Discussion: Shared Practice—Driving Value of Business Information Systems Through Process-Oriented Organization
Discussion: Shared Practice—Driving Value of Business Information Systems Through Process-Oriented Organization
For this Discussion, read the case study “Creating a Process-Oriented Enterprise at Pinnacle West”.
By Day 3
Based on your reading and analysis of the case study, post your response to the following:
- What challenges does Brown, the CIO, face in creating a process-oriented organization?
- What are the requirements for creating a process-oriented culture in an organization? To what extend does Pinnacle West address these requirements? Where is it lacking?
- Is it necessary to push the process-oriented culture to the entire company, or is having a process-oriented information technology organization sufficient for driving value from business information systems?
- What lessons can you learn from the Pinnacle West case, and how might you apply those at your organization? How effective is management at promoting a process-oriented culture? What could management do better or improve upon to create or implement enterprise-wide business information systems? Provide specific examples to support your observations.
Please be specific, and use citations and references as appropriate and necessary.
Required Readings
Bélanger, F., Van Slyke, C., & Crossler, R. (2019). Information systems for business: An experiential approach, 3e. Burlington, VT: Prospect Press.
- Chapter 2 (pp 27 – 29): How Information Systems Facilitate Organizational Change
- Chapter 11: Information-Based Business Processes
Chen, S., & Chang, B. (2012). The effects of absorptive capacity and decision speed on organizational innovation: A study of organizational structure as an antecedent variable. Contemporary Management Research, 8(1), 27–50.
Using an empirical structural equations model, this paper takes a close look at how organizational structure affects organizational absorptive capacity, as well as the speed with which optimal business and IT decisions can be made.
Hashjeen, T., Shoghi, B., Shafizadeh, R., & Eisapourchalanbar, H. (2013). The relationship between organizational structure and employee creativity. Australian Journal of Basic & Applied Sciences, 7(2), 237–242.
This study analyzes the relationship between various dimensions of organizational structure and employee creativity.
Papaioannou, T. (2011). Technological innovation, global justice and politics of development. Progress In Development Studies, 11(4), 321-338.
The goal of this article is to bolster the relationship between technological innovation and global justice, two fundamental human and organizational needs that have been at odds with each other historically.
Raghu, T. S. (2010). Creating a process-oriented enterprise at Pinnacle West (Ivey Publishing Case Study No. 9B10E002).
This case study explores the process change efforts initiated by the vice president and chief information officer at Pinnacle West, an energy services company. The study chronicles how the vice president worked toward a wider rollout of a process-oriented strategy throughout Pinnacle West and the issues he had to consider, including change management competency and achieving buy-in from key stakeholders.
Rahmati, V., Darouian, S., & Ahmadinia, H. (2012). A review on the effect of culture, structure, technology, and behavior on organizations. Australian Journal of Basic & Applied Sciences. 6(3), 128–135.
In this study, the authors discuss the relationship between organizational behavior, culture, and structure. They go on to examine various approaches to the world of work at both organizational and unit levels.
Thamhain, H. J. (2011). Critical Success Factors for Managing Technology-Intensive Teams in the Global Enterprise. Engineering Management Journal, 23(3), 30-36.
This field study analyzes the challenges of managing culturally diverse and globally dispersed project teams within technology-intensive product developments. The authors discuss some significant variables managers and business leaders are faced with in establishing organizational unity.
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