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(2009). Customer Relationship Management (CRM): An Approach for Transforming the ’Myth’ of CRM Success into Dual-Creation of Value. Journal of Information Technology Case and Application Research: Vol. 11, No. 3, pp. 1-8.

(2008). Change Management: A Sensible Approach for Information Technology Researchers. Journal of Information Technology Case and Application Research: Vol. 10, No. 3, pp. 1-8.

The case study describes a small travel company that conducts business exclusively on the Internet. The case elucidates the many problems that the company faced as it tried to survive in a turbulent environment. Survival hinged on the company’s ability to strategically and tactically execute a business plan based on the technical acumen, loyalty, and hard work of its small group of talented people. The technical alternatives are described and explained within the context of a travel company seeking to use and develop new technology to improve productivity and increase profits. Additionally, the strategic need for market flexibility, adaptability, and diversification, especially in times of unexpected events and or problems, are examined. Finally, the company’s process for controlling costs are identified and explored.

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

In this article, we explore the organizational process change dynamic through a theoretical lens of business process reengineering (BPR) models. We review relevant literature related to such models to devise a synthesized model of BPR. The synthesized model facilitates the identification of success factors for BPR. Results from in-depth case-study research add explanatory power to our model. It is hoped that our model and subsequent success factors will offer insights to help organizations effectively manage change and transformation.

The objective of this research was to investigate the moderating effect of information technology (1T) infrastructure on the relationship between health care information management and quality performance within health care departments. The variables that were measured included both management and customer perceptions of quality, management of health care information (MOHCI), and IT infrastructure. This research focused on the determinants of departmental quality. The study conceptualized and developed measures for quality, MOHCI, and IT infrastructure variables. A significant relationship was observed between the management of health care information and quality performance. IT infrastructure exhibited a direct, rather than a moderating, effect on quality performance. The research also found/ that significant differences exist between customer and manager perceptions of quality.

In 1997, Gamma Health Care Systems embarked on a redesign project for their Human Resource Information System (HRIS). Redesign involved major changes to the existing system to guarantee a very high level of service. This case describes the efforts of the Human Resource Department (HRD) to redesign its HRIS to better meet enterprise‐wide goals of cost effectiveness and efficiency. The reengineering project transformed the HRD from a historic role of transaction processing to one of a strategic partner.

Empowerment, creativity, and organizational memory are constructs that have been researched in MIS. While each construct has received individual attention, we have found relatively little research linking them. One of the major edicts of empowerment is delegation of decision making authority to lower-level employees. Increased authority allows employees more freedom to be creative. However, if creative thought is generated but not captured, innovative ideas may be lost. Organizational memory can capture creative ideas as they are generated so that empowered teams can draw upon positive creative experiences. We developed a theoretical model to illuminate the relationships between organizational memory, worker empowerment, and creativity. The model portrays the linkages between empowerment and creativity, creativity and organizational memory, and organizational memory and empowerment. The model was developed based on the literature in each respective area and an interview-based study concerning “empowered” systems development project teams and organizational memory. Analysis of the interview data revealed that empowered workers generate creative solutions to problems. However, creative solutions can only be used for future projects if they are somehow recorded into organizational memory. Organizations that empowered their workforce and embraced creativity reported increased customer satisfaction, waste reduction, and some quality gains. In contrast, those that did not empower reported little or no change. Organizations that recorded creative solutions to problems believe that retrieval of this information could be potentially useful for future projects. Potential challenges faced by organizations classified into each cell are also presented. This classification scheme should prove useful as a guide to organizations examining the potential benefits and pitfalls of worker empowerment and organizational memory.

The results of a field study investigating the impact of the extent of use, staff scheduling, and the adoption of quality control mechanisms (QCM) on end-user perceptions of information technology (IT) in a health care environment are presented. A multivariate model was developed and tested using multiple regression analysis on 47 hospital information system (HIS) end-users. Three specific hypotheses are proposed and tested. Data analyses indicate that end user perceptions depend on two factors: the end-user usage of IT, and the adoption of formal quality control mechanisms. Based on the research results, several suggestions are made to improve the likelihood of successful IT implementation in the health care industry.

