...the motivations that are maintained between the two. With the decentralized nature of terror groups from the main command structure, the ability to begin to...
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...A Framework for Linking the Structure of Information Systems with Organizational Requirements for Information Sharing Author(s): Sunro Lee and Richard P. Leifer Reviewed work(s): Source: Journal of Management Information Systems, Vol. 8, No. 4 (Spring, 1992), pp. 27-44 Published by: M.E. Sharpe, Inc. Stable URL: http://www.jstor.org/stable/40397996 . Accessed: 18/03/2013 20:56 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . M.E. Sharpe, Inc. is collaborating with JSTOR to digitize, preserve and extend access to Journal of Management Information Systems. http://www.jstor.org This content downloaded on Mon, 18 Mar 2013 20:56:30 PM All use subject to JSTOR Terms and Conditions A Framework Linking Structure for the of with Information Systems Organizational for Requirements Information Sharing LEE P. SUNRO ANDRICHARD LEDFER in candidate Management Information at Sunro Lee is a doctoral Systems Rensselaer His research interests include Institute. current issuesin methodological Polytechnic andtesting, decision information...
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...and seemingly un-ending technological surveillance means, al Qaeda, by definition as a terrorist organization must be a secret one or face immediate destruction at the hands of any number of governments. The following sections will discuss the structure, strengths, and weaknesses of al Qaeda as it has changed from September 2001 to today. Structure Pre 9/11: Al Qaeda was very typically structured as a hierarchical organization circa 2001. It had a small leadership cell with different organizational cells below it like security and recruiting. Some descriptions include as many as 4 levels of organization (Tucker, 2008). While the lines of al Qaeda’s hierarchy were much less clear in actuality than they are on any paper depiction of the network, it was, for all intents and purposes, a hierarchical, top-down organization. The central leadership cell was headed by Osama bin Laden, a charismatic millionaire who began his career with fighting the Soviets in Afghanistan. The leaders had control over when and where attacks took place, and al Qaeda affiliation was clear, membership was...
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...International(Original La Bella) | Existing productsGoals of increased foreign revenues | Centralized internal division | Loose | Volunteer | Cross-cultural trainingStrategic planning | Global | Standardized productsGoals of efficiency through volume | Centralized, balanced and coordinated activitiesGlobal product division | Formal | Ethnocentric selection | Career planningRole clarificationEmployee involvementSenior management team buildingConflict management | Multinational(New La Bella) | Tailored productsGoals of local responsiveness through specialization | Decentralized operations; centralized planningGlobal geographic divisions | Profit centers | Regiocentric or polycentric selection | Intergroup relationsLocal management team buildingManagement developmentReward systemsStrategic alliances | Transnational | Tailored productsGoals of learning and responsiveness through integration | Decentralized, worldwide coordinationGlobal matrix or network | Subtle, clan-oriented controls | Geogentric selection | Extensive selection and rotationCultural developmentIntergroup relationsBuilding corporate vision | When organizations move from operating locally to operating on a scale that spans across countries, they must consider two factors that might determine the success or failure of the endeavor. Firstly, consideration must be given to the concept of global integration. This refers to how connected or disconnected the departments are globally; if business success depends on connectivity, the corporation...
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...1. Executive Summary of the Case This case study goes through the evolution of IT governance at Cisco and the related project management. This case is a classic example of the result of a decentralized governance of business units. What happened to CISCO due to the decentralized governance, how the business processes were modified to overcome the chaos created by the decentralized governance and how the employees and management reacted to this change in CISCO’s business governance? This case clearly illustrates the effect of a totally decentralized governance and how changing to a centralized governance leads to unrest and resistance. It also illustrates how the cultural/managerial change effects the business decisions needed to be made by a company to achieve success. Essentially, the case shows that IT governance must be aligned with business activities and tie all functions together to support the company’s strategy. 2. Problem Statement Will BPOC give a go-ahead for the proposal that the customer advocacy group was proposing? The proposal was to build a state-of-the-art customer interaction network that would centralize all incoming calls into a globally managed set of contact centers. Though this is a potentially valuable project, CISCO’s new centralized governance means that the customer advocacy group needs to get an approval from the BPOC. Will the BPOC realize the potential? Will it support the project and commit to a full cross-border and cross-functional implementation...
