Expanding the Strategic Role of Information Interactions in the Enterprise Environment: Developing an Integrated Model

Expanding the Strategic Role of Information Interactions in the Enterprise Environment: Developing an Integrated Model

Judit Olah, Ole Axvig
DOI: 10.4018/978-1-60566-890-1.ch005
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In a modern enterprise environment, many information resources are available to people working to produce valuable output. Due to technology proliferation, remote work access, and multiple geographical locations generating their own solutions for local infrastructure challenges, as well as the fact that modern professionals are tasked to make decisions autonomously, it is not self-evident what types of information resources could or should be accessed in what order in order to move processes towards the desired product outcome. Our integrated model was developed using the results of an empirical study. The model puts a user-centered focus on business process model building by mapping all information interactions surrounding the business processes (i.e. creation, storage, management, retrieval of documents/ contents as well as information and data). The model characterizes the business processes by types of information interaction, analyzes process phases by those interactions and evaluates actual locations of information content extractions.
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Information Management In Enterprise Management

During the 1990s organizational management and the surrounding research have witnessed two key areas of revolutionary change: the realization of the central role of enterprise information asset management, and the renewed appreciation of the benefits of business process analysis (Teng, 1995). During the course of the last decade, there has been a dramatically marked shift in recognizing the importance of information sources and valuing those for their strategic role in enterprise management.

There has been much debate and discussion in the professional literature amongst theoreticians as well as practicing professionals as to what constitutes corporate information assets, how best to define those, and what are the direct and indirect values that can be attributed to those assets. These discussions inherently convey an important shift in perspective, and demarcate a new era of enterprise research; by stating that there is a critical relationship between information asset management and the overall success of enterprise management. While in the past most authors might have implied that any improvement in the efficiency of corporate information asset management could have resulted in improved overall corporate performance, the new research would draw a closer and more direct causal relationship between the two. Yet attaching values to these assets has appeared to be challenging and often cumbersome. Financial planning, prompted by increased attention to information assets as part of the enterprise, often continues to rely on technical measures of asset management such as data storage capacity and network throughput. Potential financial gains to be made through the improved efficiency of quick, reliable access to correct information remain elusive because they are hard to measure and report. Our model was developed in part to offer a way of measuring the use of information as an integral part of business processes.

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