Author – Mohd. Muizz Khalil Ahmed Surve
Institute – Kohinoor Business School, Kurla(West)
Course – Master of Management Studies(MMS)
Roll no – 0222121
Effectiveness of IT Service Management Capability: Value Co-Creation and Value Facilitation Mechanisms.
WINKLER et al(2023) stated that The orientation toward services has become the dominant approach to manage information systems (IS) functions at organizations worldwide. Information technology service management (ITSM) refers to a principle that uses widely accepted good practices for organizing processes and people around customer-oriented services, rather than around tasks related to managing systems and physical infrastructures The academic literature is only beginning to empirically study and theoretically explain the effects of ITSM on organizational IS effectiveness outcomes. The ITSM capability-effectiveness relationship is stronger for more conservative and weaker for more innovative IS functions. This suggests that ITSM capability carries greater potential value for organizations that follow a more exploitative and stable approach to organizational learning. Jointly, our findings contribute a novel understanding to the literature of the value co-creation And value facilitation mechanisms by which ITSM capability affects IS effectiveness in internal IT service relationships and the contextual strategy attributes that influence the balance between these two distinct value-creation mechanisms.
SENIOR EXECUTIVES’ IT MANAGEMENT RESPONSIBILITIES: SERIOUS IT-RELATED DEFICIENCIES AND CEO/CFO TURNOVER.
MASLI et al(2023) stated that a fundamental aspect of organization hierarchy design
involves the apportioning of managerial responsibilities between a superior and a subordinate such that the subordinate possesses the authority to take action (for a delegated responsibility) without first obtaining the superior’s approval Splitting a managerial role benefits the superior in a number of ways the superior’s workload is reduced, available expertise and perspectives are broadened, decisions are better informed and more timely, and the superior may escape negative repercussions if problems arise with a delegated activity. However, splitting managerial responsibilities between a superior and one or more subordinates introduces at least three potential threats for the superior.
The Influence of IT Management Practice on IT Use in Large Organizations.
BOYNTON et al(2023) stated that IT serves an increasingly important role in many organizations in facilitating or enabling the introduction of new products or services and the improvement of operational or managerial work processes. The successful application of IT in such endeavors is inextricably linked with the effective management of a number of processes associated with the planning for, acquisition of, and implementation of an organization’s portfolio of IT. The theory of absorptive capacity offers a promising theoretical base for examining this question. Absorptive capacity theory, when applied to the domain of IT use. suggests that an organization’s ability to effectively apply IT is dependent on the development of a mosaic of IT-related knowledge and processes that bind together the firm’s IT managers and line managers. The theoretical insights of the theory of absorptive capacity thus provide a strong basis from which to examine the nature and importance of line/IT manager information exchanges, relationships, and partnerships within the firm.
Project Management Offices in the IT Area: A Context–Discriminant Model for their Establishment.
SPELTA et al(2023) stated that project management has attracted a a lot of attention academic and business circles, how it got this much growth are explained by three factors:1) Increase of projects in different sectors, 2) projects have been gaining importance in context of execution of competitive strategies, 3) 53% of IT projects are completed late. PMOs(Project Management Oraganization) are entities that centralize an organization’s project management efforts. The idea of having available a group of people dedicated to project management began to appear in organizations in the engineering and construction industries in the late 1980s and early 1990s.
PRACTICAL ISSUES IN GLOBAL IT MANAGEMENT.
EDBERG et al(2023) stated in practical issues in global IT management that English is a choice is some countries but not in all. Getting IT professionals who know English is difficult and another is that rapid changes experienced by the organizations because of modifications and acquisitions. Local language is a must in another countries if websites are made because not everyone can understand easily. Keeping English as a core language and keep other languages with an option fro translation.
Planning, Implementation and Leadership Issues in IT Management.
