Sentence examples for organizational processing from inspiring English sources

In the face of this onslaught, we must transform our concept of DM and organizational processing: from part of IT, to supporting an organization engineered to leverage its data and surf the data tsunami.

For instance, higher levels of stimulus complexity demand greater strategic or organizational processing in order to facilitate WM performance (Glahn et al., 2002; Bor et al., 2003).

First, we offer a substantive theory that integrates strategy implementation, organizational information processing, and structural adaptation.

Moreover, increasing data-intensification poses new demands for more efficient organizational data processing and effective knowledge utilization capabilities.

In his earlier academic career Galbraith was a highly regarded scholar in the area of organizational information processing.

This paper investigates the appropriateness of knowledge management system (KMS) designs for different organizational knowledge processing challenges.

Using organizational information processing theory, this paper builds and tests hypotheses on the costs and benefits of innovation-related collaboration within firms.

Using organizational information processing theory (OIPT), we suggest several factors that influence some of the enterprise resource planning (ERP) costs and benefits that organizations are experiencing.

Yet, the organizational knowledge bases and processing routines on which commercial innovation output depends have been strengthened only by the recruitment that has occurred from related industries.

This study examines alternative organizational forms for EDI processing within organizations and evaluates them on several task performance indices including independence, saturation, and satisfaction, and also relates them to EDI effectiveness as a function of information technology (IT) intensity and length of EDI use.

Results from an extensive, two-phase survey of EDI users indicate that organizational form for EDI processing influenced task performance indices such that the more decentralized structures (i.e. star and circle structures) exhibited higher independence and lower saturation than the more centralized structures (i.e. wheel, kite, and chain structures).