Complexity Theory of Leadership and Management Information

Implementing effective leadership strategies in management of information systems (MIS) can positively influence overall organizational performance. This study was an exploration of the general problem of failure to lead effectively in the current knowledge-based economy and the resulting deleterious effects on organizational performance and threats to continuing organizational viability. The specific problem was the lack of understanding regarding the interaction of leadership processes with MIS functions and the impact on organizational success. Managers\u27 and employees\u27 lived experiences of leadership in small- to medium-sized enterprises were explored, as well as how those experiences influenced the organization\u27s adaptive responses regarding technology and performance in the knowledge-based economy. The complexity theory of leadership was applied as the theoretical foundation for this study. A phenomenological methodology was used. Data were collected through semi-structured interviews and analyzed through open coding to identify emergent themes from the data. The themes were leaders motivate employees\u27 positive work-related behaviors, effective communication skills ensure accessibility and efficiency of the organizational information system, and leadership practices influence business productivity. This study contributes to social change by providing insights for managers and employees regarding effective strategies for working as teams and networks via the use of nontraditional leadership theory, which promotes company sustainability by demonstrating the benefits of responding to the changing economy

Making sense of health information technology implementation: A qualitative study protocol

BACKGROUND: Implementing new practices, such as health information technology (HIT), is often difficult due to the disruption of the highly coordinated, interdependent processes (e.g., information exchange, communication, relationships) of providing care in hospitals. Thus, HIT implementation may occur slowly as staff members observe and make sense of unexpected disruptions in care. As a critical organizational function, sensemaking, defined as the social process of searching for answers and meaning which drive action, leads to unified understanding, learning, and effective problem solving -- strategies that studies have linked to successful change. Project teamwork is a change strategy increasingly used by hospitals that facilitates sensemaking by providing a formal mechanism for team members to share ideas, construct the meaning of events, and take next actions. METHODS: In this longitudinal case study, we aim to examine project teams' sensemaking and action as the team prepares to implement new information technology in a tiertiary care hospital. Based on management and healthcare literature on HIT implementation and project teamwork, we chose sensemaking as an alternative to traditional models for understanding organizational change and teamwork. Our methods choices are derived from this conceptual framework. Data on project team interactions will be prospectively collected through direct observation and organizational document review. Through qualitative methods, we will identify sensemaking patterns and explore variation in sensemaking across teams. Participant demographics will be used to explore variation in sensemaking patterns. DISCUSSION: Outcomes of this research will be new knowledge about sensemaking patterns of project teams, such as: the antecedents and consequences of the ongoing, evolutionary, social process of implementing HIT; the internal and external factors that influence the project team, including team composition, team member interaction, and interaction between the project team and the larger organization; the ways in which internal and external factors influence project team processes; and the ways in which project team processes facilitate team task accomplishment. These findings will lead to new methods of implementing HIT in hospitals

Knowledge Management and the Effectiveness of Innovation Outcomes: The Role of Cultural Barriers

In this paper we propose a conceptual model to test the moderating effect of cultural barriers on the link between knowledge strategies and innovation using healthcare organizations. In order to study the tie (knowledge-innovation) and the effects of the moderating variable (cultural barriers), the resource-based view is followed. It has been generally accepted that both explicit and tacit knowledge play a basic role in organizational innovation. However, there are few research works that study the relationship between knowledge management strategy and the effectiveness of the innovation process. On the other hand, the extant research on this relationship has yielded inconclusive results. Our paper revisits this research topic based on data of knowledge management strategy, Knowledge base, cultural barriers and innovation outcomes from a sample of Spanish hospitals

Ethics and taxation : a cross-national comparison of UK and Turkish firms

This paper investigates responses to tax related ethical issues facing busines

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

Competency Implications of Changing Human Resource Roles

[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

Investigating knowledge management factors affecting Chinese ICT firms performance: An integrated KM framework

This is an Author's Accepted Manuscript of an article published in the Journal of Information Systems Management, 28(1), 19 - 29, 2011, copyright Taylor & Francis, available online at: http://www.tandfonline.com/10.1080/10580530.2011.536107.This article sets out to investigate the critical factors of Knowledge Management (KM) which are considered to have an impact on the performance of Chinese information and communication technology (ICT) firms. This study confirms that the cultural environment of an enterprise is central to its success in the context of China. It shows that a collaborated, trusted, and learning environment within ICT firms will have a positive impact on their KM performance

Strategic Management and HRM

[Excerpt] The purpose of this chapter is to discuss this intersection between Strategic Management and HRM, what we know, and future directions for SHRM research. We will begin by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next we will address its role in creating the link between HRM and Strategic Management including key questions that the RBV has raised in relation to SHRM. We will then examine the current state of affairs in SHRM; the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, we will conclude with our views on future directions for SHRM research