r. ching, ph.d. mis area california state university, sacramento 1 week 5 monday, february 20...

R. Ching, Ph.D. • MIS Area • California State University, Sacramento 1

Week 5Week 5Monday, February 20Monday, February 20

• Networked OrganizationsNetworked Organizations• IT Infrastructure and OperationsIT Infrastructure and Operations

• Strategic AlignmentStrategic Alignment• IT AdoptionIT Adoption


Leveraging IT Leveraging IT

BusinessBusiness ITIT

StrategyStrategy StrategyStrategy

CapabilitiesCapabilities CapabilitiesCapabilities

AlignmentAlignment

AlignmentAlignmentIT infrastructureIT infrastructure

Process ReengineeringProcess Reengineering(Control, enhancing, leveraging)(Control, enhancing, leveraging)

Business networksBusiness networks(Competitive Advantage)(Competitive Advantage)

ValueValue

VisionVision


Management Challenge IssuesManagement Challenge Issues

• IT infrastructure as a strategic resourceIT infrastructure as a strategic resource– Types of infrastructuresTypes of infrastructures

• Independent - without regard to strategiesIndependent - without regard to strategies• Reactive - development in reaction to a Reactive - development in reaction to a

particular thrustparticular thrust• Interdependent - coalignment with the strategic Interdependent - coalignment with the strategic

contextcontext– Modifications to the IT infrastructure signal Modifications to the IT infrastructure signal

implications for possible changes and implications for possible changes and improvements in strategy, while improvements in strategy, while modifications to strategic thrusts trigger modifications to strategic thrusts trigger appropriate changes in the IT infrastructureappropriate changes in the IT infrastructure


Move to Networked OrganizationsMove to Networked Organizations

IT-Enabled NetworksIT-Enabled NetworksIT-Enabled NetworksIT-Enabled Networks

Need to Effectively Manage Need to Effectively Manage Organizational InterdependenceOrganizational Interdependence


Need to Increase Organizational Need to Increase Organizational PerformancePerformance


Competitive Business Competitive Business EnvironmentEnvironment




IT-Enabled NetworksIT-Enabled Networks

Need to Effectively Manage Organizational Interdependence


Need to Increase Organizational Performance




• Global marketplaceGlobal marketplace• New and powerful New and powerful

strategies of strategies of globalizationglobalization

• Advances and Advances and diffusion of IT into diffusion of IT into businessesbusinesses








Competitive Business Environment


• Compressed time to Compressed time to marketmarket

• Organizational Organizational service to the service to the customercustomer

• Product and process Product and process qualityquality

• Managing risk: Managing risk: obsolesce, obsolesce, inadequacy, inadequacy, misunderstandingmisunderstanding

• Managing costsManaging costs• Partnerships with Partnerships with

other organizationsother organizations










• Improve Improve coordination and coordination and cooperationcooperation

• Shared decision Shared decision makingmaking

• Moving from Moving from silossilos to to enterpriseenterprise



IT-Enabled NetworksIT-Enabled NetworksIT-Enabled NetworksIT-Enabled Networks







• Integration to Integration to coordinate across coordinate across functional functional boundaries, yet boundaries, yet along organizational along organizational structurestructure

• Management’s Management’s reach to all levels of reach to all levels of the organizationthe organization

• Exchange of Exchange of informationinformation


Leveraging IT Leveraging IT

BusinessBusiness ITIT

StrategyStrategy StrategyStrategy

CapabilitiesCapabilities CapabilitiesCapabilities

AlignmentAlignment

AlignmentAlignmentIT infrastructureIT infrastructure

Process ReengineeringProcess Reengineering(Control, enhancing, leveraging)(Control, enhancing, leveraging)

Business networksBusiness networks(Competitive Advantage)(Competitive Advantage)

ValueValue

VisionVision


Business Opportunities and Market Business Opportunities and Market PotentialsPotentials

• By 2008, half of the US population (approx. 250 By 2008, half of the US population (approx. 250 million) will purchase its goods and services online million) will purchase its goods and services online through the Internet (vs. 30 percent in 2004)through the Internet (vs. 30 percent in 2004)

