Tables ISM

Figure 4.1 Framework for work design.
(c) John Wiley & Sons
(c) 2013 John Wiley & Sons, Inc.
Figure 4.3 Changes to supervision, evaluation, compensation, and hiring.

Traditional Approach:
Subjective Observation
Newer Approach: Objective

Assessment
Supervision
Personal and informal. Manager

is usually present or relies on
others to ensure that employee
is present and productive.
Electronic or assessed by
deliverable. As long as the
employee is producing value, he
does not need formal supervisions.
Evaluation
Focus is on process through

direct observation. Manager
sees how employee performed at
work. Subjective (personal)
factors are very important.
Focus is on output by deliverable

(e.g., produce a report by a certain
date) or by target (e.g., meet a
sales quota). As long as
deliverables are produced and/or
targets are achieved, the
employee is meeting performance
expectations adequately.
Subjective factors may be less
important and harder to gauge.
Compensation
and Rewards
Often individually-based.
Often team-based or contractually

spelled out.
Hiring
Personal with little reliance on

computers. Often more reliance
on clerical skills.
Often electronic with recruiting

websites and electronic testing.
More information-based work that
requires a higher level of IT skills.
John Wiley & Sons
Figure 4.4 Driving factors of telecommuting and virtual teams.

Driver
Effect
Shift to knowledge-based work
Eliminates requirement that certain work

be
performed in a specific place.
Changing demographics and lifestyle

preferences
Provides workers with geographic- and

time-shifting flexibility.
New technologies with enhanced

bandwidth
Makes remotely performed work practical

and
cost-effective.
Reliance on web
Provides workers with the ability to stay

connected to co-workers and customers,
even on
a 24/7 basis.
Energy concerns
Reduces the cost of commuting for

telecommuters and reduces energy costs
associated with real estate for companies.
John Wiley & Sons
Figure 4.5 Advantages and disadvantages of telecommuting.

Employee Advantages of
Telecommuting
Potential Problems
Reduced stress due to increased ability to

meet schedules, heightened morale, and
lower absenteeism
Harder to evaluate performance, increased

stress from inability to separate work from
home life
Geographic flexibility
Employee may become disconnected

from company culture
Higher personal productivity
Telecommuters are more easily replaced

by electronic immigrants
Housebound individuals can join the

workforce
Not suitable for all jobs or employees
John Wiley &

Sons
Figure 4.6 Key activities in the life cycle of virtual teams.
John Wiley & Sons

Figure 4.7 Comparison of challenges facing virtual and traditional teams.

Challenges
Virtual Teams
Traditional Teams
Communications
Multiple zones can lead to greater

efficiency and communication
difficulties.
Teams are located in same time

zone. Scheduling is less difficult.
Communication dynamics (e.g.,

non-verbal) are altered.
Teams may use richer

communication media.
Team members must have

proficiency across a wide range of
technologies.
Technology is not critical, and

tools are not essential for
communications.
Technology offers an electronic

repository.
Electronic repositories are not

typically used.
Work group effectiveness may be

more dependent on alignment of
the group and technologies used.
Task technology fit may not be as

critical.
Members typically come from

different organizations and/or
cultures which makes it:
Because members are more

homogeneous, group identity is
easier to form.
-Harder to establish a group

identity.
-Necessary to have better
communication skills.
-More difficult to build trust,
norms, etc.
Because of commonalities,
communications are easier to
complete successfully.
Technology
Team Diversity
John Wiley & Sons
Figure 4.8 Stages and steps in change management.
John Wiley & Sons
Figure 4.9 Simplified technology acceptance model 3 (TAM3).
Source: Viswanath Venkatest and Hilol Bala, Technology Acceptance Model 3 and a Research Agenda on
Interventions, Decision Sciences (2008), 39(2), 276.
Figure 11.1 The relationships between data, information, and knowledge.
Figure 11.2 Taxonomy of knowledge.
Figure 11.3 The value of managing knowledge.
Figure 11.4 Examples of explicit and tacit knowledge.
Figure 11.5 The four modes of knowledge conversion.
Figure 11.6 Components of business analytics.
Figure 11.7 Analytical capabilities maturity levels.
Figure 1.3 Three strategies for achieving competitive

advantage.
FIGURE 1.4: Summary of strategic approaches and IT

applications
Strategic Key Idea

Approac
h
Application to
Information Systems
Porters
generic
strategies
Firms achieve competitive

