TY - GEN
T1 - Guideline for unstructured technology decision making - A case study
AU - Shiburi, N.
AU - Marnewick, A.
N1 - Publisher Copyright:
© 2017 IEEE.
PY - 2017/7/31
Y1 - 2017/7/31
N2 - Technology plays an important role in company competitiveness and, like any other sources of competition, needs to be managed from a strategic point of view. Therefore, technology is integral to how it is selected and prioritized to support the company strategic objective. The information characteristics for strategic decisions are ad hoc, forward looking, external and wide scoped. In addition, new technology is filled with uncertainties. Operations managers at lower levels make day-to-day decisions that are structured, information is easily available, inward looking and certain. However, from time to time the operations managers, who usually have to make structured decisions, have to make unstructured technology decisions or recommendations to senior management about the technology. If a decision-making process guideline is available to be utilized during technology rollout decisions, which are unstructured in nature, it will provide decision makers at operational management level with a structure and aid them to make decisions that are effective. This study made use of two cases studies within one organization to determine how previous technology decisions were made and what factors were taken into account. Based on the literature review and case study findings, a guideline for unstructured technology decision making was derived.
AB - Technology plays an important role in company competitiveness and, like any other sources of competition, needs to be managed from a strategic point of view. Therefore, technology is integral to how it is selected and prioritized to support the company strategic objective. The information characteristics for strategic decisions are ad hoc, forward looking, external and wide scoped. In addition, new technology is filled with uncertainties. Operations managers at lower levels make day-to-day decisions that are structured, information is easily available, inward looking and certain. However, from time to time the operations managers, who usually have to make structured decisions, have to make unstructured technology decisions or recommendations to senior management about the technology. If a decision-making process guideline is available to be utilized during technology rollout decisions, which are unstructured in nature, it will provide decision makers at operational management level with a structure and aid them to make decisions that are effective. This study made use of two cases studies within one organization to determine how previous technology decisions were made and what factors were taken into account. Based on the literature review and case study findings, a guideline for unstructured technology decision making was derived.
KW - Decision making process
KW - PESTEL
KW - Porter's five forces
KW - Real options theory
KW - Traditional methods
UR - http://www.scopus.com/inward/record.url?scp=85028567026&partnerID=8YFLogxK
U2 - 10.1109/TEMSCON.2017.7998378
DO - 10.1109/TEMSCON.2017.7998378
M3 - Conference contribution
AN - SCOPUS:85028567026
T3 - 2017 IEEE Technology and Engineering Management Society Conference, TEMSCON 2017
SP - 209
EP - 214
BT - 2017 IEEE Technology and Engineering Management Society Conference, TEMSCON 2017
PB - Institute of Electrical and Electronics Engineers Inc.
T2 - 2017 IEEE Technology and Engineering Management Society Conference, TEMSCON 2017
Y2 - 8 June 2017 through 10 June 2017
ER -