Hoorcollege 10 Flashcards
IT Governance
The leadership and organizational structures and processes that ensure that the organization’s
IT sustains and extends the organization’s strategies and objectives
Org & IS Strategy: Role of the CIO
CIO = Chief Information Officer
Responsible for Information Management and IT governance in an
organization
Roles of the CIO:
1. Strategic function (part of MT)
2. Structural function (IT leader)
3. IT function -> Not really
4. Broker
CIO’s role has shifted from technology function to strategic function
IS structure: Conflicting interests
CIO’s role is important because there is generally conflicting interest between three interests groups dealing with IS:
-General management
-Users
-IS management
Centralized IS Architecture
Advantages:
- System integration
- Accessibility
- Concentrated expertise
Disadvantages:
- Inflexible and remote
- Few are fully satisfied
Works best in:
- Central, vertical organization
- Little interaction between units
Decentralized IS Architecture
Advantages:
- Satisfied users
- Flexibility & local
Disadvantages:
- High costs
- Expertise scattered
- Difficult to integrate systems
Works best with:
- Independent units
Federalized or distributed IS architecture
Advantages:
- Independent local systems
Shared central systems
- Flexibility & centralization
Disadvantages:
- Higher costs
- Expertise still scattered
- Difficult to integrate systems
Works best with:
- High interdependence
between units
- Turbulent environment
- Decentralized decisions
Tension between organizations & innovation
In general, there is always some kind of tension between organizations & innovations. On the one hand, there are the efficient day-to-day operations within an organization that
require stable routines. This is usually achieved in stable and controlled environments. On
the other hand, the development of new products and services requires creativity and room to try out new ideas. This is usually achieved in a loose and flexible environment. There is
always a tension between stable and flexible environments. Because of these tensions, most
organizations have a Research & Development department.
Implementation
The management of the tensions is called implementation. Implementation is formulating a strategy and a project surrounding that strategy with the aim to introduce an innovation/IS
to the users in the organization, with the aim of removing resistance and stimulating optimal
use of the application. If people resist on using it the innovation will fail. That is difficult.
People in general are not inclined to change, hesitant to switch to a new technology. Unless it fits with something that they already use so they do not have to change much.
You have to fit the innovation to the organization. You have to make the users familiar with the technology, communication / information and training. You also have to facilitate and stimulate the use. You have to remove barriers and resistance. Implementation of
innovations and IS is technological and organizational change process.
You have to plan to introduce an innovation well. You have to formulate the exact steps and plans. You need an internal strategy formation and project definition and then you
formulate a plan on how to convince the people to use the technology by removing resistance and stimulating optimal use of the application. Innovation implementation is a
technological as well as an organizational process.
Implementation requires…
- Internal strategy formation & project definition.
- The organizing of activities aimed at introducing an application to the users in an
organization. - With the aim of removing resistance and stimulating optimal use of the application.
Innovation implementation is a technological as well as an organizational process
Implementation: challenges
There are some challenges when it comes to implementation:
- Often technically advanced
- Introduced to an established firm
- External conditions likely to change during project
- It involves a different way of working. Other software other procedures etc.
- May involve links with other firms
- ‘Magic bullet’ expectations
(Thinking: Once we implement x then everything will work out. There are usually
unrealistic expectations of what the innovation will achieve.)
Four implementation strategies (models of change)
Life cycle:
-rational, linear, single aim – technical focus
Emergent:
-new conditions, interests – flexible focus
Participative:
-ownership, commitment – people focus
Political:
-potential opposition, conflicting – power focus
Life cycle
Life cycle: rational, linear, single aim, technical focus.
IS implementation will happen via thorough project planning with clear objectives and milestones. Therefore, people have to act rationally and make their decisions on the basis of rational considerations, taking their own interests into account. IS implementation can only work if:
o Realistic, optimistic expectations are created regarding the value of the
application.
o Education and training.
o Monitoring and feedback.
o Suitable personnel are selected and deployed.
Emergent
Emergent: new conditions, interests, flexible focus.
IS implementation will happen via active involvement of users in the development process. Therefore, people have to be flexible and have to value change, they are
willing to work with new IS. IS implementation can only work if:
o Communication between developers and users is well.
o Active involvement in design process, e.g., rapid prototyping.
o Education and on the job training.
Participative
Participative: ownership, commitment, people focus.
IS implementation will happen via creating a social climate that is positive towards
implementation. Therefore, people have to be primarily geard towards satisfying
social needs in the organization. IS implementation can only work if:
o Facilitation and promotion of participation.
o Influence of attitudes & creation of ownership.
o Give users the opportunity to get acquainted with the system (activate
learning process).
Political
Political: potential opposition, conflicting, power focus.
IS implementation via authority and reward/punishment systems. Therefore,
people’s behaviour is affected by political or economic sanctions (positive or negative). IS implementation can only work if:
o Project leader with sufficient authority and resources.
o Identifying resistance, co-opting users or groups resisting implementation.
o Reorganization of related reward systems.
o Political games: manipulation, countering opposition, etc.
o Experts or consultants.
Implementation: strategy choice
Choice of correct strategy depends on many factors, for example:
-Structure centralized vs. decentralized:
o Political/life-cycle vs. participative/emergent
-Culture formal vs. informal:
o political/life-cycle vs. emergent/participative
-Users motivated / resisting:
o Emergent vs. political/participative
-Turnaround vs. minor improvements:
o political/life-cycle vs. participative/emergent
A choice of strategy needs to fit with Innovation and IS characteristics, business strategy, organization structure/culture, processes and user characteristics
What is social media?
Broad definition = all mediated interaction.
Narrow definition = internet-based built upon 2.0 web technologies:
- Many-to-many communication that is (to a certain extent) public and visible.
- User-generated content that is (to a certain extent) editable or commentable.
- Persistent, the content on social media remains there.
Employees’ social-media use can be beneficial…
Beneficial:
-Reputation management
-Intra-office communication
-Extra-office communication
o Communicating with existing customers/clients
o New customer/client outreach
o Participation in online work community
-Task-related
o Information Gathering
o Crowdsourcing
o Social media as technological solution
Employees’ social-media use can be harmful…
Harmful:
-Reputation damage
o Representing the organization poorly
o Plagiarism
o Diminishing personal reputation
-Creating offensive content
-Time wasting
o Time theft
o Multitasking
-Relationship damaging
o Disparaging others (bullying)
o Relationship refusal
o Establishing inappropriate relationships
Social Media Governance
Social Media Governance refers to the policies, guidelines, and processes that organizations implement to manage their social media presence responsibly and effectively. It ensures proper use of social platforms, aligns messaging with brand values, mitigates risks (like security breaches or reputational damage), and complies with legal and ethical standards.
Social Media Guidelines
Social Media Guidelines are a set of recommendations and best practices provided by an organization to guide employees on the appropriate and effective use of social media. They help ensure that posts align with the company’s brand, values, and policies, while also addressing issues like confidentiality, professionalism, and legal compliance.
Social media policies: Frames (Stohl et al. 2017)
According to Stohl et al. (2017), social media policies can be understood through different frames that organizations use to guide behavior and manage risks.
There are three frames:
-Business frame
-Risk frame
-Co-creation frame
Business Frame
-Focuses on using social media to drive organizational goals, such as increasing brand visibility, customer engagement, and revenue generation.
-Emphasizes metrics like ROI, efficiency, and competitive advantage.
Risk fram
-Centers on identifying and mitigating potential threats associated with social media use, such as reputational damage, data breaches, or legal issues.
-Policies under this frame prioritize compliance, security, and controlled access.
