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DBI > W2: Innovation with ICT > Flashcards

W2: Innovation with ICT Flashcards

1
Q

4 stages of ICT rational decision making model (Laudon x 2)

A
  • Intelligence: What is the problem?
  • Design: What are the possible solutions?
  • Choice: What are the best solutions?
  • Implementation: Solution testing and improvement
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2
Q

Explain the corporate decision making structure (Laudon x 2)

A
  • Senior management: unstructured
  • Middle management: Semi-unstructured
  • Ops management/individuals/teams: structured
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3
Q

What is innovation

A

Innovation is the act of introducing something new or significantly improved, whether it’s an idea, method, or product.

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4
Q

What are the 5 types of innovation

A
  • New goods or services
  • new production methods
  • new markets
  • new sources of supply
  • improving organisation of current resources
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5
Q

what is platform technology

A

Technology that is versatile and used as a foundation for creating wider products

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6
Q

Explain the 3 relationships between IS and business (Boddy et al, 2009)

A
  • Strategic choice model: Business strategy drives IS strategy
  • Technology determinist model: IS opportunities drive strategic objectives
  • Interaction model: goes both ways
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7
Q

What are the 3 stages of the technology assesment process

A
  • scoping
  • searching
  • evaluation
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8
Q

explain the waterfall model for technology implementation

A
  • analysis
  • design
  • implementation
  • use
  • maintenance
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9
Q

Explain Venkatesh technology acceptance model

A

See slide 122

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10
Q

Explain Venkatraman’s 5 levels of IT enabled business transformation

A

slide 123

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11
Q

eXPLAIN THE iNNOVATION dIFFUSION THEORY

A

slide 124

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12
Q

Define emerging technology

A

innovation still developing in terms of capability or capacity

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13
Q

Define pacing technology

A

tech beggining to grow in acceptance

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14
Q

dEFINE KEY TECHNOLOGY

A

tech that provides competitive advantabe

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15
Q

Define base technology

A

required technology for an organisation

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16
Q

3 implications of companies not keeping up to date with tech

A
  • lose competitive edge
  • lack of control of the business
  • Increased costs
17
Q

Compare sustained vs disruptive innovation

A

disruptive:
- entrants target overlooked segments
- incumbents dont react
- entrants grow and product improves to compete in bigger markets
Sustained innovation:
- making current offerings better than incumbents

18
Q

What is an information processing view of an organisation? Which model is relevant

A

The information processing view of an organization conceptualizes it as a system primarily focused on the efficient management and flow of information. This perspective emphasizes the critical role of information in decision-making, facilitated by technology, communication networks, and organizational structures designed to optimize information processing.

Model: Boddy et al, 2009 - IS in Organisations

19
Q

What are the limitations of an information processing view of an organisation?

A
  • Potential for technology determinist model – lose focus of business strategy and competition.
  • Neglect social and cultural factors
  • Neglect Support activities (Value chain model) like HR etc
  • Loss of human connection/relationship
  • Undervaluing tactic experience knowledge
20
Q

Case studies with innovation: opening up of new markets

A
  • Netflix - geographical
  • Tesco - furniture etc
21
Q

Case studies with innovation: The opening up of new sources of supply

A

Netflix - making own content
Zara - new fast and lean supply chain?

22
Q

Case studies with innovation: New goods or services

A

Fresh Direct - new services
GE - new offering of IoT and data for support etc

23
Q

new production methods

A

Zara - standardised designs
Netflix - own content

24
Q

improving organisation of current resources

A
  • Fresh direct use of data
  • KA use of data
25
Q

Disruptive innovation case study

A

Netflix/Fresh Direct`

26
Q

Sustined innovation case study

A

Uber

DBI (7 decks)

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