ORCID Profile
0000-0002-2733-7557
Current Organisation
Deakin University
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Publisher: Academy of Management
Date: 08-2006
Publisher: University of Technology, Sydney
Date: 2018
DOI: 10.5130/ACIS2018.BT
Publisher: Routledge
Date: 04-2016
Publisher: Informa UK Limited
Date: 03-07-2018
Publisher: Elsevier BV
Date: 03-2021
Publisher: Wiley
Date: 2005
DOI: 10.1002/KPM.231
Publisher: IEEE
Date: 2007
Publisher: IGI Global
Date: 2007
DOI: 10.4018/978-1-59904-249-7.CH020
Abstract: The objective of this chapter is to provide an analytical tool to assist organizations in their implementations of Intelligent Knowledge Management Systems (IKMS) along the new product development (NPD) process. Indeed, organizations rely on a variety of systems using Artificial Intelligence to support the NPD process that depends on the maturity stage of both the process and type of knowledge managed. Our framework outlines the technological and organizational path that organizations have to follow to integrate and manage knowledge effectively along their new product development process. In doing so, we also address the main limitations of the systems used to date and suggest the evolution towards a new category of KMS based on artificial intelligence that we refer to as Intelligent Knowledge Management Systems. We illustrate our framework with an analysis of several case studies.
Publisher: SAGE Publications
Date: 12-2006
DOI: 10.1057/PALGRAVE.JIT.2000080
Abstract: The misalignment of information systems (IS) components with the rest of an organization remains a critical and chronic unsolved problem in today's complex and turbulent world. This paper argues that the coevolutionary and emergent nature of alignment has rarely been taken into consideration in IS research and that this is the reason behind why IS alignment is so difficult. A view of IS alignment is presented about organizations that draws and builds on complexity theory and especially its focus on coevolution-based self-organized emergent behaviour and structure, which provides important insights for dealing with the emergent nature of IS alignment. This view considers Business/IS alignment as a series of adjustments at three levels of analysis: in idual, operational, and strategic, and suggests several enabling conditions – principles of adaptation and scale-free dynamics – aimed at speeding up the adaptive coevolutionary dynamics among the three levels.
Publisher: IGI Global
Date: 2011
Abstract: The objective of this paper is to provide an overview of the current state of theory and practice on valuing Knowledge-Based Initiatives (KBI). Drawing on the literature concerning IT and business value, this paper summarizes what is known about valuing IT-based initiatives, discusses the specificity of KBI and outline main challenges that continue to limit research in this area. This paper also examines how managers deal with these challenges and what metrics they use to assess knowledge value. These managerial insights are derived from interviews as well as empirical analysis of several Silicon Valley firms. This paper gives an emerging approach for valuing KBI and illustrates its implementation with a case study from IBM.
Publisher: Elsevier BV
Date: 04-2023
Publisher: Emerald
Date: 2006
DOI: 10.1108/09593840610649952
Abstract: Existing literature acknowledges information systems development (ISD) to be a complex activity. This complexity is magnified by the continuous changes in user requirements due to changing organizational needs in changing external competitive environments. Research findings show that, if this increasing complexity is not managed appropriately, information systems fail. The paper thus aims to portray the sources of complexity related to ISD and to suggest the use of complexity theory as a frame of reference, analyzing its implications on information system design and development to deal with the emergent nature of IS. Conceptual analysis and review of relevant literature. This article provides a conceptual model explaining how top‐down “official” and bottom‐up “emergent” co‐evolutionary adaptations of information systems design with changing user requirements will result in more effective system design and operation. At the heart of this model are seven first principles of adaptive success drawn from foundational biological and social science theory: adaptive tension, requisite complexity, change rate, modular design, positive feedback, causal intricacy, and coordination rhythm. These principles, translated into the ISD context, outline how IS professionals can use them to better enable the co‐evolutionary adaptation of ISD projects to changing stakeholder interests and broader environmental changes. This paper considers and recognizes the different sources of complexity related to ISD before suggesting how they could be better dealt with. It develops a framework for change to deal with the emergent nature of ISD and enable more expeditious co‐evolutionary adaptation.
Publisher: Chandos Publishing
Date: 2008
Publisher: Elsevier BV
Date: 06-2004
Publisher: Elsevier BV
Date: 12-2019
Publisher: IEEE
Date: 2008
No related grants have been discovered for Hind Benbya.