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...Network Structure and Inter-organizational Knowledge Sharing Capability ABSTRACT This paper examines how the structure of a supply network can affect the inter-organizational knowledge sharing capability, which is expressed by absorptive capacity and shared identity. The supply network structure is analyzed by two dimensions – formality and centrality. Propositions about the relationships between network structure and knowledge sharing capability are suggested at the end. Subject Areas: Supply chain management, Inter-organizational knowledge sharing, Absorptive capacity, Shared identity, Network structure. 1 1. INTRODUCTION Historically, individual organizations have tried to improve their own performance in an effort to gain competitive advantage. Today, the success of an individual organization depends largely on the performance of its suppliers and customers [1]. Consequently, supply chain or supply network management is one of the critical success factors in today’s marketplace [2]. As organizations increasingly connect with and rely on partners and suppliers in their supply networks, interdependencies among these organizations naturally increase. This increase, in turn, makes today’s supply networks more complex [3], and members of such complex supply networks face many sources of uncertainties – internal as well as external1. Fisher [4] argues that the strategy of the supply network – lean vs. responsive – should be aligned with the product types – functional vs...
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...Subsidiaries’ role and contribution in the creation of new firm-‐specific advantages (FSAs) Carlotta Assetta – Student Number: 11112980 ABSTRACT This paper attempts to more precisely delineate the MNEs subsidiaries’ role and contribution to new firm-‐specific advantages development. I present a new framework, which ranks foreign subsidiaries contribution to FSAs creation according to two criteria: Subsidiary’s embeddedness in the host-‐country environment and strategic importance of the local environment. ...
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...Proceedings of the Eastern Asia Society for Transportation Studies, Vol. 5, pp. 1673 - 1686, 2005 EVALUATION OF THE DECENTRALIZED PLANT DISTRIBUTION SYSTEM IN THE LOGISTICS OF THAI CEMENT Pairoj RAOTHANACHONKUN Graduate Student Department of Civil and Environmental Engineering Nagaoka University of Technology 1603-1 Kamitomioka-machi, Nagaoka, Niigata, 940-2188, Japan Fax: +81-258-47-9650 E-mail: pairoj@stn.nagaokaut.ac.jp Shinya HANAOKA Assistant Professor Transportation Engineering School of Civil Engineering Asian Institute of Technology P.O. Box 4, Klong Luang, Pathumthani, 12120, Thailand Fax: +66-2-524-5509 E-mail: hanaoka@ait.ac.th Abstract: Siam Cement Public Company Limited (SCC) faced stiff competition after the economic crisis in 1997, decided to close most of their warehouses for the change of logistics system. SCC presently operates five cement plants located whole regions in Thailand with except of the northeast region where three warehouses are still operated. This plant distribution system can be called the decentralized plant distribution system. Which plant distribution system is more efficient for SCC as the logistics strategy between centralized and decentralized? Based on this background, total logistics costs of both systems are formulated and calculated. In addition, the locations of a single warehouse without plant operation are evaluated using linear programming to minimize total logistics costs, which calculated with and without environmental cost...
