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Omron's creative information system
NYGAARD-ANDERSON,S. and BIORN-ANDERSEN,N.
To Join or Not to Join: a Framework for Evaluating Electronic Data Interchange Systems
The Journal of Strategic Information Systems 3 (3), 191-210 (September 1994) A normative contingency-based framework is proposed for assessing the implications of an electronic data interchange (EDI) system focusing on technical usability, business contribution and implementation costs. The framework is aimed at users contemplating joining an already existing EDI system. With this perspective it should also be of significant interest to present and future potential EDI sponsors. SEGARS, A. H., GROVER,V. and KETTINGER, W. J.
Strategic Users of Information Technology: a Longitudinal Analysis of Organizational Strategy and Performance
The Journal of Strategic Information Systems 3 (4), 261-288 (December 1994) An attempt is made to identify the strategic orientation (prospector, analyser, defender) of widely cited users of 'strategic information technology' before and after the launch of their innovative systems. Strategic users of information technology are not concentrated along a singular strategic dimension. Many firms shifted strategic orientation after the launch of their systems. Usage or competitive intent of these strategic systems matches the prevailing strategic profile of the initiating firms. Prospectors and defenders realized significantly higher measures of financial performance immediately after the implementation of 'strategic information technology'; however, in the long term no strategic orientation seemed to outperform the others. WILSON, F. A.
Computer Support for Strategic Organizational Decision-making
The Journal of Strategic Information Systems 3 (4), 289-298 (December 1994) There is growing concern over the ability of information systems to model the social and political complexity of the situations to which they are applied. An examination is made of the nature of organizational decision-making and the use of computer-based systems to support this activity. The debate queries the extent to w h i c h such artifacts should be allowed to become enmeshed within increasingly complex environments.
elements do not have to be kept in-house. The sourcing decision depends on the strategic nature of the system, the speed of change, the efficiency of internal versus external provision, and the design of a contract that minimizes risks and maximizes control and flexibility.
CROSS, J. IT Outsourcing: British Petroleum's Competitive Approach
Harvard Business Review 73 (3), 94-102 (May/June 1995) The cornerstone of BP's outsourcing strategy is a novel arrangement: multiple IT suppliers that act as one. The suppliers saw themselves not only as allies but also rivals competing for business. As a result, one problem was reluctance to share information. BP's experience with outsourcing convinced the company that the market allows consideration of options not thought possible a few years ago. It has allowed the focus of internal energy to be on ensuring that finding and producing hydrocarbons is possible. WATANABE, K. and ARAO, Y.
Omron's Creative Information System
Long Range Planning 28 (2), 39-48 (April 1995) Information systems development at Omron Corporation was in a number of stages. In 1987 the top management decided to restructure the whole company. This included restructuring the information system to help develop an innovative climate, be consistent with company strategies and use the latest IT where possible. Both Innovative Information System (IIS) and Strategic Information System (SIS) were decentralized. Just-in-Time (JIT) information was used as part of a 'human-centred' IT management system. The one-stop-shop office, i.e. the support system, is an electronic office application package. When a manager needs help he can access 'Just-inTime Wisdom'. The role of the IS department includes the various databases and acting as 'trouble shooters'.
PLANNING IN SPECIFIC MANAGEMENT AREAS--R & D HENDERSON, R. and COCKBURN,I.
Measuring Competence? Exploring Firm Effects in Pharmaceutical Research
Strategic Management Journal 15, 63-84 (Winter LACITY, M. C., WILLCOCKS, L. P. and FEENYD. F.