advantage through cost
leadership, differentiation,
or focus
Dynamic
environme
nt
strategies
Speed, agility, and

aggressive moves and
countermoves by a firm
create competitive
advantage
Understanding which
strategy is
chosen by a firm is critical to
choosing IS to complement
the strategy
IS are critical to achieving
the speed needed for moves
and countermoves.
IS are in a constant state of
flux or development
Figure 1.5 The Business Diamond
Figure 1.8 Managerial levers
FIGURE 1.7: Summary of organizational strategy frameworks .
Framewo Key Idea

rk
Usefulness in IS
Discussions
Business
diamond
There are four key

components to an
organizations design:
people, structure, tasks,
and information/control
Managerial
levers
Organizational variables,
control variables, and
cultural variables are the
levers managers can use
to affect
change in their
organization
Using IS in an organization will

affect each of these
components. Use this
framework to identify where
these impacts are likely to
occur
This is a more detailed model
than the Business diamond
and gives specific areas where
IS can be used to manage the
organization and to change
the organization
FIGURE 1.8: IS strategy matrix.
What
Hardware
Who
Where
List of physical
Individuals who use it Physical location
components of the system Individuals who
manage it
Software
List of programs,
Individuals who use it What hardware it
applications, and utilities
Individuals who
resides upon and
manage it
where that
hardware is
located
Networkin Diagram of how hardware Individuals who use
Where the nodes
g
and software components it/ Individuals who
are located,
are connected
manage it/Company where the wires
service obtained from and other
transport media
are located
Bits of information stored
Data
Individuals who use
Where the
in the system
it
information
resides
Individuals who
manage it
Figure 2.1 Mission statements of computer companies
Primary
role of IT
Era I
1960s
Era II
1970s
Era III
1980s
Era IV
1990s
Era V
2000+
Era VI
2100+
Efficiency
Effectiveness
Strategic
Strategic
Value
creation
Value
creation
Automate
existing
paper-based
processes
Solve
problems
and create
opportunities
Increase
individual
and group
effectiveness
Transform
industry/
organization
Create
collaborative
partnerships
Community
and social
business
Increasing
productivity
and better
decision
quality
Organization/
group
Competitive
position
Competitive
position
Adding value
Creating
relationships
Individual
manager/
group
Business
processes
ecosystem
Customer/
supplier
ecosystem
Data driven
User driven
Business
driven
Knowledge
driven
Customer/
employee
supplier
ecosystem
People
driven
(or
relationship
driven)
Justify IT
ROI
expenditures
Target of
systems
Organization
Information
models
Application
specific
Figure 2.1 Mission statements of computer companies

(Cont.)
Era I
1960s
Era II
1970s
Era III
1980s
Era IV
1990s
Era V
2000+
Era VI
2100+
Dominate
technology
Mainframe,
centralized
intelligence
Minicomputer,
mostly
centralized
intelligence
Microcomputer,
decentralized
intelligence
Client
Server,
distributed
intelligence
Internet,
global
ubiquitous
intelligence
Social
platforms,
social
networks,
mobile,
cloud
Basis of
value
Scarcity
Scarcity
Scarcity
Plentitude
Plentitude
Plentitude
Underlying
economics
Economics
of
information
bundled with
economics of
things
Economics
of
information
bundled with
economics of
things
Economics
of
information
bundled with
economics of
things
Economics of
information
separated
from
economics of
things
Economics of
information
separated
from
economics of
things
Economics of
relationships
bundled with
economics of
information
Figure 2.2 Information resources

Type of Information
Definition
Example
Resource
IT Asset
Anything that can be used by a firm in its processes for creating,

producing and/or offering its products (goods or services)
IS infrastructure
Base foundation of the IT

portfolio shared through the
firm
Data that is logically related and
organized in a structured form
accessible and able for decision
making purposes.
Information
repository
Hardware, software, network, data

components, proprietary technology,
web-based services
Critical information about customers that
can be used to gain strategic advantage.
Much of this information is increasingly
available on the web.
IT Capability
Something that is learned or developed over time in order for the firm to
create, produce or offer it products in IT assets
Technical skill
Ability applied to designing,

developing and implementing
information systems
Ability to managing IT function
and IT projects
IT management
skills
Relationship skills
Ability of IS specialists to work

with parties outside the IS
department.
Proficiency in systems analysis and

design; programming skills
Being knowledgeable about business
processes and managing systems to
support them; evaluating technology
options; envisioning creative IS solutions
to business problems
Spanning: having a good relationship
between IT and business managers
Externally-forced: have a good
relationship with an outsourcing vendor
Figure 2.3 Five competitive forces with potential

strategic use of information resources.
Figure 2.4 Application of five competitive forces model for Zara .