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...economy, is increasingly obeying the logic of networks. Understanding how networks work will be the key to understanding how the economy works. We are connecting everything to everything. Businesses and governments that are able to effectively employ information and communication technologies find more sophisticated and efficient ways of managing their external relationships and communications. This growing ICT usage helps form the critical mass of electronic transactions which supports a networked economy, both in terms of the network size and the demand for associated goods, services, labor and policy reform. The critical characteristic of the networked economy is a radical decentralization of physical capital necessary for the production, storage, distribution, and processing of information, knowledge, and culture. This decentralization has caused a radical distribution of the practical capability to act in these areas, creating new levels of efficacy for individuals, who increasingly shift from being consumers to being users and producers. Individuals have now become capable of doing much more for themselves and for others, both alone and in vastly more effective loose collaborations with others. In the industrial economy, hobbyists, no matter how committed, could not come together on the weekend and compete with the General Motors of the World. The degree of required concentrated physical capital made their decentralized, social practices ineffective as an economic production...
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... May 9, 2014 It is important to enable peers to represent and update their trust in other peers in open networks for sharing files, and especially services. A trust model and a method for building reputation based on recommendations in peer-to-peer networks. Since trust is multifaceted, peers need to develop differentiated trust in aspects of other peers’ capability. The peer’s needs are different in different situations. Depending on the situation, a peer may need to consider it’s trust in a specific aspect of another peer’s capability or in multiple aspects. There are networks that provide a flexible method to present differentiated trust and combine different aspects of trust. The evaluation of the model using a simulation shows that the system where peers communicate their experiences outperforms the system where peers do not share recommendations with each other and that a differentiated trust adds to the performance in terms of percentage of successful interactions. Currently, a new and highly interesting paradigm for communication on the Internet, known as Peer-to-Peer (P2P), is emerging. Although originally designed exclusively for pragmatic file swapping applications, Peer-to-Peer mechanisms can be used to access any kind of distributed resources and may offer new possibilities for Internet based applications. Computer and network security, or cybersecurity, are critical issues. But merely protecting the systems that hold data about citizens, corporations...
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...organization. Next, it discusses three components of organizational design: job design, grouping jobs into functions and divisions, and the coordination of functions and divisions. The chapter closes with a discussion of integrating mechanisms and the growing popularity of global strategic alliances and business-to-business network structures. LEARNING OBJECTIVES 1. Identify the factors that influence managers’ choice of an organizational structure. (LO1) 2. Explain how managers group tasks into jobs that are motivating and satisfying for employees. (LO2) 3. Describe the types of organizational structures managers can design, and explain why they choose one structure over another. (LO3) 4. Explain why managers must coordinate and integrate between jobs, functions, and divisions as an organization grows.(LO4) LECTURE OUTLINE MANAGEMENT SNAPSHOT: MICROSOFT CENTRALIZES TO MEET GOOGLE’S CHALLENGE Microsoft has been working hard to compete with Yahoo and especially Google, which are developing innovative Web-based software products to attract broadband users. Because Microsoft’s managers realize their decision making is slowed by its decentralized structure, they have decided to reorganize. Seven business units are being consolidated into three principal divisions, each of which will be headed by a manager with proven product innovation skills. The objective is to reduce infighting and miscommunication that was slowing product development between the seven...
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...Based on the case study titled Disney Design, we would like sharing how The Walt Disney Company can be so successful in till today in the entire world mainly due to its successful organizational management. Walt Disney was established in the year 1923. As each and everyone know Walt Disney is the 11th world most valuable brand with a market capital net-worth of USD 179.5 billion by May 2015, according to the Forbes Magazine. It was stating from 1923 at California and it is still so popular in movie, TV program, theme parks, resorts and destination, entertainment, and games. The Walt Disney Company is a diversifies worldwide entertainment company with operations in four major business parts which are studio entertainment, parks and resorts, media networks and consumer products. They have 11 theme parks around the world, cable television network like Disney channel and ESPN. After precisely doing several research and analysis towards the Walt Disney Company, we would like to discuss three major topic regarding about what environmental factors that influenced its management style, what type of organizational structure it is, and how and where might the informal organization be a real asset at Disney? Management style is particularly important during crisis. There are some significant environmental factors constantly affecting the management style of a business, including Disney. Disney has to operate in an extremely complex environment on account of the internationalization of...
