Information Technology and Organizational Transformation
Routledge, Feb 18, 2004 - Business & Economics - 320 pages
This text is designed to help managers who have to deal with a complex environment, and who are often presented with "ready-made" solutions as to how to best organize their firm, to best use information technology.
The book presents a simple and attractive framework within which managers can analyze their firm's environment and characteristics, and reflect on the most appropriate way - for them - to "put the puzzle together." It provides the manager and student with an integrated conceptual but pragmatic framework to analyze their situation. Courses examining the role of Information Technology in emerging organizational forms will find a well-grounded conceptual framework, illustrated with in-depth case studies.
The book draws from the latest research in industrial organization, strategy, information technology, organizational theory, and leadership. It examines the individual puzzle pieces that have to be put together - strategy, structure, information technology, and leadership, and present the cases of three firms that were equally successful in putting these pieces together, while choosing pieces with dramatically different forms and adjusting them in radically different ways.The three in-depth cases included in the book are international:Oticon is a Danish firm with close to 1500 employees and is a world leader in the manufacture of hearing aids. Li & Fung is another, fist established in Canton and is an international trading company.Progressive Insurance which is the third largest insurance company in the US.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Part II The puzzle pieces
Part III Putting the puzzle together
Part IV The management challenges
Other editions - View all
Information Technology and Organizational Transformation: Solving the ...
Limited preview - 2004
ability activities alignment architecture auto-insurance become business strategy capabilities challenges change management claims clients communication company’s competencies competitive competitors coordination corporate costs create culture customers designed develop effective electronic employees enable ensure enterprise environment executives external facilitate firm firm’s flexibility focus functions Fung global goals groups Harvard Business Review Harvard Business School implement important increasing increasingly individual industry Information technology infrastructure innovation integration interaction internal Internet knowledge management Kolind leaders leadership learning Lewis Li & Fung linked management puzzle ment Michael Dell one’s operate organization organization’s organizational Oticon pany paperless office partners Peter Lewis pieces products and services Progressive Insurance Progressive’s relationships response result role share skills staff structure suppliers telecommuting tion Today traditional transformation value chain vertical boundaries Victor Fung virtual teams vision workers workforce zation