USING INFORMATION TECHNOLOGY AS A STRATEGIC WEAPON: LESSONS FROM THE RED BARON

Organizations investing in information technology (IT) over the past decades have categorically seen the uses of IT change. At one point, IT was considered a key strategic tool to gain competitive advantage; however, today, acquiring basic IT functions is a necessity in order not to be at a competitive disadvantage. It takes advanced IT systems, coupled with good strategy to develop an IT competitive advantage. With good strategy and advanced IT systems, some organizations can use IT as a weapon to secure market share and/or eliminate the competition. We suggest in this article that there are strategic points of which organizations should be aware during the implementation and use of information technology. These lessons come from the strategic lesson plans of the ace aviation fighter pilot, the Red Baron.IT Strategy, Competitive advantage, Change, Aviation, Technology.

Is It the Company's or Mine? Perceived Organizational Justice Practices and the Ownership of Job Knowledge

This study examined the factors that determine a workers willingness to share private knowledge gained on the job. The recent vogue in knowledge management studies typically assumes that workers naturally are willing to share what they have learned, but economic theory suggests that there should be powerful disincentives to share. We explored justice practices, individual personality, the psychological contract, organizational commitment and their relationships to worker ownership. Results indicated that procedural and distributive justice had opposite effects on knowledge ownership, while psychological contract breach and continuance commitment had positive, direct effects on knowledge ownership

Improving Diabetes Care in Practice: Findings from the TRANSLATE trial

OBJECTIVE—The purpose of this study was to determine whether implementation of a multicomponent organizational intervention can produce significant change in diabetes care and outcomes in community primary care practices

Goal Orientation and Goal Setting: Predicting Performance by Integrating Four-Factor Goal Orientation Theory with Goal Setting Processes

This study integrated four-factor goal orientation theory with goal setting theory, two related but separate research streams. 335 undergraduate business students participated by indicating their goal orientations, self-efficacy, and self-set goal for the semester. At the end of the semester, their final class grade was recorded. Results from the LISREL mediational model indicated that after controlling for ability, the four goal orientation variables differentially influenced self-efficacy, self