Information technology and organizational learning: managing behavioral change in the digital age
"Because digital and information technology (IT) has become a more significant part of strategic advantage and workplace operations, information systems personnel have become a key to the success of corporate enterprises particular with the pursuit to becoming more "digital." This boo...
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| Format: | Buch |
| Sprache: | English |
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Boca Raton ; London ; New York
CRC Press
2024
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| Ausgabe: | Fourth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "Because digital and information technology (IT) has become a more significant part of strategic advantage and workplace operations, information systems personnel have become a key to the success of corporate enterprises particular with the pursuit to becoming more "digital." This book focuses on the vital role that technology must play in the course of organizational development and learning and on the growing need to integrate technology, particularly digital technology, fully into the culture of all organizations. Fundamentally this 4th Edition takes an even stronger position than the previous editions, that organizational learning is crucial to the success of what has been coined "digital transformation." Indeed, the definition of what defines who are technology personnel is far more complex. Companies are struggling to understand what it means to "be digital.". Their technology personnel go far beyond the tradition IT staff into areas such as artificial intelligence (AI), machine learning (ML), and natural language processing (NL). These three functions now fall under the auspices of "data science" which is now at the center of allowing companies to become more data dominant as a necessity for survival. While traditional IT personnel have long been criticized for their inability to function as part of the business, they are now vital to assist in the leadership of digital transformation. It could be costly error to underestimate the technical skills needed by IT staff to ensure digital transformation. In fact, subsequent chapters will highlight the technical challenges needed to build new architectures based on 5G, Blockchain, Cloud computing, and eventually Quantum processing. The challenge then is to integrate business and technical IT staff via Cultural Assimilation, and to Strategically Integrate advance computing architectures. The 4th Edition includes new topics such as the future of work that addresses the challenges of assimilating multiple generations of employees and how to establish working cultures that are more resilient and adaptive and can be configured as a platform driven by data assets"-- |
| Beschreibung: | xxiv, 330 Seiten Illustrationen |
| ISBN: | 9781032326238 9781032326276 |
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| 520 | 3 | |a "Because digital and information technology (IT) has become a more significant part of strategic advantage and workplace operations, information systems personnel have become a key to the success of corporate enterprises particular with the pursuit to becoming more "digital." This book focuses on the vital role that technology must play in the course of organizational development and learning and on the growing need to integrate technology, particularly digital technology, fully into the culture of all organizations. Fundamentally this 4th Edition takes an even stronger position than the previous editions, that organizational learning is crucial to the success of what has been coined "digital transformation." Indeed, the definition of what defines who are technology personnel is far more complex. Companies are struggling to understand what it means to "be digital.". | |
| 520 | 3 | |a Their technology personnel go far beyond the tradition IT staff into areas such as artificial intelligence (AI), machine learning (ML), and natural language processing (NL). These three functions now fall under the auspices of "data science" which is now at the center of allowing companies to become more data dominant as a necessity for survival. While traditional IT personnel have long been criticized for their inability to function as part of the business, they are now vital to assist in the leadership of digital transformation. It could be costly error to underestimate the technical skills needed by IT staff to ensure digital transformation. In fact, subsequent chapters will highlight the technical challenges needed to build new architectures based on 5G, Blockchain, Cloud computing, and eventually Quantum processing. The challenge then is to integrate business and technical IT staff via Cultural Assimilation, and to Strategically Integrate advance computing architectures. | |
| 520 | 3 | |a The 4th Edition includes new topics such as the future of work that addresses the challenges of assimilating multiple generations of employees and how to establish working cultures that are more resilient and adaptive and can be configured as a platform driven by data assets"-- | |
