| 591. |
|
|
| 592. |
|
|
| 593. |
|
|
| 594. |
|
|
| 595. |
|
|
| 596. |
- Luo, Yi, et al.
(författare)
-
A theoretical investigation of the near-edge X-ray absorption spectrum of hexa-peri-hexabenzocoronene
- 2001
-
Ingår i: Chemical Physics Letters. - 0009-2614 .- 1873-4448. ; 337:03-jan, s. 176-180
-
Tidskriftsartikel (refereegranskat)abstract
- The near-edge X-ray absorption spectrum of hexa-peri-hexabenzocoronene has been simulated by density functional theory techniques using transition state and full core hole potentials. The total spectrum is found to be a composition of multiple structure in the subspectra of the symmetry unique carbons, rather than by chemically shifted single pi* transitions. This quite 'fullerene-like' behavior, with only minor reminiscence of either graphite or benzene spectral features, is used to argue that long-range effects must be important to build up the dominating single excitonic pi* feature in graphite.
|
|
| 597. |
|
|
| 598. |
- Mähring, Magnus, et al.
(författare)
-
De-escalating IT Projects: The DMM Model
- 2009
-
Ingår i: Communications- ACM. - : ACM Association for Computing Machinery. - 0001-0782. ; 52:10, s. 131-134
-
Tidskriftsartikel (refereegranskat)abstract
- Taming runaway Information Technology (IT) projects is a challenge that most organizations have faced and that managers continue to wrestle with. These are projects that grossly exceed their planned budgets and schedules, often by a factor of 2--3 fold or greater. Many end in failure; failure not only in the sense of budget or schedule, but in terms of delivered functionality as well. Runaway projects are frequently the result of escalating commitment to a failing course of action, a phenomenon that occurs when investments fail to work out as envisioned and decision-makers compound the problem by persisting irrationally. Keil, Mann, and Rai reported that 30--40% of IT projects exhibit some degree of escalation. To break the escalation cycle, de-escalation of commitment to the failing course of action must occur so that valuable resources can be channeled into more productive use. But, making de-escalation happen is neither easy nor intuitive. This article briefly examines three approaches that have been suggested for managing de-escalation. By combining elements from the three approaches, we introduce a de-escalation management maturity (DMM) model that provides a useful framework for improving practice.
|
|
| 599. |
- Mähring, Magnus, et al.
(författare)
-
Is Your Project Turning into a Black Hole?
- 2010
-
Ingår i: California Management Review. - : SAGE Publications (UK and US). - 2162-8564 .- 0008-1256. ; 53:1, s. 6-31
-
Tidskriftsartikel (refereegranskat)abstract
- Any seasoned executive knows that information technology (IT) projects have a high failure rate. Large IT projects can become the business equivalent of what astrophysicists know as black holes, absorbing large quantities of matter and energy. Resources get sucked in, but little or nothing ever emerges. Of course, projects do not become black holes overnight. They get there one day at a time through a process known as escalating commitment to a failing course of action. Without executive intervention, these projects almost inevitably turn into black holes. This article sheds light on the insidious process through which projects that devour resources, yet fail to produce business value, are created and gradually evolve into black holes. It presents a framework that explains the creation of black hole projects as a sequence of three phases: drifting, treating symptoms, and rationalizing continuation. The framework is illustrated through two cases: EuroBank and California DMV. The article then presents recommendations to prevent escalating projects from becoming black holes and provides a means for detecting problems at an early stage.
|
|
| 600. |
- Mähring, Magnus, et al.
(författare)
-
Paradoxes and the nature of ambidexterity in IT transformation programs
- 2015
-
Ingår i: Information Systems Research. - : INFORMS (Institute for Operations Research and Management Sciences). - 1047-7047 .- 1526-5536. ; 26:1, s. 57-80
-
Tidskriftsartikel (refereegranskat)abstract
- Though information technology (IT) transformation programs are gaining in importance, we know little about the nature of the challenges involved in such programs and how to manage them. Using grounded theory methodology, we conducted a multiyear case study of a large IT transformation program in a major commercial bank, during which we encountered the interrelated themes of paradoxes and ambidexterity. Grounded in our case, we construct a substantive theory of ambidexterity in IT transformation programs that identifies and explains the paradoxes that managers need to resolve in IT transformation programs. The ambidexterity areas we identified are (1) IT portfolio decisions (i.e., IT efficiency versus IT innovation), (2) IT platform design (i.e., IT standardization versus IT differentiation), (3) IT architecture change (i.e., IT integration versus IT replacement), (4) IT program planning (i.e., IT program agility versus IT project stability), (5) IT program governance (i.e., IT program control versus IT project autonomy), and (6) IT program delivery (i.e., IT program coordination versus IT project isolation). What weaves these six areas together is the combined need for IT managers to employ ambidextrous resolution strategies to ensure short-term IT contributions and continuous progress of IT projects while simultaneously working toward IT transformation program success as a foundation for IT-enabled business transformation. However, in addition to this commonality, we find that the nature of paradoxical tensions differs across the six areas and requires slightly different management strategies for paradox resolution. Ambidexterity areas (1), (2), and (3) are associated with IT transformation strategizing and, in addition to balancing short- and long-term goals, require the mutual accommodation and blending of business and IT interests in the spirit of IT-business partnering to achieve IT-enabled business change and IT-based competitiveness. Ambidexterity areas (4), (5), and (6) are associated with IT program and project execution and, in addition to balancing short- and long-term requirements, require a recurrent and dynamic act of balancing "local" needs at the IT project level and "global" needs at the IT program level.
|
|
