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Effective Deployment (effective + deployment)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Whose job is it anyway?: organizational information competencies for value creation

INFORMATION SYSTEMS JOURNAL, Issue 4 2000
Joe Peppard
Abstract. Research highlights that most business managers continue to be dissatisfied with the value they perceive they are deriving from their organization's information systems investments. On examining the literature, the dominant perspective is that creating value through information systems is primarily the responsibility of the IS function. Accordingly, to address this chronic malaise, attention generally focuses on the IS function with proposed prescriptions ranging from re-skilling the IS professional through re-engineering the IS function to the ultimate sanction of outsourcing. This paper examines the problem of value creation from IS investments from an organizational as opposed to an IS functional perspective. Drawing on resource-based theory, the paper argues that the effective deployment and exploitation of information should be viewed as a ,strategic asset'. To leverage value from IS, the paper proposes that organizations must recognize and develop information competencies and that the elements of these competencies are distributed throughout the organization and not solely resident in the IS function. Through a multimethodological approach these information competencies are identified and described. The resultant competencies are then studied in an organizational context. The paper ends by drawing conclusions and articulating further research directions and opportunities [source]

Synovial, chondropathic, depositional: The radiological categories of arthritis.

JOURNAL OF MEDICAL IMAGING AND RADIATION ONCOLOGY, Issue 4 2000
A review
SUMMARY The accepted optimum logic frame for complex diagnostic problems is sequential hypothesis testing. The X-ray diagnosis of arthritis has now become sufficiently complex to make this the procedure of choice, but standard classifications of arthritis lack the discriminatory power needed for its effective deployment. This obstacle can be overcome if these standard classifications are replaced by a more discriminant classification based on radiologically identifiable discriminators. This classification divides arthritis into three groups: synovial, chondropathic and depositional. The initial categorization is usually made fairly simply from two or three markers, of which the most important is the site of any erosions present. Once categorized, the subsequent analysis can proceed in an approximately binary manner using the discriminators appropriate for that category. The use of this radiological classification simplifies the diagnostic approach, reduces the workload, and provides the algorithm needed for sequential hypothesis testing. [source]

Do VIP programs always work well?

PSYCHOLOGY & MARKETING, Issue 7 2009
The moderating role of loyalty
This paper addresses some important issues involving the effective deployment of ever-increasing VIP program budgets. Recent research results on the effects of VIP programs have been somewhat mixed. Some studies have found a positive influence on consumer behavior, while others report no significant impact. The purpose of this research is to provide a possible explanation for such contradictory evidence in the literature. The results of this study reveal that customer responses to VIP programs depend on their loyalty traits. Specifically, two loyalty dimensions,behavioral loyalty and attitudinal loyalty,interact with each other in moderating the impact of VIP programs on customer response. A VIP program may produce positive results even for customers who are low in behavioral loyalty, with low spending levels, if their attitudinal loyalty is high. Conversely, such a program may not produce significant results even for high-spending customers if their attitudinal loyalty is not high enough. Thus, analysis that overlooks the moderating role of loyalty dimensions may have led to erroneous conclusions. Finally, at the managerial level, this paper points out the potential problems of relying solely on behavioral loyalty measures, such as purchase amount, in identifying VIP customers. © 2009 Wiley Periodicals, Inc. [source]

Performance of Global New Product Development Programs: A Resource-Based View

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2007
Elko J. Kleinschmidt
Gaining a competitive edge in today's turbulent business environment calls for a commitment by firms to two highly interrelated strategies: globalization and new product development (NPD). Although much research has focused on how companies achieve NPD success, little of this deals with NPD in the global setting. The authors use resource-based theory (RBT),a model emphasizing the resources and capabilities of the firm as primary determinants of competitive advantage,to explain how companies involved in international NPD realize superior performance. The capabilities RBT model is used to test how firms achieve superior performance by deploying organizational capabilities to take advantage of key organizational resources relevant for developing new products for global markets. Specifically, the study evaluates (1) organizational NPD resources (i.e., the firm's global innovation culture, attitude to resource commitment, top-management involvement, and NPD process formality); (2) NPD process capabilities or routines for identifying and exploiting new product opportunities (i.e., global knowledge integration, NPD homework activities, and launch preparation); and (3) global NPD program performance. Based on data from 387 global NPD programs (North America and Europe, business-to-business), a structural model testing for the hypothesized mediation effects of NPD process capabilities on organizational NPD resources was largely supported. The findings indicate that all four resources considered relevant for effective deployment of global NPD process capabilities play a significant role. Specifically, a positive attitude toward resource commitment as well as NPD process formality is essential for the effective deployment of the three NPD process routines linked to achieving superior global NPD program performance; a strong global innovation culture is needed for ensuring effective global knowledge integration; and top-management involvement plays a key role in deploying both knowledge integration and launch preparation. Of the three NPD process capabilities, global knowledge integration is the most important, whereas homework and launch preparation also play a significant role in bringing about global NPD program success. Tests for partial mediation suggest that too much process formality may be negative and that top-management involvement requires careful focus. [source]