Information and Communication Technologies Management in Turbulent Business Environments

Information and Communication Technologies Management in Turbulent Business Environments

S.C. Lenny Koh, Stuart Maguire

Copyright: © 2009 |Pages: 442

ISBN13: 9781605664248|ISBN10: 1605664243|EISBN13: 9781605664255

DOI: 10.4018/978-1-60566-424-8

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Koh, S.C. Lenny, and Stuart Maguire. Information and Communication Technologies Management in Turbulent Business Environments. IGI Global, 2009. https://doi.org/10.4018/978-1-60566-424-8

APA

Koh, S. & Maguire, S. (2009). Information and Communication Technologies Management in Turbulent Business Environments. IGI Global. https://doi.org/10.4018/978-1-60566-424-8

Chicago

Koh, S.C. Lenny, and Stuart Maguire. Information and Communication Technologies Management in Turbulent Business Environments. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-424-8

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In today's world, widespread change in business and technology creates a dynamic and chaotic work environment, pushing intelligent use of information communication technologies (ICTs) to succeed.

Information and Communication Technologies Management in Turbulent Business Environments informs today's business managers of important ICT strategy in changing business environments, techniques for effective ICT development, and ICT challenges for the future. A cutting-edge research publication for practitioners, researchers, and academicians, this book covers topics such as e-technology, knowledge management, and security and risk management.

Table of Contents

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Front Materials

Title Page

Copyright Page

Foreword

Preface

Acknowledgment

Chapters

ICT Strategy in Changing Business Environments

Chapter 1

Review of Current ICT Developments (pages 1-21)

S.C. Lenny Koh, Stuart Maguire

The issues that are currently affecting all managers are similar to those facing managers of ICT. The following is a list, though not exhaustive, of the issues confronting organizations in changing business environments as shown in...

Chapter 2

Linking Information to Business Strategies and Decision-Making (pages 22-55)

S.C. Lenny Koh, Stuart Maguire

The ultimate reason why organizations develop information systems is so that their employees can make good decisions. If firms did not make decisions there would be no pressing need to implement systems. We must always make sure that...

Chapter 3

Developing and Implementing an ICT Strategy (pages 56-68)

S.C. Lenny Koh, Stuart Maguire

The introduction of new IS can often have a significant effect on the business practices within an organization. It is important that a lack of understanding of cultural & political issues does not have a detrimental effect on the...

Chapter 4

Strategic Alliance Through the Use of ICT (pages 69-78)

S.C. Lenny Koh, Stuart Maguire

It is important for today’s dynamic organizations to develop a strong and sustainable links with outside organizations and agencies. It may be necessary for your firm to have robust links with your customers and suppliers. It may...

Chapter 5

Planning and Managing ICT Change (pages 79-95)

S.C. Lenny Koh, Stuart Maguire

Information Systems (IS) has borrowed many techniques from other disciplines. However, many of these have been borrowed from areas where the outcome from projects is more certain. Virtually all projects are liable to have changing...

Techniques for Effective ICT Development

Chapter 6

Identifying Opportunities for Using ICT (pages 97-108)

S.C. Lenny Koh, Stuart Maguire

The reason for going ahead with a new information system (IS) development can come from many sources. A new business requirement may force an organization to develop a new IS. An existing IS may be coming to the end of its...

Chapter 7

Introduction to Current Techniques for Effective ICT Development (pages 109-131)

S.C. Lenny Koh, Stuart Maguire

The development of information systems (IS) has for many years been regarded as the domain of the technical expert. In what appears to be a growing number of instances systems appear to be having negative effects on the organization....

Chapter 8

System Development and Project Management (pages 132-147)

S.C. Lenny Koh, Stuart Maguire

Nearly all information systems developments follow a structured approach. This is true of all projects. This chapter takes a critical look at both system development and project management. The development of computer systems is a...

Chapter 9

Critical Success Factors for ICT Development (pages 148-156)

S.C. Lenny Koh, Stuart Maguire

If organizations were good at ICT planning there would not be as many information systems failures. There is a definite need for improved communication and collaboration between individual employees, i.e. for electronic mail, task...

