자연주의적 탐구조사(Naturalistic Inquiry)

Basics of qualitative research: Grounded theory procedures and techniques

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

The Social Psychology of Organizations.

Social Psychology of Organizations

Along which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented taken from theoretical and empirical studies which are then related to each other in the light of what we call a strategic intervention into an organization's way of handling knowledge. We then make the case for the integration of process orientation into a comprehensive multi-dimensional framework for knowledge management strategies. Process-oriented knowledge management initiatives are designed to provide employees with task-related knowledge in the organization's operative business processes. We argue that with this framework the resulting process-oriented knowledge management strategies address the integration of the resource-based view of an organization — which is the main focus of knowledge management — with the market-oriented view — which is implicitly brought about by process orientation. Copyright © 2002 John Wiley & Sons, Ltd.

Defining process-oriented knowledge management strategies

Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

Implementing process-oriented knowledge management strategies

The control of information systems (IS) projects is a key activity for deployment of information technology (IT) resources and ultimately for value creation through IT. For the last 20 years, research on IS project control has grown to cover a wide range of aspects and issues, including control modes, amounts, and portfolios, control in internal and outsourced settings, and control antecedents, consequences, and dynamics. There is an important theoretical and practical impetus for this research, since the nature of IS projects creates specific and challenging conditions for control, and since control research in neighboring disciplines often neglects temporary endeavors such as projects. In this study, we provide a systematic review and synthesis of the literature and develop an expanded theoretical framework for IS project control with supporting conjectures. Our review reveals that existing research primarily studies the contextual antecedents and performance consequences of control modes and amounts, and thus focuses on control portfolio configurations (what). In contrast, prior research largely neglects control enactment, that is, how the controller interacts with the controllee to put the portfolio of controls into practice. Our expanded framework points to the importance of studying control portfolio configurations and control enactment (in terms of control style and control congruence) in combination, in order to better understand IS project control effectiveness. Expanding the toolbox of concepts available to IS researchers, our framework helps resolve existing research gaps and inconsistencies, and opens up new avenues for future research on the control of IS projects.

Control Configuration and Control Enactment in Information Systems Projects: Review and Expanded Theoretical Framework

Purpose – The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations.Design/methodology/approach – In order to identify and rank CSF for portal implementations, the paper followed a multi‐method design, following a two‐stage approach with the first stage analyzing the state‐of‐the‐art of portal implementation by interviewing portal integrators in Germany and a follow‐up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects.Findings – When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re‐engineering.Research limitations/imp...

Critical success factors for implementing enterprise portals: A comparison with ERP implementations

The implementation of new technology is becoming more important to schools and the success of such implementations is often due to the presence of ICT champions. This article examines ICT champions to determine whether the intention to champion ICT is determined by the ICT competence of school leaders. This article, based on responses from 64 school leaders in New Zealand, reports that professional development and ICT usage are antecedents of ICT competency and that school leaders are ICT competent and willing ICT champions. These findings are contrary to existing research which has found that school leaders have poor ICT competency.

Ulrich Remus

Papers

Defining process-oriented knowledge management strategies

Implementing process-oriented knowledge management strategies

Control Configuration and Control Enactment in Information Systems Projects: Review and Expanded Theoretical Framework

Critical success factors for implementing enterprise portals: A comparison with ERP implementations

School leaders, ICT competence and championing innovations