The Experts below are selected from a list of 1632030 Experts worldwide ranked by ideXlab platform
Serdar S Durmusoglu - One of the best experts on this subject based on the ideXlab platform.
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the role of top management team s information technology IT Infrastructure view on new product development conceptualizing IT Infrastructure capabilITy as a mediator
European Journal of Innovation Management, 2009Co-Authors: Serdar S DurmusogluAbstract:Purpose – The purpose of this paper IT to investigate how sophistication of top management view on information technology (IT) Infrastructure influences the firm's IT Infrastructure capabilITy and the effect of IT Infrastructure capabilITy on new product development (NPD) process outcomes such as cost, cycle time, and qualITy.Design/methodology/approach – Drawing from research‐based and knowledge‐based theories, a conceptual model on how IT Infrastructure influences NPD process efficiency is developed.Findings – The paper demonstrates that sophistication of top management view on IT Infrastructure enhances NPD process through ITs effect on IT Infrastructure capabilITy. IT Infrastructure capabilITy enhances the NPD process efficiency by reducing the cycle time and cost of NPD projects and improving the NPD process qualITy.Practical implications – IT is useful for practITioners to know that by adopting an enabling IT Infrastructure view, managers can create IT Infrastructure capabilITies that could improve ...
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the role of top management team s information technology IT Infrastructure view on new product development
European Journal of Innovation Management, 2009Co-Authors: Serdar S DurmusogluAbstract:Purpose – The purpose of this paper IT to investigate how sophistication of top management view on information technology (IT) Infrastructure influences the firm's IT Infrastructure capabilITy and the effect of IT Infrastructure capabilITy on new product development (NPD) process outcomes such as cost, cycle time, and qualITy.Design/methodology/approach – Drawing from research‐based and knowledge‐based theories, a conceptual model on how IT Infrastructure influences NPD process efficiency is developed.Findings – The paper demonstrates that sophistication of top management view on IT Infrastructure enhances NPD process through ITs effect on IT Infrastructure capabilITy. IT Infrastructure capabilITy enhances the NPD process efficiency by reducing the cycle time and cost of NPD projects and improving the NPD process qualITy.Practical implications – IT is useful for practITioners to know that by adopting an enabling IT Infrastructure view, managers can create IT Infrastructure capabilITies that could improve ...
Marianne Broadbent - One of the best experts on this subject based on the ideXlab platform.
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building IT Infrastructure for strategic agilITy
MIT Sloan Management Review, 2002Co-Authors: Peter Weill, Mani Subramani, Marianne BroadbentAbstract:Executives make few moves more crITical than their decisions about which technology-Infrastructure investments will promote future strategic agilITy. To pinpoint best practices, three IT experts marshaled 10 years of data from 89 leading enterprises. One finding was that when companies describe their IT-Infrastructure capabilITies as services instead of equipment (say, the provision of a fully maintained laptop computer wITh access to all company systems and the Internet), they do a better job of putting a value on what they are buying. Understanding the 70 IT-Infrastructure services that emerge consistently from the research can help executives identify which investments will make sense for which strategic business inITiative. And understanding whether the contemplated inITiative is supply-side, internally focused or demand-side can help managers decide whether to make the Infrastructure investment on a business-unIT level or enterprisewide. The authors find that leading companies are making regular, systematic, modular and targeted IT-Infrastructure investments on the basis of overall strategic direction. If other companies can learn to recognize which IT-Infrastructure capabilITies are needed for which kinds of inITiatives, they can have some assurance that the investments they make today will serve the strategies of tomorrow.
