Suchergebnisse

AbstractOrganizations especially those that are large and mature need to undertake strategic innovation (i.e. design and implement radical change) as a result of environmental dynamism. Business leaders have to craft the direction and magnitude of the change.Much of the current literature deals with the design aspects of innovative strategic change and the probable causes of failure at the implementation stage. Researchers and practitioners agree that people are often at the centre of strategic innovations failing.This paper examines how ICL, a major technology organization, created and deployed a holistic business process for managing people through a strategic innovation.Copyright © 2001 John Wiley & Sons, Ltd.

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.

AbstractOn a sunny morning in July 1999, Samuel Parsons, Head of Knowledge Management at PharmaCorp, convened his regular Monday team meeting. He looked stressed. After dealing with a couple of administrative issues he said: 'Last Friday evening I was informed that Wilco Smith, Head of Pharma Global Order Handling Services, no longer wants knowledge management. His only question now is how to off‐board the knowledge management staff.' Thus came to an end a three‐year initiative that at the outset was considered to be 'theknowledge management showcase for the firm'. This paper is for managers who have an interest in operationalizing knowledgeandwant to avoid the traps others have fallen into. It examines the case of PharmaCorp, a global organization and one of the largest in its industry. The case provides managers with five key lessons. First, manage knowledge interdependencies across communities of practice; second, contextualize knowledge within natural groups of activities; third, avoid an over‐emphasis on explicit knowledge; fourth, let knowledge management recipients determine tacit and explicit knowledge; and fifth, manage the input from external consultants. Copyright © 2002 John Wiley & Sons, Ltd.