Ashley Braganza

Strategic integration: developing a Process–Governance Framework

This paper argues that business leaders need governance mechanisms that enable the organization to be integrated at strategic and operational levels. A review of the literature reveals that while governance has been examined from several perspectives and for various units of analysis, one aspect that has received little attention in the governance literature is that of business process. This unit of analysis is essential for the purposes of effective governance, as business processes form a critical link between strategy and operational activities. The Process–Governance Framework, introduced in this paper, guides business leaders through governance issues at strategic and operational levels. Implications for business leaders are highlighted. Copyright

Enterprise integration: creating competitive capabilities

For manufacturing firms, the concept of integration is hardly novel. The Total Quality, JIT, and supply chain management movements required improved internal and external coordination. While these movements centred on the manufacturing function, research suggests that integration of several functions at different organisational levels achieve above average financial and performance results. However, studies show enterprise integration is associated with many problems; at the root of these is a fundamental assumption: that all enterprise integration initiatives are equally important. Challenges this assumption. Argues that enterprise initiatives differ by their purpose; and proposes a framework for typifying enterprise integration initiatives that is based on the capabilities developed for the organisation. Four types of enterprise initiatives are identified. Illustrates each type with organisational examples. Discusses the managerial implications.

Case study: Rethinking the data-information-knowledge hierarchy: towards a case-based model

This case analysis contributes to the academic development of knowledge management by questioning the widely accepted data-information-knowledge hierarchy. It examines the practical use the hierarchy during the development of a knowledge-based system in a large utility company. The data-information-knowledge hierarchy was found to be of limited practical use. The literature related to the hierarchy sheds little light on separating the concepts of data, information and knowledge. This case uses empirical data from an in-depth study to present a counterpoint to the conventional data-information-knowledge hierarchy. It contributes to theory in two distinct ways. First, it introduces the knowledge-information-data model, which proposes a top-down perspective rather than the traditional bottom-up approach. Second, the case suggests that the terms knowledge and information can be understood in terms of their purpose and location.

A survey of critical success factors in e-Banking: an organisational perspective

We investigate organisational factors critical to the success of e-Banking (EB). Scholars report that a variety of factors are vital to EB success. A shortcoming in the extant EB literature is that much of the research focuses on a small subset of success factors and an overall ranking of factors is still missing. Our aim, therefore, is to synthesise and test the critical success factors (CSFs) identified in the existing literature, thus, substantiating or not the factors purported to be critical. To achieve our aim, we created a survey instrument from a synthesis of CSFs identified from existing EB and e-commerce literature. We draw upon the e-commerce body of knowledge to take in the widest set of CSFs that can affect EB. Data were collected from U.K.-based financial sector organisations that offer EB services. We found the most critical factors for success in EB are: quick responsive products/services, organisational flexibility, services expansion, systems integration and enhanced customer service. Our research shows that organisations need to manage their EB initiative at a strategic level and treat it as business critical rather than simply a technical or operational issue. They need to pay attention to internal integration, which includes channels, technology and business process integration, and improving the overall services to their customers.

Organizational knowledge transfer through creation, mobilization and diffusion: a case analysis of InTouch within Schlumberger

Abstract.  There is a paucity of theory for the effective management of knowledge transfer within large organizations. Practitioners continue to rely upon ‘experimental’ approaches to address the problem. This research attempts to reduce the gap between theory and application, thereby improving conceptual clarity for the transfer of knowledge. The paper, through an in‐depth case analysis conducted within Schlumberger, studies the adoption of an intranet‐based knowledge management (KM) system (called InTouch) to support, strategically align and transfer knowledge resources. The investigation was undertaken through the adoption of a robust empirically based qualitative research methodology incorporating the role of technology as an enabler of KM application. Consequently, the study addressed the important question of translating theoretical benefits of KM into practical reality. The research formulates a set of theoretical propositions that are seen as key to the development of an effective knowledge‐based infrastructure. The findings identify 30 generic attributes that are essential to the creation, mobilization and diffusion of organizational knowledge. The research makes a significant contribution to identifying a theoretical and empirically based agenda for successful intranet‐based KM, which will be of benefit to both the academic and practitioner communities. The paper also highlights and proposes important areas for further research.

A taxonomy of knowledge projects to underpin organizational innovation and competitiveness

It is well established in the literature and evidenced in practice that an organizations ability to innovate leads to competitiveness. This paper attempts to understand the contribution that knowledge management makes to an organizations ability to innovate and, ultimately to be competitive. It develops an approach that enables organizations to leverage knowledge for innovation by ensuring knowledge projects are managed appropriately. We argue first, that the unit of knowledge analysis should be the business process. Second, we suggest that classifying knowledge projects significantly aids understanding and hence assists in achieving innovation. A key feature of the approach is the knowledge-innovation diamond: this provides a classification framework for knowledge projects and thereby enables organizations to establish a clear link between these projects and their contribution to innovation. Further, it provides insights into selecting the appropriate management approaches for a particular project. The implications of this approach for practitioners and academics are identified. Copyright

Towards a function and process orientation: challenges for business leaders in the new millennium

The unrelenting pace of change requires ingrained assumptions about managing organizations to be questioned. Organizational elements such as strategy implementation, structure, and information flows are currently managed on a functional basis. Research suggests that these elements need to be managed on a function and process orientation. Changing from a function to a function and process orientation raises significant challenges for business leaders. Principles that can guide business leaders actions are outlined. Copyright

Understanding and managing process initiatives: a framework for developing consensus

The purpose of this paper is to describe the process transformation framework which assists managers in creating and sustaining consensus in relation to process-based initiatives. Such consensus includes agreement on the degree and scope of transformation, and the managerial approach to the embryonic initiative. The paper draws on empirical evidence gained from applying the framework in large organizations. Copyright

Corporate Information, EDI and Logistics

Explores the business implications for electronic data interchange (EDI) in logistics using techniques highlighted by the Cranfield School of Management′s enterprise model. Develops two fundamental views of a business: a structured view of information and a structured view of logistics operations. Seeks to bring these together for structure and document thoughts about the potential for information exchange and sharing between business partners. Provides a checklist for implementing EDI planning.

SOX, compliance, and power relationships

There are several tactics CIOs can use for SOX compliance implementation. A pivotal one is understanding their relationship with the CEO, CFO, and auditors.