title: The Impact of Interventional Change Techniques on an Internet Banking Cross-functional Team.

authors: Siritanachot, Chansit

subjects: internet banking

abstract: This study investigates the team aspects of a process improvement project situated in
an Internet banking system maintenance and modification phase. To investigate how
team processes could be improved in this context, four interventional change
techniques were introduced and implemented during an action research study in
which the researcher was included as one of the team members and participated
during group meetings and discussions.
Internet banking is an important Internet-delivered service which is expected to
provide benefits for both commercial banks and bank customers. Internet banking
allows bank customers to have the freedom to perform their financial activities at their
convenience. Developing, maintaining, and improving Internet banking systems
requires large amounts of investment to maintain high levels of Internet banking
service quality, and the maintenance and modification phase of the overall lifecycle
cost is a considerable part of this investment. Therefore, in order to ensure high levels
of usability, reliability, and quality for these Internet banking services, commercial
banks need to make significant investments in the maintenance and modification
phases of their Internet banking systems' lifecycle.
The four interventional change techniques used in this study were: departmental
participation, equal participation, holistic scenario, and management support. The four
techniques were found to be influential in developing process improvements in the
maintenance and modification phase of Internet banking systems. These techniques
generated several significant improvements which directly affected the way team
members managed their work. The significant contributions of these interventional
change techniques were: the creation of cross-functional multilevel teams,
development of effective departmental participation and communication techniques,
extended scope and knowledge by the team members of Internet banking systems, an
increase in team learning and understanding, techniques to change problem structure,
and an  end to end  problem-solving approach.
ii
These contributions also directly improved the performance of the Internet banking
systems maintenance team, and there was a significant improvement in the outcomes
of the Internet banking systems maintenance and modification phase.

text: The Impact of Interventional Change Techniques on an Internet Banking Cross-functional Team. This study investigates the team aspects of a process improvement project situated in
an Internet banking system maintenance and modification phase. To investigate how
team processes could be improved in this context, four interventional change
techniques were introduced and implemented during an action research study in
which the researcher was included as one of the team members and participated
during group meetings and discussions.
Internet banking is an important Internet-delivered service which is expected to
provide benefits for both commercial banks and bank customers. Internet banking
allows bank customers to have the freedom to perform their financial activities at their
convenience. Developing, maintaining, and improving Internet banking systems
requires large amounts of investment to maintain high levels of Internet banking
service quality, and the maintenance and modification phase of the overall lifecycle
cost is a considerable part of this investment. Therefore, in order to ensure high levels
of usability, reliability, and quality for these Internet banking services, commercial
banks need to make significant investments in the maintenance and modification
phases of their Internet banking systems' lifecycle.
The four interventional change techniques used in this study were: departmental
participation, equal participation, holistic scenario, and management support. The four
techniques were found to be influential in developing process improvements in the
maintenance and modification phase of Internet banking systems. These techniques
generated several significant improvements which directly affected the way team
members managed their work. The significant contributions of these interventional
change techniques were: the creation of cross-functional multilevel teams,
development of effective departmental participation and communication techniques,
extended scope and knowledge by the team members of Internet banking systems, an
increase in team learning and understanding, techniques to change problem structure,
and an  end to end  problem-solving approach.
ii
These contributions also directly improved the performance of the Internet banking
systems maintenance team, and there was a significant improvement in the outcomes
of the Internet banking systems maintenance and modification phase.

year: 2008

title: How can we know what we think until we see what we said? A citation and citation context analysis of Karl Wieck's , 'The Social Psychology of Organizing'

authors: Anderson, Marc Howard

subjects: Karl Weick

abstract: A substantial portion of Karl Weick’s influence on organization studies is based upon his classic book The Social Psychology of Organizing (abbreviated as Organizing). A citation analysis shows the magnitude of this influence compared to five other organization studies classics, and reveals that Organizing continues to be highly cited. A citation context analysis (i.e. content analysis) of all citations to Weick (1979) in three top organization studies journals (Academy of Management Review, Administrative Science Quarterly, and Organization Studies) shows that 12 concepts account for 67.6% of citations to Organizing, but that the book is cited for a remarkable diversity of additional content as well. Furthermore, a consideration of differences between the concepts cited in the US journals versus Organization Studies reveals several regional differences. Finally, very few citations are critical of Organizing or involve empirical tests. These results hold a variety of implications for future research.

text: How can we know what we think until we see what we said? A citation and citation context analysis of Karl Wieck's , 'The Social Psychology of Organizing' A substantial portion of Karl Weick’s influence on organization studies is based upon his classic book The Social Psychology of Organizing (abbreviated as Organizing). A citation analysis shows the magnitude of this influence compared to five other organization studies classics, and reveals that Organizing continues to be highly cited. A citation context analysis (i.e. content analysis) of all citations to Weick (1979) in three top organization studies journals (Academy of Management Review, Administrative Science Quarterly, and Organization Studies) shows that 12 concepts account for 67.6% of citations to Organizing, but that the book is cited for a remarkable diversity of additional content as well. Furthermore, a consideration of differences between the concepts cited in the US journals versus Organization Studies reveals several regional differences. Finally, very few citations are critical of Organizing or involve empirical tests. These results hold a variety of implications for future research.

year: 2006

title: Indigenous Rights Hollow Rights?

authors: Toki, Valmaine

abstract: The Declaration on the Rights of Indigenous Peoples (“the Declaration”) was the initiative of the Working Group on Indigenous Populations (“WGIP”). Established in 1982, the mandate of the WGIP was to develop international standards concerning Indigenous peoples’ rights. The Declaration was a manifestation of this mandate and a clear articulation of international standards on the rights of Indigenous peoples. It was not until 25 years later, in September 2007, that the final text was adopted by the General Assembly with a majority of 143 states in favour. Eleven states offered abstentions. Four states opposed adoption: Australia, Canada, the United States of America (“the United States”) and New Zealand.

text: Indigenous Rights Hollow Rights? The Declaration on the Rights of Indigenous Peoples (“the Declaration”) was the initiative of the Working Group on Indigenous Populations (“WGIP”). Established in 1982, the mandate of the WGIP was to develop international standards concerning Indigenous peoples’ rights. The Declaration was a manifestation of this mandate and a clear articulation of international standards on the rights of Indigenous peoples. It was not until 25 years later, in September 2007, that the final text was adopted by the General Assembly with a majority of 143 states in favour. Eleven states offered abstentions. Four states opposed adoption: Australia, Canada, the United States of America (“the United States”) and New Zealand.

year: 2011