1,720,989 research outputs found
Interventions for information systems introduction in the NHS
No full textThis article provides a historical review of five long-term interventions which were undertaken within the NHS. The objective of the exercise was to examine how information systems (IS) were introduced into operational environments. The length of the interventions ranged from 9 months to almost 3 years. The five sites were all at different stages of system development and the research was carried out using a combination of participant observation and action research. The research question asks, 'How can organizations think about and hence go about their information provision in such a way that successful IS are introduced?
Market led systems development: when customers become users
Full text linkPurpose: there has been a great deal of interest in ensuring that organisational strategy is successfully implemented in order to meet business objectives. More recently, reports of the failure of information systems and technology (IS&T) projects have become more regular and the reported failures more spectacular. This has added to a growing perception that IS&T implementation approaches currently utilised are struggling to add value to customers and users, leading to calls for a re-think of how IS&T is introduced into organisations. This paper seeks to develop a customer experience strategy which will give a key group of stakeholders, customers, a major input in the IS&T development process.Design/methodology/approach: the approach taken to examine IS&T implementation at this stage of the development of this theme is empirical. The failed introduction of a new IS&T system in a major service organisation in the UK is used as a case study. Data were gathered from 22 face-to-face interviews with key stakeholders in the IS&T project.Findings: the paper finds that the failure was driven by a number of factors, including poor project management and a lack of understanding of how systems can negatively affect organisations and customer relationships. The paper re-emphasises the need to ensure that customer and user perceptions are taken into consideration during any major systems introduction project. An interesting aspect of these systems is that a version is being used today by the organisation.Research limitations/implications: the customer experience journey (CEJ) framework will be improved by being validated within another organisation.Practical implications: the paper recognises that, in the future, a clear framework to support the CEJ needs to be well thought out before a major systems introduction project commences. This is increasingly important as many roll-outs are trans-national and involve customers and supply chains.Originality/value: the paper contributes to work practice relating to customer-driven IS&T service introductio
Success criteria for systems led transformation: managerial implications for global operations management
Full text linkPurpose: organisational transformation has been a major research theme over the last few decades. The main emphasis focuses on how successful organisations are using information systems and technology (IS/IT) to transform business operations. This paper aims to summarize and evaluate the key perspectives and concepts of change management. These perspectives and concepts are used to conduct an overview of the transformation of a major UK telecommunications company is using IS as a driver.Design/methodology/approach: this paper focuses on trying to understand the whole range of systems-related problems that may confront an organisation during the introduction of new operational systems as part of organisational change and transformation. The primary objective is to identify best practice. A case study focusing on a large organisation is the approach used to try and elicit learning.Findings: the view emerging from the case study is that there are generic problems that need to be addressed especially related to how system changes, processes and the customer are managed. Even with an increasing caseload of examples where large firms are unsuccessfully with major organisational transformations-companies are still willing to undergo this risky change process.Research limitations/implications: it is intended that this best practice framework will be used in other organisational environments.Originality/value: the paper contributes to widening studies on systems introduction as part of organisational chang
Divestiture as a strategic option for change in NITEL: Lessons from the BT and AT&T experience
No full textPurpose – As NITEL, Nigeria's former national carrier, has been unable to cope with provision requirements needed by the country to support its development needs, this has led to changes in the attitude of the Nigerian government to competition within the industry. It is the contention of this paper that NITEL could learn from progress already made by its counterparts (such as BT and AT&T) in developed countries such as the UK and USA, especially in the area of regulation and divestiture. Design/methodology/approach – In order to examine these issues, this problem is addressed from two perspectives. In the first place, a comparison is carried out between the Nigerian telecommunications industry and progress already made in the UK and US telecommunications industry. In addition, although contextual differences do exist between the developed UK and US industry and the developing Nigerian market, such a comparison is seen as feasible based on previous research in this field. Arguably, it is suggested that divestiture amongst the numerous strategic initiatives is an option NITEL can explore. Findings – The paper accepts that former monopolies BT and AT&T have developed divestiture theory and practice to address its failures. The question is whether these theories and practices might help NITEL address its challenges. Research limitations/implications – It is acknowledged that limitations within the paper might exist which may have impacted on the conclusion. In the first place, it could be argued that the existence of contextual differences between developed and developing telecommunications markets limits comparison between NITEL and BT/AT&T. Second, to an extent, it could be viewed as difficult to argue that divestiture successes in BT and AT&T could equate to similar successes in NITEL, especially considering the different economic realities NITEL has had to operate in. Third, it is also appreciated that it is difficult to effectively discuss the impact of a divestiture of NITEL without considering the significant changes in the use of telephony in Nigeria, i.e. the significant and increasing switch from fixed to mobile services. Originality/value – The paper analyzes telecommunications companies in developing economies.<br/
ERP implementation in Omantel: a case study
No full textPurpose: enterprise resource planning (ERP) systems if successfully implemented bring about competitive advantages. On the other hand, project failure could, in an extreme case, cause an organisation to go out of business. Mapped against existing literature on ERP critical success factors, this paper examines environmental factors that impacted on the adoption of ERP by The Oman Telecommunication Company (Omantel)Design/methodology/approach: a case study methodology is used to study perceptions of the ERP system implementation project in OmantelFindings: this paper highlights the particular problems of large organisations that operate disparate legacy systems.Research limitations/implications: a single case study is conducted. This provides opportunities for further research in a number of varied settings.Originality/value: it is very important that experiences of ERP projects are shared across countries and sectors. This is because many ERP implementations are rolled out by multi-national corporations in several countries, often simultaneously. This is one of the few ERP studies that have been conducted by an internal member of staff. In these situations, it is not just a case of access, but that the respondents feel able to give practical answer
