Questions and Answers of Information Management Theory And Practice

What are the benefits for individuals, organizations, governments, society of the increasing use of digital technology and big data?
Can algorithms understand and interpret patterns of activities to predict behavior and preferences?
What are the implications of the use of algorithmic decision-making on innovation, e.g. automated systems?
How to tackle increasing dependence on IT devices for products and services?
Would algorithms hamper learning. How could organizations support learning and innovation?
What are the economic, legal, organizational, ethical, cultural, and psychological consequences of digitalization? How are these different for different cultures and populations?
What are the benefits and challenges of the use of big data? How can the benefits get maximized and the challenges reduced?
How are the roles of the CIO and CDO changing in the big data industry? How should the CIO/CDO manage big data?
How can industries and governments mitigate the negative effects of big data in the supply chain?
How would the framework presented help organizations and governments mitigate the issues identified? What policies and standard should get introduced to that effect?
What are the differences between the different countries regarding the use of big data and consequent ethical issues?
How can practices improve and the economic and ethical issues reduce?
Consider the success factors listed in Table 1.5. Is it worth undertaking SISP without top management involvement and support?
Compare the author’s concept of SISP with more recent considerations of IS strategizing covered in Chapters 2–4. Does his treatment remain relevant?
Debate the strengths and weaknesses of the various SISP approaches introduced in this chapter. Assuming time constraints prevent an ‘everything goes’ approach, which approach might:•• help
The author states that ‘successful SISP seems to require users and line managers working in partnership with the IS function’. Who should be involved in SISP and how should those involved be
How do the approaches that have been introduced in this chapter square with recent developments in the opening of IS strategy?
This chapter suggests that there have been four phases in the development of the thinking and practice of IS strategizing (ISS): isolated; reactive; prospective, and proactive.Do you agree with this
Do the four phases account for recent developments in ISS? How would you amend or extend the framework?
Attempt to apply the components of the ISS framework to an organization with which you are familiar. Is each component in place? Are the components linked in a coherent manner? What does this tell
A number of myths are identified (see also Chapter 3) including those associated with alignment, strategic IT, knowledge management and competitive advantage. Do you agree with identifying these as
A number of myths are identified (see also Chapter 2) including those associated with alignment, strategic IT, knowledge management and competitive advantage. Do you agree with identifying these as
What more recent fads and fashions can you identify in the world of strategic information management? What are the implications of a failure to treat new technologies and innovations more reflexively
Is there such a thing as best practice? Why? Why not? What are the implications of accepting the notion in the context of strategic information management?
Consider the concepts of aligning versus alignment and knowing versus knowledge.What distinguishes one from the other? Are the distinctions helpful when considering the applications of these concepts
Consider an organization with which you are familiar. To what extent does the concept of ambidexterity apply? What is the relative emphasis placed on exploitation versus exploration? What do you
Compare and contrast IS strategizing with IS strategy. What is the distinction? Do you think that the distinction is important? Why? Why not?
Does IT matter strategically? Consider Carr’s Harvard Business Review and MIT Sloan Management Review articles (Carr, 2003, 2005) and discuss the arguments pro and con.
In Chapter 3, you were asked to consider the concept of ambidexterity in the context of an organization with which you are familiar. Given the additional ideas raised in Chapter 4, go back to your
suggests the ways in which the IS strategizing framework may be applied. What else is uncovered when applying the framework in these ways?
Consider the strategizing environment notion. How might you combine analytical approaches and exploitation with learning and exploration? You may wish to use the example of the same organization as
It is suggested that aligning practices can be grouped under the headings, aligning as:• translation• adaptation• integration• experience.
Consider each and discuss how helpful these headings are in explaining aligning practices.How might you amend or extend this typology?
Apply each of the headings to an organization with which you are familiar. What practices can you identify and how do these compare with those listed in the chapter?
Consider the findings from this review in light of the subject matter of the previous strategies. How does the concept of aligning fit with the information systems planning approaches identified in
What opportunities and threats are presented by digital technologies? How might companies navigate digital transformation?
How would you characterize the need for digital transformation in the digital economy?What is the role of digital innovation for competitive advantage? How might companies achieve and leverage
What are the implications of digital transformation to organizations? Consider small businesses; large organizations; MNCs; public sector; ‘old’ companies, and emerging businesses?
How could big old companies compete in the digital economy and establish themselves as market and digital leaders?
What companies would consider a customer engagement strategy or a digital solutions strategy for their digital transformation? Should companies follow one strategy or a combination of strategies?
What is required for a smooth execution of digital strategy and transformation? How might companies develop the needed capabilities?
How can companies deal with challenges posed by digital technologies? How do you envision the development of digital technologies and their effects on organizations?
What would you recommend to companies struggling to embark on digital transformation?
How could digital transformation help balance exploitation and exploration? What resources and capabilities might organizations require?
