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Full Description
Since the publication of the groundbreaking first edition, the increasing rate of change in today's business landscape has amplified the value of information technology (IT) in driving adaptive responses. Focusing on the critical role IT plays in organizational development, Information Technology and Organizational Learning: Managing Behavioral Change through Technology and Education shows how to employ action learning to improve the competitiveness of your organization.Defining the current IT problem from an operational and strategic perspective, the book presents a collection of case studies that illustrate key learning issues. It details a dynamic model for effective IT management through adaptive learning techniques-supplying proven educational theories and practices to foster the required changes in your staff. It examines existing organizational learning theories and the historical problems that have occurred with companies that have used them, as well as those that have failed to use them.Here's a sample of what's new in this edition:A new chapter on Virtual Teams and Outsourcing Updated case studies that cover noteworthy developments since the publication of the previous editionNew material on infrastructure improvements and social networking as an improved method for team building Up-to-date coverage of virtual mentoring and how to better manage at the micro level across departments and the organization Seamlessly integrating IT and business issues, the text devotes a chapter to case studies-including a comprehensive case study that spans eight years of the author's research. This complete resource also highlights valuable best practices to supply the understanding needed to transform your company into a more competitive and technically proficient organization.
Contents
The "Ravell" Corporation A New Approach The Blueprint for Integration Enlisting Support Assessing Progress Resistance in the Ranks Line Management to the Rescue IT Begins to Reflect Defining an Identity for Information Technology Implementing the Integration: A Move Toward Trust and Reflection Key Lessons Defining Reflection and Learning for an Organization Working Toward a Clear Goal Commitment to Quality Teaching Staff "Not to Know" Transformation of Culture Alignment With Administrative DepartmentsThe IT Dilemma Recent Background IT in the Organizational Context IT and Organizational Structure The Role of IT in Business Strategy Ways of Evaluating IT Executive Knowledge and Management of IT IT: A View From the Top Section 1: Chief Executive Perception of the Role of IT Section 2: Management and Strategic Issues Section 3: Measuring IT Performance and Activities General Results Defining the IT Dilemma Recent Developments in Operational ExcellenceTechnology as a Variable and Responsive Organizational Dynamism Technological Dynamism Responsive Organizational Dynamism Strategic Integration Summary Cultural Assimilation IT Organization Communications With "Others" Movement of Traditional IT Staff Summary Technology Business Cycle FeasabilityMeasurement Planning Implementation Evolution Drivers and Supporters Information Technology Roles and Responsibilities Replacement or OutsourceOrganizational Learning Theories and Technology Learning Organizations Communities of Practice Learning Preferences and Experiential Learning Social Discourse and the Use of Language Identity Skills Emotion Linear Development in Learning ApproachesManaging Organizational Learning and TechnologyThe Role of Line Management Line Managers First-Line Managers Supervisor Management Vectors Knowledge Management Change Management Change Management for IT Organizations Social Networks and Information Technology Organizational Transformation and the Balanced ScorecardMethods of Ongoing Evaluation Balanced Scorecards and Discourse Knowledge Creation, Culture, and StrategyVirtual Teams and Outsourcing Status of Virtual Teams Management Considerations Dealing With Multiple Locations Externalization Internalization Combination Socialization Externalization Dynamism Internalization Dynamism Combination DynamismSocialization Dynamism Dealing With Multiple Locations and Outsourcing Revisiting Social Discourse Identity Skills EmotionSynergistic Union of IT and Organizational Learning Siemens AG Aftermath ICAP Five years laterHTC IT History at HTC Interactions of the CEOThe Process Transformation From the TransitionFive Years Later SummaryToward Best Practices Chief IT Executive Definitions of Maturity Stages and DimensionVariables in the Chief IT Executive Best Practices Arc Maturity Stages Performance Dimensions Chief Executive OfficerCIO Direct Reporting to the CEO OutsourcingCentralization Versus Decentralization of IT CIO Needs Advanced DegreesNeed for Standards Risk Management The CEO Best Practices Technology Arc Definitions of Maturity Stages and Dimension Variables in the CEO Technology Best Practices Arc Maturity Stages Performance Dimensions Middle Management The Middle Management Best Practices Technology Arc Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc Maturity Stages Performance Dimensions Summary Ethics and MaturityConclusions Glossary of Terms References IndexEach chapter begins with an Introduction
