Mark O. Lewis

Scalable growth in IT-enabled service provisioning: a sensemaking perspective

Vendors of IT-enabled services must address equivocal and changing requirements from diverse customers while simultaneously making a profit. However, our knowledge of how these organizations can achieve the necessary scalability is limited. Against this backdrop, we leverage organizational sensemaking to investigate how a large vendor attempted to create a scalable service infrastructure through three sequential strategies. This in-depth case study reveals key factors that challenged the efficacy of each strategy. First, addressing equivocality through structural separation exacerbated the organization’s challenges because of misaligned collective identities between business units. Second, reducing equivocality through market segmentation proved to be inadequate because individual-level cognitive constraints shaped pre-packaged solutions that lacked functionality. Third, responding to equivocality through service modularization was challenged due to lack of social interaction about standardization of component interfaces, system and process redundancies, and inflexible process architectures. We offer a detailed analysis of these strategies and discuss implications in relation to theory and practice.

Business network agility for global demand-supply synchronization: A comparative case study in the apparel industry

Abstract Firms are looking to leverage information technology (IT) to develop higher order capabilities that span the extended enterprise, such as demand-supply synchronization for agile response in volatile markets. In this study, we examine two global firms that are both driven to become orchestrators of their respective global business networks, where product design, distribution, and manufacturing are managed as one coordinated whole. However, each firm has pursued a different business strategy to develop demand-supply synchronization capabilities. The design of their business networks, digital enablement of business processes, and product characteristics are key attributes that differentiate these firms. By conducting a comparative case analysis of both firms, we assess differences and similarities, in an effort to understand how IT capabilities and business network structure can be aligned to leverage global resources, synchronize demand and supply, and develop business network agility on a global scale.

Stakeholder Enrolment and Business Network Formation: A Process Perspective on Technology Innovation

Entrepreneurial healthcare firms rarely possess all requisite resources to successfully develop and deploy knowledge-intensive technological innovations. It is critical for such firms to understand, manage, and cultivate networks of partners to gain access to essential strategic resources and to shape the viability of resultant networks in a mutually beneficial way. Firms accomplish this through an intentional process of stakeholder enrolment under conditions of risk and uncertainty. This paper examines a multi-year case study about the development and deployment of a personal health management system (PHMS) within the US healthcare industry in order to illustrate how organisational goals shape stakeholder enrolment processes and how outcomes affect the way in which networks form, adapt, and evolve. This study integrates and draws upon business network adaptation and stakeholder enrolment processes to present a theoretical framework for conceptualising and understanding entrepreneurial networks for technological innovations.

Peak experiences and strategic IT alignment at Vermont Teddy Bear

In winter 2010 Bob Stetzel, the new Chief Information Officer (CIO) at Vermont Teddy Bear (VTB), hopes to replace or modernize many of the companys existing systems and invest in some new applications. This catalog marketer (via online and print catalogs) offers three separately managed brands: Vermont Teddy Bear (VTB), PajamaGrams, and Calyx Flowers. Sales are highly seasonal, with peak volumes at Christmas, Valentines Day and Mothers Day. Stetzel has spent his first few months on the job cataloging systems and databases, learning about the ‘spider web’ of middleware connecting various applications and platforms, and locating employees with expertise to fix them. The company has survived an economic downturn and several costly strategic missteps. The CEO is seeking new sources of revenue and ways to leverage their well-known brand, while the CIO needs to set Information Technology (IT) priorities: should they invest in a full-featured Enterprise Resource Planning (ERP) package or take other steps that would more quickly yield tangible results? Whatever choice he makes, Stetzel will have to convince the CEO and the Board of Directors to provide the necessary resources. This case provides students with an opportunity to place themselves in the shoes of a CIO wrestling with strategic IT alignment challenges at a time when resources are severely constrained and competitive rivalry is fierce.