von Kutzschenbach, Michael
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Decision-makers’ understanding of cyber-security’s systemic and dynamic complexity: insights from a board game for bank managers
Cyber-security incidents show how difficult it is to make optimal strategic decisions in such a complex environment. Given that it is hard for researchers to observe organisations’ decisionmaking processes driving cyber-security strategy, we developed a board game that mimics this real-life environment and shows the challenges of decision-making. We observed cyber-security experts participating in the game. The results showed that decision-makers who performed poorly tended to employ heuristics, leading to fallacious decision approaches (overreaction strategies in place of proactive ones), and were not always aware of their poor performances. We advocate the need for decision support tools that capture this complex dynamic nature.
CIO Perspectives on Organizational Learning within the Context of IT 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.
Communicating sustainable development initiatives: applying co-orientation to forest management certification
Identifying the enablers and inhibitors of organizational learning in the context of IT governance: an exploratory Delphi study
Despite significant investments in training, many organizations fail to implement IT Governance. This problem is known as theory-practice gap. Organizational Learning has been suggested as an approach to overcome this problem but there is still lack of understanding about how Organizational Learning applies to the context of IT Governance. Therefore, this exploratory study presents insights from a Delphi study that was conducted to identify and rank enablers and inhibitors of Organizational Learning in this context.
Education for managing digital transformation: a feedback systems approach
"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.