Bergeron, Pierrette. Information resources management. In
Annual Review of Information Science and Technology. edited by
Martha E. Williams , 263+. Medford, NJ: Information Today for ASIS, 1996. Vol. 31.
In this bibliographic review of IRM literature, the author notes that two views of IRM emerge
from the writings of the last ten years: 1) the technological perspective, and 2) the integrative one.
The review focuses on the integrative perspective considering IRM as a management approach
that applies to organizations rather than to society in general or individuals within the society. The
review has sections on: the concept of IRM; the information technology perspective; the
integrative perspective; IRM practices; IRM in the public sector; IRM in the private sector;
factors limiting IRM implementation; and a conclusion calling for the need to verify prescriptive
models and proposed beliefs.
Brynjolfsson, Erik, Amy Austin Renshaw and Marshall Van Alstyne. The matrix of
change.Sloan Management Review 38, no.2 (Winter 1997):
37+. (Abstract and reprint order link at
http://web.mit.edu/smr-online/past/winter97/index.html).
It is important to recognize the complex interrelationships among technology, practice, and
strategy when considering business process reengineering projects so that managers can
coordinate change in processes. The matrix of change gives management the opportunity to make
improvements as part of an integrated system.
Chakravarthy, Bala. A new strategy framework for coping with turbulence.Sloan Management Review 38, no.2 (Winter 1997): 69+.
(Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
Organizations operate in dynamic and complex environments due to technological advances and
global marketplaces. Technology makes it possible for more organizations to exploit new
opportunities. The author offers the following framework for formulating competitive strategy:
rethink strategies as needed; share responsibilities for strategies broadly within the firm with every
employee sharing the vision; and focus on organizational core competencies in order to strengthen
them and integrate the organization's capabilities.
Chakravarthy, Bala and Peter Lorange. Managing the strategy process: a
framework for a multibusiness firm. Englewood Cliffs, NJ: Prentice Hall, 1992. 474
pp. (Abstract and order link at http://web.mit.edu/smr-online/past/winter97/index.html).
The focus of this book is on the process through which strategies are formed and implemented to
determine if the process can be managed better. The authors discuss how top management can use
the strategy process to minimize the problems of information asymmetry and goal
incongruence.
Fisher, Jim. Improving human performance in a process management
environment.CMA: Management Accounting Magazine 71,
no.5 (June 1997): 21+.
Process management projects can fail for human-performance reasons rather than problems
related to the process management tasks. Failure to integrate the many human variables can result
in poor performance.
Patterson, Jennifer and John R. Nevin. Cross functional integration -- key to the
future.Transportation & Distribution 36, no.6 (June 1995):
80+.
This article is about the University of Wisconsin-Madison's establishment of the Grainger Center
for Distribution Management to provide professionals with the cross-functional tools necessary to
integrate business functions with the movement of goods, services, and information. Graduates
are expected to take a total system perspective when planning and implementing customer service
objectives.
Rafii, Farshad and Samuel P. Perkins. Cross-functional integration: moving beyond
physical co-location.Design Management Journal 6, no.3
(Summer 1995)
Authors Rafii and Perkins advocate the use of virtual co-location, a mix of face-to-face and
high-tech communication, rather than physical co-location in the same area.
Schein, Edgar H. Three cultures of management: the key to organizational
learning.Sloan Management Review 38, no.1 (Fall 1996):
Reprint 3811. (BPR 212; 12-page paper also accessible online at
http://web.mit.edu/smr-online/past/fall96/index.html).
According to Schein, organizations fail to learn because of a lack of communication between the
following three subcultures: the local culture of operators based on interaction; the engineering
culture responsible for the organization's technology; the executive culture with outside concerns.
It is important that all groups recognize cultural differences and learn to work
together.
Thomas, Philip R. Quality alone is not enough. New York:
American Management Association, 1992. 75 pp. (Shleved at HD69.T54465 1992).
1/98 version: The steps in crossfunctional mapping involve defining the scope of an activity,
identifying a sequence of activities, correlating activities with functions, and "walking the flow" to
ensure that all steps are included.
Trent, Robert J. Understanding and evaluating cross-functional sourcing team
leadership.International Journal of Purchasing & Materials
Management 32, no.4 (Fall 1996): 29-36.
In response to pressure to innovate and improve, many firms are responding by creating
organizational structures that promote cross-functional and cross-boundary communication,
coordination, and collaboration. Because most of the firms use teams, it is important to
understand how to manage the cross-functional team process. The factor recognized as most
important in affecting team success is the effectiveness of the formal team leader.
