An organizational learning perspective on information systems planning

with regulatory compliance. This does not signal a utopia of corporate social responsibility. DAVIDSON, D. K. Ten Trips for Boycott Targets Business Horizons 38 (2), 77-80 (Mar/Apr 1995) Develop an early warning system and a minimal response policy. Do listen to what the boycotters are saying and do not ignore them or close the door. Look for an opportunity to be creative and to build a stronger customer relationship. Do not panic or neglect the social or political dimension, and do be prepared to admit a mistake. In conclusion, if you have sound ethical principles, keep to them. BARNEY, J. B. and HANSON, M. H. Trustworthiness as a Source of Competitive Advantage Strategic Management Journal 15, 175-190 (Winter 1995) Three types of trust in economic exchanges are identified. Weak form trust can only be a source of competitive advantage w h e n competitors invest in unnecessary and expensive governance mechanisms. Semi-strong form trust can be a source of competitive advantage when competitors have differential exchange governance skills and abilities. The conditions under which strong form trust can be a source of competitive advantage are also identified. STONE, L. D. Changing How the Arts Conducts Itself Business Quarterly 59 (3), 52-55 (Spring 1995) Canadian arts organizations need to find a n e w w a y to do business but their fear of change creates a dilemma. Arts organizations anxious to reposition their efforts differently will take the high ground. They will thrive in terms of market share, ROI, improved margins and continuity of management. Such organizations need to think of themselves as a product that is consumed the moment it is created. LANGLEY, A. Between 'Paralysis by Analysis' and 'Extinction by Instinct' Sloan Management Review 36 (3), 63-76 (Spring 1995) An examination is made of the over-and under-use of formal analysis. 'Paralysis by analysis' occurs in three forms--dialogue of the death, vicious cycle, and decision vacuum. Extinction comes through having a dominant leader, parallel powers, and a natural unanimity. Attention needs to be given to deeper structural and cultural issues. Rational yet efficient decision making is a complex balancing act that requires frequent diagnosis and realignment.

ILINITCH, A. Y. and SCHALTEGGER,S. C. Developing a Green Business Portfolio Long Range Planning 28 (2), 29-38 (April 1995) Managers are today paying more attention to the strategic importance of their environmental decisions. The portfolio approach is one that can help. An ecologically oriented portfolio matrix involves quantifying the environmental impacts of business activities and comparing them with economic aspects of the business. The vertical axis can be used to represent the environmental impact and the horizontal the economic performance. Examples from the paper industry are used to describe the matrix's quadrants. The ecologically-oriented portfolio approach provides a strategic framework for evaluating the impact of environmental actions on corporate economic performance. Firms with the 'greenest' records have not suffered u n d u l y and their example should encourage improved evaluations of company performance.

MCTAVISH, R. One More Time: What Business are you in? Long Range Planning 28 (2), 49-60 (April 1995) Many companies are 'rediscovering' their core business. What is required is a multidimensional approach in order to achieve clear identification of relevant, exploitable opportunities. Advocates of the resource-based approach view the successful company as a grouping of unique resources and capabilities. Three cases are used to illustrate the issues. The firm has to define its scope in terms of four factors. It is essential to anticipate the impact of external forces, to review regularly, and to stay close to the customer. Difficult choices are inevitable but the core benefits can be outstanding.

PLANNING IN SPECIFIC M A N A G E M E N T AREAS--MIS HUYSMAN, M. H., FISCHER, S. J. and HENG, M. S. H. An Organizational Learning Perspective on Information Systems Planning The Journal of Strategic Information Systems 3 (3), 165-177 (September 1994) The process of formulating a plan for information systems applications and implementing the plan is considered a process of learning. The experience must be regarded as a vital source for the future success of information systems. The success is seen as a result of mutual adjustment of both the technology and the organization taking place in an evolutionary manner. Conceptual arguments for an organizational learning approach are provided as well as some implications. Long Range Planning Voh 28

August 1995