Competitive
Force
IT Influence on Competitive Force
Threat of New
Entrants
Zaras IT supports its tightly-knit group of designers, market specialists, production

managers and production planners. New entrants are unlikely to provide IT to
support relationships that have been built over time. Further it has a rich information
repository about customers that would be hard to replicate.
With its constant infusion of new products, buyers are drawn to Zara stores. Zara
boasts more than 11,000 new designs a year, whereas competitors typically offer
only 2,000 4,000. Further, because of the low inventory that the Zara stores stock,
the regulars buy products they like when they see them because they are likely to be
gone the next time they visit the store. More recently Zara has employed laser
technology to measure 10,000 women volunteers so that it can add the
measurements of real customers into its information repositories. This means that
the new products will be more likely to fit Zara customers.
Its computer-controlled cutting machine cuts up to 1000 layers at a time. It then
sends the cut materials to suppliers who sew the pieces together. The suppliers
work is relatively simple and many suppliers can do the sewing. Thus, the pool of
suppliers is expanded and Zara has greater flexibility in choosing the sewing
companies. Further, because Zara dyes 50% of the fabric in its plant, it is less
dependent on suppliers and can respond more quickly to mid-season changes in
customer color preferences.
Industry competitors long marketed the desire of durable, classic lines. Zara forces
on meeting customer preferences for trendy, low-cost fashion. It has the highest
sales per square foot of any of its competitors. It does so with virtually no advertising
and only 10% of stock is unsold. It keeps its inventory levels very low and offers
new products at an amazing pace for the industry (i.e., 15 days from idea to
shelves). Zara has extremely efficient manufacturing and distribution operations.
Zara offers extremely fashionable lines that are only expected to last for
approximately 10 wears. It offers trendy, appealing apparel at a hard-to-beat price.
Bargaining
Power of Buyers
Bargaining
Power of
Suppliers
Threat of
Substitute
Products
Industrial
Competitors
Figure 2.5 Value chain of the firm.
Figure 5.2 Sample business process.
John Wiley & Sons
Figure 5.3 Cross-functional nature of business processes.
John Wiley & Sons
Figure 5.4 Comparison of silo perspective and business process perspective.
Silo Perspective
Business Process
Perspective
Definition
Self-contained functional units

such as marketing, operations,
finance, etc.
Interrelated, sequential set of

activities and tasks that turn
inputs into outputs
Focus
Functional
Cross-functional
Goal
Accomplishment
Optimizes functional goals, which

might be suboptimal
organizational goals
Optimizes organizational goals

or the big picture
Benefits
Highlighting and developing core

competencies; functional
efficiencies
Avoiding work duplication and

cross-functional communication
gaps; organizational
effectiveness
John Wiley & Sons
Figure 5.6 Sample BPM architecture.
Source: Adapted from

www.appian.com
Figure 5.7 Appian BPM suite.
Figure 5.8 Enterprise systems and the processes they automate.
Figure 10.2 Relationships among project stakeholders.
Figure 10.4 Project leadership vs. project management (PM) process.
) 2013 John Wiley & Sons, Inc.
Figure 10.8 Systems development life cycle (SDLC) phases.
Figure 10.10 Comparison of IT development methodologies.
Figure 10.11 Determinants of commitment for IT projects.
Figure 10.12 Success dimensions for various project types.
Figure 12.1 Three normative theories of business ethics.
Theory
Definition
Metrics
Stockholder
Maximize stockholder wealth

in legal and non-fraudulent
manners.
Will this action maximize stockholder

value? Can goals be accomplished
without compromising company
standards and without breaking laws?
Stakeholder
Maximize benefits to all

stakeholders while weighing
costs to competing interests.
Does the proposed action maximize

collective benefits to the company?
Does this action treat one of the
corporate stakeholders unfairly?
Social contract
Create value for society in a

manner that is just and
nondiscriminatory.
Does this action create a net benefit

for society? Does the proposed action
discriminate against any group in
particular, and is its implementation
socially just?
Figure 12.2 Masons areas of managerial control.
Area
Critical Questions
Privacy
What information must a person reveal about oneself to others?