• Estimated spending per buyer will average $780 Estimated spending per buyer will average $780 (vs. $585 in 2004)(vs. $585 in 2004)

• Translates to $117 billion in retail salesTranslates to $117 billion in retail sales• B2C e-business poses several new challengesB2C e-business poses several new challenges

– Trend toward selling micro-segmented, tailored Trend toward selling micro-segmented, tailored products and servicesproducts and services

– Requires businesses to establish and build closer Requires businesses to establish and build closer learning relationships with their customers learning relationships with their customers


InvestmentsInvestments

For example…For example…• Worldwide investments in CRM technology Worldwide investments in CRM technology

(software and technology services) in 2002 (software and technology services) in 2002 estimated at USD$2.3 billion estimated at USD$2.3 billion – Investments were predicted to quadruple to Investments were predicted to quadruple to

$10.8 billion in 2004$10.8 billion in 2004


Emerging IT Strategic RoleEmerging IT Strategic Role

IT offers the capability to redefine the boundaries of IT offers the capability to redefine the boundaries of markets and structural characteristics, alter the markets and structural characteristics, alter the fundamental rules and basis of competition, define fundamental rules and basis of competition, define business scope, and provide a new set of business scope, and provide a new set of competitive weapons.competitive weapons.

N. Venkatraman, 1991N. Venkatraman, 1991(from Corporations of the 1990s)(from Corporations of the 1990s)


New technologies open new opportunitiesNew technologies open new opportunities

How does a business benefit from new technologies?How does a business benefit from new technologies?


StrategyStrategyStrategyStrategy ManagementManagementProcessesProcesses

ManagementManagementProcessesProcesses

StructureStructureStructureStructure

IndividualsIndividualsand Rolesand Roles

IndividualsIndividualsand Rolesand Roles

TechnologyTechnologyTechnologyTechnology

MIT90 FrameworkMIT90 FrameworkFive Inter-Related ComponentsFive Inter-Related Components

Dynamic Equilibrium: Any change to a component requires an Dynamic Equilibrium: Any change to a component requires an adjustment to the othersadjustment to the others

Organization and coordinationOrganization and coordination

Information Information TechnologyTechnology

Vision and Vision and directiondirection

Human resourcesHuman resources

Planning and controlPlanning and control


Architecture vs. InfrastructureArchitecture vs. Infrastructure

• Architecture – a blueprint that shows Architecture – a blueprint that shows interrelationships of the components of a system interrelationships of the components of a system – Emphasis on the Emphasis on the whatswhats– Based on the business modelBased on the business model

• IT Infrastructure – implementation of the IT Infrastructure – implementation of the architecturearchitecturePurpose: Purpose: To deliver the right information to the To deliver the right information to the right people at the right timeright people at the right time


ArchitectureArchitecture

• Defines guidelines and standardsDefines guidelines and standards• Service Oriented Architecture (SOA)Service Oriented Architecture (SOA)

– Emphases on accessibility of others systems to data Emphases on accessibility of others systems to data and functions, and reusability of programming codeand functions, and reusability of programming code

– Supports the organization's agilitySupports the organization's agility• Four attributes: Four attributes: Distributed vs. CentralizedDistributed vs. Centralized

– Location of processingLocation of processing– Connectivity among processorsConnectivity among processors– Location of data repository (data storage)Location of data repository (data storage)– Systemwide rules (information security, Systemwide rules (information security,

accessibility, etc.)accessibility, etc.)


IT ArchitectureIT ArchitectureAnother ViewAnother View

• “…“…defines the technical computing, information defines the technical computing, information management, and communications platform. …management, and communications platform. …provides an overall picture of the range of provides an overall picture of the range of technical options available to a firm, and as such, technical options available to a firm, and as such, it also implies the range of business options.”it also implies the range of business options.”

EnablesEnablesOpportunitiesOpportunities

Con

trol

Con

trol VisionVision

Coordination Coordination (information flow (information flow

and linkages)and linkages)

What design gives the organization the best use of its information?What design gives the organization the best use of its information?What technology configurations will best support the business?What technology configurations will best support the business?