TECK et al(2023) stated that the in 1990 Yeo & Teo conducted the study on the content analysis of the advertisement pages for IT executives in major London newspapers and field survey of over 200 companies in Singapore. The number, frequency and prominence of the IT related appointments advertised are strongly indicative of the rapid growth in IT applications in the various business sectors. The salary levels offered also reflect the demands for and market premium given to the IT managers and consultants. The content analysis of the IT executive appointments is particularly useful in establishing the changing job requirements and desired personal qualities of today’s IT leadership with special reference to their responsibilities in strategic IT planning and project implementation. The findings from the content analysis were incorporated into the survey questionnaire. In field of survey the response was not high but was compensated by the quality of respondents.
TOWARD A NEW THEORY OF THE CONTRIBUTION OF THE IT FUNCTION IN ORGANIZATIONS.
GUILLEMETTE et al(2023) says tha the terms classification scheme taxonomy, and typology have been used interchangeably in much of the relevant literature. The first two terms refer to classification systems that categorize phenomena into mutually exclusive and exhaustive sets with a series of discrete decision rules. In contrast, typology refers to conceptually derived interrelated sets of ideal profiles. Unlike classification systems, typologies do not provide decision rules for classifying organizations. Instead, typologies identify multiple ideal profiles, each of which represents a unique combination of attributes that are believed to determine the relevant outcomes. As a result, each ideal organizational profile represents a unique combination of the values associated with the fundamental dimensions. Theoretical specification requires that a group of experts, often the original theorists, develop a set of ideal profiles. Experts base their judgment strictly on their own interpretation of the extant literature. Theoretical specification provides the advantage that the theory development process is not constrained by the sample because the ideal profiles are not specified with organizations in the sample, but rather with theory. This allows researchers to specify ideal profiles for organizations even if real organizations that closely resemble the ideal profiles are not included in the sample.
PERFORMANCE EFFECTS OF INFORMATION TECHNOLOGY SYNERGIES IN MULTIBUSINESS FIRMS
TANRIVERDI et al(2023) says that he strategy and economies literatures define the concept of synergy in terms of sure, additive value or sub-additive cost . Two business units (a) and (b) enjoy super additive value synergies if their joint value is greater than the sum of their individual values: Value (a, b) > Value (a) + Value (b). They enjoy sub-additive cost synergies (or economies of scope) if the use of common factors of production reduces joint production costs of the business units: Cost (a, b) < Cost (a) + Cost (b). Resource relatedness and resource complementarity are two major sources of cross-trait synergy in multi business firms . Resource ralatedness refers to the use of common resources (i.e., common factors of production) across business units.
The Effects of MIS Steering Committees on Information Technology Management Sophistication.
KARIMI et al(2023) stated that in IT sophistication requires coordinated efforts in planning, organizing, controlling, and directing the deployment and use of IT resources within firms. IT management sophistication is therefore not a static state, but the result of an ongoing dynamic process, and firms may acquire various degrees of sophistication based on a host of organizational factors.The following describe these four dimensions of IT management sophistication in detail IT Control, IT Planning, IT Organization, IT Integration.
An Exploration into IT Programs and Their Management: Findings From Multiple Case Study Research.
TEUBNER et al(2023) stated that the key rationale for organizing work into an IT program is that the intended organizational benefits cannot be achieved by pursuing individual IT projects on their own. At the heart of an IT program is “IT platform.” They use the term platform to demarcate IT programs from IT projects with the latter having a piece of software or a single information system as object and outcome. Such an infrastructure comprises diverse prerequisites for technology-based organizational information and communication including hardware components such as computers or network equipment as well as application systems and stocks of (digital) information to be processed and transmitted via IT . As part of an overall infrastructure, these components do not provide value independently but only in relation to each other. It is clear why changes to and developments of an IT-based infrastructure cannot easily be dealt with in IT projects alone. While projects focus on single IT components, programs have to assure the implementation of many different (infrastructure) components at the same time and in relation to each other. Implementing single components calls for setting up IT projects. An important characteristic of IT-based infrastructure is that it is virtually impossible to build it from scratch. IT-based infrastructure evolves over time. Accordingly, any attempt to change an IT-based infrastructure needs to take account of an “installed base” as the status quo to be further developed.