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Contents Foreword Acknowledgments About the Author Introduction xi xiii хх xvii 1 The “Ravell” Corporation 1 Introduction 1 A new approach 2 The blueprint for integration 4 Enlisting support 5 Assessing progress 6 Resistance in the ranks 6 Line management to the rescue 7 IT begins to reflect 8 Defining an identity for information technology 8 Implementing the integration: a move toward trust and reflection 10 Key lessons 11 Defining reflection and learning for an organization 12 Working toward a clear goal 12 Commitment to quality 12 Teaching staff “not to know” 13 Transformation of culture 13 Alignment with administrative departments 14 Conclusion 16 2 The IT dilemma Introduction 18 Recent background 20 IT in the organizational context 21 18
vi Contents IT and organizational structure 21 The role of IT in business strategy 23 Ways of evaluating IT 24 Executive knoivledge and management of IT 25 IT: a view from the top 26 Section 1: Chief executive perception of the role of IT 26 Section 2: Management and strategic issues 30 Section 3: Measuring IT performance and activities 31 General results 32 Defining the IT dilemma 32 Recent developments in operational excellence 34 Note 35 3 Technology as a variable and responsive organizational dynamism 36 Introduction 36 Technological dynamism 36 Responsive organizational dynamism 3 7 Strategic integration 37 Summary 42 Cultural assimilation 42 IT organization communications with “others ” 42 Movement of traditional IT staff 43 Summary 44 Technology business cycle 45 Feasibility 46 Measurement 46 Planning 46 Implementation 48 Evolution 49 Drivers and supporters 50 Santander versus Citibank 51 Information technology roles and responsibilities 52 Replacement or outsource 53 Note 53 4 Organizational learning theories and technology Introduction 54 Learning organizations 61 54
Contents vii Communities of practice 63 Learning preferences and experiential learning 70 Social discourse and the use of language 75 Identity 76 Skills 77 Emotion 78 Linear development in learning approaches 81 5 Managing organizational learning and technology 92 The role of line management 92 Line managers 94 First-line managers 94 Supervisor 94 Management vectors 95 Knowledge management 98 Change management 100 Change management for IT organizations 104 Social networks and information technology 112 6 Digital technology platforms and the future of work Introduction 117 Process barriers 119 Data-centricity mindsets and organizational resilience in data platform companies 124 Understanding organizational resilience’s relationship to data platforms 125 Data platform architecture and resilience 126 Proliferation of data platforms 126 Data platforms and leadership 128 Product leadership 129 Data platform executive leadership 132 Intrapreneurism versus entrepreneurism 133 Vision versus reason 134 Steering and build-measure-learn 135 Accelerate 135 Common leadership strategies 136 Intrapreneurial leadership considerations based on types of data platforms 137 Summary 138 117
viii Contents 7 Virtual teams and outsourcing 139 Introduction 139 Status of virtual teams 141 Management considerations 141 Dealing with multiple locations 142 Externalization 144 Internalization 146 Combination 146 Socialization 146 Dealing with multiple locations and outsourcing 151 Revisiting social discourse 152 8 Organizational learning, IT, and technology disruptions 159 Introduction 159 Siemens AG 159 Aftermath 172 ICAR 172 Five years later 189 General Electric (GE) 190 Background 190 The GE strategy 190 GE’s experiment 191 What went wrong? 191 Challenges in becoming a software company 192 Effective use of new technologies is a critical aspect for the success of any new platform 193 FedEx: digital transformation through application innovation 193 Summary 195 9 Forming a cyber security culture Introduction 201 History 201 Talking to the board 203 Establishing a security culture 203 Understanding what it means to be compromised 203 Cyber security dynamism and responsive organizational dynamism 204 Cyber strategic integration 204 Cyber cultural assimilation 206 201
Contents ix Summary 207 Organizational learning and application development 207 Cyber security risk 208 Risk responsibility 209 Driver/supporter implications 210 10 Digital transformation and changes in consumer behavior 211 Introduction 211 Requirements without users and without input 215 Concepts of the S-curve and digital transformation analysis and design 218 Organizational learning and the S-curve 219 Communities of practice 220 The IT leader in the digital transformation era 221 How technology disrupts firms and industries 222 Dynamism and digital disruption 222 Critical components of “Digital” organization 223 Assimilating digital technology operationally and culturally 224 Conclusion 226 11 Integrating multiple generations of employees to accelerate competitive advantage in the digital age 227 Introduction 227 The employment challenge in the digital era 228 Gen Y population attributes 229 Advantages of employing millennials to support digital transformation 230 Integration of Gen Y with baby boomers and Gen X 230 Designing the digital enterprise 231 The new digital natives: Gen Z 233 Assimilating Gen Y and Z talent from underserved and socially excluded populations 235 Langer workforce maturity arc 235 Theoretical constructs of the LWMA 236 The LWMA and action research 239 Implications for new pathways for digital talent 239 Demographic shifts in talent resources 239 Economic sustainability 240 Integration and trust 240 Global implications for sources of talent 240 Conclusion 241
