scholarly journals IT organizational transformation, knowledge integration, and IT assimilation: A case study

2008 ◽  
Vol 13 (3) ◽  
pp. 400-407 ◽  
Author(s):  
Guopeng Yin ◽  
Yu Chen
Keyword(s):  
Knowledge Integration ◽  
Organizational Transformation ◽  
It Assimilation

Barriers To Change: A Case Study Investigation On Factors Hindering Organizational Transformation

2019 ◽  
Vol 28 (1) ◽  
pp. 1-8
Author(s):  
Mirwan Surya Perdhana ◽  
Yarra Waninda Permanasari
Keyword(s):  
Change Management ◽  
Middle Managers ◽  
Qualitative Case Study ◽  
Organizational Transformation ◽  
Line Managers ◽  
Central Java ◽  
Barriers To Change ◽  
Top Manager ◽  
Management Issues

Regardless the size, organizations need to transform themselves to meet the demand of current competition era. Nevertheless, many organizations were failed to implement change despite having a clear organizational strategy. The aim of this research is to investigate factors hindering organizational transformation and change. To achieve such aim, a qualitative case-study investigation was conducted in a State-owned Enterprise located in Greater Semarang, Central Java, Indonesia, involving 10 participants which consists of top manager, middle managers, line managers and the workers.The findings of this study reveals that transformation effort in the company were hindered due to several factors: commitment and initiatives issues, change management issues, language issues, communication issues, and time constraint issues. Implication for theory and managerial practice were also discussed.

scholarly journals How to Overcome Transformation Barriers in IT Departments of State-Owned Enterprises

2018 ◽  
Vol 8 (1) ◽  
pp. 86
Author(s):  
Christoph Ertl ◽  
Alexander Herzfeldt ◽  
Helmut Krcmar
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Change Process ◽  
Business Processes ◽  
Organizational Transformation ◽  
Case Study Research ◽  
Resource Planning ◽  
Research Approach ◽  
It Departments

This paper develops a framework for analyzing organizational change in information technology (IT) departments of state-owned enterprises (SOEs) and applies that framework to a case study of a German airport that is majority-owned by the German federal government. Specifically, we derive a framework from literature to systematically identify transformation barriers for introducing new enterprise resource planning (ERP) systems and business processes in IT departments of SOEs. This framework is based on the punctuated equilibrium model and considers dynamic process incorporation, explicit stakeholder integration, a detailed representation of the change process, and characteristics of public employees as main factors. We then apply the framework in a case study research approach and show how the framework allows identification of transformation barriers hidden to management but involved in the organizational change process (e.g., required change of organizational structures, required change of service-level-agreements). The framework can be a valuable tool for both researchers and practitioners to actively shape the effects of organizational transformation in SOEs and to identify factors that influence the change process.

The integration of risk and performance management: the role of boundary objects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Enrico Bracci ◽  
Giorgia Gobbo ◽  
Luca Papi
Keyword(s):  
Performance Management ◽  
Knowledge Integration ◽  
Boundary Work ◽  
Boundary Objects ◽  
Structured Interviews ◽  
Content Type ◽  
Integration Mechanisms ◽  
And Performance

PurposeThis paper investigates the role of boundary objects and boundary work in the integration of risk management (RM) and performance management (PM) systems. In particular, the paper combines theoretical insights with an empirical focus to examine how shared contexts are created through the boundary work performed by key actors across knowledge boundaries.Design/methodology/approachThe paper develops an exploratory qualitative case study from a local government context. The methodology is based on document analysis and semi-structured interviews.FindingsBoundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices. The paper shows how collaborative versus competitive boundary work exerted by key actors can explain the creation of shared contexts leading to integration between RM and PM.Originality/valueThe results contribute to the debate about the integration of RM with other managerial systems. Differently from previous research, the integration theme is addressed in the present work by looking specifically to the integration between RM and PM. In doing so, the role of both boundary objects and the boundary work performed by relevant actors to demarcate their legitimacy and autonomy over preferred practices is portrayed.

INNOVATION MANAGEMENT CHALLENGES OF A SYSTEM INTEGRATOR IN INNOVATION NETWORKS

2010 ◽  
Vol 14 (06) ◽  
pp. 1047-1064 ◽  
Author(s):  
JAAKKO PAASI ◽  
KATRI VALKOKARI ◽  
TUIJA RANTALA ◽  
HENRI HYTÖNEN ◽  
SOILI NYSTÉN-HAARALA ◽  
...  
Keyword(s):  
Knowledge Integration ◽  
Innovation Management ◽  
Research Question ◽  
Multiple Case Study ◽  
Lessons Learned ◽  
Innovation Networks ◽  
High Demand ◽  
Multiple Case ◽  
Component Assembly

The paper describes findings from a multiple case study about the innovation management challenges of a system integrator (SI) whose operation is characterized by a high demand of innovation and whose focus of integration capabilities is, accordingly, changing from component assembly to knowledge integration. The study involved six diverse case firms, and it applied the methodology of qualitative research. Innovation networks orchestrated by the SI were categorized, according to the way in which knowledge and intellectual property (IP) were explored and exploited in the network, to sourcing (transaction) and co-creation types of networks. The research question of the study was, what aspects of sourcing networks and of co-creation networks support or hinder networked innovation from the viewpoint of a SI and innovation management? After iteratively addressing the lessons learned from literature and empirical case findings, sets of supporting and hindering aspects were presented as implications of the study.

Entrepreneurial Capabilities and Organizational Transformation

2013 ◽  
Vol 27 (4) ◽  
pp. 313-322 ◽  
Author(s):  
Thiago Renault ◽  
José Manoel Carvalho de Mello
Keyword(s):  
Organizational Transformation ◽  
Publicly Funded ◽  
Longitudinal Case Study ◽  
Academic Unit ◽  
Shared Resources ◽  
Graduate Studies ◽  
Brazilian Government ◽  
Entrepreneurial Activities ◽  
The University

The Brazilian government has been fostering innovation through policies aimed at transferring technology from publicly funded science and technology organizations to the market. One response to this initiative has been an attempt by some universities to transform themselves into entrepreneurial institutions. In this paper the authors use a longitudinal case study to analyse the organizational transformation at the Alberto Luiz Coimbra Institute for Graduate Studies and Research in Engineering (COPPE) of the Federal University of Rio de Janeiro to become entrepreneurial. The analysis focuses on the entrepreneurial capabilities developed by this academic unit. It was found that the main capabilities developed were managing the university interface with outside parties; integrating public policy initiatives; supporting entrepreneurial activities; technology transfer; and managing shared resources. These five capabilities are interrelated and their development has occurred in tandem with the organizational transformation of the university.

Sign in / Sign up

Export Citation Format

Share Document