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IT Infrastructure for Strategic AgilITy
SSRN, 2002Co-Authors: Peter Weill, Mani Subramani, Marianne BroadbentAbstract:Investing in IT Infrastructure is one of the most challenging tasks facing senior managers who often feel ill equipped to make these decisions. Investing in the right Infrastructure at the right time enables rapid implementation of future electronically based business inITiatives and cost reduction of current business processes. This paper presents a framework for senior executives to view IT Infrastructure in business terms and to lead in making investment decisions. By studying 180 electronically based business inITiatives in 89 top performing enterprises we identified the specific Infrastructure capabilITies needed for different types of business inITiatives and how this capabilITy is provided as an integrated IT Infrastructure. An integrated IT Infrastructure has ten clusters of IT Infrastructure services fine tuned to the enterprise's set of electronically based business inITiatives. Using the frameworks for describing IT based business inITiatives, executives can identify the future family of inITiatives (i.e., their desired strategic agilITy) the enterprise desires to lead their industry wITh. This is a process of strategic choice and balancing investing in longer-term agilITy wITh shorter-term cost minimization. Successful enterprises get this Infrastructure balance right more often than not because they make regular, systematic modular and targeted investments while having a clear picture of their own overall Infrastructure capabilITy and how each incremental investment adds value. To lead on multiple dimensions in strategic agilITy required an integrated Infrastructure wITh high capabilITies in all Infrastructure clusters and a deliberate approach to data management to manage conflicts. The paper concludes wITh a set of suggested steps to link an enterprise's desired strategic agilITy wITh the above average Infrastructure capabilITy needed.
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strategic context and patterns of IT Infrastructure capabilITy
Journal of Strategic Information Systems, 1999Co-Authors: Marianne Broadbent, Peter Weill, Boonsiong NeoAbstract:Abstract The importance of a firm's information technology (IT) Infrastructure capabilITy is increasingly recognised as crITical to firm competITiveness. Infrastructure is particularly important for firms in industries going through dynamic change, for firms reengineering their business processes and for those wITh multiple business unITs or extensive international or geographically dispersed operations. However, the notion of IT Infrastructure is still evolving and there has been lITtle empirically based research on the patterns of IT Infrastructure capabilITy across firms. We develop the concept of IT Infrastructure capabilITy through identification of IT Infrastructure services and measurement of reach and range in large, multi-business unIT firms. Using empirical case research, we examine the patterns of IT Infrastructure capabilITy in 26 firms wITh diverse strategic contexts, including different industry bases, level of marketplace volatilITy, extent of business unIT synergies and the nature of firm strategy formation processes. Data collection was based on a combination of quantITative and qualITative methods wITh multiple participants. More extensive IT Infrastructure capabilITy is defined as a combination of more IT Infrastructure services and more reach and range. More extensive IT Infrastructure capabilITy was found in firms where: (i) products changed quickly; (ii) attempts were made to identify and capture synergies across business unITs; (iii) there was greater integration of information and IT needs as part of planning processes; and (iv) there was greater emphasis on tracking the implementation of long term strategy. These findings have implications for both business and technology managers particularly in regard to how firms link strategy and IT Infrastructure formation processes.
Yuichi Imanaka - One of the best experts on this subject based on the ideXlab platform.
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Factors affecting the use of clinical practice guidelines by hospITal physicians: the interplay of IT Infrastructure and physician attITudes
Implementation Science, 2020Co-Authors: Noriko Sasaki, Naohito Yamaguchi, Akiko Okumura, Masahiro Yoshida, Hiroyuki Sugawara, Jung-ho Shin, Susumu Kunisawa, Yuichi ImanakaAbstract:Background Compliance wITh clinical practice guidelines (CPGs) remains insufficient around the world, despITe frequent updates and continuing efforts to disseminate and implement these guidelines through a variety of strategies. We describe the current status of young resident physician practices towards CPGs and investigate the multiple factors associated wITh the active use of CPGs, including the physician’s knowledge, attITudes, behaviours, CPG-related education received, and the hospITal’s IT Infrastructures. The aim is to identify a more effective point for intervention to promote CPG implementation. Methods We conducted a questionnaire survey among resident physicians working at 111 hospITals across Japan in 2015 and used results wITh hospITal IT score data collected from a prior survey. Multivariable logistic regression analysis was performed to examine the determinants of frequent use of CPGs (defined at least once per week). The independent variables were selected based on physician demographics, clinical specialITy and careers, daily knowledge and behaviour ITems, CPG-related education received, digITal preference, and hospITal IT score (high/medium/low), wITh and wIThout interaction terms. Results Responses from 535 resident physicians, at 61 hospITals, were analysed. The median hospITal IT score was 6 out of a possible 10 points. Physicians who had learned about CPGs tended to work at hospITals wITh medium to high IT scores, had easier access to paywalled medical databases, and had better knowledge of the guideline network ‘Minds’. In addITion, these physicians tended to use CPGs electronically. A physician’s behaviour towards using CPGs for therapeutic decision-making was strongly associated wITh frequent use of CPGs (odds ratio [95% CI] 6.1 [3.6–10.4]), which indicated that a physician’s habIT strongly promotes CPG use. Moreover, CPG-related education was associated wITh active use of CPGs (OR1.7 [1.1–2.5]). The interaction effects between individual digITal preferences and higher hospITal IT score were also observed for frequent CPG use (OR2.9 [0.9–8.8]). Conclusions A physician’s habITual behaviours, CPG-related education, and a combination of individual digITal preference and superior hospITal IT Infrastructure are key to bridging the gap between the use and implementation of CPGs.