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...nizational Word Count [1,458] BMW-Organisational Structure History Bayerische Motoren Werke AG, commonly known as BMW or BMW AG, is a German automobile, motorcycle and engine manufacturing company founded in 1916. BMW was established as a business entity following a restructuring of the Rapp Motorenwerke aircraft manufacturing firm in 1917. After the end of World War I in 1918, BMW was forced to cease aircraft-engine production by the terms of the Versailles Armistice Treaty. The company consequently shifted to motorcycle production in 1923, once the restrictions of the treaty started to be lifted followed by automobiles in 1928–29. BMW is now headquartered in Munich, Bavaria, Germany. Span of Control Span of control is a term used in business management and it refers to the number of subordinates a supervisor has. The span is influenced by many different factors such as nature of nature of work, type of management, types of organization and type of workers. Just like any other organization BMW has its own span of control. At 31 December 2011, the BMW Group had a workforce of approximately 100,000 employees (BMW Group. (2012). It is very likely that BMW Group employs many managers as it is suggested that a manager should only be supervising from 1-10 subordinates at the same time. This is due to the fact that technology helps managers a lot when trying to present their ideas to the workers. Hierarchy Hierarchy structure refers to the pyramid shaped chain of command...
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...North South University Department of Electrical Engineering & Computer Science ETE 521 C-4 Case Study On QUBEE Case Report Prepared By Name: MD. Rakibul Islam Monshy ID: 1131048556 TABLE OF CONTENTS CONTENTS | Page No | Introduction | 3 | WIMAX | 3-5 | Qubee Coverage | 6-7 | Vision of QUBEE | 8 | Mission of QUBEE | 8 | CULTURE IN QUBEE | 8-9 | Strategy | 9 | ORGANOGRAM OF QUBEE | 10-13 | Qubee package | 14 | SWOT Analysis | 15-17 | Conclusion | 17 | Qubee Introduction: Qubee is the Augere wireless broadband business founded in 2007. It has a mission to provide "broadband for all" and seeks to bring broadband Internet services to underserved communities worldwide Qubee was launched in Pakistan in July 2009 and in Bangladesh in October 2009. Augere expected to launch Qubee in Uganda in 2010. Public limited company by shares registered on July 02, 2008 and incorporated in Bangladesh. Obtaining license from the Bangladesh Telecommunication Regulatory Commission (“BTRC”), AWBBL is engaged in the business of providing broadband wireless access and related services in Bangladesh under the name and style of “QUBEE”.QUBEE is one of the leading broadband internet service providers in Bangladesh from Augure. We are a multinational with global experience, offering you a trouble-free access to internet deserve. Qubee is the creation of a group of global telecoms professionals who saw that a new technology called WiMAX could really change the internet experience for...
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...examples of explicit-explicit communication of knowledge in an organization. Explicit-explicit communication is one transformation phase that is best supported by technology. Explicit knowledge can be easily captured and transmitted to a worldwide audience. * Financial reports * Reports which are used for analysis . * websites 2. How does knowledge creation and transfer in organizational teams take place? Knowledge transfer has always been a challenge for organizations. Its importance has grown in recent decades for three related reasons. First, knowledge appears to be an increasing proportion of many organizations total assets. Second, organizations have moved away from hierarchical methods of control toward more decentralized organizational structures and increased employee involvement This has resulted in more creativity by frontline employees and subunits, but fewer obvious organizational paths through which the transfer can occur. The Components of Knowledge Transfer In principle, knowledge transfer can be broken down into distinct stages. The five steps to describe the process: idea creation, sharing, evaluation, dissemination, and adoption. 1) Idea creation: A massive literature exists on how to promote creativity. Robert Sutton has studied creativity in groups and offers the following list of questions to ask when assessing a group's potential for creativity. 2) Idea sharing: For information sharing to occur, two conditions must be satisfied...
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