What information should others be able to access about youwith or
without your permission?
What safeguards exist for your protection?
Accuracy
Who is responsible for the reliability and accuracy of information?

Who will be accountable for errors?
Property
Who owns information?

Who owns the channels of distribution, and how should they be regulated?
Accessibility
What information does a person or an organization have a right to obtain?

Under what conditions? With what safeguards?
Security
Category
Security
Tools
Definition
Hardware
system
security and
controls
Firewalls
A computer set up with both an internal network card

and an external network card. This computer is set up to
control access to the internal network and only lets
authorized traffic pass the barrier.
Encryption
and
decryption
Cryptography or secure writing ensures that information

is transformed into unintelligible forms before
transmission and intelligible forms when it arrives at its
destination to protect the informational content of
messages.
Anonymizing
tools and
Pseudonym
agents
Tools that enable the user to navigate the Internet either

anonymously or pseudonymously to protect the identity
of individuals.
Network
operating
system
software
The core set of programs that manage the resources of

the computer or network often have functionality such as
authentication, access control, and cryptology.
Security
information
managemen
t
A management scheme to synchronize all mechanisms

and protocols built into network and computer operating
systems and protect the systems from unauthorized
access.
Server and
browser
software
Mechanisms to ensure that errors in programming do

not create holes or trapdoors that can compromise
websites.
Network and
software
security
controls
Figure 12.3 Security and control tools.
Figure 12.3 (Cont.)
Security
Category
Security Tools
Definition
Broadcast
medium security
and controls
Labeling and rating

software
The software industry incorporates

Platform for Internet Content Selection
(PICS) technology, a mechanism of
labeling web pages based on content.
These labels can be used by filtering
software to manage access. Also, online
privacy seal programs such as Truste that
inform users of online vendors privacy
policies and ensures that policies are
backed and enforced by reputable third
parties.
Filtering/blocking
software
Software that rates documents and web

sites that have been rated and contain
content on a designated filters black
list and keeps them from being displayed
on the users computer.
Figure 6.1 From abstract to concrete building vs. IT.
John Wiley & Sons
Figure 6.2 From strategy to business requirements.
John Wiley & Sons
Figure 6.3 Infrastructure and architecture analysis framework with sample questions.
Figure 6.4 Common architectures.
John Wiley & Sons
Figure 6.5 Framework application to TennisUp.

What
Architecture
Infrastructure
Who
Architecture
Where
Infrastructure
Architecture
Infrastructure
Hardware
What kind of
supplemental
server capacity
will the new EDI
transactions
require?
Will TennisUps
current dual CPU
NT servers handle
the capacity, or will
the company have
to add additional
CPUs and/or disks?
NA
Who is
responsible for
setting up
necessary
hardware at the
partner site?
Where does
responsibility for
owning and
maintaining EDI
hardware fall
within TennisUp?
Which hardware
components will
need to be replaced
or modified to
connect to the new
EDI hardware?
Software
What parts of
TennisUps
software
architecture will
the new
architecture affect?
Will TennisUps
current Access
database interface
adequately with the
new EDI software?
Who knows the

current software
architecture well
enough to manage
the EDI
enhancements?
Who will do any

new SQL coding
required to
accommodate the
new software?
NA
Where will software

patches be required
to achieve
compatibility with
changes resulting
from new software
components?
Network
What is the
anticipated volume
of transactions
between TennisUp
and its
manufacturing
partners?
High volume may

require leased lines
to carry transaction
data; dial-up
connections may
suffice for low
volume.
Who is responsible
for additional
networking expense
incurred by partners
due to increased
demands of EDI
architecture?
NA
Where will
security concerns
arise in
TennisUps
current network
architecture?
Where will
TennisUp house
new networking
hardware required
for EDI?
Data
Will data formats

supporting the new
architecture be
compatible with
TennisUps
existing formats?
Which formats must

TennisUp translate?
Who will be
responsible for
using sales data to
project future
volumes to report to
the manufacturing
partner?
Who will be
responsible for
backing up
additional data
resulting from
new architecture?
Where does the

current
architecture
contain potential
bottlenecks given
the changes
anticipated in
data flows?
Does the new

architecture require
TennisUp to switch
from its current
10Base-T Ethernet
to 100Base-T?
Component
Figure 6.6 TennisUPs infrastructure components.