InfrastructureInfrastructureDelivering the right information to the right people at the right timeDelivering the right information to the right people at the right time

• Delivering IT resources to support users Delivering IT resources to support users throughout the organizationthroughout the organization

• Four layer infrastructure (Four layer infrastructure (Weill and BroadbentWeill and Broadbent))– IT componentsIT components– Human IT infrastructureHuman IT infrastructure– Shared IT services – services that users can Shared IT services – services that users can

draw upon and share to conduct businessdraw upon and share to conduct business– Shared and standard IT applications – stable Shared and standard IT applications – stable

applications that change less frequently applications that change less frequently


IT InfrastructureIT Infrastructure

• Three categories:Three categories:– Network – technologies that permit exchange Network – technologies that permit exchange

of information between processing units and of information between processing units and organizationsorganizations

– Processing systems – encompass hardware and Processing systems – encompass hardware and software that provide an organization’s ability software that provide an organization’s ability to handle business transactionsto handle business transactions

– Facilities – physical systems that house and Facilities – physical systems that house and protecting computing and network devicesprotecting computing and network devices


IT Infrastructure: NetworkIT Infrastructure: Network

• Management issues:Management issues:– Selecting technologies and standardsSelecting technologies and standards– Selecting partners and managing their Selecting partners and managing their

relationshipsrelationships– Assuring reliabilityAssuring reliability– Maintaining securityMaintaining security


IT Infrastructure: NetworkIT Infrastructure: Network

• Technological Elements:Technological Elements:– Local area networks (LANs)Local area networks (LANs)– Hubs, switches, wireless access points and Hubs, switches, wireless access points and

network adaptersnetwork adapters– Wide area networks (WANs)Wide area networks (WANs)– RoutersRouters– Firewalls and other security systems and Firewalls and other security systems and

devicesdevices– Caching, content acceleration and other Caching, content acceleration and other

specialized network devicesspecialized network devices


IT Infrastructure: Processing SystemsIT Infrastructure: Processing Systems

• Management issues:Management issues:– Deciding what to keep in-house vs. out-sourcedDeciding what to keep in-house vs. out-sourced– Deploying, growing an modifyingDeploying, growing an modifying– Enterprise system vs. best of breed hybridEnterprise system vs. best of breed hybrid– Managing incidentsManaging incidents– Recovering from disastersRecovering from disasters


IT Infrastructure: Processing SystemsIT Infrastructure: Processing Systems

• Technological elements:Technological elements:– Client devices and systemsClient devices and systems– Server devices and systemsServer devices and systems– Mainframe devices and systemsMainframe devices and systems– MiddlewareMiddleware– Infrastructure management systemsInfrastructure management systems– Business applicationsBusiness applications


IT Infrastructure: FacilitiesIT Infrastructure: Facilities

• Management issues:Management issues:– Governance: Internal vs. external managementGovernance: Internal vs. external management– Aligning the facilities and business modelsAligning the facilities and business models– Assuring reliabilityAssuring reliability– Maintaining securityMaintaining security


IT Infrastructure: FacilitiesIT Infrastructure: Facilities

• Technological elements:Technological elements:– Building and physical spacesBuilding and physical spaces– Network conduits and connectionsNetwork conduits and connections– PowerPower– Environmental controlsEnvironmental controls– SecuritySecurity


Potential Benefits of a Real-time Potential Benefits of a Real-time InfrastructureInfrastructure

• Better data, better decisions – synchronizing data Better data, better decisions – synchronizing data to ensure their quality and reliabilityto ensure their quality and reliability– Consistency throughout the enterpriseConsistency throughout the enterprise

• Improved process visibility – open standards, Improved process visibility – open standards, open interconnectivity between business partnersopen interconnectivity between business partners

• Improved process efficiency – enhanced process Improved process efficiency – enhanced process visibility and quicker response to changes in the visibility and quicker response to changes in the environmentenvironment

