Information Management: A Consolidation of Operations, Analysis and Strategy

The book provides an exposition on the discipline of information management. It is organised into four parts. The first of these deals with factors that shape the meaning of information management - the professional associations that have formed; the science of information; and corporate approaches to consideration of information as an enterprise resource. The following three parts explain how information management is undertaken in three domains: operational, analytical and administrative. The operational domain details techniques that are concerned with processing information about information - the organising structures, finding aids, classification and retrieval systems, that make their respective information systems useable. The analytical domain is concerned with determining enterprise and user information requirements; undertaking requirements analysis; information audits; and evaluation of information operations. The administrative domain is concerned with the strategic approach – fostering effective utilisation of information and knowledge resources using a planning framework that aligns information services with that of an enterprise’s objectives and resourcing, and works effectively within constraints imposed by the broader regulatory and business environment

Differentiating KMS Strategy from Business Strategy, KM Strategy and IS/IT Strategy

The era of the new millennium has witnessed a wide range of the revolutionized technology that affects our lives and the way an organization is conducted. The contemporary business sectors start to recognize the potential use of knowledge management in the new organizational processes. As a result, increasing numbers of organizations pay attention to the creative value of leveraging knowledge as one of their potential assets. Therefore, organizations start to focus on knowledge as one of the important elements in competitive advantage that needs to be utilized efficiently and effectively. They have shown a great attention of knowledge management in their business strategy incorporated with technology. The role of technological tools and applications is essential in supporting and enhancing knowledge management strategy. There has been a transition from traditional information system to new a concept of knowledge management system employed by organization to sustain competitive advantage in dynamic and unstable environment. Further, to shift the paradigm of knowledge management systems concept from business sectors, this study focused on the KMS applications and tools particularly in Institutions of Higher Education (IHE) environment. The purpose of this study is to (a) identify the relationship of business strategy, knowledge management (KM) Strategy, knowledge management systems (KMS) strategy, information system (IS) strategy and information technology (IT) strategy, particularly in the context of IHE, (b) describe those strategies and their relationship based on the context of IHE. This will provide guidance and effective methods for formulating the KMS strategy with the aim to align it with business strategies and ensuring success of its implementation

The CFO’s Information Challenge in Managing Macroeconomic Risk

In this chapter we examine the role of the CFO in setting risk management strategy with respect to macroeconomic risk, in particular, and we consider the information requirements for setting a strategy that is consistent with corporate objectives. We argue that macroeconomic risk management requires a broad approach encompassing financial, operational and strategic considerations. Furthermore, several interdependent sources of risk in the macroeconomic environment must be taken into account. Once this interdependence among, for example, exchange rates, interest rates and inflation are taken into account macroeconomic risk management can be considered a relatively self-contained aspect of Integrated Risk Management (IRM) provided relevant information is available to management. Financial risk management cannot be considered a self-contained part of macroeconomic risk management, however, since value increasing investments in flexibility of business operations affect corporate exposure and make it uncertain.Risk Management Strategy; Macroeconomic Risk; Integrated Risk Management; Chief Financial Officer; Information Needs; Corporate Strategy; Financial Risk; Real Options

Public and Private International Law : German Views on Global Issues

In this paper, a strategy for organisational knowledge evolution is presented. Organisational knowledge is defined as knowledge concerning the management of the artefacts provided by the organisation. The strategy is derived from a theoretical, action-oriented representation of knowledge and uses concrete instruments for iterating between reflection and action. The instruments for reflection are conceptual models and information flow diagrams. The instrument for action is an object oriented information management system, where the models are implemented and tried out in practise. By applying these instruments iteratively, organisational knowledge is generated, both as individual and shared knowledge among the actors, as well as objectified knowledge represented by the models and the implemented information management system. We describe how this strategy has been used at the Ericsson telecommunication company to handle the transition to a new software development model. The transition was complicated by the fact that Ericsson has many designers (more than 10 000) working at local design centres all over the world. Our experience shows that the proposed strategy is a powerful way to quickly acquire, deploy and manifest new organisational knowledg

