Information System ProcessInnovation Adoption, Adaptation, Learning, and Unlearning: A Longitudinal Case Study

This thesis examines the history and evolution of information system process innovation (ISPI) processes (adoption, adaptation, and unlearning) within the information system development (ISD) work in an internal information system (IS) department and in two IS software house organisations in Finland over a 43-year time-period. The study offers insights into influential actors and their dependencies in deciding over ISPIs. The research usesa qualitative research approach, and the research methodology involves the description of the ISPI processes, how the actors searched for ISPIs, and how the relationships between the actors changed over time. The existing theories were evaluated using the conceptual models of the ISPI processes based on the innovationliterature in the IS area. The main focus of the study was to observe changes in the main ISPI processes over time. The main contribution of the thesis is a new theory. The term theory should be understood as 1) a new conceptual framework of the ISPI processes, 2) new ISPI concepts and categories, and the relationships between the ISPI concepts inside the ISPI processes. The study gives a comprehensive and systematic study on the history and evolution of the ISPI processes; reveals the factors that affected ISPI adoption; studies ISPI knowledge acquisition, information transfer, and adaptation mechanisms; and reveals the mechanismsaffecting ISPI unlearning; changes in the ISPI processes; and diverse actors involved in the processes. The results show that both the internal IS department and the two IS software houses sought opportunities to improve their technical skills and career paths and this created an innovative culture. When new technology generations come to the market the platform systems need to be renewed, and therefore the organisations invest in ISPIs in cycles. The extent of internal learning and experiments was higher than the external knowledge acquisition. Until the outsourcing event (1984) the decision-making was centralised and the internalIS department was very influential over ISPIs. After outsourcing, decision-making became distributed between the two IS software houses, the IS client, and itsinternal IT department. The IS client wanted to assure that information systemswould serve the business of the company and thus wanted to co-operate closely with the software organisations.

Searching for keys to successful post-merger integration : a longitudinal case-study following a public sector merger

Unsuccessful mergers are unfortunately the rule rather than the exception. Therefore it is necessary to gain an enhanced understanding of mergers and post-merger integrations (PMI) as well as learning more about how mergers and PMIs of information systems (IS) and people can be facilitated. Studies on PMI of IS are scarce and public sector mergers are even less studied. There is nothing however to indicate that public sector mergers are any more successful than those in the private sector. This thesis covers five studies carried out between 2008 and 2011 in two organizations in higher education that merged in January 2010. The most recent study was carried out two years after the new university was established. The longitudinal case-study focused on the administrators and their opinions of the IS, the work situation and the merger in general. These issues were investigated before, during and after the merger. Both surveys and interviews were used to collect data, to which were added documents that both describe and guide the merger process; in this way we aimed at a triangulation of findings. Administrators were chosen as the focus of the study since public organizations are highly dependent on this staff category, forming the backbone of the organization and whose performance is a key success factor for the organization. Reliable and effective IS are also critical for maintaining a functional and effective organization, and this makes administrators highly dependent on their organizations’ IS for the ability to carry out their duties as intended. The case-study has confirmed the administrators’ dependency on IS that work well. A merger is likely to lead to changes in the IS and the routines associated with the administrators’ work. Hence it was especially interesting to study how the administrators viewed the merger and its consequences for IS and the work situation. The overall research objective is to find key issues for successful mergers and PMIs. The first explorative study in 2008 showed that the administrators were confident of their skills and knowledge of IS and had no fear of having to learn new IS due to the merger. Most administrators had an academic background and were not anxious about whether IS training would be given or not. Before the merger the administrators were positive and enthusiastic towards the merger and also to the changes that they expected. The studies carried out before the merger showed that these administrators were very satisfied with the information provided about the merger. This information was disseminated through various channels and even negative information and postponed decisions were quickly distributed. The study conflicts with the theories that have found that resistance to change is inevitable in a merger. Shortly after the merger the (third) study showed disappointment with the fact that fewer changes than expected had been implemented even if the changes that actually were carried out sometimes led to a more problematic work situation. This was seen to be more prominent for routine changes than IS changes. Still the administrators showed a clear willingness to change and to share their knowledge with new colleagues. This knowledge sharing (also tacit) worked well in the merger and the PMI. The majority reported that the most common way to learn to use new ISs and to apply new routines was by asking help from colleagues. They also needed to take responsibility for their own training and development. Five months after the merger (the fourth study) the administrators had become worried about the changes in communication strategy that had been implemented in the new university. This was perceived as being more anonymous. Furthermore, it was harder to get to know what was happening and to contact the new decision makers. The administrators found that decisions, and the authority to make decisions, had been moved to a higher administrative level than they were accustomed to. A directive management style is recommended in mergers in order to achieve a quick transition without distracting from the core business. A merger process may be tiresome and require considerable effort from the participants. In addition, not everyone can make their voice heard during a merger and consensus is not possible in every question. It is important to find out what is best for the new organization instead of simply claiming that the tried and tested methods of doing things should be implemented. A major problem turned out to be the lack of management continuity during the merger process. Especially problematic was the situation in the IS-department with many substitute managers during the whole merger process (even after the merger was carried out). This meant that no one was in charge of IS-issues and the PMI of IS. Moreover, the top managers were appointed very late in the process; in some cases after the merger was carried out. This led to missed opportunities for building trust and management credibility was heavily affected. The administrators felt neglected and that their competences and knowledge no longer counted. This, together with a reduced and altered information flow, led to rumours and distrust. Before the merger the administrators were convinced that their achievements contributed value to their organizations and that they worked effectively. After the merger they were less sure of their value contribution and effectiveness even if these factors were not totally discounted. The fifth study in November 2011 found that the administrators were still satisfied with their IS as they had been throughout the whole study. Furthermore, they believed that the IS department had done a good job despite challenging circumstances. Both the former organizations lacked IS strategies, which badly affected the IS strategizing during the merger and the PMI. IS strategies deal with issues like system ownership; namely who should pay and who is responsible for maintenance and system development, for organizing system training for new IS, and for effectively run IS even during changing circumstances (e.g. more users). A proactive approach is recommended for IS strategizing to work. This is particularly true during a merger and PMI for handling issues about what ISs should be adopted and implemented in the new organization, issues of integration and reengineering of IS-related processes. In the new university an ITstrategy had still not been decided 26 months after the new university was established. The study shows the importance of the decisive management of IS in a merger requiring that IS issues are addressed in the merger process and that IS decisions are made early. Moreover, the new management needs to be appointed early in order to work actively with the IS-strategizing. It is also necessary to build trust and to plan and make decisions about integration of IS and people.

