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Weatherhead Doctor of Management Programs
Show moreOver time enterprises have woven together a fabric of processes, information structures, and computer tools to conduct their day-to-day business. Many of the components of this patchwork of systems cannot work together effectively, as the underlying models they are based on are incompatible. There is however, a strong financial case to be made for ensuring that end-to-end business processes are interoperable, both across the enterprise, and with other enterprises. There is a great deal of theory to describe how to achieve Interoperability from a technical perspective, and a growing body of theory that describes systematic approaches to govern this domain. Theory aside, the world of practice continues to demonstrate little forward progress. This paper will seek to address this apparent gap between what is promised and what is realized. Proposed qualitative research is motivated by the notion that acculturation issues between the business community and its IT counterparts play a significant role in sub-optimizing integration capabilities.
Doctorate of Management Programs
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Show moreDespite increasing need for interoperable enterprise-level information systems, achieving interoperability is persistently problematical. Our work highlights social factors as a major contributor to good design, development, and operating practices. The research was conducted at a technologically sophisticated Fortune 50 company where design artifacts suggested by the literature were found to be in place yet good interoperability between systems was not consistently achieved. The data suggest boundary spanners can facilitate interoperability by promoting shared meanings and mindsets that advance acculturation among cross-functional groups. Findings contrast with enterprise systems interoperability literature, which has focused mainly on technological factors to ensure good design and operational capability.
Doctorate of Management Programs
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Show moreDespite increasing need for interoperable enterprise-level information systems, achieving interoperability is persistently problematical. Our work highlights social factors as a major contributor to good design, development, and operating practices. The research was conducted at a technologically sophisticated Fortune 50 company where design artifacts suggested by the literature were found to be in place yet good interoperability between systems was not consistently achieved. The data suggest boundary spanners can facilitate interoperability by promoting shared meanings and mindsets that advance acculturation among cross-functional groups. Findings contrast with enterprise systems interoperability literature, which has focused mainly on technological factors to ensure good design and operational capability.
Doctorate of Management Programs
Show less