IT治理行为与公司绩效关系研究——基于现场调查的数据分析

本文通过结构化模型提出关于企业不同IT治理行为的几个表达变量,同时对石油、采矿和金融等企业进行问卷调查,取得样本企业关于公司绩效水平的数据,在此基础上对上述数据进行统计分析和实证推导,探讨了IT治理行为与公司绩效之间的关系和规律.研究结论为:IT因素的加入增加了企业内部控制的复杂性,进而影响了企业绩效总体水平的走势;除了IT投资指标反映的效果不太显著外,其他能反映企业一般控制和应用控制的治理行为对公司绩效提高存在明显的滞后性和拖尾性;IT治理行为与公司治理行为存在互为制约和叠加效应,应根据企业的战略周期阶段,选择和加强IT治理行为.     

企业IT投资决策中的关键要素分析

本文提出企业IT投资决策中常见的主要问题;分析决策中需要把握的5个关键要素,包括IT和企业价值的关系,企业战略、IT战略关系和IT投资及资金计划的长短期平衡关系,不同IT投资类型之间资源配置的平衡关系,支持业务的稳定运营和响应其快速变化的IT需求之间的平衡关系,IT技术和IT投资决策之间的关系;阐述IT投资决策的一般观点和具体方法,着重探讨不同类型应用系统各自的决策方法。     

供应链管理系统的IT战略匹配研究

通过分析我国大多数供应链的发展情况,给出一个供应链管理系统的IT战略布局。然后,利用战略匹配模型,将该IT战略布局与企业的战略相匹配,以达到利用该供应链管理系统帮助企业在金融风暴中生存发展的目的.     

企业IT战略与核心竞争力

文章讨论了企业IT战略与核心竞争力之间的关系,分析了IT战略实施的过程和步骤,认为企业IT战略的实施将从多个方面提升企业的核心竞争力.     

企业IT战略与核心竞争力

文章讨论了企业IT战略与核心竞争力之间的关系,分析了IT战略实施的过程和步骤,认为企业IT战略的实施将从多个方面提升企业的核心竞争力。     

基于CISR框架下的我国高校信息化建设中IT治理现状分析

本文基于CISR框架分析了我国高校信息化建设中IT治理现状,认为高校信息化建设中存在着IT原则、IT架构、IT基础设施、业务应用需求和IT投资五项基本IT决策。我国高校普遍存在着对这五项IT决策的决策权模糊的问题,这是造成目前我国高校信息化建设中IT投资效率低下的根源之一,为此我国高校急需引入IT治理的理念。     

基于战略匹配的中小企业电子商务转型路径研究——以X书业有限公司为例

电子商务转型过程实质也是IT-业务战略匹配的过程。因此,制度、战略不够健全的中小企业如何处理好IT和企业其他要素的交互作用,成功实现IT与业务的战略匹配,进而找出适合企业自身情况的电子商务转型路径,是当前中小企业提高其核心竟争力的关键。本文采用案例分析方法,在讨论和分析X书业有限会司电子商务发展历程的基础上,利用IT-业务战略匹配理论探究了X书业电子商务转型路径选择,并总结出中小企业应如何成功实现电子商务转型。验证了IT-业务匹配理论在中小企业电子商务转型中的适用性,并扩展战略匹配模型的应用范围,为当前中小企业找出了适合自身发展的电子商务转型路径,期望对正处于困境中的中小企业有所帮助。     

战略地图视角下的IT治理初探

企业信息化在当下逐渐呈现不可阻挡的发展态势,但IT的应用也给企业带来了诸多问题,IT治理的思想变得尤为重要。文章从战略地图的视角出发,分别从财务、客户、内部流程、学习与成长四个方面对企业的IT治理进行了初步探讨,解析各层面对IT治理的要求,并在文章最后结合实际情况提出几点建议。     

企业战略绩效测量指标的构建与运用

随着企业治理理论由委托代理理论向利益相关者理论演进,企业绩效测量也由传统性财务绩效测量逐步向基于利益相关者价值取向的战略性绩效测量发展。本文运用绩效棱柱模型从利益相关者满意、战略、流程、能力和利益相关者贡献五个内在相互匹配的维度为测量组织管理绩效提供一个全面系统的指标框架,最后进行了运用分析。     

IT战略规划--实现IT目标与企业目标的战略集成

伴随信息化的发展而出现的“IT黑洞”,使得IT治理成为当下企业的热门话题之一,而IT治理的核心环节是公司的IT目标是否与战略目标相一致。通过分析IT目标与企业目标的互动关系,进而提出实现二者战略集成的利器—IT战略规划,指出其对于有效地解决“IT黑洞”问题,以及推动我国企业信息化优势提升的探索与实践,都具有重大意义。同时就如何进行企业IT战略规划进行了论述,最后对IT战略规划作了进一步的思考。     

IT project portfolio governance: The emerging operation manager

Today's information technology (IT) organizations are under pressure to meet or improve IT service levels for critical business functions. Various industry standards, such as the IT Infrastructure Library (ITIL) and the Control Objectives for Information and Related Technology (COBIT) standard, have gained wide acceptance as comprehensive methodologies for improving the effectiveness of IT management. The role of IT operations management is subsequently changing from a component orientation (such as networks, systems, storage, database, and applications) to managing business‐oriented, end‐to‐end IT services. This article presents a detailed analysis of available literature in order to identify the most appropriate competencies and necessary skill sets that will be needed by an operation manager for strategic business alignment.     