The propagation of technology management taxonomies for evaluating investments in information systems

To provide managers with a critical insight into the management of new technology, this paper uses a case study research strategy to examine the technology management experiences of a leading UK manufacturing organization during its adoption of a vendor-supplied Manufacturing Resource Planning information system.<br /

STRATEGY, COMPETITION AND DIVERSIFICATION IN EUROPEAN AND MEXICAN BANKING

This article identifies whether top managers in banks’ parent companies are highly involved in the design of strategy and examines how management styles influence (or reflect influences) on diversification decisions within bank markets. Alongside this assessment, the research ranks the main concerns to design strategy in banking within an international setting (including the role of information and telecommunication technologies in the design and implementation of banks’ diversification strategies). Results emerging from triangulating responses suggested that, on balance, top managers in bank markets are predisposed to integrate around purely strategic rather than purely financial targets or than a combination of strategic and financial performance. Management of diversity does not seem to be time invariant with results suggesting that information technology management played a secondary role in the design of bank strategy but at the same time, information technology applications were perceived as an important force to modify competition in bank markets.Banks, competition, IT innovation

Value and risk reporting practice among listed companies in Belgium.

In this report we describe the general practices, among Belgian public firms, re voluntary disclosure. We provide an overall score, a subtotal for each of ten information categories, and individual scores. We find that only two subtotals, Management & Performance and Organization & Strategy, fare rather well almost across the board. The value drivers, in contrast, tend to come in among the lowest-ranked items, as does Risk Management. For two value drivers, Brands and Customers, around half of the companies even remain utterly silent. Across firms, there often is a pronounced right-skewness among the rankings for one subcategory. On more than half the items that could logically help determine value, more than half of the firms provide no information whatsoever.The top-performing companies are doing spectacularly better on Risk Management, and (relatively) worse on macro information. Manufacturing firms do best, both in terms of total rating as well as on most subcategories, followed by retail/distribution/media (RDM) and then Technology.Optimal; Value; Risk; Reporting; Companies; Firms; Disclosure; Information; Management; Performance; Strategy; Risk management; Brands; Manufacturing;

Pengaruh Strategi Bisnis terhadap Kinerja Manajerial melalui Information Capital Readiness dan Sistem Pengukuran Kinerja

In information era, companies using bisnis strategy, and put the strategy into action to pursue high performance. Companies need to manage its information capital readiness, and management informationsystems, so that they can put strategy into action and achieve high manajerial performanc.This study focus on the effect of business strategy toward managerial performance through information capital readiness and performance management systems as intervening variables in companies listed in the Indonesian Stock Exchange and States Own Companies.Result of the study shows that:1) business strategy have a positive impact on infformation capital readiness, 2) business strategy have no indirect effect on performance management systems through information capital readiness as an intervening variable, 3)business strategy have an indirect impact on managerial performance through information capital readiness as an intervening variable, 4) information capital readiness have no indirect effect on managerial performance through performance management systems as an intervening variable, 5) business strategy have an indirect effect on managerial performance through managementperformance measurement as an intervening variable, 6) business strategy have an indirect effect onmanagerial performance through information capital readiness and management performance measurementas intervening variables.Keywords: business strategy, managerial performance, information capital readiness, and performance management system

Knowledge management : Emerging roles and challenges of library and information professionals

With globalization the credibility of the workforce is determined by how best they can accommodate themselves in the growing challenges of k-economy. Knowledge Management (KM) has been in operation for quite some time. Its close affinity to library and information management is undeniable. Library has not relinquished its role and interest as information and knowledge providers. It is fitting then to recognize that a well planned strategy, involving the library and the management of the institution could provide significant influence to achieve the KM objectives. Librarians and information professionals (IPs) should be dedicated to fulfilling the varied information needs of the users, amidst the k-economy by providing accurate and relevant bibliographic and physical access and offer referral to the multidimensional range of information within the library premise and outside. KM is a challenge to the information professionals and for the fields of librarianship and information science and needs to be taken seriously to leverage the intellectual assets and to facilitate knowledge utilization and creation