Chapter 10

Impediments to the Successful Implementation of ICT (pages 157-175)

S.C. Lenny Koh, Stuart Maguire

For many organizations, the implementation of a new information system (IS) may be the biggest capital expenditure they undertake. If substantial amounts of capital are committed to these developments it follows that every effort is...

Chapter 11

Learning From Failures (pages 176-206)

S.C. Lenny Koh, Stuart Maguire

Strategic.failures can be defined as failures of achieving the expected benefits from the organizational, size and industrial sectors or countries’ perspectives at a higher level. At an organizational level, such failures could be...

ICT Challenges for the Future

Chapter 12

Drivers and Barriers for ICT Development (pages 208-221)

S.C. Lenny Koh, Stuart Maguire

The Internet Cultural Era (ICE) has driven many Small and Medium sized Enterprises (SMEs) in the UK and Ghana to adopt ICT technology. This competition is particularly fierce in the logistic providers and tourism service industry....

Chapter 13

Current Developments and Diffusions in ICT: ERP, SCM, CRM (pages 222-265)

S.C. Lenny Koh, Stuart Maguire

Although Boeing and Rolls-Royce are operating in the same aerospace industry sector and use ERP, but the ways that they implemented their systems are completely different. Boeing uses big bang and treats ERP as a system...

Chapter 14

E-Technology: E-Business, Intranet, Extranet, Internet (pages 266-284)

S.C. Lenny Koh, Stuart Maguire

Globalisation, modernisation and streamlining paradigms have driven many enterprises to use various e-Technologies in order to improve the performance of existing operations, and compete globally and strategically to enhance...

Chapter 15

Knowledge Management (pages 285-296)

S.C. Lenny Koh, Stuart Maguire

Knowledge.Management can be defined as the critical issues of organisational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organisational processes that seek synergistic...

Chapter 16

Security and Risk Management (pages 297-304)

S.C. Lenny Koh, Stuart Maguire

In information terms, security can be defined as the processes of ensuring that private information remains private and uncompromised in an atmosphere where all other information is free. Security techniques such as encryption...

Selected Readings

Chapter 17

Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity Monitoring at Southern International Airlines (pages 305-325)

S.C. Lenny Koh, Stuart Maguire

Commercial airlines face an extremely challenging operating and competitive environment. To remain in business they must comply with ever-changing regulatory requirements while, at the same time, minimizing their operational costs...

Chapter 18

Competing in the Age of Information Technology in a Developing Economy: Experiences of an Indian Bank (pages 326-350)

S.C. Lenny Koh, Stuart Maguire

This case describes how banking in India has changed after developments in information technology in the last decade. The new private and foreign banks, which are strong in technology, are giving tough competition to old public...

Chapter 19

Developing a Telecommunication Operation Support Systems (OSS): The Impact of a Change in Network Technology (pages 351-375)

S.C. Lenny Koh, Stuart Maguire

The Telecommunications Act of 1996 opened competition in the telecommunications market in the U.S. and forced the incumbent telecommunications companies to open both their physical and logical infrastructure for Competitive Local...

Chapter 20

Nazar Foods Company: Business Process Redesign Under Supply Chain Management Context (pages 376-392)

S.C. Lenny Koh, Stuart Maguire

Nazar Group of Companies has been a leading producer and distributor of cookies, crackers, cakes, chocolate, and other products in Turkey for more than 40 years. This case is about the group’s management roles in transforming the...

Chapter 21

The Expansion Plan of TeleDoc: What and How Much of the Technology Employed is to Change? (pages 393-405)

S.C. Lenny Koh, Stuart Maguire

The TeleDoc project of Jivan Institute has combined mobile commerce and the ancient concepts of Ayurveda for treatment of rural residents of India for whom health services are still available only in dreams. Using GPRS network and...

Chapter 22

Process-Aware E-Government Services Management: Reconciling Citizen Business, and Technology Dynamics (pages 406-416)

S.C. Lenny Koh, Stuart Maguire

E-government is becoming a reality rather than a theoretical ambition; however, achieving the e-government anticipated benefits is still illusive, which is exacerbated by the continuous and ever changing business processes, IT, and...

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