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM‐TM‐performance link.     

ITIL管理标准在医院IT运维服务管理中的实践探讨

医院多种IT软件系统和网络设备的并存,使得IT运维管理变得越来越复杂、技术难度也越来越高,因而有效利用现有资源,提高运维工作效率,不断提高IT运维管理人员和技术人员的业务能力,正逐渐成为医院IT部门高效运行的关键因素。本文结合课题组正在进行的研究,导入ITIL标准进行医院IT运维服务管理实践应用,旨在打通IT部门和业务部门之间的结构性障碍,全面系统地实施IT运维服务管理,规范IT服务管理工作,提高IT管理工作的效率。     

Survey of business process management: challenges and solutions

The current literature shows that creating a good framework on business process model (PM) is not an easy task. A successful business PM should have the ability to ensure accurate alignment between business processes (BPs) and information technology (IT) designs, provide security protection, manage the rapidly changing business environment and BPs, manage customer power, be flexible for reengineering and ensure that IT goals can be easily derived from business goals and hence an information system (IS) can be easily implemented. This article presents an overview of research in the business PM domain. We have presented a review of the challenges facing business PMs, such as misalignment between business and IT, difficulty of deriving IT goals from business goals, creating secured business PM, reengineering BPs, managing the rapidly changing BP and business environment and managing customer power. Also, it presents the limitations of existing business PM frameworks. Finally, we outline several guidelines to create good business PM and the possible further research directions in the business PM domain.     

IT与业务匹配中的信息化冲突探索

信息化冲突是企业信息技术(IT)与业务匹配中普遍存在的重要障碍之一。本文在对现有文献整理基础上,对IT与业务匹配中信息化冲突产生的原因进行了系统的分析,将信息化冲突划分为任务冲突和关系冲突两种类型,并对二者之间的关系进行了分析。从行为整合角度给出了解决信息化冲突的途径。     

A framework for the identification of reusable processes

A significant challenge that faces IT management is that of aligning the IT infrastructure of an enterprise with its business goals and practices, also called business-IT alignment. A particular business-IT alignment approach, the foundation for execution approach, was well-accepted by practitioners due to a novel construct, called the operating model (OM). The OM supports business-IT alignment by directing the coherent and consistent design of business and IT components. Even though the OM is a popular construct, our previous research detected the need to enhance the OM, since the OM does not specify methods to identify opportunities for data sharing and process reuse in an enterprise. In this article, we address one of the identified deficiencies in the OM. We present a process reuse identification framework (PRIF) that could be used to enhance the OM in identifying process reuse opportunities in an enterprise. We applied design research to develop PRIF as an artefact, where the development process of PRIF was facilitated by means of the business-IT alignment model (BIAM). We demonstrate the use of the PRIF as well as report on the results of evaluating PRIF in terms of its usefulness and ease-of-use, using experimentation and a questionnaire.     

The SCOR model for the alignment of business processes and information systems

The alignment of business processes and information systems is a critical factor for both business process management (BPM) and enterprise resource planning (ERP) system efficiency. Analysing existing approaches of alignment shows the need for an independent reference model to support the mapping between organisational and informational views. The SCOR model represents a strong management tool to evaluate, control, measure and improve existing supply chain process structures, based on a business process view of supply chain highlighting the functional requirements of best practices identified. We have critically analysed the contribution of the current SCOR model to the alignment of business processes and information systems. As the alignment is currently only based on the functional realisation of best practices, we show that this alignment risks neglecting important process dependencies. An extended reference model is then proposed, including the structuring of information exchanged between processes. That results in a more complete process map highlighting all physical and informational dependencies, in a multi-view of ‘business process mapping’ including the informational dimension, and thus a more precise alignment of ERP systems with processes.     

服务化商业模式创新架构与要素研究——以利丰为例

商业模式是当今企业核心竞争力形成和发展的关键问题,特别是在产业供应链服务化背景下,如何有效地构造和推动商业模式的创新和可持续是企业供应链管理的核心所在。因此,究竟如何认识服务化商业模式变革的原动力,以及模式建立和演进过程中的组织结构、创新要素和治理方式是一个需要不断深入研究的课题。本文基于国内外有关商业模式相关理论研究,提出了服务化商业模式创新的架构和要素并运用利丰的单案例研究,分析了该理论模式的核心内容和主要路径在实践中的适用性,即服务化商业模式创新的原动力对模式结构选择的影响,以及结构与创新要素和创新治理之间的关系。     

Successful programs wanted: Exploring the impact of alignment

Alignment between formulation and implementation of business strategy can be important for achieving successful programs. The authors have explored the development of a program management alignment theory. Statistical testing showed that interaction between the study model variables was found to be multidimensional, complex, and subtle in influence. Thus, the authors conclude that programs have both deliberate and emergent strategies requiring design and management to be organized as complex adaptive systems. Program life‐cycle phases of design and transition were often formed from an unclear and confusing strategic picture at the outset, which can make those phases difficult to control. Learning was established as an underlying challenge. The study model demonstrated continuous alignment as an essential attribute contributing toward successful delivery. This requires program design and structure to adopt an adaptive posture.