Information Technology and Organizational Learning: Managing Behavioral Change through Technology and Education

Information Technology and Organizational Learning: Managing Behavioral Change through Technology and Education

Published:
November 10, 2010 by CRC Press - 384 Pages
Author(s):

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Features

  • Proposes a dynamic model for effective IT management through adaptive learning techniques
  • Illustrates the key issues pertaining to organizational learning with a chapter devoted to case studies
  • Explains how to transform your company to a technically mature organization
  • Utilizes proven educational theories and practices to help foster the required changes in behavior in executives and staff
  • Includes a comprehensive case study spanning eight years of the author’s research

Summary

Since the publication of the groundbreaking first edition, the increasing rate of change in today’s business landscape has amplified the value of information technology (IT) in driving adaptive responses. Focusing on the critical role IT plays in organizational development, Information Technology and Organizational Learning: Managing Behavioral Change through Technology and Education shows how to employ action learning to improve the competitiveness of your organization.

Defining the current IT problem from an operational and strategic perspective, the book presents a collection of case studies that illustrate key learning issues. It details a dynamic model for effective IT management through adaptive learning techniques—supplying proven educational theories and practices to foster the required changes in your staff. It examines existing organizational learning theories and the historical problems that have occurred with companies that have used them, as well as those that have failed to use them.

Here’s a sample of what’s new in this edition:

  • A new chapter on Virtual Teams and Outsourcing
  • Updated case studies that cover noteworthy developments since the publication of the previous edition
  • New material on infrastructure improvements and social networking as an improved method for team building
  • Up-to-date coverage of virtual mentoring and how to better manage at the micro level across departments and the organization

Seamlessly integrating IT and business issues, the text devotes a chapter to case studies—including a comprehensive case study that spans eight years of the author’s research. This complete resource also highlights valuable best practices to supply the understanding needed to transform your company into a more competitive and technically proficient organization.

Table of Contents

The "Ravell" Corporation
A New Approach
     The Blueprint for Integration 
     Enlisting Support
Assessing Progress
Resistance in the Ranks
Line Management to the Rescue
IT Begins to Reflect
Defining an Identity for Information Technology
Implementing the Integration: A Move Toward Trust and Reflection
Key Lessons 
     Defining Reflection and Learning for an Organization 
     Working Toward a Clear Goal 
     Commitment to Quality 
     Teaching Staff "Not to Know" 
     Transformation of Culture
Alignment With Administrative Departments

The IT Dilemma
Recent Background
IT in the Organizational Context
IT and Organizational Structure
The Role of IT in Business Strategy
Ways of Evaluating IT
Executive Knowledge and Management of IT
IT: A View From the Top 
     Section 1: Chief Executive Perception of the Role of IT 
     Section 2: Management and Strategic Issues 
     Section 3: Measuring IT Performance and Activities 
     General Results
Defining the IT Dilemma
Recent Developments in Operational Excellence

Technology as a Variable and Responsive Organizational Dynamism
Technological Dynamism
Responsive Organizational Dynamism 
     Strategic Integration 
     Summary
Cultural Assimilation 
     IT Organization Communications With "Others" 
     Movement of Traditional IT Staff 
     Summary
Technology Business Cycle 
     Feasability
     Measurement 
     Planning 
     Implementation 
     Evolution
Drivers and Supporters
Information Technology Roles and Responsibilities
Replacement or Outsource

Organizational Learning Theories and Technology
Learning Organizations
Communities of Practice
Learning Preferences and Experiential Learning
Social Discourse and the Use of Language 
     Identity 
     Skills 
     Emotion
Linear Development in Learning Approaches

Managing Organizational Learning and Technology
The Role of Line Management 
     Line Managers 
     First-Line Managers 
     Supervisor
Management Vectors
Knowledge Management
Change Management
Change Management for IT Organizations
Social Networks and Information Technology

Organizational Transformation and the Balanced Scorecard
Methods of Ongoing Evaluation
Balanced Scorecards and Discourse
Knowledge Creation, Culture, and Strategy