Hardware
3 servers:
Sales
Manufacturing
Accounting
Storage systems
Software
ERP system with
modules for:
Manufacturing
Sales
Accounting
Inventory
Enterprise
Application
Integration (EAI)
software
Network
Cable modem to
ISP
Dial-up lines for
backup
Data
Database:
Sales
Manufacturing
Accounting
Routers
Hubs
Switches
Firewalls
John Wiley & Sons
Figure 6.7 Sample architectural principles.
Figure 6.8 TennisUps managerial considerations.
Figure 7.1 Business-IT maturity model.
Figure 7.2 IT organization activities and related level of maturity.
Figure 7.2 (Cont.)
Figure 7.3 Global considerations for the IT organization.
Figure 7.4 The CIOs lieutenants.
Figure 7.5 Components of a business case.

Section or
Component
Executive
Summary
Overview and
Introduction
Description
One or two page description of the overall business case document.
Includes a brief business background, the current business situation, a clear

statement of the business problem or opportunity, and a recommended solution at a
high level.
Assumptions and Includes issues driving the proposal (could be operational, human resource,
Rationale
environmental, competitive, industry or market trends, financial, or otherwise).
Program Summary Includes a high level and then detailed description of the project, well-defined scope,
objectives, contacts, resource plan, key metrics (financial and otherwise),
implementation plan (high level discussion and potential impacts), and key
components to make this a success.
Financial
Starts with financial summary then includes details such as projected
Discussion and
costs/revenues/benefits, financial metrics, financial model, cash flow statement, and
Analysis
assumptions that went into creating financial statements. Total Cost of Ownership
(TCO) calculations analysis would go in this section.
Benefits and
Starts with business impacts summary then includes details on all non-financial
Business Impacts outcomes such as new business, transformation, innovations, competitive responses,
organizational, supply chain, and human resource impacts.
Schedule and
Outlines the entire schedule for the project, highlights milestones and details
Milestones
expected metrics at each stage (what makes the go/no-go decision at each stage). If
appropriate, this section can also include a marketing plan and schedule (sometimes
this is a separate section).
Risk and
Includes details on risks, risk analysis, and contingencies to manage those risks.
Contingency
Includes sensitivity analysis on the scenario(s) proposed and contingencies to
Analysis
manage anticipated consequences. Includes interdependencies and the impact they
will have on potential outcomes.
Conclusion and
Reiterates primary recommendation and draws any necessary conclusions.
Recommendation
Appendices
Can include any
materials
wereInc.
not directly included in the body of the
(c)backup
2013 John
Wiley that
& Sons,
Figure 7.6 Classification framework for benefits in a business case.
Figure 7.7 Cost-risk-benefit analysis for a business case.
Figure 7.7 (Cont.)
Figure 7.8 Average companys IT portfolio profile.
Figure 7.9 Comparative IT portfolios for different business strategies.
Figure 7.10 Valuation methods.

Valuation Method
Description
Return on Investment (ROI)
ROI= (Estimated lifetime benefits-Estimated lifetime

costs)/Estimated lifetime costs.
Net Present Value (NPV)
Calculated by discounting the costs and benefits for each year of

systems lifetime using present value.
Economic Value Added (EVA)
EVA = net operating profit after taxes.
Payback Analysis
Time that will lapse before accrued benefits overtake accrued and
continuing costs.
Internal Rate of Return (IRR)
Return on the IT investment compared to the corporate policy on

rate of return.
Weighted Scoring Methods
Costs and revenues/savings are weighted based on their strategic

importance, etc.
Prototyping
A scaled-down version of a system is tested for its costs and

benefits.
Game Theory or Role-playing
These approaches may surface behavioral changes or new tasks

attributable to a new system.
Simulation
A model is used to test the impact of a new system or series of

tasks; low-cost method.
Figure 7.11 The Balanced Scorecard perspectives.
Figure 7.12 Balanced scorecard applied to IT departments.
Figure 7.13 Example architecture of a dashboard.
Figure 7.14 Comparison of IT funding methods.
Figure 7.15 TCO component evaluation.
Figure 7.16 Soft costs considerations.
Figure 8.1 Organizational continuum.
Figure 8.2 Advantages and disadvantages of organizational approaches.
Figure 8.3 Federal IT.
Figure 8.4 IS decision rights-accountability gap.
Figure 8.5 Five major categories of IT decisions.

