Implementing Interorganizational it Systems: Lessons from a Call Centre Project

2000 ◽  
Vol 15 (1) ◽  
pp. 29-37 ◽  
Author(s):  
David Boddy
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Business Processes ◽  
Human Action ◽  
Call Centre ◽  
Call Centres ◽  
It Systems ◽  
Management Issues

The growing power of computer-telephony integration (CTI) systems is encouraging many companies to create call centres. These deal with a growing range of business processes and, in doing so, can be used to challenge established organizational arrangements. The range of human and management issues that need to be dealt with has yet to become clear. Some insights into these are offered from a study of one call centre over 2 years, from shortly before its physical introduction to the present day. These empirical observations are set within the wider literature on organizational change and information technology (IT), particularly the processual and integrationist perspectives. The paper uses the evidence of the case to elaborate the integrationist model so that it reflects the areas of human action more fully. It concludes by outlining the implications of this perspective for managers seeking to build effective call centres or other forms of interorganizational IT system.

IT and Organizational Change: Lessons from Client/Server Technology Implementation

1997 ◽  
Vol 23 (2) ◽  
pp. 31-46 ◽  
Author(s):  
Anol Bhattacherjee ◽  
Rudy Hirschheim
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Competitive Advantage ◽  
Technology Implementation ◽  
Business Processes ◽  
Client Server ◽  
Core Business

Information technology can be linked with core business processes to facilitate organizational change and generate new sources of competitive advantage.

Applied-Information Technology in Tourism Management System Research and Design Based on J2EE

2014 ◽  
Vol 978 ◽  
pp. 236-239
Author(s):  
Ming Yang Na
Keyword(s):  
Information Technology ◽  
Management System ◽  
Business Processes ◽  
Management Systems ◽  
Functional Requirements ◽  
Detailed Structure ◽  
Tourism Management ◽  
Depth Study ◽  
Research And Design ◽  
Management Issues

After entering the 21st century, with tourism booming in China, tourism management issues also emerged, especially in the Information technology, the study of tourism management systems is increasing in recent years. This paper designed applied-information technology in travel management system based on J2EE, tourism management business processes, and functional requirements in-depth study. Ultimately, the overall architecture and detailed structure of a complete branch of tourism management systems are designed and detailed study of the functions of its various modules.

The Wicked Relationship Between Organisations and Information Technology

2002 ◽  
pp. 239-261
Author(s):  
Gill Mallalieu ◽  
Clare Harvey ◽  
Colin Hardy
Keyword(s):  
Information Technology ◽  
Grounded Theory ◽  
Business Processes ◽  
Social Complexity ◽  
Wicked Problem ◽  
Grounded Theory Methodology ◽  
It Systems ◽  
Detailed Method ◽  
The Relationship ◽  
The Way

The concept of the “wicked problem” is useful in coming to terms with any studies, which involve people, organisations and information technology. It helps to define the shortcomings of traditional positivist approaches in areas which display social complexity. This paper describes how the relationship between an organisation’s business processes and its legacy IT systems is considered under the RAMESES project as a wicked problem. The way in which this conceptualisation has led the authors to adopt the grounded theory methodology is discussed. The particular, detailed method undertaken within this framework is outlined; some results presented and conclusions about the success of the approach are drawn.

scholarly journals PERUBAHAN DALAM ORGANISASI PADA IMPLEMENTASI SISTEM INFORMASI

Teknologi ◽  
2012 ◽  
Vol 1 (2) ◽  
Author(s):  
Yosi Agustiawan
Keyword(s):  
Information Technology ◽  
Information System ◽  
Organizational Change ◽  
Change Management ◽  
Business Processes ◽  
System Development ◽  
Company Performance ◽  
Management Support ◽  
Information System Development ◽  
Top Management Support

ABSTRAK Pemanfaatan dan pengembangan sistem informasi yang dapat mengintegrasikan seluruh proses bisnis untuk dapat meningkatkan kinerja perusahaan banyak dilakukan melalui proyek pengadaan paket software atau hardware yang siap pakai di pasaran dan langsung mengimplementasikannya. Implementasi sistem informasi akan melibatkan semua aktivitas organisasi yang berhubungan dengan penggunaan dan manajemen dari sistem informasi tersebut sehingga menyebabkan perubahan proses bisnis. Perubahaan organisasi yang tidak dikelola dengan baik menjadi penyebab utama kegagalan proyek sistem informasi. Manajemen perubahan yang didukung oleh puncak manjeman dan memiliki kemampuan dalam penguasaan teknologi, pengetahuan proses bisnis dan budaya organisasi perusahaan menjadi kunci keberhasilan proyek implementasi sistem informasi. Kata kunci: implementasi, perubahan organisasi, manajemen perubahan ABSTRACT Most of information system development that can integrate all business process in order to improve company performance conducted by purchasing software/hardware package and implement it. Information system implemetation will involve all organizational activities that cause changes in business processes. Organizational change is not managed properly cause the failure of information systems projects. Change management requires top management support and must have the capability of information technology, business processes and organizational culture. Key words: implementation, organizational change, change management

