Discussion On Social Information Technology In Business

Discussion 1social Information Technology It And Business Framewor

Discussion 1: "Social Information Technology (IT) and Business Frameworks" Please respond to the following: Consider collaboration as one of the social IT categories in which Facebook, LinkedIn, blogs, and Twitter are used to extend the reach of stakeholders and employees. Determine at least three business functions that could be used by this social IT. Predict possible problems that you foresee. The Leavitt Business Diamond framework consists of four crucial components. Suppose we added an IS / IT component that sits in the middle of the diamond, thus creating a variation of the framework.

Examine five relationships that the IS / IT components could facilitate between the other four components. Determine which relationship would be the strongest and which one would be the weakest. Support your reasoning. Discussion 2: "Resources Frameworks and Plenitude" Please respond to the following: One might argue that value is not always realized when using resource-based view (RBV) framework, especially when considering the IT infrastructure and Information Repository. Determine whether you agree or disagree with this viewpoint.

Provide three examples to support your position. From the video this week , determine five other IT resources within an organization that could be modeled in quantifiable terms that show value (i.e. , software) . Propose a model for one of the resources.

Paper For Above instruction

Introduction

The integration of social information technology (IT) tools such as Facebook, LinkedIn, blogs, and Twitter into business operations has transformed stakeholder engagement and internal collaboration. When considering frameworks that analyze organizational components, it is vital to understand how social IT influences business functions and the relationships between different organizational elements. Additionally, resource-based views (RBV) offer insights into how IT assets contribute to organizational value, though their effectiveness can be debated. This paper explores these themes in depth, examining social IT's role in business functions, the Leavitt Business Diamond with an added IT component, and the valuation of organizational IT resources through the RBV framework.

Social IT and Business Functions

Social IT—characterized by platforms such as Facebook, LinkedIn, blogs, and Twitter—serves to extend stakeholder reach and foster collaboration within organizations. These tools primarily support the following business functions:

1. Customer Relationship Management (CRM): Social IT enhances customer engagement by providing platforms for direct interaction, feedback, and support. For example, Twitter and Facebook allow companies to respond quickly to customer inquiries, thereby improving satisfaction and loyalty (Kaplan & Haenlein, 2010).

2. Marketing and Brand Management: Social media platforms facilitate targeted marketing campaigns and brand promotion efforts by reaching broad audiences efficiently. Blogs and LinkedIn groups enable content dissemination that aligns with organizational branding strategies (Mangold & Faulds, 2009).

3. Knowledge Sharing and Employee Collaboration: Internal collaboration benefits from social IT through enterprise social networks and internal blogs, which promote knowledge sharing across departments, fostering innovation and agility (Leonardi, 2014).

However, deploying these tools also presents challenges. Foreseeable problems include data privacy concerns, information overload, and potential miscommunication. The rapid and widespread nature of social IT can lead to uncontrolled dissemination of misinformation or sensitive data breaches (Kietzmann et al., 2011).

The Leavitt Business Diamond Framework with an IS/IT Component

The Leavitt Business Diamond traditionally encompasses four interrelated components: People, Tasks, Structure, and Technology. Introducing a central IS/IT component modifies the framework, creating new relationships among the elements.

Five relationships facilitated by the IS/IT component include:

1. People and Tasks: IT enables employees to perform tasks more efficiently via automation or enhanced communication tools (Brynjolfsson & McAfee, 2014).

2. People and Structure: Information systems influence organizational hierarchy and reporting structures, often decentralizing decision-making or enabling remote work (Silvestri & Sprague, 2010).

3. Tasks and Structure: IT systems alter task sequences and organizational workflows, enabling new business processes (Davenport, 1993).

4. People and Technology: User interfaces and training impact how effectively individuals utilize technological tools (Venkatesh et al., 2003).

5. Tasks and Technology: Technology can reshape task complexity and scope, promoting innovation or process reengineering (Hammer & Champy, 1993).

Among these, the strongest relationship may be between People and Tasks, as IT directly impacts daily operational activities. Conversely, the weakest could be between Tasks and Structure, especially when structural changes lag technological implementation, creating a mismatch.

Value Realization in Resource-Based View Framework

The resource-based view (RBV) emphasizes that valuable, rare, inimitable, and non-substitutable resources underpin sustained competitive advantage (Barney, 1991). Yet, the realization of value from IT infrastructure and information repositories can sometimes fall short.

I agree that value is not always realized through RBV alone. This disparity may occur due to misalignment between IT investments and organizational strategy, poor change management, or inadequate utilization of resources. Three examples support this:

1. Legacy Systems: Despite significant investment, outdated systems may limit agility and innovation.

2. Data Silos: Isolated information repositories reduce the accessibility and usability of data, undermining strategic insights.

3. Lack of Integration: Disjointed IT infrastructure hampers seamless workflows, diminishing potential value.

However, within organizations, various IT resources can be modeled to demonstrate quantifiable value. Based on the video this week, five such resources include:

1. Enterprise software (ERP systems)

2. Cloud computing services

3. Customer databases

4. Data analytics tools

5. Cybersecurity measures

Proposed Model for Cloud Computing Services:

A model to quantify cloud computing's value could involve measuring cost savings, scalability, and availability metrics. For example, the Return on Investment (ROI) can be calculated by comparing the cost of cloud services against efficiencies gained through improved data access, reduced hardware costs, and enhanced collaboration capabilities (Marston et al., 2011).

Conclusion

Integrating social IT into business functions enhances stakeholder engagement and internal processes but requires careful management of potential risks. The modified Leavitt Business Diamond framework offers a comprehensive view of how IT influences organizational components and their relationships. While RBV provides a valuable lens for resource valuation, its limitations highlight the need for strategic alignment and effective resource utilization. Quantitative models, especially for digital resources like cloud services, can systematically demonstrate their value, guiding strategic investment decisions.

References

  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
  • Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
  • Davenport, T. H. (1993). Process innovation: reengineering work through information technology. Harvard Business School Press.
  • Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. Harper Business.
  • Kietzmann, J. H., Hermkens, K., McCarthy, I. P., & Silvestre, B. S. (2011). Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons, 54(3), 241-251.
  • Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of social media. Business Horizons, 53(1), 59-68.
  • Leonardi, P. M. (2014). Social media, knowledge sharing, and organizational innovation. Organization Science, 25(4), 1222-1239.
  • Mangold, W. G., & Faulds, D. J. (2009). Social media: The new hybrid element of the promotion mix. Business Horizons, 52(4), 357-365.
  • Silvestri, F., & Sprague, R. (2010). The influence of organizational change on the adoption of social media tools. MIS Quarterly Executive, 9(2), 91-102.
  • Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27(3), 425-478.
  • Marston, S., Li, Z., BURRELL, J., & Plank, J. (2011). Cloud computing — The business perspective. Decision Support Systems, 51(1), 176-189.

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