X Contents 12 Toward best practices 242 Introduction 242 Chief IT executive 243 Definitions of maturity stages and dimension variables in the chief IT executive best practices arc 250 Maturity stages 250 Performance dimensions 251 Chief executive officer 252 CIO direct reporting to the CEO 257 Outsourcing 257 Centralization versus decentralization of IT 257 CIO needs advanced degrees 258 Need for standards 258 Risk management 259 The CEO best practices technology arc 263 Definitions of maturity stages and dimension variables in the CEO technology best practices arc 263 Maturity stages 263 Performance dimensions 264 Middle management 265 The middle management best practices technology arc 273 Definitions of maturity stages and dimension variables in the middle manager best practices arc 274 Maturity stages 274 Performance dimensions 274 Summary 275 Ethics and maturity 281 Note 284 13 Conclusion 285 Introduction 285 Glossary References Index 299 304 314 |
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| spelling | Langer, Arthur M. Verfasser (DE-588)1179276868 aut Information technology and organizational learning managing behavioral change in the digital age Arthur M. Langer Fourth edition Boca Raton ; London ; New York CRC Press 2024 xxiv, 330 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier "Because digital and information technology (IT) has become a more significant part of strategic advantage and workplace operations, information systems personnel have become a key to the success of corporate enterprises particular with the pursuit to becoming more "digital." This book focuses on the vital role that technology must play in the course of organizational development and learning and on the growing need to integrate technology, particularly digital technology, fully into the culture of all organizations. Fundamentally this 4th Edition takes an even stronger position than the previous editions, that organizational learning is crucial to the success of what has been coined "digital transformation." Indeed, the definition of what defines who are technology personnel is far more complex. Companies are struggling to understand what it means to "be digital.". Their technology personnel go far beyond the tradition IT staff into areas such as artificial intelligence (AI), machine learning (ML), and natural language processing (NL). These three functions now fall under the auspices of "data science" which is now at the center of allowing companies to become more data dominant as a necessity for survival. While traditional IT personnel have long been criticized for their inability to function as part of the business, they are now vital to assist in the leadership of digital transformation. It could be costly error to underestimate the technical skills needed by IT staff to ensure digital transformation. In fact, subsequent chapters will highlight the technical challenges needed to build new architectures based on 5G, Blockchain, Cloud computing, and eventually Quantum processing. The challenge then is to integrate business and technical IT staff via Cultural Assimilation, and to Strategically Integrate advance computing architectures. The 4th Edition includes new topics such as the future of work that addresses the challenges of assimilating multiple generations of employees and how to establish working cultures that are more resilient and adaptive and can be configured as a platform driven by data assets"-- Informationstechnik (DE-588)4026926-7 gnd rswk-swf Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Organizational learning Information technology / Management Apprentissage organisationnel Technologie de l'information / Gestion Organisatorisches Lernen (DE-588)4198012-8 s Informationstechnik (DE-588)4026926-7 s DE-604 Erscheint auch als Online-Ausgabe 978-1-003-31589-6 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034778134&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Langer, Arthur M. Information technology and organizational learning managing behavioral change in the digital age Informationstechnik (DE-588)4026926-7 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd |
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| title | Information technology and organizational learning managing behavioral change in the digital age |
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| title_full | Information technology and organizational learning managing behavioral change in the digital age Arthur M. Langer |
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| title_full_unstemmed | Information technology and organizational learning managing behavioral change in the digital age Arthur M. Langer |
| title_short | Information technology and organizational learning |
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