An empirical revisit of learning outcomes from market led ICT outsourcing
No full textPurpose: today's global business is heavily dependent on information and communication technology (ICT). The reality for most organisations is that the rate of technology change has been extremely fast. To cope with these changes, some organisations are committing a large amount of resources. Such challenges make it difficult for some companies to invest in ICT, resulting in a need to re-think their business models. One such approach which has proved popular over the last few years is to outsource ICT. However, not all ICT outsourcing projects have been totally successful. The paper aims to explore various constructs in ICT outsourcing.Design/methodology/approach: the aim is achieved by conducting studies on 11 ICT outsourcing projects within the service sector.Findings: in future, customers will be looking for value-added services while focusing less on outsourcing as a cost-cutting exercise. There is also an added pressure on the customers and vendors to ensure that the original business case to justify outsourcing is robust.Research limitations/implications: the research is conducted with a limited sample of ICT outsourcing projects. For this reason, many of the conclusions in this paper are generalisations. Further research will need to be conducted in order for the lessons that emerge to be applicable across a wider business perspective.Originality/value: the paper takes a longer term perspective on the interface between customers and vendors in outsourcing projects. However, globally, this sector is very fluid and it is crucial that organisations understand the complexity of the relationships. This paper does not specifically seek to add to the existing body of knowledge on ICT outsourcing, but rather it serves as an opportunity to reflect on the full complexity of ICT outsourcin
Thematic elements underlying the delivery of services in high-contact public service encounters
No full textEarlier research alludes to the fact that enhanced information and systems (IS/IT) functionalities coupled with a lower degree of interaction with customers, the so-called zero- touch, real- time, self-service enhance services engagement. In this article, utilising a series of thematic elements drawn from two exploratory case studies, the authors suggest that the real enhancement of service delivery and increase in customer satisfaction, especially in frontline public service encounters, are not necessarily achieved through infusions of IS/IT, but from the adoption of a service philosophy which allows such organisations to de-emphasise IS/IT and instead focus on significant organisational factors in the area of enhanced human interaction
Global operations management during major change: an exploration of industrial practice
Full text linkPurpose: the purpose of this paper is to examine the key practical factors that confront global businesses as they attempt to improve all aspects of their operations including emerging areas of the customer experience. The paper focuses on the way various organisational capabilities such as information systems/information technology have been adopted in order to provide an enhanced operational and strategic control over key areas of business.Design/methodology/approach: the paper adopts a case-based participation observation study which explores the global operations of a major restaurant brand. This approach enables it to explore several concepts which examine the behaviour of global operations at a time of major change.Findings: the paper has focused on the application of change principles in the restaurant and hospitality industry and its importance for business performance and marketing strategy. The paper shows how adapting business strategy to incorporate key cultural sensitivities can pay major dividends for organisations. This strategy appears to be contrary to the general approach of standardisation adopted by other franchises in this key market sector.Research limitations/implications: it will be necessary to increase the range of this research to ensure any real certainty regarding its implications.Originality/value: the paper identifies a number of interesting changes to preconceived ideas of standardising product portfolios in the restaurant sector. It shows the need for a balanced “mix” of menu products to satisfy local and national requirement
Softer perspectives on enhancing the patient experience using IS/IT
No full textAbstract: Purpose - This paper will argue that the implementation of the Choose and Book system has failed due to the inability of project sponsors to appreciate the complex and far-reaching softer implications of the implementation, especially in a complex organisation such as the NHS which has multifarious stakeholders.Design/methodology/approach - The authors use practice-oriented research to try and isolate key parameters. These parameters are compared with existing conventional thinking in a number of focused areas.Findings - Like many previous NHS initiatives, the focus of this system is in its obvious link to patients. However we find that although this project has cultural, social and organisational implications, programme managers and champions of the Connecting for Health programme emphasised the technical domains to IS/IT adoption. Research limitations/implications - This paper has been written in advance of a fully implemented Choose and Book system.Originality/value - This paper is concluded with a request for more attention be to paid to the softer side of IS/IT delivery, implementation, introduction and adoption.Article Type: Case study
User adoption of mandatory enterprise technology
No full textPurpose – drawing on extant technology acceptance literature, the purpose of this paper is to critically examine the impact of mandatory enterprise technology adoption in Nigeria.Design/methodology/approach – data were gathered from a survey of stockbrokers operating on the floor of the Nigerian Stock Exchange on two occasions over a four year period. Expert forecasting (TSModel) algorithms were employed to assess attitudinal changes of users on mandatory system adoption.Findings – the results suggest that over time, users (stockbrokers) developed an increasingly negative perception of the technology, thus emphasising the need for managers to focus on subjective imperatives that might impact the adoption of mandated technology.Practical implications – Africa remains neglected in relation to information systems/information technology (IS/IT) research. This has driven the authors’ interest in seeking to understand how contextual peculiarities specific to Africa could play a significant role in an understanding of well-established IS/IT models.Originality/value – to facilitate deeper explorations of the antecedents of user adoption of mandatory enterprise technology, the authors choose to lay the theoretical foundations of this study in social theories (specifically, voluntariness and subjective norm
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