Using the digital transformation strategies outlined in Chapter 6, analyze the three case studies presented. What strategies have these organizations utilized? What are the similarities and the
Using the Digital Transformation Framework outlined in the chapter, analyze the examples of the digital transformation companies presented in Chapter 6.
Referring to Part I of the book, discuss IS strategy and digital strategy. Are these distinct strategies?
Have companies go designated digital leadership? Who manages organizations’ digital transformation?
How do companies take culture, economy and society and talent development into account in their digital transformation? Are these considered important?
Is digital leadership a new form of leadership requiring new capabilities and foundations?How would these skills and capabilities get acquired?
What is the importance of a business ecosystem?
Evaluate the role of CDOs in digital transformation. Does the success of digital transformation depend on the CDO?
The LEGO Group example outlines three strands of digital transformation: product, marketing and enterprise. Are these equally important? Suggest other important strands for digitalization. Explain
CDOs are considered business strategists. How do CDOs align with the business strategy and the other c-level roles? Do you perceive any conflicts or other issues?
Analyzing the six cases presented, would argue for the role of CDOs? What seniority level do you think CDOs need to have? Does the level of seniority affect the success of digital transformation?
The cases in the chapter outline a clear distinction between role type and each case assumes only one role. Could CDOs assume multiple types of roles as part of the organizations’ digital
How might CDOs transition between the different roles depending on the needs of the organization? Link your discussion to Chapters 13 and 14.
Why is it important to consider different forms of power along with the role of actors and IS?
Why are power dynamics under-researched and largely ignored in the field of IS? Do you consider power dynamics as an important aspect of organizations, IS and strategy?
What are the connections between the different power quadrants in the framework outlined in this chapter? How can power move from one quadrant to another through the implementation of IS and strategy?
Use the framework to evaluate the digital transformation examples and the roles of the Chief Digital Officers (CDOs) provided in chapters 6, 7, 8, and 9. How could the framework be used to explain
How might digital technology be described in terms of a power perspective? What are the interlinkages between the four forms of power in the framework and digital leadership, digital technology and
Given the growing importance of digital technology and the phenomenon of digital transformation, such theoretical tools as the framework presented in this chapter could enable greater understanding
Why does the current landscape demand the reexamination of organizing the IT function?
How can alignment and coevolution of the IT function and business be differentiated, and which is more important?
Can any or all of the relationship networks overlap, or exchange roles, to organize the IT function?
How can modular thinking help organize the IT function and associated value-creating processes?
Is outsourcing an efficient way to build a partner model?
How does the platform model support coevolution, partnership networks, and value creating processes?
What kind of value generation activities does the scalable model support?
Can commitment to an IT plan have negative consequences in the long run?
Why is having a strong IT infrastructure important to remain efficient and competitive in times of economic downturn?
Does the bulletproof approach restrict experimentation, and so innovation?
How can the clean house approach overcome challenges associated with adoption and adaptation of new routines/procedures?
How can organizations deal with disruptions in processes caused by stopping and restarting IT applications in maintaining the legacy approach?
Which of the four approaches, or a combination of the same, are ideal for organizations to adopt in order to remain competitive in times of economic downturn?
Why is it helpful to classify CIO leadership profiles?
Is strategy more suitable to a CIO role as compared to tactics? Discuss with respect to the four types of CIO profiles.
Is a large budget and investment in IT a prerequisite to having an effective IT Orchestrator CIO?
Is it better to have no CIO than to have an IT Mechanic CIO?
Which ones of the four CIO profiles do you believe can be most effective for IT impact?Is this dependent on the type of organization?
Can (and how can) CIO roles transition among the four CIO profiles?
Are CDO roles only relevant for companies with large R&D budgets?
How is the role of CDOs different from IT executives?
How can CDOs achieve a balance between experimentation and alignment with existing IT initiatives?
Should traditional marketing roles report to the CDO, or should it be the other way around? Is it better to have the CDO as a standalone unit?
Why is it important for organizations to consider having a CDO?
Is interviewing CDOs the best way to find if the role is needed in an organization?
What academic qualification, and/or professional experience do you think is required to acquire the CDO role?
Why is it important to analyze and assess the conceptualization of a phenomenon?
What is meant by the sensitizing lens, and how was it used in for the study?
Discuss how ‘human agency’ is important in the management of information systems.
Discuss whether IS can be managed or not.
Why is knowledge important to generate value from information systems?
Is building networks the only way to coordinate and integrate knowledge for value generation from information systems?
Which among the three types of organizing logics is the most salient for generating value from information systems?
Why is the conceptualization and assessment of information systems important for practitioners?
How does social media alter the communication and strategizing in organizations?
Is the process of strategizing shifting to inclusive and transparent? What is the role of social media in such a shift? How does such shift affect power redistribution in organizations?
Using the Power Matrix (chapter 10), analyze what is the role of actors (strategists and social media users) and IS (social media) and how do these affect strategizing?

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