• Sense and respond – sensing actual events (e.g., Sense and respond – sensing actual events (e.g., customer demand) vs. forecasting outcomescustomer demand) vs. forecasting outcomes


Infrastructure: Another ViewInfrastructure: Another View


• Independent - without regard to strategiesIndependent - without regard to strategies• Reactive - development in reaction to a Reactive - development in reaction to a

particular thrustparticular thrust• Interdependent - coalignment with the strategic Interdependent - coalignment with the strategic


implications for possible changes and implications for possible changes and improvements in strategy, while improvements in strategy, while modifications to strategic thrusts trigger modifications to strategic thrusts trigger appropriate changes in the IT infrastructureappropriate changes in the IT infrastructure


Five Levels of IT-Induced Five Levels of IT-Induced ReconfigurationsReconfigurations

Business ProcessBusiness ProcessRedesignRedesign

Business ProcessBusiness ProcessRedesignRedesign

Business NetworkBusiness NetworkRedesignRedesign

Business NetworkBusiness NetworkRedesignRedesign

Business ScopeBusiness ScopeRedefinitionRedefinition

Business ScopeBusiness ScopeRedefinitionRedefinition

EvolutionaryEvolutionary

RadicalRadical

Internal IntegrationInternal IntegrationInternal IntegrationInternal Integration

Local exploitationLocal exploitationLocal exploitationLocal exploitation

Greater degree of business transformationGreater degree of business transformationGreater range of potential benefitsGreater range of potential benefits

Maximum exploitation of available IT capabilities Maximum exploitation of available IT capabilities Alignment between technology and the organizationAlignment between technology and the organization


1. Local Exploitation1. Local Exploitation

• Exploitation of IT Exploitation of IT withinwithin a business function a business function– Development of applications that improve task Development of applications that improve task

efficiency efficiency – Target functional-specific goals without Target functional-specific goals without

influencing related areas of operationsinfluencing related areas of operations


Local ExploitationLocal Exploitation Managerial implications Managerial implications

• Identification of high-leverage activitiesIdentification of high-leverage activities– Effective systems must be within the context of Effective systems must be within the context of

competitive and organizational conditions, and competitive and organizational conditions, and strategic thrusts strategic thrusts

• Rejection of generic strategic information Rejection of generic strategic information systemssystems– Specifically designed systems that provide Specifically designed systems that provide

maximal benefitsmaximal benefits• Recognition of the scope of transformationRecognition of the scope of transformation

– Other areas of operation should be aware of Other areas of operation should be aware of the localized system benefitsthe localized system benefits


Enablers and InhibitorsEnablers and Inhibitors

EnablersEnablers

TechnologicalTechnological•Favorable cost-Favorable cost-performance trendsperformance trends•Vendor push - Vendor push - system solutionssystem solutionsOrganizationalOrganizational•Localized impactLocalized impact•Ease of assessing Ease of assessing efficiency benefitsefficiency benefits•Minimal Minimal disturbance to disturbance to operationsoperations

IT-Induced IT-Induced ReconfigurationReconfiguration

InhibitorsInhibitors

TechnologicalTechnological•ObsolescenceObsolescence•Further reduction Further reduction in cost-in cost-performanceperformanceOrganizationalOrganizational•Lack of strategic Lack of strategic visionvision•Unwillingness to Unwillingness to recognize the recognize the strategic role of IT strategic role of IT and ISand IS

Local Local ExploitationExploitation


2. Internal Integration2. Internal Integration

The deployment of a common IT platform serves to The deployment of a common IT platform serves to integrate the organization’s business processes, integrate the organization’s business processes,

potentially enhancing efficiency and effectivenesspotentially enhancing efficiency and effectiveness• IT capabilities are exploited in all the possible IT capabilities are exploited in all the possible

activities within the business processactivities within the business process– Technical integrationTechnical integration

• Integrating systems and applications using a Integrating systems and applications using a common IT platform common IT platform

– Organizational integrationOrganizational integration• Integration of roles and responsibilities that Integration of roles and responsibilities that

exploits the technical integration capabilitiesexploits the technical integration capabilities


