Information Technology and Organizational Learning
Managing Behavioral Change through Technology and Education, 2nd Edition
CRC Press – 2010 – 384 pages
CRC Press – 2010 – 384 pages
Since the publication of the groundbreaking first edition, the increasing rate of change in today’s business landscape has amplified the value of information technology (IT) in driving adaptive responses. Focusing on the critical role IT plays in organizational development, Information Technology and Organizational Learning: Managing Behavioral Change through Technology and Education shows how to employ action learning to improve the competitiveness of your organization.
Defining the current IT problem from an operational and strategic perspective, the book presents a collection of case studies that illustrate key learning issues. It details a dynamic model for effective IT management through adaptive learning techniques—supplying proven educational theories and practices to foster the required changes in your staff. It examines existing organizational learning theories and the historical problems that have occurred with companies that have used them, as well as those that have failed to use them.
Here’s a sample of what’s new in this edition:
Seamlessly integrating IT and business issues, the text devotes a chapter to case studies—including a comprehensive case study that spans eight years of the author’s research. This complete resource also highlights valuable best practices to supply the understanding needed to transform your company into a more competitive and technically proficient organization.
Langer shows us through compelling case studies and the use of research findings what organizational learning looks like when it is happening and the processes and culture necessary to support it. … a book for and about leadership … draws on core knowledge about leading change, business strategy, and organizational design. It provides a view of the executive role in managing organizational transformation that is relevant not only to the chief information officer but also to every occupant of the C-Suite [the offices designated for those executives whose title starts with "Chief," such as chief executive officer (CEO), chief operating officer (COO), etc.].
—David A. Thomas, H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School
A must read for any technology leader.
—J. Chris Scalet, Executive Vice President Global Services & Chief Information Officer (CIO) Merck & Co., Inc.
Langer provides a comprehensive analysis of how information technology continues to dramatically change organizational life. His theories and applications of the strategic and cultural uses of technology are fundamental to understanding the principles and concepts of organization design in the 21st century.
—Charles C. Snow, Mellon Foundation Professor of Business Administration, Smeal College of Business, Penn State University
The "Ravell" Corporation
A New Approach
The Blueprint for Integration
Resistance in the Ranks
Line Management to the Rescue
IT Begins to Reflect
Defining an Identity for Information Technology
Implementing the Integration: A Move Toward Trust and Reflection
Defining Reflection and Learning for an Organization
Working Toward a Clear Goal
Commitment to Quality
Teaching Staff "Not to Know"
Transformation of Culture
Alignment With Administrative Departments
The IT Dilemma
IT in the Organizational Context
IT and Organizational Structure
The Role of IT in Business Strategy
Ways of Evaluating IT
Executive Knowledge and Management of IT
IT: A View From the Top
Section 1: Chief Executive Perception of the Role of IT
Section 2: Management and Strategic Issues
Section 3: Measuring IT Performance and Activities
Defining the IT Dilemma
Recent Developments in Operational Excellence
Technology as a Variable and Responsive Organizational Dynamism
Responsive Organizational Dynamism
IT Organization Communications With "Others"
Movement of Traditional IT Staff
Technology Business Cycle
Drivers and Supporters
Information Technology Roles and Responsibilities
Replacement or Outsource
Organizational Learning Theories and Technology
Communities of Practice
Learning Preferences and Experiential Learning
Social Discourse and the Use of Language
Linear Development in Learning Approaches
Managing Organizational Learning and Technology
The Role of Line Management
Change Management for IT Organizations
Social Networks and Information Technology
Organizational Transformation and the Balanced Scorecard
Methods of Ongoing Evaluation
Balanced Scorecards and Discourse
Knowledge Creation, Culture, and Strategy
Virtual Teams and Outsourcing
Status of Virtual Teams
Dealing With Multiple Locations
Dealing With Multiple Locations and Outsourcing
Revisiting Social Discourse
Synergistic Union of IT and Organizational Learning
Five years later
IT History at HTC
Interactions of the CEO
Transformation From the Transition
Five Years Later
Toward Best Practices
Chief IT Executive
Definitions of Maturity Stages and Dimension
Variables in the Chief IT Executive Best Practices Arc
Chief Executive Officer
CIO Direct Reporting to the CEO
Centralization Versus Decentralization of IT
CIO Needs Advanced Degrees
Need for Standards
The CEO Best Practices Technology Arc
Definitions of Maturity Stages and Dimension Variables in the CEO Technology Best Practices Arc
The Middle Management Best Practices Technology Arc
Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc
Ethics and Maturity
Glossary of Terms
Each chapter begins with an Introduction
Arthur M. Langer has more than 25 years of experience in managing the strategic development, support, and marketing of software and computer systems. His professional expertise encompasses IT strategy, outsourcing, operations management, feasibility analysis and techniques for developing and marketing systems, management of IT staff, IT cost/benefit analysis, systems selection/migration, Year 2000 implementation, computer downsizing, and software re-engineering of enterprise systems to Client/Server using Object Oriented Methods. Select clients include Prudential Insurance, Corcoran Group, Citibank, Purina Mills, NET/Thirteen, System Software Associates, Global Turnkey Systems, TIAA/Cref, France Telecom, and Buelli and Rasero (Italy’s largest insurance agents).
In addition to corporate consulting, Dr. Langer presents seminars throughout the world on analysis, design, and software management. Dr. Langer is Chair of Faculty and Curricular Development in the Information Technology Programs of Columbia University’s School of Continuing Education and teaches courses in the MBA program of the Graduate School of Business at Columbia. A specialist in issues of distance education, mentoring, and workplace learning, he has more than 15 years of experience in adult higher education. At Columbia, he is responsible for developing overall curricular direction, as well as individual courses, for graduate-level adult education program. He is also responsible for program administration, including faculty hiring and student recruitment.
As a researcher, Dr. Langer has authored various papers on information systems design and management. His current research focuses on the mentoring of adult learners and the design of technology-based curricula for corporations and universities. Dr. Langer is also the author of The Art of Analysis (Springer-Verlag, 1997; second edition 1999), used in the United States and abroad by universities and professionals in the industry.
Dr. Langer holds a BS in computer science, an MBA in accounting/finance, and a Doctorate of Education from Columbia University.