Exploring enterprise social systems & organisational change: Implementation in a digital age

Information systems (IS), since their introduction into organisations over five decades ago, have promised to streamline business processes, integrate disparate systems, increase innovation, and offer greater competitive advantage. Over the past decades, the evolution of Information Systems have mirrored many of the challenges experienced by our work organisations. For example, throughout the 1980s a primary concern for many organisations was the attainment of competitive advantage within their respective industries (Porter, 1980). The IS field responded by developing systems that sought to provide management with timely information to assist in making better strategic decisions, e.g. executive support and decision support systems. In the 1990s, organisations began to look inwards searching for key strategic resources that would yield unique core competencies (Barney, 1991). Similarly, the IS field responded by building highly integrative enterprise-wide systems (Davenport, 1998), which would unite every pillar of the organisation with a single transparent view of firm competencies and business processes, viz Enterprise Systems. The first decade of the 21st century continued in this vein, with organisations extending their global reach through new and innovative business models (Johnson et al, 2008). Similarly, IS have responded with the emergence of digital technologies and their continued growth as transformative organisational systems enabling boundary-less corporate structures, 24/7 real-time customer-centric communication, collaborative supply chain environments, and virtual IS infrastructures delivered via cloud computing

Using the Technology Acceptance Model (TAM) in SAP Fiori

This article presents a case study that was carried out in two companies that have implemented SAP Fiori. The As-Is and To-Be description of the process in which SAP Fiori was implemented was performed. The advantages and disadvantages of using SAP Fiori were also identified. The Technology Acceptance Model (TAM) has been used in order to understand the aspects that most influence users to consider SAP Fiori as an added value, and how it optimizes the tasks of users. TAM has two variables that will influence the acceptance of a technology, which are: perceived ease of use and perceived utility.info:eu-repo/semantics/acceptedVersio

Social media conflicts during the financial crisis: Managerial implications for retail banks

Social media can be used proactively to disseminate accurate corporate information and address undesirable consumer behaviors online in order to help counteract negativity in the business environment in the wake of a financial crisis. Social media thus has become a popular open forum for financial institutions such as retail banks to engage in corporate dialogue with consumers. We recommend that financial services firms preemptively use their social media?based online communities in order to disseminate accurate corporate information in times of a financial crisis. Particularly, firms can choose between a range of reactive and proactive strategies to manage social conflict in the wake of a financial crisis

Conceptualizing and measuring strategy implementation – a multi-dimensional view

Through quantitative methodological approaches for studying the strategic management and planning process, analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors provides evidence on the measurement properties of a multi-dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub-constructs (the ten dimensions) are uni-dimensional factors with acceptable reliability and validity; whilst using three additional measures, and correlation and hierarchical regression analysis, the nomological validity for the multi-dimensional strategy implementation construct was established. Relative importance of ten strategy implementation dimensions (activities) for practicing managers is highlighted, with the mutually and combinative effects drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation

Towards digital transformation: Lessons learned from traditional organizations

Digitally enabled organizations are supported by new information and communication technologies, referred to as digital technologies, which increasingly promise enormous opportunities for growth. The study reviews 10 case studies from the literature and analysis the approaches these organizations have taken to successfully implement digital technologies. The findings reveal a conceptual framework that seeks to support management in understanding the actions required to implement digital transformation

AI-Enabled Innovation in the Public Sector: a Framework for Digital Governance and Resilience

This article aims to contribute to the theoretical debate on the relationships between digital governance and social innovation, and their impact on policy mak-ing for creating and capturing value from effective solutions addressing societal challenges. In particular, we question the drivers and challenges specifically considering the growing number of national strategies for innovation driven by Artificial Intelligence (AI) and the consequent wave of investments. To this end, a framework is presented aiming, on the one hand, to connect key dimensions and value drivers of digital governance for social innovation and complex systems methods for policy making; on the other hand, to position AI national initiatives with regard to welfare state initiatives. The framework is then applied to the analysis of cases of AI-driven innovation initiatives in Europe to assess their impact on social innovation.JRC.B.6-Digital Econom