Internal IntegrationInternal IntegrationBenefitsBenefits

• EfficiencyEfficiency– Compression of time and distance leading to Compression of time and distance leading to

cost savingscost savings• EffectivenessEffectiveness

– Opportunities to develop new competitive Opportunities to develop new competitive weapons or value-added servicesweapons or value-added services


Internal IntegrationInternal Integration Managerial Implications Managerial Implications

• Articulation of the logic and rationale for internal Articulation of the logic and rationale for internal integrationintegration– Serves as the basis for developing detailed Serves as the basis for developing detailed

technological and organizational decisions to technological and organizational decisions to achieve integrationachieve integration

• Recognition of the dynamics of integrationRecognition of the dynamics of integration– Constant review and reassessment of the Constant review and reassessment of the

business integration requirements through the business integration requirements through the IT platform are necessary as business IT platform are necessary as business conditions and technological developments conditions and technological developments evolve over timeevolve over time



EnablersEnablers

TechnologicalTechnological•Increasing Increasing connectivity connectivity •Favorable cost-Favorable cost-performance trendsperformance trends•Vendor push-Vendor push-system solutionssystem solutionsOrganizationalOrganizational•Strategic vision for Strategic vision for integrationintegration•Centrality of IT to Centrality of IT to the strategic the strategic contextcontext



TechnologicalTechnological•UncertaintyUncertainty•Integration costsIntegration costsOrganizationalOrganizational•Lack of strategic Lack of strategic visionvision•Organizational Organizational inertia and inertia and resistance to resistance to changechange•Centralization-Centralization-decentralization decentralization conflictconflict

Internal Internal IntegrationIntegration

IdiosyncraticIdiosyncratic


3. Business Process Redesign3. Business Process Redesign

Revolutionary changes in the design of Revolutionary changes in the design of organizational processes are necessary to best organizational processes are necessary to best exploit the emerging technological capabilitiesexploit the emerging technological capabilities

• Reconfiguration of the business using IT as a Reconfiguration of the business using IT as a central levercentral lever– Business processes are redesigned to Business processes are redesigned to

maximally exploit the available IT capabilitiesmaximally exploit the available IT capabilities• Redesign of relevant processes Redesign of relevant processes

– Respecification of organizational roles, Respecification of organizational roles, reporting relationships, and managerial reporting relationships, and managerial responsibilitiesresponsibilities


Business Process RedesignBusiness Process RedesignManagerial ImplicationsManagerial Implications

• Recognition of the nature and impact of business Recognition of the nature and impact of business process redesignprocess redesign– Recognizing and understanding the scope and Recognizing and understanding the scope and

impact of potential IT-enabled process redesignimpact of potential IT-enabled process redesign• The role of strategy in business process redesignThe role of strategy in business process redesign

– Balance between technological and Balance between technological and organizational capabilitiesorganizational capabilities

– Dependent on the goals and strategies of the Dependent on the goals and strategies of the organizationorganization



EnablersEnablers

TechnologicalTechnological•Favorable cost-Favorable cost-performance trendsperformance trendsOrganizationalOrganizational•Awareness of the Awareness of the power of ITpower of IT•Willingness to Willingness to make quantum make quantum changeschangesMarketplaceMarketplace•Competitive Competitive pressurepressure



TechnologicalTechnological•UncertaintyUncertainty•Redesign costsRedesign costsOrganizationalOrganizational•Lack of strategic Lack of strategic visionvision•Organizational Organizational inertia and inertia and resistance to resistance to changechange•Cost of Cost of transforming the transforming the organizationorganization

Business Business Process Process

RedesignRedesign


4. Business Network Redesign4. Business Network RedesignElectronic IntegrationElectronic Integration

Redesigning the nature of exchange among multiple Redesigning the nature of exchange among multiple participants in a business network through participants in a business network through electronic electronic

integrationintegration• Reconfiguration of the scope and tasks of the Reconfiguration of the scope and tasks of the

business network involved in the creation and business network involved in the creation and delivery of products and servicesdelivery of products and services– Includes business tasks within and outside the Includes business tasks within and outside the

organizationorganization– Electronic integration Electronic integration across key partners across key partners

becomes the dominant strategybecomes the dominant strategy• Business issues involving the relative Business issues involving the relative

authority and responsibilities of the authority and responsibilities of the participantsparticipants


