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Hans Lehmann Victoria University of Wellington, New Zealand Brent Gallupe

Information Systems for Multinational Enterprises - Some Factors at Work in their Design and Implementation. Hans Lehmann Victoria University of Wellington, New Zealand Brent Gallupe Queen’s University, Kingston, Ontario, Canada. IIS are:.

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Hans Lehmann Victoria University of Wellington, New Zealand Brent Gallupe

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  1. Information Systems for Multinational Enterprises - Some Factors at Work in their Design and Implementation Hans Lehmann Victoria University of Wellington, New Zealand Brent Gallupe Queen’s University, Kingston, Ontario, Canada

  2. IIS are: Distributed information systems that are implemented at various sites within one enterprise to support similar business activities in highly diverse environments, commonly found across country boundaries.

  3. IIS are: Distributed information systems that are implemented at various sites within one enterprise to support similar business activities in highly diverse environments, commonly found across country boundaries.

  4. IIS are…a minority interest ABI Inform Search “Information Systems ‘ as keyword • 34,919 papers between 1985 and 2002 ABI Inform Search with keyword: “International Information Systems” • 234 papers in same timeframe; and • between 1/3 and 1/2‘other country’ studies • Little theory or frameworks to guide practice & research

  5. Research Method • Describing: how are IIS different? • Understanding: what are their dynamics? • Explaining: how do they work? • Theory building is needed • Grounded Theory Method …adapted for organisational cases and technology

  6. The Research Project: Based on three case studies: • The CO-OP,an agribusiness marketing co-operative (“Australasia”); • SHIPPER, a Danish shipping firm; and • FREIGHTER, a Switzerland-based international freight forwarder

  7. CO-OP • Large global presence • Tried to implement an global-standard IIS; • Rejection from Users • Attempt to force it • “Destructive” political dialectic • Project terminated after 6 years with no complete implementations

  8. SHIPPER • Well integrated IIS • Austerity • Smaller than CO-OP • Not as widely dispersed

  9. FREIGHTER • Large firm (=CO-OP) • Wide global presence (260 offices, 85 countries) • IIS and Business in “Strategic Unity” • Sophisticated project organisation

  10. Distribution of Interviews for each Case by Organisational Location

  11. Architecture ‘Local’ Force Field ‘Core’ Rejection FunctionalQuality - + + + + + Acceptance ‘Win/Win’Politics ‘Win/Loose’Politics - + + + - Business/ITIntegration IT in Isolation Response Cycles influences determines Synchronicity Theory Overview

  12. Central Global Business and Technology Force Field Territorial Forces Functional Forces Business People Functional Force Field Potential Territorial Force Field IT People Territorial Force Field Local

  13. ‘Core’ ‘Local’ Local Variation(s) Common part of all Local systems Generic IIS Architecture

  14. Synchronicity of Key Transactions in SHIPPER’s Business Operations

  15. Core Core Fleet ManagementDocumentation Cost & Mgt Acc’tingConsignment Mgt LocalFinanceSalesManufacturingDistributionSupply Chain Local Customer I/F Planning & Allocation COOP SHIPPER Core Local In-SourcingLocal I/F FREIGHTER Tracking-Document’n Common In-sourcing How to apply Synchronicity?

  16. Rejection FunctionalQuality - + + + + + Acceptance ‘Win/Win’Politics ‘Win/Loose’Politics - + + + - Business/ITIntegration IT in Isolation Response Cycles Force Field Response Cycles

  17. + A B - Cause-Effect-Loopsafter Weick (1979) Change in the same direction, i.e. “the more of B, the more of A” or “the less of B, the less of A Change in the opposite direction, i.e. “the more of A, the less of B” or the “less of A, the more of B”

  18. The Response Dynamics:Acceptance Acceptance Cycle FunctionalQuality  + +  Acceptance + Business/ITIntegration 

  19. The Response Dynamics: Rejection Acceptance Cycle Rejection Cycles -  Rejection FunctionalQuality  + + + - +  Acceptance ‘Win/Loose’Politics  + + Business/ITIntegration IT in Isolation  

  20. Acceptance Cycle Rejection Cycles Conflict By-Pass -  Rejection FunctionalQuality  + + + + - +  Acceptance ‘Win/Loose’Politics ‘Win/Win’Politics   + + - Business/ITIntegration IT in Isolation   The Response Dynamics: Conflict Resolution

  21. GT’s effectiveness

  22. What next? Academic • Synchronicity in extended substantive area • Response Cycle integration with other IS research Practitioner: • Architecture framework • Synchronicity analysis • ‘Conflict-bypass’ project organisation

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