Forms and processes of information systems evolution

The way in which software evolves over time has been much studied and is now fairly well-understood. What has been less thoroughly studied are the processes by which information systems – containing software as one component, but also with significant human and organisational aspects – evolve. In many organisations, few information systems are built at all from scratch, but rather are modified from or built on top of existing ones or bolted together from third-party components. In practice, the old division between design, implementation and maintenance has largely disappeared. In this paper, I discuss the nature of IS evolution. I make a distinction between planned (intentional and strategic) evolution, for which we can formulate a clear process; and unplanned (emergent and externally-driven) evolution, where we can simply study the dynamics of the process and be ready for events

Alliance dynamics for entrepreneurial firms

Small firms are thought to encounter various difficulties implementing strategic alliances. Due to these problems, they may be less able to reap the benefits of alliance adaptation, and the changes that occur in alliances over time often will not coincide with the small firm's interests. The evidence we present on contractual renegotiations in alliances suggests that small firms are no more or less likely to experience contractual changes in general. However, small firms tend to bear inefficiencies of two kinds in their collaborations. They are less likely to adapt alliances in the presence of governance misalignments. Furthermore, they are prone to make greater transaction-specific investments without commensurate contractual safeguards, which can lead to ex post hold-up in the form of contractual renegotiations.strategic alliances; entrepreneurial firms; small firms; contractual renegotiation; governance misalignment;

Information system diffusion in organizations - a control mechanism perspective

Research streams emphasize that after the excitement of adopting a new IS innovation, most do not employ the innovation to its full potential thus creating an assimilation gap. The failure of an IS to be fully diffused in an organization are, in most cases, due to employees resisting and not accepting the implemented innovation. The analysis of control mechanisms in IS research has proved to be a valuable approach to elucidate IS implementation and success experienced by organizations. The control mechanisms can be exercised thro ugh formal and informal modes. However, control mechanism theory have not yet been adopted to examine the process of IS diffusion in organizations. Therefore, there is a need to study the ways in which implemented control mechanisms impacts on the pro cess of diffusion of a Management Information System (MIS). Cooper and Zmud (1990) six stage IS implementation model will be applied to the research to illustrate and investigate the process of diffusion of the MIS. The research method will be an in-depth case study. It is anticipated that investigating IS diffusion from the perspective of control will considerably provide fresh insights in the understanding process of IS diffusion in organizations

Capabilities of technology utilization and technology integration : Impact of 3D technologies on product development process and performance

Multi-functional technologies widely influence on organization and often require organizational technology integration capabilities to achieve the total effectiveness. Technology integration capability here implies not only utilizing technologies in the present setting of organizational environment but also reforming organizational process and structure towards total optimization. This paper aims to exam technology integration capabilities among Japanese and Chinese firms through questionnaire surveys regarding impact of 3D technologies on product development process and performance. The results indicated that Japanese companies improved their total performance with process reformation leveraged by 3D technologies; however, among Chinese companies, no significant relationships were observed among 3D technology usage, process reformation and the total performance improvement although they improve the partial performance such as manufacturability by utilizing the technologies. Chinese companies, which have a huge growing market and are on the process of rapidly improving their productivities without strong organizational inertia, could have enough advantage by utilizing technologies to improve the partial performance. On the other hand, Japanese companies, which compete in mature market and have already had highly efficient organizational process, could not find the merits of technology usage without technology integration capabilities. This would be regarded as disadvantage of process-advanced company that they cannot have enough incentive to introduce advanced technology and new entries have a chance to leap-frog the advanced companies in usage of technology in general.

Designing a Design Thinking Approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Designing a design thinking approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Globalisation of HR at Function Level: Exploring the Issues Through International Recruitment, Selection and Assessment Processes

Much of the debate around convergence-divergence is based around comparative analysis of HR systems. However, we need now to combine these insights with work in the field of IHRM on firm-level motivations to optimise, standardise and export HR models abroad. A series of the changes are being wrought on a range of IHRM functions – recruitment, global staffing, management development and careers, and rewards - by the process of globalisation highlighting the difference between globally standardised, optimised or localised HR processes. This paper reports on a study of firm-level developments in international recruitment, selection and assessment, drawing upon an analysis of four case studies each conducted in a different context. Organisations are building IHRM functions that are shifting from the management of expatriation towards supplementary services to the business aimed at facilitating the globalisation process, and this involves capitalising upon the fragmentation of international employees. As HR realigns itself in response to this process of within-function globalisation (building new alliances with other functions such as marketing and IS) the new activity streams that are being developed and the new roles and skills of the HR function carry important implications for the study of convergence and divergence of IHRM practice. Globalisation at firm level revolves around complexity, and this is evidenced in two ways: first, the range of theory that we have to draw upon, and the competing issues that surface depending on the level of analysis that is adopted; and second, the different picture that might emerge depending upon the level of analysis that is adopted. This paper shows that although the field of IHRM has traditionally drawn upon core theories such as the resource-based view of the firm, relational and social capital, and institutional theory, once the full range of resourcing options now open to IHRM functions are considered, it is evident that we need to incorporate both more micro theory, as well as insights from contingent fields in order to explain some of the new practices that are emerging

A Comprehensive Study on the Differences in ERP Implementation between Manufacturing and Service Industry

In the first part, this paper presents a review of current literatures on key critical success factors (KCSFs) and their inevitable relative links with ERP benefits, project (strategic) goals and objectives in ERP implementation; this literature review searches for the available KCSFs in two sectors: manufacturing and service industry. The second part of paper looks into the available literature on differences in manufacturing and service industry. From these differences we deduct that there are differences in ERP implementation between manufacturing and services