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Innovating IS management by enhancing Knowledge Intensive Service Activities (KISA): two case studies in the banking sector

机译:通过加强知识密集型服务活动(KISA)的创新是管理:银行业的两种案例研究

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Knowledge Intensive Service Activities (KISA) are present in all sectors and favor innovation because the exchanges and the interactions of internal or external experts and players disseminate knowledge (within formal and informal networks) and thus build the basis for innovation ability. As well as technological challenges, 'soft' factors and KISA related to the development of organization and human resources also have to be carefully dealt with when developing IS-ICT companies. This paper explores these issues by presenting two cases taken from the IS banking sector. One describes how a deep change in the performance appraisal of employees helped a supplier of outsourced ICT services in the banking industry develop its outsourcing philosophy and market. The other case concerns the design and implementation of the competence centre of the finance division of a large Italian software company. The discussion shows how successful results are, in both cases, a consequence of the adoption of 'participatory design' approaches and of the choice of 'loosely structured' and 'relation intensive' organizational solutions. IS-ICT suppliers sensitive to the 'soft' aspects in their businesses seem to better serve the propensity to innovate enterprises, including small and medium size enterprises (SMEs) engaged in long term, long distance cooperative endeavors.
机译:所有领域都存在知识密集的服务活动(KISA),并有利于创新,因为内部或外部专家和球员的交流和互动传播知识(在正式和非正式网络中),因此构建了创新能力的基础。除了技术挑战,“软”因素和与组织和人力资源的发展相关的因素和KISA也必须在开发IS-ICT公司时仔细处理。本文通过提出来自银行业的两种案例来探讨这些问题。人们描述了员工绩效评估的深度变化有助于银行业的外包信息通信技术服务供应商发展其外包哲学和市场。另一个案例涉及大型意大利软件公司财务部门的设计和实施。讨论表明,在这两种情况下,成功的结果是如何采用“参与式设计”方法以及选择“松散结构化”和“关系密集型”组织解决方案的后果。 IS-ICT供应商对其业务的“软”方面敏感的供应商似乎更好地服务于创新企业的倾向,包括中小型企业(中小企业)从事长期,长途合作努力。

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