Federico Rajola

Designing effective collaboration, learning and innovation systems for education professionals

Angehrn, A. A., Maxwell, K., Luccini, A. M., & Rajola, F. (2009). Designing Effective Collaboration, Learning and Innovation Systems for Education Professionals. International Journal of Knowledge and Learning (IJKL), 5(3).

Ambidexterity in Service Organizations: Reference Models from the Banking Industry

This paper reviews the literature on ambidexterity in service organizations with a specific focus on the banking industry. We identify three key, cross-unit bank processes: governance (bank headquarters), sales (branch processes) and operations (ICT and facilities to support local (branch) and inter-unit (headquarters-to-branch) tasks). We suggest a framework that incorporates three main “reference models”, from an organizational design perspective. Model 1 (exploitative model) applies when the banks headquarters work to formalize branch sales processes supported by operations processes. Model 2 (exploratory model) applies when the banks headquarters allows flexibility in branch sales processes and uses operations processes to decentralize tasks. Model 3 (ambidextrous model) applies when a branch incorporates the characteristics of Models 1 and 2 simultaneously. We ground our claims using fieldwork conducted in 2004–2005 that involved a number of major Italian banks. We show that while large organizations, such as banks, base their ambidextrous innovation on organizational design, contextual elements such as trust and commitment, and management styles and leadership play a role in dealing with efficiency-oriented vs. flexibility-oriented tasks within the same bank branch.

Designing Collaborative Learning and Innovation Systems for Education Professionals

Designing online systems to stimulate and support knowledge exchange, collaborative learning and innovation in distributed communities of professionals is a challenging task. In this paper we document the design of CMTube, a system aimed at stimulating and supporting value-adding online interactions among a distributed group of independent higher education professionals using the same learning approach, i.e., a management simulation. CMTube is based on latest web trends and makes extensive use of video, profiling, game dynamics, agents and network visualizations in order to capture the attention and involvement of community members by generating three different types of value: connection value, actionable learning value, as well as entertainment and instant gratification value. We also discuss the assessment of these different value dimensions, as well as ongoing and planned research directions.

Managing knowledge in large-scale virtual projects: a community-based approach

In this paper we focus on the development of virtual communities of practice (V-CoP) in large-scale projects. We identify a literature gap in the lack of research on V-CoP in the project management literature and we conduct a study of a large-scale ES (Enterprise System) implementation to explore how V-CoP emerge in a globally distributed environment. We found that management can encourage the formation of V-CoP if, along with the creation of virtual project teams they promote informal interaction between the team members, encourage commitment, and put together “the right mix of people.�? We conclude suggesting avenues for further research on knowledge-intensive projects that consist of multiple (virtual) communities of practice

CRM Project Organization in the Financial Industry

Evolving technology and the constant changes affecting the banking industry are increasingly pushing toward research into integrated solutions, in order to maintain and enhance customer relationship. It is not only about seeking technically updated solutions: the practical issue is how to intervene in the bank’s business processes so as to turn banks into customer-centred organizations (Brown, 1999).

IT Capabilities and Organizational Change: Digging Deeper into the Banking Industry

The importance for organizational performance of aligning IT and organizational change is well recognized in the empirical literature [1], [2], [3] and there are many theoretical approaches that focus on this subject. In this study we use an emergent perspective [3], [4], [5] to show how IT capabilities can help management in strategic planning involving organizational change. The organizational change is studied according to process-level research [6] and the findings describe how IT capabilities can drive this change. The context for our study is the Italian financial industry in its bid to be compliant with the MiFID directive. The method combines quantitative (questionnaire) and qualitative (focus groups) analysis to achieve reliable evidence and results. The sample is composed of 37 Italian financial institutions and the study focuses on theoretical and empirical work.

Promoting Learning Practices: Moving Towards Innovation

As many authors have stated, the importance of organizational learning is fundamental in order to gain competitive advantage and survive in a turbulent environment. Many learning models have been studied in recent years. They have been used to analyze practices or aspects of learning in many industries. This paper aims to develop a particular framework in order to understand the determinants for organizational learning, depending on the firm’s general approach towards information and knowledge management. The theoretical framework is derived from Blackler and McDonald’s study, which focused on organizational learning approaches, and from Duncan and Weiss’s work, which studied attitudes towards knowledge management. This is applied to a particular context characterized by a high level of bureaucracy: the Italian banking industry. In particular, the study is conducted on a sample of 54 banks. The empirical analysis is carried out through questionnaires and interviews. Data is analyzed using statistical analysis. Results are shown and empirical implications are discussed, also in order to explain the reasons for the current situation.

Conciliating Exploration and Exploitation at Middle-Manager Level: The Case Study of a European Bank Introducing Big Data

This manuscript examines, in a context of radical innovation, the effectiveness of cross functional teams mediating between exploration and exploitation and the knowledge processes that enable organizational ambidexterity. To do so, we conducted a 9 month case study at one of the biggest European banks which is introducing Big Data technologies to support the activity of its corporate relationship managers. The case study focuses on the relationship between the R&D Department and the ICT services provider of the bank and gives evidences that cross-functional teams involving directly these two poles are not, at the first step, the most effective solution at middle-manager level.

Main Benefits and Organizational Impacts of CRM Within the Bank

With the spread of the customer-oriented approach, the old concepts of “mass production” and “mass marketing” are giving way to new business models, in which customer relationships are acquiring a leading role (Gilmore, Pine, 2000): The life cycle of customer relationships is a key issue. “Customer retention” and “Customer profitability” are becoming important elements in the achievement of wider business objectives such as the company’s overall profitability and the value increase for the investors (Rountree, 2001). New tools and technologies in the CRM environment, e.g. Internet/intranet, and data warehouses, offer new opportunities and a wider range of choices, allowing an enhanced information management and individual customer relationships (Bielski, 2001).

The Evolution of Customer Relationships and Customer Value

Today’s companies operate within a complex economic environment featuring continuous and radical changes owing to the steady arrival of new kinds of competition.