New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
information management theory and practice
Strategic Information Management Theory And Practice 5th Edition Robert D. Galliers ,Dorothy E. Leidner ,Boyka Simeonova - Solutions
Referring to Part I of the book, discuss IS strategy and digital strategy. Are these distinct strategies?
Have companies go designated digital leadership? Who manages organizations’ digital transformation?
How do companies take culture, economy and society and talent development into account in their digital transformation? Are these considered important?
Is digital leadership a new form of leadership requiring new capabilities and foundations?How would these skills and capabilities get acquired?
What is the importance of a business ecosystem?
Evaluate the role of CDOs in digital transformation. Does the success of digital transformation depend on the CDO?
The LEGO Group example outlines three strands of digital transformation: product, marketing and enterprise. Are these equally important? Suggest other important strands for digitalization. Explain and provide examples.
CDOs are considered business strategists. How do CDOs align with the business strategy and the other c-level roles? Do you perceive any conflicts or other issues?
Analyzing the six cases presented, would argue for the role of CDOs? What seniority level do you think CDOs need to have? Does the level of seniority affect the success of digital transformation? Consider power dynamics as presented in Chapter 10.
The cases in the chapter outline a clear distinction between role type and each case assumes only one role. Could CDOs assume multiple types of roles as part of the organizations’ digital transformation?
How might CDOs transition between the different roles depending on the needs of the organization? Link your discussion to Chapters 13 and 14.
Why is it important to consider different forms of power along with the role of actors and IS?
Why are power dynamics under-researched and largely ignored in the field of IS? Do you consider power dynamics as an important aspect of organizations, IS and strategy?
What are the connections between the different power quadrants in the framework outlined in this chapter? How can power move from one quadrant to another through the implementation of IS and strategy?
Use the framework to evaluate the digital transformation examples and the roles of the Chief Digital Officers (CDOs) provided in chapters 6, 7, 8, and 9. How could the framework be used to explain the power of CDOs?
How might digital technology be described in terms of a power perspective? What are the interlinkages between the four forms of power in the framework and digital leadership, digital technology and digital transformation?
Given the growing importance of digital technology and the phenomenon of digital transformation, such theoretical tools as the framework presented in this chapter could enable greater understanding of power dynamics. Which aspects of the framework are most helpful in understanding power in digital
Why does the current landscape demand the reexamination of organizing the IT function?
How can alignment and coevolution of the IT function and business be differentiated, and which is more important?
Can any or all of the relationship networks overlap, or exchange roles, to organize the IT function?
How can modular thinking help organize the IT function and associated value-creating processes?
Is outsourcing an efficient way to build a partner model?
How does the platform model support coevolution, partnership networks, and value creating processes?
What kind of value generation activities does the scalable model support?
Can commitment to an IT plan have negative consequences in the long run?
Why is having a strong IT infrastructure important to remain efficient and competitive in times of economic downturn?
Does the bulletproof approach restrict experimentation, and so innovation?
How can the clean house approach overcome challenges associated with adoption and adaptation of new routines/procedures?
How can organizations deal with disruptions in processes caused by stopping and restarting IT applications in maintaining the legacy approach?
Which of the four approaches, or a combination of the same, are ideal for organizations to adopt in order to remain competitive in times of economic downturn?
Why is it helpful to classify CIO leadership profiles?
Is strategy more suitable to a CIO role as compared to tactics? Discuss with respect to the four types of CIO profiles.
Is a large budget and investment in IT a prerequisite to having an effective IT Orchestrator CIO?
Is it better to have no CIO than to have an IT Mechanic CIO?
Which ones of the four CIO profiles do you believe can be most effective for IT impact?Is this dependent on the type of organization?
Can (and how can) CIO roles transition among the four CIO profiles?
Are CDO roles only relevant for companies with large R&D budgets?
How is the role of CDOs different from IT executives?
How can CDOs achieve a balance between experimentation and alignment with existing IT initiatives?
Should traditional marketing roles report to the CDO, or should it be the other way around? Is it better to have the CDO as a standalone unit?
Why is it important for organizations to consider having a CDO?
Is interviewing CDOs the best way to find if the role is needed in an organization?
What academic qualification, and/or professional experience do you think is required to acquire the CDO role?
Why is it important to analyze and assess the conceptualization of a phenomenon?
What is meant by the sensitizing lens, and how was it used in for the study?
Discuss how ‘human agency’ is important in the management of information systems.
Discuss whether IS can be managed or not.
Why is knowledge important to generate value from information systems?
Is building networks the only way to coordinate and integrate knowledge for value generation from information systems?
Which among the three types of organizing logics is the most salient for generating value from information systems?
Why is the conceptualization and assessment of information systems important for practitioners?
How does social media alter the communication and strategizing in organizations?
Is the process of strategizing shifting to inclusive and transparent? What is the role of social media in such a shift? How does such shift affect power redistribution in organizations?
Using the Power Matrix (chapter 10), analyze what is the role of actors (strategists and social media users) and IS (social media) and how do these affect strategizing?
Could resistance be observed in the shift from analogue strategy process to a digital strategy process? Where and how would such resistance get observed?
How would the tensions between feedback from social media and formal structures and norms within organizations get resolved? How can organizations develop a reflexive organizational capability? Who would manage the development of such capability and help resolve any emerging tensions?
Why the use of social media does not guarantee achieving transparency and inclusivity in organizations?
How can organizations achieve affiliation and commitment of the workforce? How can workforce get retained? What is the role of socialization programs? How can these get achieved through using enterprise social media?
How can ESM be used to convey the organizational culture and mission? Discuss the interlinkage between organizational culture and new hires. How are these affected through the use of ESM?
What power dynamics and redistribution are observed when using ESM?
Why the same affordances have different effects on various users and non-users? Could these effects get achieved using different affordances and mechanisms?
Would such socialization programs have different effects in different organizations?What are the contingent conditions for their success? How should such programs get implemented and managed?
What should the management involvement in these programs entail to ensure these are successful and sustainable?
What do you think the role of AI will entail in the future? Would AI and big data be useful in high pressure, uncertainty and turbulent environment/conditions?
How are knowledge-intensive professions changing because of increased digitalization, use of decision support systems and big data?
Utilize the Power Matrix (chapter 10) to evaluate the role of the Chief Strategist and the Decision Support System in strategic decision-making. How is power redistributed?
What is the role of organizational culture, distributed cognition, social material practice, affordances, technology and judgement in strategic decision-making? How does organizational culture affect knowledge sharing and strategic decision-making?
How should decision-makers use algorithms and big data to inform decisions?
How could technology and big data be used to avoid errors and for prospective decision-making, rather than retrospective as outlined in the chapter?
Showing 400 - 500
of 469
1
2
3
4
5
Step by Step Answers
Get 50% OFF
Claim Now
