This retail banking case together with other cases3 support an initial research hypothesis that leading software users in the US and Japan are very sophisticated in the ways they have integrated software into their management strategies and use it to institutionalize organizational strengths and capture tacit knowledge on an iterative basis. In Japan this strategy has involved heavy reliance on customized and semi-customized software (Rapp 1995) but is changing towards a more selective use of package software managed via customized systems. In turn, US firms, such as Merck, who have often relied more on packaged software, are doing more customization, especially for systems needed to integrate software packages into something more closely linked with its business strategies, markets, and organizational structure. Thus, coming from different directions, there appears to be some convergence in approach by these leading software users. The cases thus confirm what some other analysts have hypothesized; a coherent business strategy is a necessary condition for a successful information technology strategy (Wold and Shriver 1993). These strategic links for Sanwa are presented in the following case.
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机译:该零售银行业务案例与其他案例3一起支持了一个初步的研究假设,即美国和日本的领先软件用户在将软件集成到管理策略中并利用它来制度化组织优势并通过迭代获取隐性知识方面非常熟练。基础。在日本,这种策略涉及对定制和半定制软件的严重依赖(Rapp 1995),但正朝着更加有选择地使用通过定制系统管理的软件包的方向转变。反过来,像默克这样的美国公司,通常更多地依赖于打包软件,它们正在做更多的定制化工作,特别是对于将软件包集成到与其业务战略,市场和组织结构更紧密相关的东西所需的系统。因此,来自不同方向的这些领先软件用户似乎在方法上存在某种融合。因此,这些案例证实了其他一些分析师的假设。连贯的业务策略是成功的信息技术策略的必要条件(Wold and Shriver 1993)。以下情况介绍了Sanwa的这些战略联系。
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