IPH response to Your Health is Your Wealth – Health and Wellbeing Framework 2012- 2020 (Department of Health)

The remit of the Institute of Public Health in Ireland (IPH) is to promote cooperation for public health between Northern Ireland and the Republic of Ireland in the areas of research and information, capacity building and policy advice. Our approach is to support Departments of Health and their agencies in both jurisdictions, and maximise the benefits of all-island cooperation to achieve practical benefits for people in Northern Ireland and the Republic of Ireland. The Department of Health is developing a Health and Wellbeing policy to improve the health of the population and reduce health inequalities by addressing causes of preventable illnesses. The Policy Framework is at an advanced stage with a number of background analytical documents prepared and published on the Department website to allow views to be incorporated into final drafts.  IPH responded to the consultation call in 2011 and we welcome the placement of these supporting documents on the Department website with the request for additional comments.

LSI-R Assessment is Valid for Iowa Offenders, Data Download, Iowa Department of Corrections, September 2006

Welcome to the first issue of the ICON Data Download, a periodic report intended to communicate findings relevant to those who work directly with offenders, as well as those involved in planning, policy and budgeting. This issue highlights work conducted by research partner Christopher Lowenkamp, Ph.D., of the University of Cincinnati and his research associate, Kristin Bechtel, M.S. Data for this analysis was provided from the Iowa Justice Data Warehouse – and takes advantage of the link between ICON and ICIS (the court database) to readily track offender recidivism.

Violator Program: Community Aftercare is Key, Data Download, Iowa Department of Corrections, November 2008

Through an act of the Iowa Legislature, the Violator Program came into existence some 20 years ago, the purpose of which was to provide an alternative to long-term imprisonment for those offenders whose probation/parole had been suspended. This 4-6 month program is currently administered at three locations: Luster Heights, Newton Correctional Release Center,and the Iowa Correctional Institution for Women.

Voucher from the Engineer Department of Port Dalhousie and Thorold Railway Extension to John Gilleland for supplies. This is accompanied by a note about pine lumber and fencing, Apr. and May, 1857

Voucher from the Engineer Department of Port Dalhousie and Thorold Railway Extension to John Gilleland for supplies. This is accompanied by a note about pine lumber and fencing, Apr. and May, 1857.

Pay roll voucher from the Engineer Department of Port Dalhousie and Thorold Railway Extension for repairs to fences and cattle guards etc. in the months of April and May. This document is attached to a time sheet, May 11, 1857

Pay roll voucher from the Engineer Department of Port Dalhousie and Thorold Railway Extension for repairs to fences and cattle guards etc. in the months of April and May. This document is attached to a time sheet, May 11, 1857.

The Michigan forest fire experiment station: what it is and what it is doing. Division of field administration, Michigan Department of conservation and Lake states forest experiment station, Forest service, United States Department of agriculture cooperating. 1932.

Mode of access: Internet.

Human wolves; seventeen years of war on crime, in which is told, for the first time, the dramatic story of the rebuilding of Kansas City's police department--and the return of law and order to the heart of America.

Mode of access: Internet.

The Research Department : what it is, what it is doing, what it hopes to do.

Mode of access: Internet.

Federal Committee on Pest Control : what it is : what it does : U.S. Department of Agriculture, U.S. Department of Defense : U.S. Department of Health, Education, and Welfare : U.S. Department of Interior : FCPC.

Mode of access: Internet.

Crowning day, 1-6 combined : contains 297 numbers of the most popular songs of this famous series of gospel song books. This is a superior collection of gospel songs and hymns suitable for every department of church work. A great book for evangelists /

Contains 297 numbered hymns.

A directory of the physicians, dentists and druggists of Cincinnati, Covington, Newport, Dayton, Bellevue, and Ludlow : classified according to profession or business, and names arranged, first, in alphabetical order, and, second, according to street or locality ; to which is added lists of medical colleges, hospitals, with names of officers and medical staff of each ; health department, etc., and other valuable information.

Directory section is not illustrated. Illustrated ads for Presbyterian Hospital and Woman's Medical College, Eclectic Medical Institute, and Densmore Typewriter.