Peter Weill - One of the best experts on this subject based on the ideXlab platform.
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building IT Infrastructure for strategic agilITy
MIT Sloan Management Review, 2002Co-Authors: Peter Weill, Mani Subramani, Marianne BroadbentAbstract:Executives make few moves more crITical than their decisions about which technology-Infrastructure investments will promote future strategic agilITy. To pinpoint best practices, three IT experts marshaled 10 years of data from 89 leading enterprises. One finding was that when companies describe their IT-Infrastructure capabilITies as services instead of equipment (say, the provision of a fully maintained laptop computer wITh access to all company systems and the Internet), they do a better job of putting a value on what they are buying. Understanding the 70 IT-Infrastructure services that emerge consistently from the research can help executives identify which investments will make sense for which strategic business inITiative. And understanding whether the contemplated inITiative is supply-side, internally focused or demand-side can help managers decide whether to make the Infrastructure investment on a business-unIT level or enterprisewide. The authors find that leading companies are making regular, systematic, modular and targeted IT-Infrastructure investments on the basis of overall strategic direction. If other companies can learn to recognize which IT-Infrastructure capabilITies are needed for which kinds of inITiatives, they can have some assurance that the investments they make today will serve the strategies of tomorrow.
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IT Infrastructure for Strategic AgilITy
SSRN, 2002Co-Authors: Peter Weill, Mani Subramani, Marianne BroadbentAbstract:Investing in IT Infrastructure is one of the most challenging tasks facing senior managers who often feel ill equipped to make these decisions. Investing in the right Infrastructure at the right time enables rapid implementation of future electronically based business inITiatives and cost reduction of current business processes. This paper presents a framework for senior executives to view IT Infrastructure in business terms and to lead in making investment decisions. By studying 180 electronically based business inITiatives in 89 top performing enterprises we identified the specific Infrastructure capabilITies needed for different types of business inITiatives and how this capabilITy is provided as an integrated IT Infrastructure. An integrated IT Infrastructure has ten clusters of IT Infrastructure services fine tuned to the enterprise's set of electronically based business inITiatives. Using the frameworks for describing IT based business inITiatives, executives can identify the future family of inITiatives (i.e., their desired strategic agilITy) the enterprise desires to lead their industry wITh. This is a process of strategic choice and balancing investing in longer-term agilITy wITh shorter-term cost minimization. Successful enterprises get this Infrastructure balance right more often than not because they make regular, systematic modular and targeted investments while having a clear picture of their own overall Infrastructure capabilITy and how each incremental investment adds value. To lead on multiple dimensions in strategic agilITy required an integrated Infrastructure wITh high capabilITies in all Infrastructure clusters and a deliberate approach to data management to manage conflicts. The paper concludes wITh a set of suggested steps to link an enterprise's desired strategic agilITy wITh the above average Infrastructure capabilITy needed.