Organizational Change, IT and Business Process Redesign

2010 ◽  
pp. 57-78 ◽  
Author(s):  
Claudio Petti ◽  
Klein Mark
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Business Process ◽  
Business Processes ◽  
Business Environment ◽  
Process Models ◽  
Organizational Forms ◽  
Process Redesign ◽  
New Organizational Forms ◽  
New Business

Change in the business environment is pervasive and accelerating. New, agile, and often IT-based organizational forms are emerging. Recent management literature has paid a great deal of attention to observing and advocating this kind of organizational change. Relatively little attention has been given, however, to how to deal practically with these changes. How, for example, can companies foster the business process changes necessary to become agile? How can IT be leveraged for this purpose? In the attempt to provide some insights into these issues, this chapter will present a methodology for redesigning and inventing new business processes that relies on a handbook of process models, and is particularly suited to taking advantage of information technology to enable new organizational forms.

A Supplier Portal in the Automotive Industry

2011 ◽  
pp. 992-996
Author(s):  
Martina Gerst
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Business Processes ◽  
The Internet ◽  
It Infrastructure ◽  
Business Partners ◽  
Strategic Resources ◽  
It Systems ◽  
Use Of Internet ◽  
Business To Business

The use of Internet technologies and particularly portal technologies facilitate the creation of networks of relationships within the supply chain that provide organizations with access to key strategic resources that could not have been otherwise obtained (Venkatraman, 2000). As a result, portals appear to play a significant role in the business-to-business (B2B) arena. Even before the advent of the Internet, the use of information technology (IT) has been claimed to lead to a tighter coupling between buyer and supplier organizations (Malone, Yates, & Benjamin, 1987), allowing business partners to integrate their various business processes and enabling the formation of vast networks of intra- and inter-organisational relationships (Venkatraman, 1991). Nevertheless, such claimed integration effects require interoperability between IT systems, which can not be achieved in the absence of common IT standards or at least common IT infrastructure.

Re-conceptualising call-centres as sites of control: the insider perspective

2014 ◽  
Vol 48 (1/2) ◽  
pp. 25-46 ◽  
Author(s):  
Edward Kasabov ◽  
Anna C.C.C. da Cunha
Keyword(s):  
Design Methodology ◽  
Customer Orientation ◽  
Practical Importance ◽  
Call Centre ◽  
Structured Interviews ◽  
Content Type ◽  
Call Centres ◽  
Customer Dissatisfaction ◽  
Customer Centricity

Purpose – The role of call-centres during service recovery has attracted much attention in research. However, marketers know less about controlling customers during recovery interactions and consequences of such control. In order to address this gap and empirically ascertain whether service interactions are marked by customer centricity or by employees exerting control over customers, the aim of the authors was to organise an empirical research in two Brazilian call-centres. Design/methodology/approach – The research consisted of direct, open observation and 33 semi-structured interviews with insiders (call-centre managers, supervisors and operatives). Findings – Four key findings emerged during interviews with insiders. First, control over customers may be more widely practiced than assumed in certain sections of marketing academe. Second, such control is viewed positively by call-centre insiders and is sanctioned by management. Third, control does not disempower and demoralise call-centre staff but protects operatives. Finally, control does not seem to unavoidably generate lasting customer dissatisfaction. These findings are incorporated in a framework of call-centre management which incorporates control through scripting. Research limitations/implications – The discussion calls for the revisit of certain marketing concepts and philosophies, including customer orientation, by demonstrating that control over customers is practised and should not be viewed negatively or avoided altogether in practice and as a topic of analysis. A re-conceptualisation of call-centres as sites of control over customers is proposed. Originality/value – Control and power are rarely analysed in services marketing. This is one of a few studies that makes sense of providers' (insiders') viewpoints and argues that control may play a constructive role and should be seen as a legitimate topic of services and call-centre analysis. As such it addresses a question of intellectual and practical importance which is rarely discussed and may be viewed as incongruous with an age when customers are assumed to have rights.

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