Category
Description
Examples of Effected IS
Activities
IT Principles
High-level statements about how IT is

used in the business.
Participating in setting
strategic direction.
IT Architecture
An integrated set of technical choices to

guide the organization in satisfying
business needs. The architecture is a
set of policies and rules for the use of IT
and plots a migration path to the way
business will be done.
IT Infrastructure
Strategies for the base foundation of
Strategies
budgeted-for IT capability (both
technical and human) shared throughout
the firm as reliable services and
centrally coordinated.
Business Application Specification of the business need for
Needs
purchased or internally-developed IT
applications.
IT Investment &
Decision about how much and where to
Prioritization
invest in IT, including project approvals
and justification techniques.
Establishing architecture
and standards.
Managing Internet and

network services,
providing general support,
managing data, managing
human resources.
Developing and
maintaining IS.
Anticipating new
technologies.
Figure 8.7 Matching information security decisions and archetypes.
Figure 8.8 Components of COBIT and their examples.
Figure 8.9 CIO Tactics for implementing SoX compliance.
Figure 3.1 Organizational design variables.

Variable
Description
Organizational variables
Decision rights
Authority to initiate, approve, implement, and control various types of

decisions necessary to plan and run the business.
Business processes
The set of ordered tasks needed to complete key objectives of the

business.
Formal reporting
relationships
The structure set up to ensure coordination among all units within the
organization.
Informal networks
Mechanism, such as ad hoc groups, which work to coordinate and

transfer information outside the formal reporting relationships.
Control variables
Data
The information collected, stored, and used by the organization.
Planning
The processes by which future direction is established,

communicated, and implemented.
Performance
measurement
and evaluation
Incentives
The set of measures that are used to assess success in the

execution of plans and the processes by which such measures are
used to improve the quality of work.
The monetary and non-monetary devices used to motivate behavior
within an organization.
Cultural variables
Values
The set of implicit and explicit beliefs that underlie decisions made
and actions taken.
Figure 3.4 Comparison of organizational structures

Hierarchical
Flat
Matrix
Description
Bureaucratic w/
defined levels of
management
Decisionmaking pushed
down to lowest
level
Workers
assigned to 2 or
more supervisors
Characteristics
Division of labor
specialization,
unity of
command
Type of
Environment
Best
Supported
Basis of
Structuring
Power
Structure
Key Tech.
Supporting
this
Stable
Certain
Informal roles,
planning and
control; often
sm.,young orgs.
Unstable
Uncertain
Primary
function
Mainframe,
centralized data
and processing
Unstable
Uncertain
Functions and
purpose
Primary function
Centralized
Dual reporting
based on
function/purpose
Centralized
Personal
computers
Networked
Formal/informal
communication
networks that
connect all
Known for
flexibility and
adaptability
Unstable
Uncertain
Networks
Distributed
Distributed
Networks
Intranets and
Internet
Figure 3.5 Levels of culture.
Figure 3.5 National cultural dimensions

GLOBE
DIMENSIONS
DESCRIPTION
RELATIONSHIP TO
HOFSTEDE DIMENSION
UNCERTAINTY
AVOIDANCE
EXTENT TO WHICH MEMBERS OF AN ORGANIZATION OR

SOCIETY STRIVE TO AVOID UNCERTAINTY BY RELIANCE ON
SOCIAL NORMS, RITUALS, AND BUREAUCRATIC PRACTICES
TO ALLEVIATE THE UNPREDICTABILITY OF FUTURE
EVENTS.
SAME AS UNCERTAINTY
POWER DISTANCE
DEGREE TO WHICH MEMBERS OF AN ORGANIZATION OR

SOCIETY EXPECT AND AGREE THAT POWER SHOULD BE
EQUALLY SHARED.
SAME AS POWER DISTANCE
COLLECTIVISM I:
SOCIETAL
COLLECTIVSIM
DEGREE TO WHICH ORGANIZATIONAL AND SOCIETAL