Strategic OptionsStrategic Options

• Strategies for business governanceStrategies for business governance– Relationships with key participants Relationships with key participants

• Loose vs. tightLoose vs. tight• Depends on the partnership and what is Depends on the partnership and what is

expected from itexpected from it• Strategies for IT governanceStrategies for IT governance

– Govern IT network across all participantsGovern IT network across all participants• Common vs. unique roleCommon vs. unique role


Strategic OptionsStrategic OptionsB

usi

nes

s g

ove

rnan

ceB

usi

nes

s g

ove

rnan

ce

IT governanceIT governanceCommonCommon UniqueUnique

TightTight

LooseLoose

Collaborative Collaborative advantageadvantage

Collaborative Collaborative advantageadvantage

Electronic Electronic infrastructureinfrastructure

Electronic Electronic infrastructureinfrastructure

Business network Business network redesignredesign

Business network Business network redesignredesign

Competitive Competitive advantageadvantage

Competitive Competitive advantageadvantage

No strategic advantageNo strategic advantage Short-term advantageShort-term advantage

Improved efficiencyImproved efficiency Electronic integrationElectronic integration


Electronic IntegrationElectronic Integration

A quasi-firm or a quasi-market mechanism that is A quasi-firm or a quasi-market mechanism that is fundamentally designed and operated through fundamentally designed and operated through

the capabilities offered by ITthe capabilities offered by IT• Emerging rolesEmerging roles

– Transactions - Transactions - supports the exchange of datasupports the exchange of data– Inventory - Inventory - provides a means for determining provides a means for determining

status and triggering events (movement of status and triggering events (movement of goods)goods)

– Process - Process - manages and coordinates processes manages and coordinates processes over all partiesover all parties

– Expertise - Expertise - provides intellectual supportprovides intellectual support


Business Network RedesignBusiness Network RedesignBenefitsBenefits

• Operational efficiencyOperational efficiency– Savings in operating costs and timeSavings in operating costs and time

• Market positioningMarket positioning– Benefits gained by occupying certain positions Benefits gained by occupying certain positions

in the marketplacein the marketplace• Partnership conditionsPartnership conditions

– Scope of the business network in terms of the Scope of the business network in terms of the characteristics of the partnerscharacteristics of the partners

• Strategic capabilitiesStrategic capabilities– Extent to which innovative mechanisms can be Extent to which innovative mechanisms can be

deployed in each roledeployed in each role


Business Network RedesignBusiness Network Redesign Managerial implications Managerial implications

• Conceptualizing strategies for electronic Conceptualizing strategies for electronic integration in terms of the intersection of three integration in terms of the intersection of three key decisionskey decisions– Business governance decisionsBusiness governance decisions– IT governance decisionsIT governance decisions– Scope of integrationScope of integration

• Conceptualizing organizational boundary in Conceptualizing organizational boundary in virtual termsvirtual terms



EnablersEnablers

•Ability to specify Ability to specify and/or create and/or create standards for standards for integrationintegration

•Identification of Identification of the value-added the value-added serviceservice

•Recognition of Recognition of mutual benefitsmutual benefits



•Lack of standardsLack of standards

•Lack of vision and Lack of vision and understandingunderstanding

•Lack of Lack of commitment to commitment to integrationintegration

•Possible erosion Possible erosion of market positionsof market positions

Business Business Network Network RedesignRedesign


5. Business Scope Redefined5. Business Scope Redefined

• Explicate the logic underlying the portfolio of Explicate the logic underlying the portfolio of businessesbusinesses

• Identify differential strategic thrustsIdentify differential strategic thrusts• Develop criteria for allocation of scarce resources Develop criteria for allocation of scarce resources

among the businessesamong the businesses• Redefinition issuesRedefinition issues

– Enlarging the business mission and scopeEnlarging the business mission and scope– Shifting the business scope Shifting the business scope


