A "legacy system" is an antiquated method of doing something ("Legacy System," 2010). While usually this refers to some type of archaic or stale technology application--often computer software--the term can be applied to business management too, such as a "legacy manger." In the case of the latter, the legacy manager relies on a dogmatic approach to operations, usually under the philosophy, "if it isn't broken don't fix it." While this may seem practical and safe, it inhibits potential for growth and directly challenges the entire premise of quality management. Read more »

Carr (2003) is correct that competitive advantage is short-lived with information technology (IT). At best, a company can gain an advantage as either an early-adopter or proprietor of a technology. However, for most this is a long shot and unnecessary for success. Carr is keen to make the analogy between IT and prior technologies such as the railroad and telegraph. He should have made a stronger point that IT is exactly like those technologies, in that it has also become communal. Since we read Carr's article in hindsight, we know that much of today's IT has since adopted the open source approach (e.g. Linux, Drupal, iOS, and Android and to name a few widespread IT impactors). Carr wrote that we would pay for new technology but it would be cheap. Read more »

While very promising to business--and in many cases already successful employed--software as a service (SaaS) currently carries many concerns:

• Extreme dependence on the provider: Since the service only exists while the provider is a viable business, it can be a very tenuous situation. The risk of failure is rather high given the extreme cost involved in starting and sustaining the service.

• Fickle customer base: Generally the companies with a larger userbase will offer a much better product because of more resources, feedback, and higher stakes. Sometimes start-ups will gain a big customer base because they are hot, but this may not have a staying power. Predicting the future commitment is difficult.

The 1995 movie The Net (see www.imdb.com/title/tt0113957) featured a digital era where a woman was hysterical because a network defined her identity and allowed others to manipulate it. Given the year that the movie was released, it foretold very well a potential problem of a network society that defined people according to databases. While this has very much come to fruition, people's concern over data gathering is still rather tempered. Gallaugher (2010) notes the big business nature of database control and mining, like Acxiom's $1.3 billion operation. There have been several noteworthy cases of data breaches (e.g. Chinese hack of Google, lost company laptops) and now concern over FaceBook's targeted advertising based on user information. Read more »

A paper presented for
BA570 International Business at
Eastern Oregon University
June 9, 2009

Hill defines globalization as, "The shift toward a more integrated and interdependent world economy" (2009, p. 7). Hill further indicates that, from a market standpoint, historically distinct and separate national markets are replaced by barrier free trade that diminishes or eliminates distinctions based on nationality. In a more general sense, "globalization" refers to the process of any shift from local to worldwide  ("Globalization," 2009). Globalization has resoundingly established itself and its continuation is inevitable; thus, we must continue to steer its trajectory in a positive direction. Read more »

When looking for a good analogy for business, one need not look further than the very place where business is taught: the university class. Elements of strategic management abound within each class. The strategic management process in business involves the following mutually influential aspects: Read more »

According to Mintzberg (2005), "planning" usually involves premeditated reasoning about the future. By contrast, "crafting" involves planning on the fly, as the course of business ensues. In most cases, including support from his research, Mintzberg believes crafting is more reflective of what good managers do. This type of emergent planning is more effective, given the challenges of the business environment.

Mintzberg uses a pottery analogy, which demonstrates how a medium can be used as a starting point. The thinking occurs as the craft is molded. The project may take on many forms, and the end result completely different from the original intent. This is not performed randomly; rather, it is done expertly based on prior experience. Read more »

Sather, B. (2006, January). Select examples of best practices of managerial control by kinesiology department chairs. Paper presented at the meeting of the National Association of Kinesiology and Physical Education in Higher Education (NAKPEHE), San Diego, CA.