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Understanding the big picture: a systems and business process perspective on technology management and competitiveness
Author(s) -
Maffin David
Publication year - 1998
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(199812)5:4<246::aid-kpm28>3.0.co;2-x
Subject(s) - relation (database) , computer science , process (computing) , business process , context (archaeology) , key (lock) , business value , knowledge management , process management , value (mathematics) , business , marketing , work in process , economics , computer security , operating system , paleontology , human capital , database , machine learning , biology , economic growth
The provision of superior value to customers often involves theapplication of technology and knowledge to the development of products,processes and services. Managing the acquisition and use oftechnological assets within the context and aims of the business istherefore very important. The changing nature and increasing complexityof business today means that, in its broadest sense, technologymanagement poses a difficult challenge for many companies. It is arguedthat existing business process and technology management concepts andtools do not encourage or support consideration of a sufficientlycomprehensive range of factors, nor allow key issues to be articulatedand decisions reached in a structured and informed way. In order toovercome these shortcomings, an holistic framework is introduced whichallows technological issues to be addressed in relation to thecompetitive position of the business. This integrates three keyconcepts—the application of systems ideas to define the keyorganizations and components of the business system, a broadunderstanding of customer value and the transmission of value betweenelements of the system, and the key business processes and interfaceswhich are the means by which customer value is identified and deliveredto the customer. Its potential for application by companies in relationto a range of technology management activities is discussed, and itsapplication is illustrated with evidence from a case study. Copyright© 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.