Business Scope RedefinedBusiness Scope Redefined

• Enlarging the business scopeEnlarging the business scope– Selling information as a new productSelling information as a new product– Offering value-added services related to the Offering value-added services related to the

original businessoriginal business• Shifting the business scopeShifting the business scope

– Redirecting core scope due to advances in Redirecting core scope due to advances in technologytechnology


Management Challenge IssuesManagement Challenge Issues


• Independent - Independent - without regard to strategieswithout regard to strategies• Reactive - Reactive - development in reaction to a particular development in reaction to a particular

thrustthrust• Interdependent - Interdependent - coalignment with the strategic coalignment with the strategic


implications for possible changes and implications for possible changes and improvements in strategy, while modifications improvements in strategy, while modifications to strategic thrusts trigger appropriate to strategic thrusts trigger appropriate changes in the IT infrastructurechanges in the IT infrastructure


Adoption ITAdoption ITAssimilating Emerging TechnologiesAssimilating Emerging Technologies

• Technology identification and investmentTechnology identification and investment– High impact, high profileHigh impact, high profile

• Technological learning and adaptation (Technological learning and adaptation (light fireslight fires))– Introducing IT to end-user computingIntroducing IT to end-user computing– InnovationInnovation

• Realization management control (formalization)Realization management control (formalization)– Controls for the effective use and diffusion of ITControls for the effective use and diffusion of IT

• Maturity/widespread technology transferMaturity/widespread technology transfer– Sustained application and introduction of ITSustained application and introduction of IT


Assimilating Emerging TechnologiesAssimilating Emerging Technologies

Phase 4 - AcceptancePhase 4 - AcceptancePhase 4 - AcceptancePhase 4 - Acceptance

Phase 3 - PolicyPhase 3 - PolicyPhase 3 - PolicyPhase 3 - Policy

Phase 2 - DiffusionPhase 2 - DiffusionPhase 2 - DiffusionPhase 2 - Diffusion

Phase 1 - InfusionPhase 1 - InfusionPhase 1 - InfusionPhase 1 - Infusion • Introduction of new ITIntroduction of new IT

• Expansion throughout Expansion throughout the organizationthe organization

• Setting policy of IT’s use Setting policy of IT’s use (application)(application)

• Maturation and further Maturation and further assimilationassimilation



Phase 4 - AcceptancePhase 4 - Acceptance

Phase 3 - PolicyPhase 3 - Policy

Phase 2 - DiffusionPhase 2 - Diffusion

Phase 1 - InfusionPhase 1 - InfusionPhase 1 - InfusionPhase 1 - Infusion Technology identificationTechnology identification• Decision to invest in new Decision to invest in new

ITIT• Complementary project Complementary project

implementations with implementations with high investment and high investment and benefits uncertainty benefits uncertainty





Phase 2 - DiffusionPhase 2 - DiffusionPhase 2 - DiffusionPhase 2 - Diffusion

Phase 1 - InfusionPhase 1 - Infusion

Technological learning and Technological learning and adaptationadaptation

• Apply new technology to Apply new technology to new tasksnew tasks




Phase 3 - PolicyPhase 3 - PolicyPhase 3 - PolicyPhase 3 - Policy



Rationalization/Rationalization/Management ControlManagement Control

• Control for guiding the Control for guiding the design and design and implementation of implementation of systems (i.e., systems (i.e., institutionalizing)institutionalizing)



Phase 4 - AcceptancePhase 4 - AcceptancePhase 4 - AcceptancePhase 4 - Acceptance




Maturity/Widespread Maturity/Widespread Technology TransferTechnology Transfer

• Technology embraced Technology embraced throughout the throughout the organizationorganization

• New technologies New technologies emergeemerge

r. ching, ph.d. mis area california state university, sacramento 1 week 5 monday, february 20...

Documents

infrastructure slide

organizational interdependence

enabled networks

enterprise slide

operationsit infrastructure

strategic thrusts

adoptionit adoption

process qualityproduct