By Arthur M. Langer
ISBN-10: 0203997433
ISBN-13: 9780203997437
ISBN-10: 0415948363
ISBN-13: 9780415948364
This booklet is designed to aid company and person managers comprehend and do something about the various concerns occupied with constructing studying businesses and integrating a tremendous part: their IT corporations. The booklet offers a mix of study case stories and latest theories on organizational studying within the place of work, to supply researchers and company practitioners instruments to include a growing to be details expertise infrastructure with their present crew tradition.
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Additional resources for IT and Organizational Learning: Managing Change through Technology and Education
Sample text
Another element of success came in the acceleration of events (such as the relocation at Ravell), which can foster a quicker learning cycle and helps us see results faster. Unfortunately, impatience with using organizational learning methods is not an acceptable approach because it will not render results that change individual and organizational behavior. Indeed, I almost changed my approach when I did not get the results I had hoped for early in the Ravell engagement. Nevertheless, my persistence paid off.
The majority of respondents, however, recognize a need for greater integration: “IT was marginalized— but it is changing. ” A few express a sense of misgiving (“IT people are strange—personality is an issue”) and even a sense of hopelessness: “People hate IT—particularly over the sensitivity of the data. ” Question eight asks participants whether they feel there is too much “hype” attributed to the importance of technology in business. Over half responded in the negative, though not without reservation: “I do not think there is too much hype—but I am disappointed.
Szulanski and Amin (2000) claim that while emerging technologies shrink the window in which any given strategy can be implemented, if the strategy is well thought out, it can remain viable. Mintzberg’s (1987) research suggests that it would be useful to think of strategy as an art, not a science. This perspective is especially true in situations of uncertainty. The rapidly changing pace of emerging technologies, we know, puts a strain on established approaches to strategy—that is to say that it becomes increasingly difficult to find comfortable implementation of technological strategies in such times of fast-moving environments, requiring sophisticated organizational infrastructure and capabilities.
IT and Organizational Learning: Managing Change through Technology and Education by Arthur M. Langer
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