Teoria y diseño organizacional
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Capítulo 8: Uso de la tecnología de la información para la coordinación y el control 329
Notas
1. Leigh Buchanan, “Working Wonders on the Web”, Inc.
Magazine (noviembre de 2003), 76-84, 104.
2. James Cox, “Changes at Olive Garden Have Chain Living
‘La Dolce Vita’”, USA Today (18 de diciembre de 2000), B1;
Bernard Wysocki Jr., “Hospitals Cut ER Waits”, The Wall
Street Journal (3 de Julio de 2002), D1, D3.
3. Raymond F. Zammuto, Terri L. Griffith, Ann Majchrzak,
Deborah J. Dougherty y Samer Faraj, “Information Technology
and the Changing Fabric of Organization”, Organization
Science 18, núm. 5 (septiembre-octubre de 2007), 749-762.
4. Michael Fitzgerald, “A Drive-Through Lane to the Next Time
Zone”, The New York Times (18 de julio de 2004), Sección 3, 3.
5. Erik Berkman, “How to Stay Ahead of the Curve”, CIO (1 de
febrero de 2002), 72-80; y Heather Harreld, “Pick-Up Artists”,
CIO (1 de noviembre de 2000), 148-154.
6. “Business Intelligence”, sección publicitaria especial, Business
2.0 (febrero de 2003), S1-S4; y Alice Dragoon, “Business
Intelligence Gets Smart”, CIO (15 de septiembre de 2003),
84-91.
7. Gary Loveman, “Diamonds in the Data Mine”, Harvard
Business Review (mayo de 2003), 109-113); Joe Ashbrook
Nickell, “Welcome to Harrah’s”, Business 2.0 (abril de 2002),
48-54; y Meridith Levinson, “Harrah’s Knows What You Did
Last Night”, Darwin Magazine (mayo de 2001), 61-68.
8. Megan Santosus, “Motorola’s Semiconductor Products Sector’s
EIS”, columna de Working Smart, CIO, Sección 1 (15 de
noviembre de 1998), 84.
9. Constance L. Hays, “What They Know About You; Wal-Mart –
An Obsessive Monitor of Customer Behavior”, The New York
Times (14 de noviembre de 2004), Sección 3, 1.
10. Andy Neely y Mohammed Al Najjar, “Management Learning,
Not Management Control: The True Role of Performance
Measurement”, California Management Review 48, núm. 3
(primavera de 2006), 105.
11. Robert Simons, “Strategic Organizations and Top Management
Attention to Control Systems”, Strategic Management Journal
12 (1991), 49-62.
12. Richard L. Daft y Norman B. Macintosh, “The Nature and
Use of Formal Control Systems for Management Control and
Strategy Implementation”, Journal of Management 10 (1984),
43-66
13. Susannah Patton, “Web Metrics That Matter”, CIO (14 de
noviembre de 2002), 84-88; y Ramin Jaleshgari, “The End of
the Hit Parade”, CIO (14 de mayo de 2000), 183-190.
14. Adam Lashinsky, “Meg and the Machine”, Fortune (1 de septiembre
de 2003), 68-78.
15. Reportado en Spencer E. Ante, “Giving the Boss the Big
Picture”, Business Week (13 de febrero de 2006), 48-51.
16. Ante, “Giving the Boss the Big Picture”; Doug Bartholomew,
“Gauging Success”, CFO-IT (verano de 2005), 17-19; y Russ
Banham, “Seeing the Big Picture: New Data Tools Are Enabling
CEOs to Get a Better Handle on Performance Across Their
Organizations”, Chief Executive (noviembre de 2003), 46.
17. Kevin Ferguson, “Mission Control”, Inc. Magazine (noviembre
de 2003), 27-28; y Banham, “Seeing the Big Picture”.
18. Carol Hymowitz, “Dashboard Technology: Is It a Helping
Hand or a New Big Brother?”, The Wall Street Journal (26 de
septiembre de 2005), B1; Christopher Koch, “How Verizon
Flies by Wire”, CIO (1 de noviembre de 2004), 94-96.
19. Howard Rothman, “You Need Not Be Big to Benchmark”
Nation’s Business (diciembre de 1992), 64-65.
20. Tom Rancour y Mike McCracken, “Applying 6 Sigma
Methods for Breakthrough Safety Performance”, Professional
Safety 45, núm. 10 (octubre de 2000), 29-32; y Lee Clifford,
“Why You Can Safely Ignore Six Sigma”, Fortune (22 de
enero de 2001), 140.
21. Michael Hammer y Jeff Goding, “Putting Six Sigma in
Perspective”, Quality (octubre de 2001), 58-62; y Michael
Hammer, “Process Management and the Future of Six Sigma”,
Sloan Management Review (invierno de 2002), 26-32.
22. Michael Arndt, “Quality Isn’t Just for Widgets”, BusinessWeek
(22 de julio de 2002), 72-73.
23. Daft y Macintosh, “The Nature and Use of Formal
Control Systems for Management Control and Strategy
Implementation”; Scott S. Cowen y J. Kendall Middaugh III,
“Matching an Organizations’s Planning and Control Systems
to Its Environment”, Journal of General Management 16
(1990), 69-84.
24. “On Balance”, una entrevista de CFO con Robert Kaplan
y David Norton, CFO (febrero de 2001), 73-78; Chee W.
Chow, Kamal M. Haddad y James E. Williamson, “Applying
the Balanced Scorecard to Small Companies”, Management
Accounting 79, núm. 2 (agosto de 1997), 21-27; y Robert
Kaplan y David Norton, “The Balanced Scorecard: Measures
That Drive Performance”, Harvard Business Review (enerofebrero
de 1992), 71-79.
25. Basado en Kaplan y Norton, “The Balanced Scorecard”; Chow,
Haddad y Williamson, “Applying the Balanced Scorecard”; y
Cathy Lazere, “All Together Now”, CFO (febrero de 1998),
28-36.
26. Nils-Göran Olve, Carl-Johan Petri, Jan Roy y Sofie Roy,
“Twelve Years Later: Understanding and Realizing the Value
of Balanced Scorecards”, Ivey Business Journal (mayo-junio de
2004), 1-7.
27. Geary A. Rummler y Kimberly Morrill, “The Results Chain”,
TD (febrero de 2005), 27-35; y John C. Crotts, Duncan
R. Dickson y Robert C. Ford, “Aligning Organizational
Processes with Mission: The Case of Service Excellence”,
Academy of Management Executive 19, núm. 3 (agosto de
2005), 54-68.
28. Este análisis se basa en Robert S. Kaplan y David P. Norton,
“Mastering the Management System”, Harvard Business
Review (enero de 2008), 63-77; y Robert S. Kaplan y David P.
Norton. “Having Trouble with Your Strategy? Then Map It”,
Harvard Business Review (septiembre-octubre de 2000),
167-176.
29. Este análisis del control del comportamiento frente al control
del resultado se basa en Erin Anderson y Vincent Onyemah,
“How Right Should the Customer Be? Harvard Business
Review (julio-agosto de 2006), 59-67.