The Total Quality Management (TQM) philosophy is rapidly being adopted by organizations that are concerned about remaining competitive in an intensely competitive global marketplace. As a result, Information Technology (IT) is being developed and deployed to foster these quality programs. However, little empirical research is available concerning implementation of technology in TQM environments. Research is needed to guide organizations toward a path of successful implementation of quality systems. The objective of this study is to devise a set of guidelines for organizations attempting to infuse total quality into their systems development efforts. The study draws upon data gathered from case studies of three organizations involved in total quality systems development. The three organizations were chosen based on their differences in size (total revenues). Contrasting the three organizations should add richness to the development of TQM guidelines. The study begins with a review of the quality research. The methodology is described in the next section. A synopsis of the case studies is then presented. Finally, a set of guidelines and theoretical implications synthesized from the literature and cases are introduced.

Since the beginning of the 1990s, business process reengineering (BPR) has received considerable attention from the management information systems (MIS) community (Caron et. al, 1994; Davenport, 1993). However, dramatic improvements touted by BPR advocates have failed to materialize in many organizations (Hammer and Champy, 1993; Kotter, 1995). Current research has provided limited explanatory power concerning the underlying reasons behind BPR failure. Hence, in–depth research is needed into companies experimenting with BPR. This case provides a longitudinal view of Caterpillar Inc. Mossville Engine Center experiences with BPR since 1991. It describes how Caterpillar Inc. (Peoria, IL) introduced BPR into one business unit, Mossville Engine Center (MEC), five years ago and saved between US $10 and $20 million. Caterpillar believes that its success with process improvement can be directly tied to adoption and implementation of an enterprise–wide methodology called Business Process Simplification and Improvement (BPS/I). BPS/I provides a systematic methodology for analysis, design, and implementation of reengineering principles. The methodology provides the structure, techniques, and new job roles to effectively implement redesigned business processes. The role of information technology includes facilitation of data transformation, information flow, and communication through each stage of the BPS/I methodology. The case was co–authored by the Process Improvement Manager. His job was to facilitate, instruct, and oversee BPR initiatives. Information was gathered via in–depth interviews, observation, IDEA GROUP PUBLISHING

Building on a prior case and field study work, the author developed a process improvement model. The proposed model includes four interdependent components-a systematic methodology to guide quality efforts, an environment conducive to change, empowerment mechanisms for the people who do the work, and information technology (IT) to facilitate automation. The model was used to contrast the process improvement approaches between U.S. and Japanese companies. Results included differences between process improvement approaches, management/worker roles, creativity, change visions, and work environments.

This research explores the gap in the management of lessons learned (MLL) in an Information Technology project (IT), validating a model (named Target) with the support of a wiki platform in a medium-sized company in the IT industry. This model supports the following MLL processes: awareness, collection, verification, storage, dissemination and reuse. This study adopts the paradigm of the Design Science Research and the Technical Action Research method to instantiate the Target model in the implementation phase of an IT project. The theoretical contribution lies in the practical utility of an LL model, which was validated in the field promoting innovation in the MLL. The practical implications can be seen in the company's learning to introduce the MLL, improve design productivity, increase employee collaboration and better disseminate knowledge., Esta pesquisa explora a lacuna na gestão de lições aprendidas (GLA) em um projeto de Tecnologia da Informação (TI), validando um modelo (denominado Target) com o apoio de uma plataforma wiki em uma empresa de médio porte no setor de TI. Este modelo suporta os seguintes processos do GLA: conscientização, coleta, verificação, armazenamento, disseminação e reuso. Este estudo adota o paradigma Design Science Research e o Método de Pesquisa-ação Técnica para instanciar o modelo Target na fase de implementação de um projeto de TI. A contribuição teórica reside na utilidade prática de um modelo de GLA, que foi validado no campo promovendo inovação na GLA. As implicações práticas podem ser vistas no aprendizado da empresa para introduzir o GLA, melhorar a produtividade do projeto, aumentar a colaboração dos funcionários e disseminar melhor o conhecimento.

Conference of 2013 IEEE Grenoble Conference PowerTech, POWERTECH 2013 ; Conference Date: 16 June 2013 Through 20 June 2013; Conference Code:101578; International audience; This paper addresses the challenge of applying an Information System risk assessment technique in the context of an Industrial Control System, specifically the electrical distribution network. This paper describes the application of the technique EBIOS (Expression des Besoins et Identification des Objectifs de Sécurité) to evaluate the risk associated with use of supporting Information and Communication Technologies (ICT) within distribution substations operation. The paper highlights the detailed and rigorous nature of the approach in addition to identifying some limitations of the approach notably the difficulties of representing both the interdependency between the electrical distribution network and its supporting ICT and the evolving risk profile of dynamic system. Consequently, the paper will also highlight ongoing work aimed at addressing these limitations.