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Creating Intangible Value through a Corporate Employee Portal

100%

Mendes D., Gomes J., Romao M.

Journal of Entrepreneurship, Management and Innovation

2017

vol. 13

issue 3

125-150

Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.

Procesowa struktura wydziałowego systemu zarządzania jakością kształcenia

80%

Płaczek S.

Kwartalnik Naukowy Uczelni Vistula

2014

issue 1(39)

152-164

Celem rozważań jest przedstawienie nowoczesnej koncepcji struktury Wydziałowego Systemu Zarządzania Jakością Kształcenia. Procesowa struktura charakteryzuje się dużą elastycznością w zakresie modyfikacji i modernizacji przyjętych rozwiązań, w zależności odstrategii zarządzania Wydziałem Uczelni. Koncepcję Procesowej Struktury WSZJK oparto na Mapach Strategii, w których procesowa struktura ujęta w czerech perspektywach umożliwia dostosowanie do przyjętej struktury zarzadzania jak również typu organizacji. W praktyce bowiem największym problemem każdej struktury jest elastyczność, czyli dopasowanie do zmieniającego się środowiska oraz celów działania samej organizacji. Przedstawiona Procesowa Struktura WSZJK charakteryzuje się szerokimi możliwościami adaptacyjnymi do wszelkich zmieniających się uwarunkowań. Mapy Strategii, a tym samym Procesowa Struktura WSZJK w maksymalnym stopniu uwzględniają interesy koncesariuszy, zarówno wewnętrznych, jak i zewnętrznych. Powyższe w połączeniu z nowoczesną strategią defi nicji celów całej Uczelni, czyni Procesową Strukturę najbardziej optymalną i dostosowana do współczesnych wymagań. Jest to artykuł koncepcyjny. Koncepcja w nim przedstawiona została przyjęta przez Radę Wydziału i wdrożona w Wydziale Informatyki AFiB Vistula.

An aim of considerations is to present the modern concept of the structure of the Faculty System of Education Quality Management (FSEQM). The process structure is characterised by a high flexibility as regards modification and modernisation of the adopted solutions depending on the strategy of University’s faculty management. The concept of the process structure of FSEQM is based on the strategy maps where the process structure taken in the four perspectives enable adjustment to the adopted structure of management as well as to the type of organisation. In practice, the biggest problem of every structure is flexibility, i.e. adjustment to the changing environment and objectives of activities of the very organisation. The presented process structure of FSEQM is characterised by wide adaptation possibilities in case of whatever changing determinants. The strategy maps and, thus, the process structure of FSEQM take into account to the maximum degree interests of concessaries, both internal and external. The above-mentioned combined with the modern strategy of definition of the goals and objectives of the entire University makes the process structure the optimal and adjusted to the contemporary requirements. This is a conceptual article. The concept presented in it was adopted by the Faculty Council and implemented in the Faculty of Computer Science of the Vistula University.

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1 Journal of Entrepreneurship, Management and Innovation

1 Kwartalnik Naukowy Uczelni Vistula

1 2017

1 2014

1 Gomes J.

1 Mendes D.

1 Płaczek S.

1 Romao M.

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Creating Intangible Value through a Corporate Employee Portal

Procesowa struktura wydziałowego systemu zarządzania jakością kształcenia