Role of IT in agricultural marketing in India-A case study

2012 ◽  
Author(s):  
Sonu Gupta ◽  
Ravi Priyadarshi ◽  
Saumya Singh
Keyword(s):  
Agricultural Marketing ◽  
Role Of It

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2013 ◽  
pp. 142-163
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

The role of information technology in bridging the knowing-doing gap: an exploratory case study on knowledge application

2019 ◽  
Vol 23 (4) ◽  
pp. 705-741 ◽  
Author(s):  
Thilo Haamann ◽  
Dirk Basten
Keyword(s):  
Information Technology ◽  
Thematic Analysis ◽  
Knowledge Application ◽  
Content Type ◽  
Step Process ◽  
The People ◽  
Role Of It ◽  
Role Of Information

Purpose Organisations that systematically manage their knowledge based on processes of creating, storing, transferring and applying knowledge are likely to achieve both performance improvements and competitive advantages. However, companies often succeed in the first three processes only, while neglecting knowledge application. The phenomenon of employees not relying on existing knowledge when solving specific problems is referred to as knowing-doing gap. While the existence of this gap is well acknowledged, the purpose of this study is to advance the understanding how respective barriers of knowledge application can be overcome, in particular concerning the role of information technology (IT). Design/methodology/approach This study applies a case study design, thereby relying on various data sources, such as interviews, documents, field notes, observations and demonstrations. The analysis follows established guidelines for thematic analysis. Findings An understanding of knowledge application as a three-step process is derived. The set of knowledge application barriers, identified practices to overcome the barriers and yielded themes that explain the role of IT in bridging the knowing-doing gap are complemented. Research limitations/implications The role of IT in bridging the knowing-doing gap and contributing to the general understanding of the knowing-doing gap by also considering practices concerning the people and process dimensions is illuminated. While IT plays a central role in applying knowledge, successfully overcoming the knowing-doing gap requires organisational practices at the people and processes dimensions that are aligned with the IT. The set of barriers of knowledge application at the individual, group and organisational levels is complemented. Practical implications The practices to bridge the knowing-doing gap at the intersection of the people, processes and technology dimensions are identified. Specifically, the role of IT in overcoming barriers to knowledge application is explored. Originality/value This thematic analysis yields a theoretical explanation for knowledge application as a three-step process and suggests practices to bridge the knowing-doing gap for each step. Furthermore, four major themes that explain the role of IT for this process in depth are derived.

Evolutionary Software Development to Support Organizational and Business process Change: A Case Study Account

1996 ◽  
Vol 11 (3) ◽  
pp. 185-198 ◽  
Author(s):  
Peter Kawalek ◽  
Jenny Leonard
Keyword(s):  
Software Development ◽  
Software Systems ◽  
Process Change ◽  
Software Applications ◽  
Business Change ◽  
Economic Climate ◽  
Software Development Methodologies ◽  
Role Of It

This paper addresses the issues of software development in situations of organizational and process change. There is wide agreement in the literature that organizations have to be increasingly flexible in order to survive in the current economic climate. They must innovate, replicate, adapt and extemporize. As they do so, the requirements they have of their software applications are likely to change. Equally, as new software solutions are provided, new opportunities for business change arise. The situation is made still more complex because even if the needs of organizations were stable, we still could not be certain of the validity of an application's functions. This is because the process of program development is inherently uncertain. From this situation arise difficult, practical challenges for those concerned with the deployment of software in organizations. Starting with a consideration of the nature of organizations themselves, this paper takes looks at these problems by moving between three related points. It looks at software development methodologies and suggests that these have in the past tended to assume that discrete IT solutions can be cast for a ‘steady state’ which the organization is attempting to achieve. From the second vantage point it looks at the role of IT staff in supporting the operational needs of the organization. The third is the nature of software systems themselves.

The Role of IT in Transforming a Platform Business Model: a Case Study in PT XYZ

2020 ◽  
Author(s):  
Aris Setiawan ◽  
Budyono Saputra ◽  
Ahmad Rosyiq ◽  
Jihan Prama Nurahman ◽  
Rizky Ichsan ◽  
...  
Keyword(s):  
Business Model ◽  
Role Of It

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2012 ◽  
pp. 475-495
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

The role of IT competences in gaining value from e-business: An SME case study

2011 ◽  
Vol 30 (6) ◽  
pp. 640-658 ◽  
Author(s):  
Colin Ashurst ◽  
Paul Cragg ◽  
Pauline Herring
Keyword(s):  
Role Of It

IT Strategic Grid

2019 ◽  
pp. 105-128 ◽  
Author(s):  
Dalia Suša Vugec ◽  
Mirjana Pejic-Bach ◽  
Mario Spremić
Keyword(s):  
Information Technology ◽  
Insurance Companies ◽  
Business Success ◽  
Clear Understanding ◽  
It Strategy ◽  
Longitudinal Case Study ◽  
Role Of It ◽  
A Company

Information technology (IT) plays an important role within organizations and effects their sustainability and business success. In that sense, it is important to have a clear understanding and a vision of an IT strategy and its role within a company. Following the IT Strategic Grid framework, this chapter presents the results of the multiple longitudinal case study of four companies with different ownership structure from financial sector operating in Croatia. The chapter provides a deeper understanding of the role of IT within a company presenting the way and dynamics of business progress for two observed banks and two insurance companies over the five-year period. Moreover, the chapter identifies the benefits of having a clear and well-developed IT strategy.

The role of IT in achieving operational agility: A case study of Haier, China

2012 ◽  
Vol 32 (3) ◽  
pp. 294-298 ◽  
Author(s):  
Pei-Ying Huang ◽  
Tao Hua Ouyang ◽  
Shan L. Pan ◽  
Tzu-Chuan Chou
Keyword(s):  
Role Of It
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