IT value implementation at microfinance sector

2014 ◽  
Author(s):  
Akhmad Bakhrun ◽  
Suhardi ◽  
Luthfi Ramadani
Keyword(s):  
It Value

scholarly journals Social exclusion: re-examining its conceptual relevance to tackling inequality and social injustice

2015 ◽  
Vol 35 (9/10) ◽  
pp. 600-617 ◽  
Author(s):  
Clive Sealey
Keyword(s):  
Social Justice ◽  
Social Policy ◽  
Social Exclusion ◽  
Design Methodology ◽  
Value Added ◽  
Social Injustice ◽  
Critical Approach ◽  
Content Type ◽  
It Value ◽  
Significant Difference

Purpose – The purpose of this paper is to rationalise the continued conceptual utility of social exclusion, and in so doing addresses the prevailing question of what to do with it. This is relevant from social exclusion’s declining relevance in contemporary UK social policy and academia, where its consideration as a concept to explain disadvantage is being usurped by other concepts, both old and new. Design/methodology/approach – The paper analyses criticisms of limitations of social exclusion which have typically centred on the operationalisation of the concept, but the author will argue that there are distinctive operationalisation and conceptual strengths within social exclusion which make it value-added as a concept to explain disadvantage. Specifically, there will be an analysis of both New Labour’s and the present Coalition government’s conceptualisation of the term in policy in relation to work. Findings – The analysis highlights the significant difference that a focus on processes rather than outcomes of social exclusion can make to our understanding of inequality and social injustice, and locates this difference within an argument that social exclusion’s true applied capabilities for social justice requires a shift to a conceptualisation built on the processes that cause it in the first place. Originality/value – The paper acts as a rejoinder to prevailing theoretical and political thinking of the limited and diminishing value of social exclusion for tackling disadvantage. In particular, the paper shows how social exclusion can be conceptualised to provide a critical approach to tackling inequality and social injustice, and in doing so foregrounds the truly applied capabilities of social exclusion for transforming social justice.

Management Commitments that Maximize Business Impact from IT

2014 ◽  
Vol 29 (2) ◽  
pp. 114-127 ◽  
Author(s):  
Anne Quaadgras ◽  
Peter Weill ◽  
Jeanne W Ross
Keyword(s):  
Financial Performance ◽  
Case Studies ◽  
Value Creation ◽  
Management Practices ◽  
Publicly Traded ◽  
Business Impact ◽  
It Value ◽  
It Capabilities ◽  
Small Set ◽  
Over Time

As digitization becomes pervasive, many organizations struggle to drive value from the growing number of IT-related opportunities. We show how the drivers of IT value creation can be framed as firm-wide commitments to a set of IT capabilities. On the basis of 20 published case studies, we identify a small set of IT decisions that organizations must make to use IT to successfully enhance their impact. We group these decisions into a framework of four commitments. Making these commitments helps organizations reinforce what really matters over time, which in turn helps focus the attention of their employees. We demonstrate, via a survey of 210 publicly traded firms, that firms which are more effective in making these four commitments have higher business impact from IT, which in turn correlates with higher financial performance. We suggest the construct of commitment is a step toward unifying the IT value literature and creating an overarching concept that brings together many of the important management practices identified in previous work.

scholarly journals Individualized Quality Control Plan (IQCP): Is It Value-Added for Clinical Microbiology?

2015 ◽  
Vol 53 (12) ◽  
pp. 3719-3722
Author(s):  
Susan E. Sharp ◽  
Melissa B. Miller ◽  
Janet Hindler
Keyword(s):  
Quality Control ◽  
Clinical Microbiology ◽  
Clinical Laboratory ◽  
Value Added ◽  
Control Plan ◽  
It Value ◽  
Link Type

The Center for Medicaid and Medicare Services (CMS) recently published their Individualized Quality Control Plan (IQCP [https://www.cms.gov/regulations-and-guidance/legislation/CLIA/Individualized_Quality_Control_Plan_IQCP.html]), which will be the only option for quality control (QC) starting in January 2016 if laboratories choose not to perform Clinical Laboratory Improvement Act (CLIA) [U.S. Statutes at Large 81(1967):533] default QC. Laboratories will no longer be able to use “equivalent QC” (EQC) or the Clinical and Laboratory Standards Institute (CLSI) standards alone for quality control of their microbiology systems. The implementation of IQCP in clinical microbiology laboratories will most certainly be an added burden, the benefits of which are currently unknown.

