Louis E. Raho

Assimilating new technology into the organization: an assessment of McFarlan and McKenney's model

Innovation is considered to be an important quality in many successful organizations. The nature of the innovation adaptation process within the organization, however, is not well understood. This article examines the efficacy of McFarlan and McKenneys diffusion model as a descriptor of actual behavior. Specifically, the responses of 412 companies were examined with respect to the integration of personal computers into their organizations. The results imply that McFarlan and McKenneys model provides, at least in general, an explanation of technological diffusion.

Organizational politics:Tactics, channels, andhierarchical roles

This research examines the relationships among the types of self-serving political messages sent in organizations, the channels through which they are sent, and the targets to whom they are sent. Two theoretical streams converge in this study: Communication as Political Behavior and Media Usage Theory. A review and synthesis of these two bodies of literature yielded three hypotheses, each of which received strong statistical support. The data suggest that the process of encoding and transmitting self-serving messages is strongly related to the specific target to whom they are sent (boss, subordinate, or peer) and the channel through which they are sent (face-to-face, telephone, memo, or e-mail).

360-feedback in health care management: a field study.

In recent years, organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem-free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey, designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants-both raters and those rated-should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should be linked to hospital objectives. Four, the 360-feedback process should focus not only on interpersonal issues but departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may be, no technique for improving management and organizational effectiveness, including 360-feedback, will work unless properly designed and implemented.

Perceptions of information system domains as a function of professional status

The information system plays a central role in many con temporary organizational activities. How well the information system is integrated into organizational processes, though, is a key factor influencing the degree of effectiveness present in decision making. The underlying, and many times unrecog nized, reality influencing the effectiveness of an information system is the recognition of the different domains or sectors— EDP, MIS and DSS. This study examines the perceptions of information system domains by practitioners and educators.

Perceptions of the organizational information system

The information system plays a central role in many con temporary organizational activities. How well the information system is integrated into organizational processes, though, is a key factor influencing the degree of effectiveness present in decision-making especially at strategic levels. To optimize deci sion-making, the appropriate information system level must match the type of decision situation. This study examines the perceptions of the information systems within 132 organiza tions.

Strategic Thinking and the Personal Computer: Some Policy Considerations

As a result of its rapid and widespread acceptance, the personal computer has become the driving force in a grassroots revolution within the corporate world. Yet, surprisingly few organizations have adopted a policy to govern the strategic use of personal computers now and in the future. This article looks at the results of a survey of MIS and DP managers on the use of microcomputers and suggests how policies may be set to reflect the best interests of the organization as a whole.

Expert systems in organizations: Legal and ethical considerations

Abstract Information technology is not only driving productivity worldwide, but also is creating many structural and processing changes within organizations. Alterations in peoples work habits and in their relationships in the workplace create many questions, which may become critical organizational problems in the future if they are not identified early. These questions are ethical or legal in nature, and their understanding is vitally important Within the realm of artificial intelligence systems, a significant amount of attention is received by the domain of expert systems, which enhance or replace existing organizational decision‐making processes. This article highlights some of the basic considerations arising within the organizational setting as a result of expert systems utilization.