von Kutzschenbach, Michael
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von Kutzschenbach, Michael
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- PublikationCIO Perspectives on Organizational Learning within the Context of IT Governance(IGI Global, 2017) De Maere, Koen; De Haes, Steven; von Kutzschenbach, Michael [in: International Journal of IT/Business Alignment and Governance]Why is it that, despite the large amount of studies on IT governance, many professionals still fail to put these theories into practice? Building on the previous question, we reviewed the literature to examine how organizational learning theories can help in understanding the gap between the ‘theory' and ‘practice' of IT governance. Thereafter, a focus group discussed this gap within the context of Industry 4.0. The findings indicate important concerns that might hinder learning in organizations, including: lack of shared domain knowledge between business and IT stakeholders, lack of shared understanding and poor diffusion of IT governance practices in the organization. Unless these concerns are successfully resolved, executives will experience difficulties to govern IT successfully within the context of Industry 4.0. We provide recommendations to practitioners with regards to the capabilities which should be present in the organisation to overcome such concerns. These capabilities represent a T-shaped portfolio of skills.01A - Beitrag in wissenschaftlicher Zeitschrift
- PublikationEducation for managing digital transformation: a feedback systems approach(International Institute of Informatics and Cybernetics, 2017) von Kutzschenbach, Michael; Brønn, Carl [in: Journal of Systemics, Cybernetics and Informatics]"Digital transformation" is becoming the newest mantra of business leaders. It is clear that there are tremendous business opportunities resulting from this revolution, but there is also a price to be paid. Most management literature focuses on the benefits of digitalization, reflecting the desire to increase performance and efficiency in selected business activities. However, digital transformations may lead to the disruption of established ways of doing the work of the firm, stakeholder power may be fundamentally changed, and there is the potential for redefining the nature of the firm itself. Consequently, the decision to “go digital” requires managers to develop perspectives that have the requisite variety to cope with these challenges. Feedback systems thinking is a powerful means for managers to develop and communicate business models that include those aspects of digitalization that affects their firm’s theory of success. The Uber case illustrates the principles of applying feedback systems thinking to the radical changes that it has presented the public transportation sector. This paper analyzes Uber’s platform business by presenting an endogenous explanation of the drivers and eventual constraints to growth of the theory of success upon which the firm is based. This type of analysis has implications for all firms considering implementing a significant digital transformation process.01A - Beitrag in wissenschaftlicher Zeitschrift
- PublikationBuilding Common Ground in Mental Models of Sustainability(Mary Ann Liebert, 20.10.2016) Luthe, Tobias; von Kutzschenbach, Michael [in: Sustainability: The Journal of Record]01A - Beitrag in wissenschaftlicher Zeitschrift
- PublikationYou can't teach understanding, you construct it: applying social network analysis to organizational learning(Elsevier, 2010) von Kutzschenbach, Michael; Brønn, Carl [in: Procedia - Social and Behavioral Sciences]01A - Beitrag in wissenschaftlicher Zeitschrift
- PublikationCommunicating sustainable development initiatives: applying co-orientation to forest management certification(Emerald, 2006) von Kutzschenbach, Michael; Brønn, Carl [in: Journal of Communication Management]01A - Beitrag in wissenschaftlicher Zeitschrift