Conclusion
Based on the articles that were summarized earlier, it can be concluded that Information Technology (IT) has become increasingly important in many organizations, and effective management of IT is critical for organizational success. The articles covered a wide range of topics related to IT management, including IT service management, IT management practices, project management offices, global IT management, and leadership issues in IT management. The articles highlighted the importance of organizational learning, effective communication, and collaboration between IT managers and line managers in the successful implementation of IT projects. The findings suggest that IT management practices can influence the use and effectiveness of IT in organizations, and the establishment of PMOs can help centralize and coordinate project management efforts. The articles also emphasized the importance of language and cultural differences in global IT management and suggested that organizations need to consider these factors when developing IT strategies. Additionally, the articles discussed the changing job requirements and desired personal qualities of IT leadership in the rapidly evolving IT landscape. Overall, the articles provide valuable insights into the challenges and opportunities of managing IT in organizations and highlight the need for a strategic and collaborative approach to IT management.
References
WINKLER, T. J.; WULF, J. Effectiveness of IT Service Management Capability: Value Co-Creation and Value Facilitation Mechanisms. Journal of Management Information Systems, [s. l.], v. 37, n. 2, p. 639–675, 2020. DOI 10.1080/07421222.2019.1599513. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=d394a79a-1772-33c5-b3e1-a3791f7bc257. Acesso em: 9 maio. 2023.
MASLI, A. et al. Senior Executives’ It Management Responsibilities: Serious It-Related Deficiencies and Ceo/Cfo Turnover. MIS Quarterly, [s. l.], v. 40, n. 3, p. 687-BB9, 2016. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=75fdc85d-fab3-37c7-a33a-ef36fb1dd949. Acesso em: 10 maio. 2023.
BOYNTON, A. C.; ZMUD, R. W.; JACOBS, G. C. The Influence of IT Management Practice on IT Use in Large Organizations. MIS Quarterly, [s. l.], v. 18, n. 3, p. 299–318, 1994. DOI 10.2307/249620. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=c14f2f18-1dc3-3239-a6f7-02c7d832b6bd. Acesso em: 10 maio. 2023.
SPELTA, A.; ALBERTIN, A. Project Management Offices in the IT Area: A Context–Discriminant Model for their Establishment. Information Systems Management, [s. l.], v. 29, n. 1, p. 40–54, 2012. DOI 10.1080/10580530.2012.634296. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=e30a3c90-10a5-3b0a-84a7-c6993fdced7f. Acesso em: 10 maio. 2023.
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TECK, Y. K. Planning, Implementation and Leadership Issues in IT Management. Singapore Management Review, [s. l.], v. 15, n. 1, p. 57, 1993. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=89b06fc9-d79b-3501-b3fa-f868d76bd5be. Acesso em: 10 maio. 2023.
GUILLEMETTE, M. G.; PARÉ, G. Toward a New Theory of the Contribution of the It Function in Organizations. MIS Quarterly, [s. l.], v. 36, n. 2, p. 529–551, 2012. DOI 10.2307/41703466. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=6eaa4767-d65e-33dc-b544-452800e4be05. Acesso em: 13 maio. 2023
TANRIVERDI, H. Performance Effects of Information Technology Synergies in Multibusiness Firms. MIS Quarterly, [s. l.], v. 30, n. 1, p. 57–77, 2006. DOI 10.2307/25148717. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=c8b9e586-1f97-3d24-ba2d-f25fa4b940da. Acesso em: 13 maio. 2023.
KARIMI, J. et al. The Effects of MIS Steering Committees on Information Technology Management Sophistication. Journal of Management Information Systems, [s. l.], v. 17, n. 2, p. 207–230, 2000. DOI 10.1080/07421222.2000.11045641. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=c5447601-642d-378a-a1f1-f30171e2c076. Acesso em: 13 maio. 2023.
TEUBNER, R. A. An Exploration into IT Programs and Their Management: Findings From Multiple Case Study Research. Information Systems Management, [s. l.], v. 36, n. 1, p. 40–56, 2019. DOI 10.1080/10580530.2018.1553648. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=1e6516d2-39b4-338d-96d3-c00416da6430. Acesso em: 13 maio. 2023.