January 2005
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5,331 Reads
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11 Citations
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Publications (28)
February 2004
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1,340 Reads
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350 Citations
Business Process Management Journal
Enterprise systems packages have long been associated with process change. However, it was assumed that most organizations would simultaneously design and implement process change while implementing the systems. A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis. After the prerequisites of time, critical mass of functionality, and significant expenditures were taken care of, the factors most associated with achieving value from enterprise systems were integration, process optimization, and use of enterprise-systems data in decision making.
December 2001
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1,253 Reads
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322 Citations
California Management Review
Data remains one of our most abundant yet under-utilized resources. This article provides a holistic framework that will help companies maximize this resource. It outlines the elements necessary to transform data into knowledge and then into business results. Managers must understand that human elements—strategy, skills, culture—need to be attended to in addition to technology. This article examines the experiences of over 20 companies that were successful in their data-to-knowledge efforts. It identifies the critical success factors that must be present in any data-toknowledge initiative and offers advice for companies seeking to build a robust analytic capability.
August 2001
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79 Reads
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15 Citations
Strategy and Leadership
What does it take for an executive to manage effectively in the new economy? While the explosion of Internet-centered business has produced an unrelenting focus on e-commerce strategies, new business models, and processes, surprisingly little attention has been paid to how e-business is changing the competencies needed to manage effectively in this new business environment. The authors describe the findings of research by the Accenture Institute for Strategic Change to discover the unique competencies that managers need to excel in the new economy. While some management competencies have changed little, research shows that e-managers need to develop new or stronger competencies in six key areas: fast decision making; partnering; knowing the technology; staying focused in spite of information overload; making sense of the future; and attracting and retaining talent.
123 Reads
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18 Citations
Contenido: Parte I La naturaleza de la competencia analítica: 1) La naturaleza de competencia analítica 2) ¿Qué hace que un competidor analítico? 3) El análisis y los resultados empresariales; 4) Competir en análisis con los procesos internos; 5) Competir en análisis con procesos externos. -- Parte II La construcción de una capacidad analítica: 6) Una hoja de ruta para mejorar la capacidad de análisis; 7) Gestión de personas analíticas; 8) La arquitectura de la inteligencia de negocios; 9) El futuro de la competencia analítica.
25 Reads
11 Reads
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1 Citation
9 Reads
Citations (23)
... Companies try to systematize processes for numerous significant motives. Inside a firm, standardization can simplify communications regarding business operations, assist easy transfer through process restrictions, and enable comparative measures of performance (Davenport, 2005) [5] . Many scholars think that standardized business processes are better to outsource and that there are experimental clues which indicates the fact that business process standardization decreases the risks of business process ( [9,27,36] . ...
- Citing Chapter
August 2005
... A web questionnaire survey method was adopted in line with other studies on technology adoption and use [28][29][30][31]. Two questionnaires were administered via online surveys to obtain staff perceptions of the expected benefits and drawbacks of ICT chargeback implementation in the Bank. ...
- Citing Article
- Publisher preview available
March 2018
Information Systems Journal
... In particular, Amazon was one of the pioneers in the use of collaborative filtering in the late 1990s. 21 Collaborative filtering consists in creating patterns of consumption to give shopping recommendations. However, the method has many limitations: it cannot determine if the product was bought for the consumer's personal use or for someone else, and it does not allow to confidently predict the products consumers will buy next and the reasons they like this product. ...
- Citing Article
December 2009
MIT Sloan Management Review
... As digital technologies continue to be woven into the fabric of the firm, there is broad consensus that IT consumerization in the workplace is not going away (Griffy Brown, et al., 2019;Harris, et al, 2012). A major component of IT Consumerization is the use of mobile technologies (e.g. ...
- Citing Article
September 2012
MIS Quarterly Executive
... Loud computing has been defined by national institute of standards and technology (NIST) as a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (software, hardware and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction [2]. It is an emerging and fast growing computing paradigm that uses internet technologies to enable and facilitate the provisioning of service-oriented, adaptable and scalable IT-based capabilities to external suscribers or clients [1], [3]. It has evolved primarily three widely referenced and adopted service models. ...
- Citing Article
November 2010
Strategy and Leadership
... ▪ Већа самосталност. Запослени који користе сопствене уређаје за пословне задатке су одговорни за њихову сигурност (антивирус, лозинке, енкрипцију итд.) [17], самосталнији су [18], улажу мањи напор приликом суочавања са препрекама, због чега могу да нађу брже начине за решавање одређених задатака [17]. ▪ Побољшање компетенција [18]. ...
- Citing Article
May 2015
Business & Information Systems Engineering
... Another challenge was faced by Amazon's AI-driven hiring tool, which exhibited gender bias against female applicants. Although not directly related to marketing, this case emphasizes the need for diversity in AI training datasets and the importance of mitigating algorithmic biases (Davenport & Harris, 2007). ...
- Citing Book
March 2007
... Outsourcing data analytics tasks to specialized service providers can help SMEs overcome resource constraints and access advanced analytics capabilities without the need for significant upfront investment in technology and talent. Moreover, collaborating with external partners can provide SMEs with access to domain-specific expertise and industry knowledge, enabling them to derive greater value from their data analytics initiatives (Davenport & Harris, 2007). Furthermore, SMEs can adopt a phased approach to big data analytics implementation, starting with pilot projects or proof-of-concept initiatives to test the feasibility and potential benefits of big data analytics in specific areas of their supply chain operations. ...
- Citing Article
December 2001
California Management Review
... Dynamiczne zdolności analityczne organizacji pomagają wykorzystywać dane, a konkurencja na tym polu dotyczy nie tyle samych danych, ile przyjętych rozwiązań analitycznych. O sukcesie w osiąganiu założonych celów analitycznych danej organizacji w dużej mierze decydują również kompetencje personelu, czyli zbiory wiedzy, zdolności i umiejętności pracowników wykorzystywane do właściwych zadań we właściwym czasie [Harris, Craig, Egan 2010]. Korzyści biznesowe płynące z większej wydajności, skuteczności, ekonomiczności działań są zgodne z koncepcją dynamicznych zdolności analitycznych i zależne od umiejętności indywidualnych pracowników, zespołów. ...
- Citing Article
... With the rapid advancement in consumer information technology (CIT) such as smartphones, personal digital assistants (PDA), etc., and the increasing pervasiveness and ubiquity of mobile computing systems, the use of personal devices and consumer information systems (e.g., WhatsApp, Telegram, etc.) at the workplace, known as the Consumerization of IT (CoIT) (Harris et al. 2012;Junglas et al. 2018), has become a common phenomenon (Dang-Pham et al. 2019;Leclercq-Vandelannoitte and Bertin 2018). Some institutions reject it due, in part, to security and privacy concerns (Palanisamy et al. 2020) as well as the management overhead of redundant IT (Harris et al. 2012), others, in particular those with limited resources in the global south (Junglas and Harris 2013) embrace the change and adopt a reversed digital innovation approach termed the "bottom-up" innovation (Barlette et al. 2021;Junglas et al. 2022). Despite the diversity of the drivers for CoIT, a common process underlies the phenomenon -individuals' appropriation of CIT for tasks at the workplace. ...
- Citing Article
May 2013
Communications of the ACM