Information Technology and Organizational Learning : Managing Behavioral Change in the Digital Age / Arthur M. Langer.

Format:

Book

Author/Creator:

Langer, Arthur M., author.

Language:

English

Subjects (All):

Organizational learning.

Information technology--Management.

Information technology.

Physical Description:

1 online resource (339 pages)

Edition:

Fourth edition.

Place of Publication:

Boca Raton, FL : CRC Press, [2024]

Summary:

Because digital and information technology (IT) has become a more significant part of strategic advantage and workplace operations, information systems personnel have become key to the success of corporate enterprises, particularly with the pursuit of becoming more "digital." This book focuses on the vital role that technology must play in the course of organizational development and learning and on the growing need to integrate technology, particularly digital technology, fully into the culture of all organizations. Fundamentally this fourth edition takes an even stronger position than the previous editions that organizational learning is crucial to the success of what has been coined "digital transformation." Companies are struggling to understand what it means to "be digital." Their technology personnel go far beyond the traditional IT staff into areas such as artificial intelligence (AI), machine learning (ML), and natural language processing (NL). These three functions now fall under the auspices of "data science," which is now at the center of allowing companies to become more data dominant as is necessary for survival. While traditional IT personnel have long been criticized for their inability to function as part of the business, they are now vital to assist in the leadership of digital transformation. It could be a costly error to underestimate the technical skills needed by IT staff to ensure successful digital transformation. In fact, subsequent chapters will highlight the technical challenges needed to build new architectures based on 5G, blockchain, cloud computing, and eventually quantum processing. The challenge then is to integrate business and technical IT staff via cultural assimilation and to strategically integrate advanced computing architectures. This fourth edition includes new topics such as the future of work that addresses the challenges of assimilating multiple generations of employees and how to establish working cultures that are more resilient and adaptive and can be configured as a platform driven by data assets.

Contents:

Cover

Half Title

Title Page

Copyright Page

Table of Contents

Foreword

Acknowledgments

About the Author

Introduction

Background

Chapter 1: The "Ravell" Corporation

A new approach

The blueprint for integration

Enlisting support

Assessing progress

Resistance in the ranks

Line management to the rescue

IT begins to reflect

Defining an identity for information technology

Implementing the integration: a move toward trust and reflection

Key lessons

Defining reflection and learning for an organization

Working toward a clear goal

Commitment to quality

Teaching staff "not to know"

Transformation of culture

Alignment with administrative departments

Conclusion

Chapter 2: The IT dilemma

Recent background

IT in the organizational context

IT and organizational structure

The role of IT in business strategy

Ways of evaluating IT

Executive knowledge and management of IT

IT: a view from the top

Section 1: Chief executive perception of the role of IT

Section 2: Management and strategic issues

Section 3: Measuring IT performance and activities

General results

Defining the IT dilemma

Recent developments in operational excellence

Note

Chapter 3: Technology as a variable and responsive organizational dynamism

Technological dynamism

Responsive organizational dynamism

Strategic integration

Summary

Cultural assimilation

IT organization communications with "others"

Movement of traditional IT staff

Technology business cycle

Feasibility

Measurement

Planning

Implementation

Evolution

Drivers and supporters

Santander versus Citibank

Information technology roles and responsibilities

Replacement or outsource

Note.

Chapter 4: Organizational learning theories and technology

Learning organizations

Communities of practice

Learning preferences and experiential learning

Social discourse and the use of language

Identity

Skills

Emotion

Linear development in learning approaches

Chapter 5: Managing organizational learning and technology

The role of line management

Line managers

First-line managers

Supervisor

Management vectors

Knowledge management

Change management

Change management for IT organizations

Social networks and information technology

Chapter 6: Digital technology platforms and the future of work

Process barriers

Data-centric mindsets and organizational resilience in data platform companies

Understanding organizational resilience's relationship to data platforms

Data platform architecture and resilience

Proliferation of data platforms

Data platforms and leadership

Product leadership

Data platform executive leadership

Intrapreneurism versus entrepreneurism

Vision versus reason

Steering and build-measure-learn

Accelerate

Common leadership strategies

Intrapreneurial leadership considerations based on types of data platforms

Chapter 7: Virtual teams and outsourcing

Status of virtual teams

Management considerations

Dealing with multiple locations

Externalization

Internalization

Combination

Socialization

Externalization dynamism

Internalization dynamism

Combination dynamism

Socialization dynamism

Dealing with multiple locations and outsourcing

Revisiting social discourse

Chapter 8: Organizational learning, IT, and technology disruptions

Siemens AG

Aftermath

ICAP

Five years later

General Electric (GE).

Background

The GE strategy

GE's experiment

What went wrong?

Challenges in becoming a software company

Effective use of new technologies is a critical aspect for the success of any new platform

FedEx: digital transformation through application innovation

New strategies

Chapter 9: Forming a cyber security culture

History

Talking to the board

Establishing a security culture

Understanding what it means to be compromised

Cyber security dynamism and responsive organizational dynamism

Cyber strategic integration

Cyber cultural assimilation

Organizational learning and application development

Cyber security risk

Risk responsibility

Driver/supporter implications

Chapter 10: Digital transformation and changes in consumer behavior

Requirements without users and without input

Concepts of the S-curve and digital transformation analysis and design

Organizational learning and the S-curve

The IT leader in the digital transformation era

How technology disrupts firms and industries

Dynamism and digital disruption

Critical components of "Digital" organization

Assimilating digital technology operationally and culturally

Chapter 11: Integrating multiple generations of employees to accelerate competitive advantage in the digital age

The employment challenge in the digital era

Gen Y population attributes

Advantages of employing millennials to support digital transformation

Integration of Gen Y with baby boomers and Gen X

Designing the digital enterprise

The new digital natives: Gen Z

Assimilating Gen Y and Z talent from underserved and socially excluded populations

Langer workforce maturity arc

Theoretical constructs of the LWMA.

The LWMA and action research

Implications for new pathways for digital talent

Demographic shifts in talent resources

Economic sustainability

Integration and trust

Global implications for sources of talent

Chapter 12: Toward best practices

Chief IT executive

Definitions of maturity stages and dimension variables in the chief IT executive best practices arc

Maturity stages

Performance dimensions

Chief executive officer

CIO direct reporting to the CEO

Outsourcing

Centralization versus decentralization of IT

CIO needs advanced degrees

Need for standards

Risk management

The CEO best practices technology arc

Definitions of maturity stages and dimension variables in the CEO technology best practices arc

Middle management

The middle management best practices technology arc

Definitions of maturity stages and dimension variables in the middle manager best practices arc

Ethics and maturity

Chapter 13: Conclusion

Glossary

References

Index.

Notes:

Includes bibliographical references and index.

Description based on print version record.

Other Format:

Print version: Langer, Arthur M. Information Technology and Organizational Learning

ISBN:

1-000-99096-6

9781003315896