INSTITUTIONAL PRACTICES ENCOURAGE AND REWARD
COLLECTIVE DISTRIBUTION OF RESOURCES AND
COLLECTIVE ACTION.
SAMES AS INDIVIDUALISM/
COLLECTIVISM
COLLECTIVISM II:
IN-GROUP
COLLECTIVISM
DEGREE TO WHICH INDIVIDUALS EXPRESS PRIDE,

LOYALTY AND COHESIVENESS IN THEIR ORGANIZATIONS
OR FAMILIES
TYPE OF COLLECTIVISM FOCUSED ON

SMALL IN-GROUPS
GENERAL
EGALITARIANSIM
EXTENT TO WHICH AN ORGANIZATION OR SOCIETY

MINIMIZES GENDER ROLE DIFFERENCES AND GENDER
DISCRIMINATION
MODIFIED VERSION OF
MASCULINITY/FEMINITY
ASSERTIVENESS
DEGREE TO WHICH INDIVIDUALS IN ORGANIZATIONS OR

SOCIETIES ARE ASSERTIVE, CONFRONTATIONAL AND
AGGRESSIVE IN SOCIAL RELATIONSHIPS
MODIFIED VERSION OF
MASCULINITY/FEMINITY
FUTURE
ORIENTATION

SOCIEITES ENGAGE IN FUTURE-ORIENTED BEHAVIORS
SUCH AS PLANNING, INVESTING IN THE FUTURE, AND
DELAYING GRATIFICATION
SIMILAR TO CONFUCIAN WORK

DYNAMISM BY HOFSTEDE AND BOND
(1988)
PERFORMANCE
ORIENTATION
EXTENT TO WHICH AN ORGANIZATION OR SOCIETY

ENCOURAGES AND REWARDS GROUP MEMBERS FOR
PERFORMANCE IMPROVEMENT AND EXCELLENCE
HUMANE
ORIENTATION

SOCIETIES ENCOURAGE AND REWARD INDIVIDUALS FOR
BEING FAIR, ALTRUISTC, FRIENDLY, GENEROUS, CARING
AND KIND TO OTHERS.
SIMILAR TO KIND HEAREDNESS BY

HOFSTEDE AND BOND (1988)

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Figure 4.1 Framework for work design.

(c) John Wiley & Sons

(c) 2013 John Wiley & Sons, Inc.

Figure 4.3 Changes to supervision, evaluation, compensation, and hiring.

Newer Approach: Objective

Personal and informal. Manager

Focus is on process through

Focus is on output by deliverable

Often team-based or contractually

Personal with little reliance on

Often electronic with recruiting

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(c) 2013 John Wiley & Sons, Inc.

Figure 4.4 Driving factors of telecommuting and virtual teams.

Shift to knowledge-based work

Eliminates requirement that certain work

Changing demographics and lifestyle

Provides workers with geographic- and

New technologies with enhanced

Makes remotely performed work practical

Provides workers with the ability to stay

Reduces the cost of commuting for

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(c) 2013 John Wiley & Sons, Inc.

Figure 4.5 Advantages and disadvantages of telecommuting.

Reduced stress due to increased ability to

Harder to evaluate performance, increased

Employee may become disconnected

Higher personal productivity

Telecommuters are more easily replaced

Housebound individuals can join the

Not suitable for all jobs or employees

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Figure 4.6 Key activities in the life cycle of virtual teams.

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Figure 4.7 Comparison of challenges facing virtual and traditional teams.

Multiple zones can lead to greater

Teams are located in same time

Communication dynamics (e.g.,

Teams may use richer

Team members must have

Technology is not critical, and

Technology offers an electronic

Electronic repositories are not

Work group effectiveness may be

Task technology fit may not be as

Members typically come from

Because members are more

-Harder to establish a group

(c) 2013 John Wiley & Sons, Inc.

John Wiley & Sons

Figure 4.8 Stages and steps in change management.

(c) 2013 John Wiley & Sons, Inc.

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Figure 4.9 Simplified technology acceptance model 3 (TAM3).

(c) 2013 John Wiley & Sons, Inc.

Figure 11.1 The relationships between data, information, and knowledge.

(c) 2013 John Wiley & Sons, Inc.

Figure 11.2 Taxonomy of knowledge.

(c) 2013 John Wiley & Sons, Inc.

Figure 11.3 The value of managing knowledge.

(c) 2013 John Wiley & Sons, Inc.

Figure 11.4 Examples of explicit and tacit knowledge.

(c) 2013 John Wiley & Sons, Inc.