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  • 1.
    Frishammar, Johan
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Characteristics in information processing approaches2002In: International Journal of Information Management, ISSN 0268-4012, E-ISSN 1873-4707, Vol. 22, no 2, p. 143-156Article in journal (Refereed)
    Abstract [en]

    This paper describes and compares different information processing approaches (terms). The purpose is to identify similarities and differences in the terms, relate them to and compare them with each other, but also to identify their underlying concepts and the course of events they represent. The terms or approaches addressed are Environmental scanning, Business, Competitive, Competitor, Market and Political intelligence, Marketing research and Information management. It was concluded that all approaches have a strong future orientation and strong ties to decision-making, and advocate that information is ennobled in one way or the other. The main differences lie in their focus, and in their scope. (C) 2002 Elsevier Science Ltd. All rights reserved.

  • 2.
    Iversen, Jakob
    et al.
    University of Wisconsin Oshkosh, 800 Algoma Blvd., Oshkosh, WI 54901-8675, USA.
    Ngwenyama, Ojelanki K.
    Ryerson University, Toronto, Canada.
    Problems in Measuring Effectiveness in Software Process Improvement: A Longitudinal Study of Organizational Change at Danske Data2006In: International Journal of Information Management, ISSN 0268-4012, E-ISSN 1873-4707, Vol. 26, no 1, p. 30-43Article in journal (Refereed)
    Abstract [en]

    Software process improvement (SPI) is a widely recognized approach that software companies implement to improve quality, productivity, and time-to-market. Assessing and analyzing performance improvements are important SPI activities. However, many SPI managers have found it difficult to develop and implement effective performance measurement programs for SPI, in part because guidelines for conducting SPI measurements are scarce. We address this gap in the SPI literature by examining major problems that SPI change agents encounter when developing and implementing SPI measurement programs. We report on a longitudinal study of an SPI change initiative and the challenges that the SPI Team faced in dealing with the issues of measuring effectiveness of the initiative. We systematically analyze an SPI performance measurement program to understand its limitations and the problems that the SPI Team encountered when implementing it. We used an organizational change theory framework to derive theoretical and practical insights that can help managers and researchers develop and implement better SPI performance measurement programs.

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