Browsing by Author "Franken, Arnoud"

Now showing 1 - 5 of 5
  • Thumbnail Image
    ItemOpen Access
    A dynamic capabilities perspective of IS project portfolio management
    (Elsevier Science B.V., Amsterdam., 2014-06-01T00:00:00Z) Daniel, Elizabeth; Ward, John; Franken, Arnoud
    Organizations use information systems project portfolio management (IS PMM) to reconfigure their IS resources and capabilities to match changing market and economic conditions. IS PPM can therefore be characterised as a dynamic capability. We investigate how firms developed and adapted IS PPM to match the turbulent recessionary conditions witnessed after 2008-2009. This study contributes to an understanding of IS PPM by identifying the constituent dynamic capabilities and providing empirical examples of adaptation. To our knowledge, the study is the first to apply the notion of second order dynamic capabilities to the IS domain and also makes an important contribution to the more general concept of dynamic capabilities by providing empirical evidence and theoretical justification of the increased detailed, centrally controlled and analytical nature of IS PPM dynamic capabilities in recessionary conditions.
  • Thumbnail Image
    ItemOpen Access
    In command but out of control
    (Cranfield University School of Management, 2011) Franken, Arnoud
  • Thumbnail Image
    ItemOpen Access
    Organisational forms and knowledge management: one size fits all?
    (2006-01-01T00:00:00Z) Franken, Arnoud; Braganza, Ashley
    In the new economy, a firm's sustainable competitive advantage flows from its ability to create and exploit new knowledge. Consequently, the need for executives to manage this process effectively is greater than ever. The extant knowledge management literature contains an implicit assumption that a standard approach with universal applicability to this process exists. Yet many organisations adopting this approach fail to realise the anticipated benefits. In this paper, the underlying causes for these failures are discussed and the assumption of a standard knowledge management approach critically challenged. To this end, the organisational form framework by Miles and Snow is integrated, for the first time, with the knowledge management models by Nonaka. Through the integration of these two frameworks, it is shown that the choice of knowledge management approach cannot be unqualified but must be closely aligned with the organisation's strategic and operational form in order for the anticipated benefits to be reaped. Our analysis suggests three conclusions: One, Prospector- type organisations will tend to adopt Bottom-Up approaches for effective knowledge creation; two, Defender-type organisations will tend to adopt Top-Down approaches; and three, Analyser types will adopt Middle-Up-Down knowledge creation approaches. We provide directions for future research.
  • Thumbnail Image
    ItemOpen Access
    Wargaming - What Have You Got To Lose?
    (2015-05-26T00:00:00Z) Franken, Arnoud
  • Thumbnail Image
    ItemOpen Access
    When It Takes a Network: Creating Strategy and Agility through Wargaming
    (University of California, 2013-02-01T00:00:00Z) Franken, Arnoud; Thomsett, Harry
    When the basis of competition shifts from product features to an experience delivered by a network of independently acting participants in a complex and fast-evolving world, it creates new and unexplored challenges for strategy development and execution across organizational boundaries. Approaches based on reason are ineffective in these situations as reason alone will not inspire others to participate or motivate voluntary actions in the interest of a common purpose when conditions change unexpectedly. This paper looks at what it takes to effectively make strategy at the network level in the face of ill-defined and time-pressured conditions.