Information Technology and the Organizational Structure of Modern Business Outsourcing

2014 ◽  
Vol 9 (1) ◽  
pp. 1-19 ◽  
Author(s):  
Soichiro Takagi ◽  
Hideyuki Tanaka
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Modern Business ◽  
Business Outsourcing

Network Organizational Structure (a Scientific and Practical Review)

2020 ◽  
Vol 26 (6) ◽  
pp. 613-618
Author(s):  
A. V. Altukhov ◽  
S. A. Tishchenko
Keyword(s):  
Organizational Structure ◽  
Network Structure ◽  
Business Models ◽  
Scientific Development ◽  
Network Structures ◽  
Scientific Publications ◽  
Wide Range ◽  
Modern Business ◽  
History Of ◽  
Business Structures

The presented study reviews practically relevant research papers in the field of network structures, modern network business models and platforms.Aim. The study aims to elaborate and explain the concept of network structure and platform and to show the reasons for the progressiveness and potential of network organizational structure at the current stage of socio-economic and scientific development.Tasks. The authors highlight the main scientific ideas about network structures in business, including significant studies in this area; provide and explain the main terms and definitions and examine the key characteristics of network business structures; characterize “platforms” as an important concept for modern business and show the relationship between platforms and network structures.Methods. This study uses analysis of information and subsequent synthesis of new knowledge in the form of the authors’ conclusions and a wide range of relevant scientific publications of Russian and foreign authors, including original publications in English and French.Results. The history of network structures is briefly provided. Definitions and characteristics of such concepts as “network structure” and “platform” in relation to business are provided and explained by the authors.

scholarly journals Penentuan Target, Strategi dan Faktor-Faktor yang Mempengaruhi Optimalisasi Pajak Daerah

2021 ◽  
Vol 4 (2) ◽  
pp. 95-116
Author(s):  
Fauzan Effendi ◽  
Vince Ratnawati ◽  
Yesi Mutia Basri
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Organizational Structure ◽  
Case Study Approach ◽  
Real Potential ◽  
Target Setting ◽  
Study Approach ◽  
Local Taxes ◽  
Target Strategy

The research aimed to analyze the suitability of local tax target setting with real potential, analyze strategies and factors that influence the optimization of the advertisement tax performance, swallow's nest tax, groundwater tax, and Non-Metal Mineral Tax in Pekanbaru City. The object of this study is the Pekanbaru City Regional Revenue Agency and four objects/subjects of local taxes studied in Pekanbaru City. The method used is qualitative with a case study approach. This research shows that the target setting of Advertising Tax, Swallow's Nest Tax, Groundwater Tax, and Non-Metal Mineral and Rock Tax has not been adjusted to the real potential. The performance reports of each Regional Tax studied were inadequate in relation to the strategies implemented, which made it difficult for the Regional Revenue Agency to make effective and efficient decisions. The factors that influence tax optimization are the inadequate organizational structure, updating of the taxation database, human resources, the use of information technology, strengthening regulations, and supporting infrastructure.Keywords: Local Tax; Target; Strategy; Constraints. AbstrakPenelitian bertujuan untuk menganalisis kesesuaian penetapan target pajak daerah dengan potensi ril, menganalisis strategi dan faktor-faktor yang mempengaruhi optimalisasi kinerja Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam di Kota Pekanbaru. Objek Penelitian ini adalah Aparatur Badan Pendapatan Daerah Kota Pekanbaru dan 4 objek/ Subjek pajak daerah yang diteliti di Kota Pekanbaru. Metode yang digunakan adalah kualitatif dengan pendekatan studi kasus. Penelitian ini menunjukkan bahwa penetapan target Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam dan batuan belum disesuaikan dengan potensi ril. Laporan kinerja masing-masing Pajak Daerah yang diteliti belum memadai terkait strategi yang telah dilakukan sehingga menyulitkan Badan Pendapatan Daerah dalam pengambilan keputusan yang efektif dan efisien. Faktor-faktor yang mempengaruhi optimalisasi pajak tersebut adalah belum memadainya struktur organisasi, pemutakhiran data base perpajakan, kondisi Sumber Daya Manusia, pemanfaatan teknologi informasi, Penguatan Regulasi dan sarana prasarana pendukung.Kata Kunci: Pajak Daerah; Target; Strategi; Kendala.  

