Walter Fernández | The University of New South Wales (original) (raw)
Papers by Walter Fernández
Journal of the Association for Information Systems, 2020
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International Journal of Managing Projects in Business, Jun 28, 2022
PurposeDiscover how organizations effectively integrate the temporary program outputs into the pe... more PurposeDiscover how organizations effectively integrate the temporary program outputs into the permanent organization.Design/methodology/approachA grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.FindingsA network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.Research limitations/implicationsThe paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.Practical implicationsThe directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.Originality/valueThe authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.
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European Journal of Operational Research, Sep 1, 2014
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Programme management has been historically employed as preferred means for design, development an... more Programme management has been historically employed as preferred means for design, development and implementation of large, complex Information Systems (IS). An oft cited rationale of programme management is coordination across multiple projects and related operational activities. Coordination is an information exchange activity that allows stakeholders to gain control over interdependent programme activities. While coordination and control have been examined separately in IS project management context, there is a need to understand the process of their interplay. An important concept that links coordination and control is dependencies among programme actors, tasks and resources. We suggest a field study based exploration of dependencies in IS programmes that is expected to explain the process of coordination and control in IS programme and in doing so we can extend the coordination theory.
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International Conference on Information Systems, 2014
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Executive education in IS is under the scrutiny of many institution for the potential to bring in... more Executive education in IS is under the scrutiny of many institution for the potential to bring in financial revenues. However teaching executives can be a very challenging task because of their previous experiences, variation in their previous education, and multiplicity of motivations for pursuing a continuous education. The panel aims at sharing successful experiences and highlighting challenges of dealing with executive audiences. The panel will present the results of a large survey among executive students and identify the three most significant elements emerged from the survey: the importance of theory that is actionable, the importance of varied pedagogical tools and practices, and the importance of relevance beyond practical tools. Based on a survey that will be distributed to the audience at the beginning of the panel, the audience will be actively engaged in sharing their experiences on the three topics aiming at capitalize and sum up on the collective knowledge of the room.
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Proceedings - Academy of Management, Aug 1, 2020
Enterprise architecture (EA) is becoming an important practice for organizations to createthe ope... more Enterprise architecture (EA) is becoming an important practice for organizations to createthe operational backbone that supports digital strategy (Iansiti and Lakhani, 2019; Ross and Quaadgras, 2012). However, for its importance, EA is also difficult to implement. For some, it is a practice that brings order, clarity, and value, while for others, it is a draining and expensive nuisance (Ross, Weill, & Robertson, 2006). Enterprise architects struggle to show clear benefits of EA and to provide justification for sustained spending on EA (Tamm, Seddon, Shanks, Reynolds, & Frampton, 2015). The result is that EA programs tend to be closed prematurely before they can deliver compelling value (Gong and Janssen, 2019; Ross and Quaadgras, 2012). A reason behind the controversial nature of EA benefits may reside in the limited understanding of EA benefits (Niemi & Pekkola, 2016) and how they change over time (Lange, Mendling, and Recker, 2016). The literature on EA benefits is fairly recent (e.g., Foorthuis, van Steenbergen, Brinkkemper, & Bruls, 2016; Gong & Janssen, 2019; Shanks, Gloet, Someh, Frampton, & Tamm, 2018) and the results have been contradictory (Niemi & Pekkola, 2016). A possible reason may be that the different EA value frameworks do not take a dynamic perspective that recognizes that EA benefits depend on the maturity that an organization has accrued with EA. On this basis, we seek to answer the following research question: How do the perceived benefits of EA evolve with the maturity of EA capabilities in organizations?To contribute to the ongoing debate about dynamics of the business value of EA, we have conducted a longitudinal case study at GMEM, a global electronics manufacturer where we followed the evolution of the EA practice. Our analysis shows that EA capability produces benefits that go hand in hand with the maturation of the capability itself hence proving that benefit expectations for EA need to be timed according to the maturity of the EA capability
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Information Systems Foundations: Theory Building in Information Systems, Oct 1, 2012
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Australasian Journal of Information Systems, May 1, 2012
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Australasian Journal of Information Systems, 2012
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Organizational Research Methods, Jan 7, 2015
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Decision Support Systems, Nov 1, 2012
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Journal of Information Technology, Sep 1, 2016
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Journal of Strategic Information Systems, Sep 1, 2006
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Journal of the Association for Information Systems, 2020
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International Journal of Managing Projects in Business, Jun 28, 2022
PurposeDiscover how organizations effectively integrate the temporary program outputs into the pe... more PurposeDiscover how organizations effectively integrate the temporary program outputs into the permanent organization.Design/methodology/approachA grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.FindingsA network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.Research limitations/implicationsThe paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.Practical implicationsThe directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.Originality/valueThe authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.
