Kantian Inquiring Systems: An Illustration of a Retail Organization

The Kantian inquiring system can be used as a model for learning organizations. Based on Churchman\u27s work (1971) and Courtney, Croasdell, and Paradice\u27s work (1998), this paper discusses the Kantian inquiring system and applies it to a retail organization. Kantian systems take inputs in the context of a space-time framework and theories, process the inputs using multiple models, and interpret the data in terms of the best fitting model. Accepted outputs from the system are integrated into the system\u27s fact net. The guarantor of the system is the fit between the data and the model. Recommendations are made regarding the retail organization, using guidelines from the Kantian inquiring system, to improve its operations

Singerian Inquiring Organizations: Guiding Principles and Design Guidelines for Learning Organizations

Technological changes and shifting demands make learning essential in present-day organizations. One of the main reasons companies fail is because of their inability to learn and adapt (Argyris, 1998). Courtney et al. (1996) have suggested that Churchman’s (1971) models of inquiring systems might form the basis for the design of effective learning organizations. Inquiring organizations are described as learning organizations modeled on the theories of inquiring systems, or systems whose actions result in the creation of knowledge. Effective inquiring organizations create knowledge and learn new behaviors to adjust to changing circumstances. Such organizations capture and leverage valid knowledge, making it widely available for use throughout the organization. Learning is a fundamental aspect of these inquiring organizations, and a well-designed learning subsystem is critical to their success. Learning by organizations relies on individuals and groups as agents for the transfer of knowledge. Over time, what is learned is built into the structure, culture, and memory of the organization. This paper continues a theme of adapting Churchman’s models of inquiring systems by exploring the philosophies of E.A. Singer as they relate to inquiring organizations. The guidelines presented provide ways for modern organizations to identify themselves as knowledge- generating systems and thereby begin the transition to learning organization

Linking Flow, Brand Attitudes and Purchase Intent in Virtual Worlds

Virtual worlds initially gained visibility from businesses seeking to create a virtual brand presence within the online platforms. More recently however, many companies have abandoned virtual worlds, leading experts to speculate that a lack of knowledge about how to effectively market branded products may ultimately represent one the contributing factors in the seemingly mass corporate exodus. Virtual worlds offer opportunities for high levels of involvement in activities, which are consistent with flow theory. Flow has been defined inconsistently within the information systems (IS) literature. This research-in-progress examines how a reconceptualized model of flow influences brand attitudes and purchase intention of individuals participating in virtual worlds

Collaborative Worlds and Avatar-Based Communication: A Comparison of Virtual Worlds with Traditional Computer-Mediated Communications Media

Interest in virtual worlds from both academic and practitioner perspectives continues to grow. As a relatively new area of research, exploratory efforts to capitalize on and understand this new computer-mediated communications medium have been varied and multi-disciplinary, but also dangerously fragmented. Avatar-based communication distinguishes virtual worlds from traditional communications media and conceptually enables a potentially richer communications medium. Utilizing an integrative theoretical approach drawing from theories of social presence, media richness, media synchronicity, social influence, technology acceptance, and channel expansion, we seek to understand how virtual worlds compare with other communications media. Preliminary results from two phases of a Delphi study with expert participants present interesting findings. While not surprising that face-to-face communications are preferred in a wide variety of situations, what is surprising is that virtual worlds do not appear to be favorably ranked as compared to other leaner traditional communications media. Other results, implications and directions for future research are discussed

Decision Support Systems for Inquiring Organizations

For many years, organizations have been faced with increasing amounts of information but have not been able to adequately use that information in a way that allows for organizational growth. The ability of an organization to learn is likely to be the only competitive advantage left in an economy where technology can be a significant leveling factor. Integrating decision support systems and inquiring systems will produce support for a learning organization that is capable of complex problem formulation and solution. There are many similarities between inquiring systems and decision support systems. This paper suggests that decision support will be enhanced by integrating the theory of decision support in a comprehensive inquiring system that is capable of adapting to changes in the business environment. Development of such a system will ensure that decisionmakers and managers can focus on the task of guiding an organization to its ultimate success rather than expending energy sorting through information to make accurate and timely decisions