ICT‐Enabled and Process‐Based Change An Integrative Roadmap

Question: Identify the necessary factors that are having a strong impact on the field of ICT (Information and Communication Technology)? Answer: The article by Margherita and Petti (2010) identifies the necessary factors that are having a strong impact on the field of ICT (Information and Communication Technology). According to the authors, the organizations use the ICT for making effective decisions and also assess information. The authors use the literature to identify the key issues in redesigning or adopting process in the organization and also the objective of explaining the systematization framework. Margherita and Petti also tries to identify the tools and methods that can be used by the practitioners and students. According to the opinion of Margherita and Petti, the change must be introduced based on the level of enablers, process, people and strategy. The main logic behind this writing is that the combination of various frameworks provides a distinct roadmap which can be useful for the organization in order to support technology, process and human dimensions of change in the organization (Banerjee, 2015). Through th is research, the authors try to identify the integrated design level that are necessary for redesigning and adopting various ICT process and also identify way that can be used to operationalize the aspect of adoption of ICT in a single framework for supporting change (Chrusciel and Field, 2006). The proposed framework or the road map supports that the adoption of ICT and also redesigning of the process is generally affected by various factors of different levels; people, enablers, process and strategy. The framework successfully addresses the critical aspects which discuss the focus and objectives, process level or the organization level and also the enablers and model of change (Hayes, 2008). The roadmap embeds the definition of action and strategic plan, analyzes the attitude of the individual and also readiness of the organization, and identifies the impact of evaluation and also the organizational and ad hoc technological enablers. In order to identify the issues, the authors have used the literature that the secondary data to identify the key issues for developing the approach and the model that is presented. The limitation of using such research method is that many documents that have been used by the authors may not originally be intended to the purpose of the research (Jesson, Matheson and Lacey, 2011). These documents might include only those events that the authors look is positive for writing. Further, the research just focuses on the phase of pre-implementation of change. This implies that the ideas that have been generated by the authors are not validated properly. The authors lacked in using quantitative data thus lacking in making a feasible study. However, the authors could have overcome these limitations by evaluating the qualitative data and also management sponsorship. This article is beneficial in understanding the external forces that can should be adopted in the process before adopting or implement ICT. Further, it also helps to analyze the communication flow within and outside the organization and also add value by highlighting the informal knowledge flow. From this article, one can develop a systematic framework for classifying and collecting the metrics of the process. References Banerjee, A. (2015). Information technology enabled process re-engineering for supply chain leagility. IJITM, 14(1), p.60. Chrusciel, D. and Field, D. (2006). Success factors in dealing with significant change in an organization. Business Process Mgmt Journal, 12(4), pp.503-516. Hayes, N. (2008). Institutionalizing change in a high-technology optronics company: The role of information and communication technologies. Human Relations, 61(2), pp.243-269. Jesson, J., Matheson, L. and Lacey, F. (2011). Doing your literature review. Los Angeles, Calif. ; London: SAGE. Margherita, A. and Petti, C. (2010). ICT enabled and process based change: an integrative roadmap. Business Process Mgmt Journal, 16(3), pp.473-491.