Innovating IS management by enhancing Knowledge Intensive Service Activities (KISA): two case studies in the banking sector
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.
KISA IS outsourcing competence centre virtual organization KISA induce innovation in IS management and virtual organizations
Paolo Depaoli Alessandro DAtri Marco De Marco
Universita degli Studi di Urbino, Urbino, Italy Libera Universita Internazionale degli Studi Sociali (LUISS), Rome, Italy Universita Cattolica del Sacro Cuore, Milan, Italy
国际会议
第八届武汉电子商务国际会议(The Eighth Wuhan International Conference on E-Business)
武汉
英文
993-1000
2009-05-30（万方平台首次上网日期，不代表论文的发表时间）