IS Project Management Contemporary Research Challenges

2011 ◽  
pp. 2254-2259
Author(s):  
Maggie McPherson
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Design ◽  
Management Practices ◽  
Focal Point ◽  
Manufacturing Sector ◽  
Development Project ◽  
It Projects ◽  
Public And Private ◽  
Modern Business

Although project management is often said to have its roots in other traditional fields, such as construction, Morris (2002) asserts that modern project management practices have their origins in the 1950s US aerospace agencies. Much has been written about Information System (IS) / Information Technology (IT) project initiatives in both the public and private sectors. In fact, many information systems frequently fall short of their requirements, and are, more often than not, costlier and arrive later than anticipated, if indeed they are completed at all. For instance, according to a report for the Organization for Economic Co-operation and Development (2001), failures of major IT investments and key systems development projects have raised concerns for the achievement of service improvement through information technology. Additionally, it has been argued that failures in IT projects are more common than failures in any other aspect of modern business (Nulden, 1996). The widely-cited Standish Group (1994) study, carried out in the US, classified IT projects as follows: • Resolution Type 1 (Project Success): The project is completed on-time and on-budget, with all features and functions as initially specified. • Resolution Type 2 (Project Challenged): The project is completed and operational but over-budget, over the time estimate, and offers fewer features and functions than originally specified. • Resolution Type 3 (Project Impaired): The project is cancelled at some point during the development cycle. The report estimated the success rate was only 16.2%, while challenged projects accounted for 52.7%, and impaired projects (cancelled) amounted to 31.1%. Since large complex projects in any area are difficult to organize, it could be said that the level of abstraction required often leads to a lack of understanding between all stakeholders involved with the project. Callahan and Moretton (2001) describe software design as being “in the code”. They assert that since it is not visible, it makes it hard to use software design as a focal point for development project coordination and integration, unlike many physical designs which can be made visible to all project participants. As a result of this “invisibility”, managing the development of an IS project is arguably more problematic than project management within the manufacturing sector because software development is often a highly conceptual and complex process. Indeed, a lack of adequate project management knowledge could be said to be a major contributing factor to unsuccessful IS projects. For instance, as project managers should be aware, unless specific objectives and clear-cut end points have been set, it can be difficult to know if a milestone has been reached and indeed if the required end-product has been produced. However, making use of proprietary tools such as Microsoft™ Project is sometimes mistakenly thought of as project management, whereas real project management expertise goes beyond the mere production of Gantt or Pert (Program Evaluation Review Technique) charts, which simply represent project activities in the form of bar charts or flow diagrams. As Mandl-Striegnitz et al. (1998) point out, important project management techniques include estimation of costs and explicit identification of risks. Clearly, there is a need for more in-depth research to gain a better understanding relating to the complex role of project management within the whole IS design and development process. This discussion considers how these problems affect contemporary IS project management research and explores the methodological approaches open to researchers carrying out investigations in this area.

Project Management in IT Type University Spin-Offs

2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Structure ◽  
Business Failure ◽  
Management Process ◽  
Technology Project ◽  
Industry Competition ◽  
Management Processes ◽  
Information Technology Project ◽  
Information Technology Project Management

Poor project management in IT companies, strong industry competition, and small firm fragility are some of the most often cited arguments to justify business failure. This chapter provides an integrated view of concepts involved in information technology project management in university spin-off companies. It includes a presentation of a success story of an IT university spin-off, which from the very beginning of its activity focused mainly on project management processes. The chapter explains how university spin-off organizational structure influences the project management process and discusses important methods and approaches that can determine IT spin-off successes.