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European Journal of Operational Research, Sep 1, 2014
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Programme management has been historically employed as preferred means for design, development an... more Programme management has been historically employed as preferred means for design, development and implementation of large, complex Information Systems (IS). An oft cited rationale of programme management is coordination across multiple projects and related operational activities. Coordination is an information exchange activity that allows stakeholders to gain control over interdependent programme activities. While coordination and control have been examined separately in IS project management context, there is a need to understand the process of their interplay. An important concept that links coordination and control is dependencies among programme actors, tasks and resources. We suggest a field study based exploration of dependencies in IS programmes that is expected to explain the process of coordination and control in IS programme and in doing so we can extend the coordination theory.
Bookmarks Related papers MentionsView impact
International Conference on Information Systems, 2014
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Executive education in IS is under the scrutiny of many institution for the potential to bring in... more Executive education in IS is under the scrutiny of many institution for the potential to bring in financial revenues. However teaching executives can be a very challenging task because of their previous experiences, variation in their previous education, and multiplicity of motivations for pursuing a continuous education. The panel aims at sharing successful experiences and highlighting challenges of dealing with executive audiences. The panel will present the results of a large survey among executive students and identify the three most significant elements emerged from the survey: the importance of theory that is actionable, the importance of varied pedagogical tools and practices, and the importance of relevance beyond practical tools. Based on a survey that will be distributed to the audience at the beginning of the panel, the audience will be actively engaged in sharing their experiences on the three topics aiming at capitalize and sum up on the collective knowledge of the room.
Bookmarks Related papers MentionsView impact
Proceedings - Academy of Management, Aug 1, 2020
Enterprise architecture (EA) is becoming an important practice for organizations to createthe ope... more Enterprise architecture (EA) is becoming an important practice for organizations to createthe operational backbone that supports digital strategy (Iansiti and Lakhani, 2019; Ross and Quaadgras, 2012). However, for its importance, EA is also difficult to implement. For some, it is a practice that brings order, clarity, and value, while for others, it is a draining and expensive nuisance (Ross, Weill, & Robertson, 2006). Enterprise architects struggle to show clear benefits of EA and to provide justification for sustained spending on EA (Tamm, Seddon, Shanks, Reynolds, & Frampton, 2015). The result is that EA programs tend to be closed prematurely before they can deliver compelling value (Gong and Janssen, 2019; Ross and Quaadgras, 2012). A reason behind the controversial nature of EA benefits may reside in the limited understanding of EA benefits (Niemi & Pekkola, 2016) and how they change over time (Lange, Mendling, and Recker, 2016). The literature on EA benefits is fairly recent (e.g., Foorthuis, van Steenbergen, Brinkkemper, & Bruls, 2016; Gong & Janssen, 2019; Shanks, Gloet, Someh, Frampton, & Tamm, 2018) and the results have been contradictory (Niemi & Pekkola, 2016). A possible reason may be that the different EA value frameworks do not take a dynamic perspective that recognizes that EA benefits depend on the maturity that an organization has accrued with EA. On this basis, we seek to answer the following research question: How do the perceived benefits of EA evolve with the maturity of EA capabilities in organizations?To contribute to the ongoing debate about dynamics of the business value of EA, we have conducted a longitudinal case study at GMEM, a global electronics manufacturer where we followed the evolution of the EA practice. Our analysis shows that EA capability produces benefits that go hand in hand with the maturation of the capability itself hence proving that benefit expectations for EA need to be timed according to the maturity of the EA capability
Bookmarks Related papers MentionsView impact
Information Systems Foundations: Theory Building in Information Systems, Oct 1, 2012
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Australasian Journal of Information Systems, May 1, 2012
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Australasian Journal of Information Systems, 2012
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Organizational Research Methods, Jan 7, 2015
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Decision Support Systems, Nov 1, 2012
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Journal of Information Technology, Sep 1, 2016
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Journal of Strategic Information Systems, Sep 1, 2006
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