognized for exceptional KM efforts. The research resulted in rich, contextual findings with regard to the specific KM efforts underway within SAF/FM. Interestingly, the nature of these efforts translated into KM capability levels lower than expected; however, precise areas for improvement were identified

A Knowledge Management View of Teaching English as a Foreign Language (TEFL) in General Educational System (GES) of Iran

AbstractEnglish is the main foreign language in Iran. It is used and taught more than other foreign languages. Teaching this language in General Education System (GES) of Iran, occurs during two high school levels. The process of teaching English during these six years was probed from the viewpoint of knowledge management (KM), using the Delphi method of obtaining information to grasp GES weaknesses. Conducting two rounds of Delphi and exerting Kendall's coefficient of concordance on the acquired informatin from 18 English teachers -who have taught English for thirty years-about the process of teaching English as a foreign language (TEFL) in GES, we could acquire 41 viewpoints that can be counted on as the tacit knowledge of the teachers and may be used in future studies

TOWARD A CONCEPTUALISATION OF A SERVICE INNOVATION MATURITY MODEL

Following best practice detailed by Jochem et al. (2011), this paper evaluates existing research concerned with the assessment and development of capabilities for effective service innovation in Irish SMEs and proposes a maturity model framework comprising of stages presented in an evolutionary framework that sequentially and incrementally describes the development of capabilities in a logical order. Our service innovation maturity levels range from low to high illustrating the increasing sophistication of the outlined attributes as firms grow and mature capabilities to achieve their service innovation goals. Due to the research deficit, it is anticipated that the on-going study will make a substantial contribution to both academic knowledge and practice by expanding the service innovation literature and identifying and detailing the specific innovation maturity levels that can be used to enhance service innovativeness. The paper also highlights essential aspects of the discipline which warrant further investigation in the future

Towards a Conceptualisation of a Service Innovation Maturity Model

Following best practice detailed by Jochem et al. (2011), this paper evaluates existing research concerned with the assessment and development of capabilities for effective service innovation in Irish SMEs and proposes a maturity model framework comprising of stages presented in an evolutionary framework that sequentially and incrementally describes the development of capabilities in a logical order. Our service innovation maturity levels range from low to high illustrating the increasing sophistication of the outlined attributes as firms grow and mature capabilities to achieve their service innovation goals. Due to the research deficit, it is anticipated that the on-going study will make a substantial contribution to both academic knowledge and practice by expanding the service innovation literature and identifying and detailing the specific innovation maturity levels that can be used to enhance service innovativeness. The paper also highlights essential aspects of the discipline which warrant further investigation in the future

A Maturity Matrix for Assessing Service Innovation Capability

Small and medium-sized enterprises (SMEs) in the service sector must consistently and continuously innovate and adapt to ensure their survival (Gebauer et al., 2012). Achieving this depends on their service innovation capability, which describes the capacity to deploy resources to develop and improve services (Giannopoulou et al., 2011). Despite its significance, the literature lacks practical measurement or management tools, the omission of which ensure the economic benefits of service innovation will never be fully realised within Irish SMEs (Kohler et al., 2013). In an attempt to eliminate much of this ambiguity, this paper provides a substantial academic and practical contribution by rigorously developing the foundation of a staged model to measure its maturity. The proposed matrix extends existing maturity models through its application in the services sector and represents an important step towards understanding the evolution of the constituent dimensions of service innovation capability

Assessing Perceptions of Knowledge Management Maturity/Capabilitites: A Case Study of SAF/FM

Knowledge is an essential organizational resource that is required at all echelons to accomplish processes, to make decisions, and to improve efficiency and effectiveness. In order to take advantage of the benefits of knowledge, organizations must harvest and leverage the collective knowledge of the entire workforce through effective knowledge management (KM). The Air Force Center of Excellence for Knowledge Management recognized SAF/FM as having an exemplar KM program within the Air Force. This research used the Knowledge Management Capability Assessment (KMCA) framework to assess the overall KM maturity and capabilities of the seemingly mature SAF/FM KM program. The results indicate that the SAF/FM KM program is at an overall KM maturity of level 2; the organization recognizes the value of knowledge assets, its culture encourages activities associated with knowledge sharing, and the senior leadership communicates the value of and shows commitment to knowledge sharing. The organization’s KM maturity is inhibited by its lack of a KM strategy and lack of formal mechanisms and processes to acquire and store its knowledge assets

Arquitecturas de modelos de madurez organizacional : una revisión sistemática de la literatura

La proliferación de modelos de madurez organizacional en el dominio de la ingeniería de software y su adaptación a otros dominios está generando confusión en la industria y la academia. Los cambios introducidos en las adaptaciones tienen origen en esquemas de categorización de organizaciones existentes en estos dominios distintos al de la ingeniería de software. Esta situación genera desconcierto y demoras en la adopción y evolución de los modelos de madurez organizacional. (OBJETIVOS) En este estudio se identifica los enfoques arquitecturales usados en el desarrollo de modelos de madurez organizacional para diferentes dominios y las características relevantes de estas arquitecturas. (MÉTODOS) Se realizó una revisión sistemática de la literatura en las bases de datos reconocidas sobre arquitecturas usadas en el desarrollo de modelos de madurez organizacional. (RESULTADOS) Se identificó 70 estudios que describen la arquitectura de modelos de madurez organizacional para diferentes dominios, predominando tecnologías de la información e ingeniería de software como ámbitos de aplicación; sin embargo también se encontró estudios relacionados a otros contextos como construcción, logística, educación y sistemas médicos. Los modelos de madurez encontrados en los estudios fueron agrupados en ocho tipos de arquitecturas. (CONCLUSIONES) Se encontró que la arquitectura del modelo CMMI y las arquitecturas basadas en modelo de progresión son las más usadas en los estudios. Se encontró además que las arquitecturas de los modelos de madurez del ámbito de la ingeniería de software y sistemas pueden emplearse como base para definir modelos de madurez organizacional para otros campos de aplicación de la industria con cambios menores.Tesi