IS Project Management Contemporary Research Challenges

2005 ◽  
pp. 1673-1678
Author(s):  
Maggie McPherson
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Management Practices ◽  
Service Improvement ◽  
Development Projects ◽  
Public And Private ◽  
The Public ◽  
Modern Project ◽  
Modern Business ◽  
Traditional Fields

Although project management is often said to have its roots in other traditional fields, such as construction, Morris (2002) asserts that modern project management practices have their origins in the 1950s US aerospace agencies. Much has been written about Information System (IS) / Information Technology (IT) project initiatives in both the public and private sectors. In fact, many information systems frequently fall short of their requirements, and are, more often than not, costlier and arrive later than anticipated, if indeed they are completed at all. For instance, according to a report for the Organization for Economic Co-operation and Development (2001), failures of major IT investments and key systems development projects have raised concerns for the achievement of service improvement through information technology. Additionally, it has been argued that failures in IT projects are more common than failures in any other aspect of modern business (Nulden, 1996).

scholarly journals 1067. Variation of Antimicrobial Stewardship Programs’ Membership and Organization Within a Single Health System

2019 ◽  
Vol 6 (Supplement_2) ◽  
pp. S378-S378
Author(s):  
J Ryan Bariola ◽  
Tina Khadem
Keyword(s):  
Information Technology ◽  
Health System ◽  
Organizational Structure ◽  
Healthcare System ◽  
Antimicrobial Stewardship ◽  
Infection Prevention ◽  
Joint Commission ◽  
Leadership Support ◽  
Reporting Structure ◽  
Or Organization

Abstract Background Antimicrobial stewardship programs (ASPs) vary in terms of members and administrative (admin) structure. Joint Commission (TJC) has member requirements, but little is known about adherence or how ASP’s fit into hospitals’ admin structures. We reviewed the makeup and organization of ASP’s within a single healthcare system. Methods Survey of pharmacy directors or ASP pharmacists at 14 system hospitals in January 2019. Results All hospitals responded. All are TJC accredited. Thirteen (92%) had a local stewardship committee. Of these 13, 6 (42%) met quarterly, 4 (30%) monthly, and 3 (21%) every other month. 9 (69%) were a subcommittee of Pharmacy and Therapeutics, and 1 (11%) was a separate committee. 3 (23%) had no clearly defined reporting structure. Figure 1 shows ASP committee compositions. 9 (69%) had all TJC required members, if ID physician is considered a required member. All had pharmacy representation but only 4 (30%) had a pharmacist with ID training. Most had representation from ID physicians (10), Infection Prevention (12), other practitioners (11), and microbiology lab (9). Less than half had hospital admin members, and only 2 had nursing members. None had Information Technology (IT) representation. 12 (92%) created minutes, but only 4 (30%) forwarded minutes for review by hospital admin. Tables 1–3 describe relationships between hospitals based on bed size, if they submitted minutes for review, and if they had both an ID pharmacist and ID physician as members. No hospital indicated citations during a TJC visit about membership or organization. Conclusion ASPs within even a single health system vary as to membership and organizational structure. Some did not have all TJC required members. With few having admin representation or submitting minutes for admin review, it raises the concern of ASPs being ignored and possible noncompliance with TJC requirements regarding leadership support. ASP’s should actively work with hospital admins to ensure they have all needed representation and develop reporting mechanisms that keep hospital admins aware of their successes and needs. Lack of involvement from pharmacists with ID expertise, nursing, and IT are issues also. Larger evaluations are needed to determine whether membership and administrative structure can impact antimicrobial usage. Disclosures All authors: No reported disclosures.

Governance, Competence and Relationship Perspectives: An Empirical Analysis on New Taipei City Government

10.4335/153 ◽  
2013 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Chiou Chi-ho
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organization Performance ◽  
Management Mechanism ◽  
Practical Applications ◽  
Effective Governance ◽  
Administrative Efficiency ◽  
Efficiency And Effectiveness

The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications. The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications.

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