Thesis or Dissertation Abstract Information-intensive and customer-centric technologies available today promise substantial improvements in operational performance for both manufacturing and service supply chains. This abundance of technology is overwhelming for managers who, more often than not, find it challenging to determine which technologies they should invest in and how they should integrate the technologies to realize the promised performance benefits.
Organizational Theory and Policy Description Major changes in organizational structural paradigms have been occurring. Recent journal articles propose that the older philosophies of expanding organizations and increasing internal specialization are no longer viable means to enhance competitiveness as espoused in earlier journal articles.
Downsizing, rightsizing, and business process reengineering have all been used as methods of accomplishing organizational work force reduction OWFR and enhancing organizational posture. It has been established that as organizations grow, specialization increases.
Causes for OWFR have not been established nor have effects upon structure been studied. Previous structural factor studies have focused upon organizations engaged in end-game strategies done during periods of internal and economic growth.
This study evaluates the impacts of OWFR and its relationship to the structural factor of specialization during a non-munificent economic period.
Three independent variables, dis-integration, change in the number of employees, and change in technology, were used as measures to determine whether specialization decreased when organizations downsized.
The dependent variable, specialization, was obtained through a pre-tested questionnaire. The three independent variables were obtained using the Compustat data base as a secondary source of information.
The Compustat data was verified using data from Compact Disclosure. Questionnaires were mailed to fifty-one fully integrated oil companies.
Forty were returned after three mailings yielding a response rate of seventy-eight percent. The unit of analysis for the data collected was the firm. The data were analyzed using multiple regression to determine the strength of the relationship between the variables.
Results indicate a significant relationship between two of the independent variables and the dependent variable: Findings were insignificant for the third independent variable and the dependent variable: Analysis of the quantitative results and the qualitative responses of the participants show that dis-integration and a change in the number of employees are both useful for measuring structural change for organizations engaged in organizational work force reduction.Emergence of Strategic Direction, Organizational Structure and John Norris Maguire Professor of Information Technology, MIT Sloan School of Management Emergence of Strategic Direction, Organizational Structure and Employee Integration: A Framework for the Dialectic Organization.
information on the integration of technology into schools, including the use of desktop computers or laptops; Learning Organization and Technology Leadership The concept of the ‘learning organization’ was first used by Senge () to describe educational institutions.
argues that while culture, strategy, technology, and other management tools are important in generating effectiveness in the 21 st century, creativity and innovation are what drive organizational .
Technology integration is the incorporation of technology resources and technology-based practices into the daily routines, work, and management of schools.
Technology resources are computers and specialized software, network-based communication systems, and other equipment and infrastructure. Thesis Topics for Master’s and PhD in Information & Communication Technologies (ICT) I have collected a list of relevant Thesis (and possibly Doctoral dissertation) topics and titles for Master’s Students in ICT field of study.
DEVELOPING INFORMATION TECHNOLOGY STRATEGY FOR BUSINESS VALUE Journal of Information Technology Management Volume XVIII, Number1, Developing information technology (IT) strategy that supports and is supported by business strategy is critical for operational integration rather than on supporting enterprise strategy .