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Consequences of Disruptive Technology: A Review of New Management Practices and Human Capability

Consequences of Disruptive Technology: A Review of New Management Practices and Human Capability

Güera Massyn Romo
Copyright: © 2013 |Pages: 20
ISBN13: 9781466641532|ISBN10: 1466641533|EISBN13: 9781466641549
DOI: 10.4018/978-1-4666-4153-2.ch047
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MLA

Romo, Güera Massyn. "Consequences of Disruptive Technology: A Review of New Management Practices and Human Capability." Enterprise Resource Planning: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2013, pp. 805-824. https://doi.org/10.4018/978-1-4666-4153-2.ch047

APA

Romo, G. M. (2013). Consequences of Disruptive Technology: A Review of New Management Practices and Human Capability. In I. Management Association (Ed.), Enterprise Resource Planning: Concepts, Methodologies, Tools, and Applications (pp. 805-824). IGI Global. https://doi.org/10.4018/978-1-4666-4153-2.ch047

Chicago

Romo, Güera Massyn. "Consequences of Disruptive Technology: A Review of New Management Practices and Human Capability." In Enterprise Resource Planning: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 805-824. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-4153-2.ch047

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Abstract

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.

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