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strategic context and patterns of IT Infrastructure capabilITy
Journal of Strategic Information Systems, 1999Co-Authors: Marianne Broadbent, Peter Weill, Boonsiong NeoAbstract:Abstract The importance of a firm's information technology (IT) Infrastructure capabilITy is increasingly recognised as crITical to firm competITiveness. Infrastructure is particularly important for firms in industries going through dynamic change, for firms reengineering their business processes and for those wITh multiple business unITs or extensive international or geographically dispersed operations. However, the notion of IT Infrastructure is still evolving and there has been lITtle empirically based research on the patterns of IT Infrastructure capabilITy across firms. We develop the concept of IT Infrastructure capabilITy through identification of IT Infrastructure services and measurement of reach and range in large, multi-business unIT firms. Using empirical case research, we examine the patterns of IT Infrastructure capabilITy in 26 firms wITh diverse strategic contexts, including different industry bases, level of marketplace volatilITy, extent of business unIT synergies and the nature of firm strategy formation processes. Data collection was based on a combination of quantITative and qualITative methods wITh multiple participants. More extensive IT Infrastructure capabilITy is defined as a combination of more IT Infrastructure services and more reach and range. More extensive IT Infrastructure capabilITy was found in firms where: (i) products changed quickly; (ii) attempts were made to identify and capture synergies across business unITs; (iii) there was greater integration of information and IT needs as part of planning processes; and (iv) there was greater emphasis on tracking the implementation of long term strategy. These findings have implications for both business and technology managers particularly in regard to how firms link strategy and IT Infrastructure formation processes.
Rebecca Angeles - One of the best experts on this subject based on the ideXlab platform.
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anticipated IT Infrastructure and supply chain integration capabilITies for rfid and their associated deployment outcomes
International Journal of Information Management, 2009Co-Authors: Rebecca AngelesAbstract:This study looks at the perceived abilITy of components of IT Infrastructure integration and supply chain process integration to predict specific radio frequency identification (RFID) system deployment outcomes-exploration, exploITation, operational efficiency, and market knowledge creation. Data for this pilot research study was collected using a survey questionnaire administered online to members of the Council of Supply Chain Management Professionals (CSCMP). IT was hypothesized that data consistency and cross-functional application integration, both elements constITuting IT Infrastructure integration, and information flow integration, physical flow integration, and financial flow integration, all elements constITuting supply chain process integration would be posITively associated wITh and predict the four RFID system outcomes. Multiple regression results show partial support for all four proposed hypotheses. Cross-functional application integration and financial flow integration predicted exploration, while data consistency and physical flow integration predicted exploITation. Data consistency and cross-functional application integration, on the other hand, predicted both operational efficiency and market knowledge creation. Supply chain managers planning to deploy RFID systems are alerted to the crITicalITy of these IT Infrastructure issues as they brace for a likely widespread implementation of RFID in supply chains they participate in.
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anticipated IT Infrastructure and supply chain integration capabilITies for rfid and their associated deployment outcomes
Information Integration and Web-based Applications & Services, 2008Co-Authors: Rebecca AngelesAbstract:This study looks at the perceived abilITy of components of IT Infrastructure integration and supply chain process integration to predict specific radio frequency identification (RFID) system deployment outcomes --- exploration, exploITation, operational efficiency, and market knowledge creation. Data for this pilot research study was collected using a survey questionnaire administered online to members of the Council of Supply Chain Management Professionals (CSCMP). IT was hypothesized that data consistency and cross-functional application integration, both elements constITuting IT Infrastructure integration, and information flow integration, physical flow integration, and financial flow integration, all elements constITuting supply chain process integration would be posITively associated wITh and predict the four RFID system outcomes. Multiple regression results show that cross-functional application integration and financial flow integration predicted exploration, while data consistency and physical flow integration predicted exploITation. Data consistency and cross-functional application integration, on the other hand, predicted both operational efficiency and market knowledge creation. Supply chain managers planning to deploy RFID systems are alerted to the crITicalITy of these IT Infrastructure issues as they brace for a likely widespread implementation of RFID in supply chains they participate in.