Illustrating the IT value perception model

2004 ◽  
pp. 243-257
Author(s):  
Peter Wiggers ◽  
Henk Kok ◽  
Maritha de Boer-de Wit
Keyword(s):  
Value Perception ◽  
It Value ◽  
Perception Model

IT, Business Processes & Performance

2010 ◽  
pp. 50-77
Author(s):  
Robert van Wessel
Keyword(s):  
Balanced Scorecard ◽  
Business Performance ◽  
Business Processes ◽  
Specific Method ◽  
The Balanced Scorecard ◽  
Case Study Analysis ◽  
It Value ◽  
General Business ◽  
The Impact

This chapter describes literature about IT investments, and the impact of IT on the performance of a firm. The reason for this study is that effects of IT standards, which are an integral part of IT, will be investigated in several case studies. Supporting the case study analysis, a method will be adopted that is used to assess business performance from IT in general. Business performance in general can be assessed from different angles, such as financial performance, process performance and transaction performance. Literature from various disciplines shows the complexity of and the disagreement as regards measurement and description of business performance. However, it is generally accepted that these impacts can be assessed best at the intermediate level: that of business processes. After the introduction, literature dealing with IT value and business performance will be discussed. Then a specific method, the Balanced Scorecard, will be dealt with and an explanation is given why we used it in this research. This chapter concludes with a look at the concept of flexibility, as part of business performance, and what it means in relation to IT standards.

scholarly journals Philosophical Discourse in Psychology of C. Jung

2019 ◽  
Vol 72 ◽  
pp. 03028
Author(s):  
Olga Korkunova ◽  
Tatyana Bushueva
Keyword(s):  
Research Methodology ◽  
Human Life ◽  
The Unconscious ◽  
Psychic Phenomenon ◽  
It Value ◽  
Nature And Culture ◽  
Energetic Approach ◽  
The Individual ◽  
In The Beginning

The article considers the role of philosophical concepts and philosophical ideas in the psychological works of C. Jung, owing to which he achieved the results. He was able to deeply and thoroughly comprehend the studied psychological phenomenon: the unconscious and its components. This led him to conclusions far beyond the boundaries of psychology, in the sphere of philosophy and cultural studies. Using the principle of determinism, Jung discovered and analyzed psychological causal relationships. He showed that the interaction of culture and nature in man provides him with a movement towards gaining his integrity. At the same time, Jung identified and considered options for the interaction of nature and culture in man. Through the dialectics of subject and object, Jung defined his position in understanding of unconscious and attitude to the concept of Freud. Jung explained the process of interaction between consciousness and the unconscious using energetic approach which was popular in philosophy in the beginning of 20 century. This particular approach allows the scientist to conclude that every psychic phenomenon is a manifestation of human vitality and energy. Energy itself is neither destructive nor creative. Quality gives it value, giving direction to human life, as energy takes its course. Jung formulated the theme of human life and destiny, and examined it through the prism of the influence of the unconscious. Possession of the dialectical style of thinking allowed him to form his research methodology. He shows that, along with socialization, individualization is important for the individual, ensuring individuality and integrity.

Strategic Alignment, IT Value, and Organizational Analysis

2011 ◽  
pp. 73-101
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Resource Allocation ◽  
Information Systems ◽  
Strategic Alignment ◽  
It Value ◽  
It Resources ◽  
Corporate Elites ◽  
Scope Of The Firm ◽  
Allocation Decisions ◽  
Resource Allocation Decisions

Over the last several decades, strategy researchers have devoted attention to the question of how corporate elites (i.e., corporate executives and directors) affect corporate strategy. The CEO as a person in position shapes the scope of the firm, while the CIO as a person in another position shapes the scope of IT in the firm. Jensen and Zajac (2004) proposed and tested the notion that while differences in individual characteristics of corporate elites may imply different preferences for particular corporate strategies such as diversification and acquisitions, these basic preferences, when situated in different agency contexts (e.g., CIO, CEO) generate very different strategic outcomes. Strategy can simply be defined as principles, a broad based formula, to be applied in order to achieve a purpose. These principles are general guidelines guiding the daily work to reach business goals. Strategy is the pattern of resource allocation decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them. While the business strategy is the broadest pattern of resource allocation decisions, more specific decisions are related to information systems and information technology. How should IS/IT resources be allocated within business organizations? How can business ensure the IS/IT resources will deliver the desired business value? Hann and Weber (1996) see IS/IT strategic planning as a set of activities directed toward achieving the following objectives: 1. Recognizing organizational opportunities and problems where IS/IT might be applied successfully 2. Identifying the resources needed to allow IS/IT to be applied successfully to these opportunities and problems 3. Developing strategies and procedures to allow IS/IT to be applied successfully to these opportunities and problems 4. Establishing a basis for monitoring and bonding IT managers, so their actions are more likely to be congruent with the goals of their superiors 5. Resolving how the gains and losses from unforeseen circumstances will be distributed among senior management and the IT manager 6. Determining the level of decision rights to be delegated to the IT manager. Empirical studies of information systems/information technology planning practices in organizations indicate that wide variations exist. Hann and Weber (1996) found that organizations differ in terms of how much IS/IT planning they do, the planning methodologies they use, the personnel involved in planning, the strength of the linkage between IS/IT plans and corporate plans, the focus of IS/IT plans (e.g., strategic systems vs. resource needs), and the way in which IS/IT plans are implemented. In this chapter, we will review the principles of strategic alignment and discuss in detail the various methods for IT value and organizational maturity analysis.

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