Virtual Teams and Outsourcing
Status of Virtual Teams
Management Considerations
Dealing With Multiple Locations 
     Externalization 
     Internalization 
     Combination 
     Socialization 
     Externalization Dynamism 
     Internalization Dynamism 
     Combination Dynamism
     Socialization Dynamism
Dealing With Multiple Locations and Outsourcing
Revisiting Social Discourse 
     Identity 
     Skills 
     Emotion

Synergistic Union of IT and Organizational Learning
Siemens AG 
     Aftermath
ICAP
     Five years later
HTC
     IT History at HTC 
     Interactions of the CEO
     The Process 
     Transformation From the Transition
     Five Years Later
Summary

Toward Best Practices
Chief IT Executive
Definitions of Maturity Stages and Dimension
Variables in the Chief IT Executive Best Practices Arc 
     Maturity Stages 
     Performance Dimensions
Chief Executive Officer
     CIO Direct Reporting to the CEO 
     Outsourcing
     Centralization Versus Decentralization of IT 
     CIO Needs Advanced Degrees
     Need for Standards 
     Risk Management
The CEO Best Practices Technology Arc
Definitions of Maturity Stages and Dimension Variables in the CEO Technology Best Practices Arc 
     Maturity Stages 
     Performance Dimensions
Middle Management 
     The Middle Management Best Practices Technology Arc
Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc 
     Maturity Stages 
     Performance Dimensions
Summary
Ethics and Maturity

Conclusions
Glossary of Terms
References
Index
Each chapter begins with an Introduction

Author Bio(s)

Arthur M. Langer has more than 25 years of experience in managing the strategic development, support, and marketing of software and computer systems. His professional expertise encompasses IT strategy, outsourcing, operations management, feasibility analysis and techniques for developing and marketing systems, management of IT staff, IT cost/benefit analysis, systems selection/migration, Year 2000 implementation, computer downsizing, and software re-engineering of enterprise systems to Client/Server using Object Oriented Methods. Select clients include Prudential Insurance, Corcoran Group, Citibank, Purina Mills, NET/Thirteen, System Software Associates, Global Turnkey Systems, TIAA/Cref, France Telecom, and Buelli and Rasero (Italy’s largest insurance agents).

In addition to corporate consulting, Dr. Langer presents seminars throughout the world on analysis, design, and software management. Dr. Langer is Chair of Faculty and Curricular Development in the Information Technology Programs of Columbia University’s School of Continuing Education and teaches courses in the MBA program of the Graduate School of Business at Columbia. A specialist in issues of distance education, mentoring, and workplace learning, he has more than 15 years of experience in adult higher education. At Columbia, he is responsible for developing overall curricular direction, as well as individual courses, for graduate-level adult education program. He is also responsible for program administration, including faculty hiring and student recruitment.

As a researcher, Dr. Langer has authored various papers on information systems design and management. His current research focuses on the mentoring of adult learners and the design of technology-based curricula for corporations and universities. Dr. Langer is also the author of The Art of Analysis (Springer-Verlag, 1997; second edition 1999), used in the United States and abroad by universities and professionals in the industry.

Dr. Langer holds a BS in computer science, an MBA in accounting/finance, and a Doctorate of Education from Columbia University.

Editorial Reviews

Langer shows us through compelling case studies and the use of research findings what organizational learning looks like when it is happening and the processes and culture necessary to support it. ... a book for and about leadership ... draws on core knowledge about leading change, business strategy, and organizational design. It provides a view of the executive role in managing organizational transformation that is relevant not only to the chief information officer but also to every occupant of the C-Suite [the offices designated for those executives whose title starts with "Chief," such as chief executive officer (CEO), chief operating officer (COO), etc.].
—David A. Thomas, H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School

A must read for any technology leader.
—J. Chris Scalet, Executive Vice President Global Services & Chief Information Officer (CIO) Merck & Co., Inc.

Langer provides a comprehensive analysis of how information technology continues to dramatically change organizational life. His theories and applications of the strategic and cultural uses of technology are fundamental to understanding the principles and concepts of organization design in the 21st century.
—Charles C. Snow, Mellon Foundation Professor of Business Administration, Smeal College of Business, Penn State University