IT Sourcing: Maximize Flexibility and Control
Harvard Business Review 73 (3), 84-93 (May/June 1995) Managers can ensure that their IT systems evolve as technologies, markets and s t r a t e g i e s change by encouraging competition among providers. All IT Current Awareness
1995) Renewed interest in the resource-based theory of the firm has focused attention on the role of heterogeneous organizational 'competence' in competition. An attempt is made to use internal firm data at the programme level from 10 major pharmaceutical companies. It is shown that together the two forms of
To Join or Not to Join: a Framework for Evaluating Electronic Data Interchange Systems
The Journal of Strategic Information Systems 3 (3), 191-210 (September 1994) A normative contingency-based framework is proposed for assessing the implications of an electronic data interchange (EDI) system focusing on technical usability, business contribution and implementation costs. The framework is aimed at users contemplating joining an already existing EDI system. With this perspective it should also be of significant interest to present and future potential EDI sponsors. SEGARS, A. H., GROVER,V. and KETTINGER, W. J.
Strategic Users of Information Technology: a Longitudinal Analysis of Organizational Strategy and Performance
The Journal of Strategic Information Systems 3 (4), 261-288 (December 1994) An attempt is made to identify the strategic orientation (prospector, analyser, defender) of widely cited users of 'strategic information technology' before and after the launch of their innovative systems. Strategic users of information technology are not concentrated along a singular strategic dimension. Many firms shifted strategic orientation after the launch of their systems. Usage or competitive intent of these strategic systems matches the prevailing strategic profile of the initiating firms. Prospectors and defenders realized significantly higher measures of financial performance immediately after the implementation of 'strategic information technology'; however, in the long term no strategic orientation seemed to outperform the others. WILSON, F. A.
Computer Support for Strategic Organizational Decision-making
The Journal of Strategic Information Systems 3 (4), 289-298 (December 1994) There is growing concern over the ability of information systems to model the social and political complexity of the situations to which they are applied. An examination is made of the nature of organizational decision-making and the use of computer-based systems to support this activity. The debate queries the extent to w h i c h such artifacts should be allowed to become enmeshed within increasingly complex environments.
elements do not have to be kept in-house. The sourcing decision depends on the strategic nature of the system, the speed of change, the efficiency of internal versus external provision, and the design of a contract that minimizes risks and maximizes control and flexibility.
CROSS, J. IT Outsourcing: British Petroleum's Competitive Approach
Harvard Business Review 73 (3), 94-102 (May/June 1995) The cornerstone of BP's outsourcing strategy is a novel arrangement: multiple IT suppliers that act as one. The suppliers saw themselves not only as allies but also rivals competing for business. As a result, one problem was reluctance to share information. BP's experience with outsourcing convinced the company that the market allows consideration of options not thought possible a few years ago. It has allowed the focus of internal energy to be on ensuring that finding and producing hydrocarbons is possible. WATANABE, K. and ARAO, Y.
Omron's Creative Information System
Long Range Planning 28 (2), 39-48 (April 1995) Information systems development at Omron Corporation was in a number of stages. In 1987 the top management decided to restructure the whole company. This included restructuring the information system to help develop an innovative climate, be consistent with company strategies and use the latest IT where possible. Both Innovative Information System (IIS) and Strategic Information System (SIS) were decentralized. Just-in-Time (JIT) information was used as part of a 'human-centred' IT management system. The one-stop-shop office, i.e. the support system, is an electronic office application package. When a manager needs help he can access 'Just-inTime Wisdom'. The role of the IS department includes the various databases and acting as 'trouble shooters'.
PLANNING IN SPECIFIC MANAGEMENT AREAS--R & D HENDERSON, R. and COCKBURN,I.
Measuring Competence? Exploring Firm Effects in Pharmaceutical Research
Strategic Management Journal 15, 63-84 (Winter LACITY, M. C., WILLCOCKS, L. P. and FEENYD. F.
IT Sourcing: Maximize Flexibility and Control
Harvard Business Review 73 (3), 84-93 (May/June 1995) Managers can ensure that their IT systems evolve as technologies, markets and s t r a t e g i e s change by encouraging competition among providers. All IT Current Awareness
1995) Renewed interest in the resource-based theory of the firm has focused attention on the role of heterogeneous organizational 'competence' in competition. An attempt is made to use internal firm data at the programme level from 10 major pharmaceutical companies. It is shown that together the two forms of