1. CCT 355: E-Business Technologies Class 2: Technology in Context

2. Administratrivia Networking opportunities Article analysis scheduling – later today Case study brainstorming – later today

3. Data, Information, Knowledge, Wisdom Data - raw bits (e.g., 0’s and 1’s, many computer controls) Information - data organized into chunks that have semantic value Knowledge - Application of information to tasks and goals of value and importance Wisdom - Ethical and political judgements regarding tasks of importance

4. What is IT, then? IT transmits data - but data alone is rather difficult for use to process Information is generally central role (why IT has an I in it, I guess.) While knowledge is mostly human domain, IT increasingly supports knowledge communities, making knowledge creation easier Relation to wisdom?

5. Input Process Output (IPO) Data is provided, computer transforms, data is generated Output data usually then become inputs for other processes (including processes that make us understand data as information) Garbage in, garbage out (GIGO) - badly formatted inputs break processes, wrong inputs generate incorrect results What’s garbage? Depends on the problem.

6. Open Systems Inputs - various sources of data/information, human resources, money, tech, raw materials Outputs - Services/products – but also waste and its costs Process – must deal with available inputs and create desirable outputs as efficiently as possible Feedback loops – outputs are usually inputs for other processes – coordination of processes is key Balance – hard to predict – complex systems issues

7. Competitive Advantage of IT? IT can increase speed and lower cost of distribution and production of information IT and the productivity paradox - for years, the above was true, but return on investment (ROI) was stagnant or even negative - why? Paradox solved - IT now trends positive ROI - why?

8. Automation IT to automate scheduled, simple repetitive tasks Increases efficiency, reduces human error Implemented for years in manufacturing and logistics management - increasingly common in knowledge work (e.g., tax preparation) Examples?

9. A Balance… IT alone doesn’t do much - it must be used intelligently by intelligent people People, business process, technology, end objectives, market dynamics, partners and competitors, ethical concerns, legal concerns - all interact to determine success or failure of implementation IS types/functions blend – create information ecology usually as robust as weakest link Right balance? Well, that’s where knowledge and wisdom come in.

10. Cui bono? Literal translation: who benefits? Figurative: to what good purpose? Both excellent questions in any technology implementation Technology has potential to shape/be shaped by existing social structures in an organization

11. Stakeholder Analysis Who stands to win/lose? Whose interests are compromised by corporate action/inaction? Suppliers, customers, government, shareholders, managers, information workers - all have varying interests - failure to consider usually leads to unbalanced system Not a technology question – but important in any technology implementation and change management situation

12. Org Types, Stakeholders and IT Differing relations among stakeholders in various org. types might enable or frustrate technology projects On hierarchy, matrix, decentralized organizations Different technologies fit better with different org. types – examples?

13. On “ba” KM framed as managing context – not technology Ba = “the context where knowledge emerges and is socially constructed.” Paper looks at different constructions of “ba” – a challenging and contentious concept (why?)

14. No creation without place Ba as a contextual space – either physical (e.g., office spaces, watercooler conversations) or virtual (e.g., email, intranets, IM, etc.) OL as “the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization’s knowledge system” – and “ba” is where it happens

15. Tacit and explicit knowledge Tacit – informal, innate, cultural, “how things are done around here” Explicit – formal, recorded, storable Tacit and explicit media – examples?

16. SECI Process Socialization – transfer of tacit knowledge Externalization – conversion to explicit knowledge Combination – integration/synthesis of explicit knowledge Internalization – reembodiment of new knowledge as standard practice

17. Four types of “ba” Originating – where people share stories Interacting – a more consciously designed structure of social interaction, transfer of tacit stories to explicit knowledge Cyber/systemizing – role of IT in integrating explicity knowledge Exercising – synthetic application

18. An analysis of literature Social/behavioural Cognitive/epistemic Information systems/management Strategy/structure

19. Social/Behavioural Organization norms and culture Tolerance of difference/diversity/error Social networks and connections

20. Cognitive/epistemic Collection of diverse range of opinions/experiences (e.g., requisite diversity) Creative integration of different epistemic frames/cultures/communities of practice Production and sharing of knowledge, both tacit and explicit

21. Information Systems Design and implementation of e-business technologies Simulation, decision support, problem-solving systems, intranets, KM systems, collaboration systems, etc.

22. Strategy/Vision Organizational strategy to maximize value of knowledge Effects of org. structure Learning/sharing incentives Supporting knowledge leaders and leadership

23. Case assignment Where to get companies of interest? Who to talk to? How to approach? What questions to ask? Elements of a good narrative? Proposal in a week – one page of approach, questions and possibilities notes

24. Article Analysis Scheduling (don’t move spaces please!) Sources Presentation Tips and Mechanics – template up online

25. Next Week A look at basic types of e-business technologies