Information Systems Management What sorts of motivators, processes, and best practices should managers of virtual organizations adapt from the open source movement?

Open source movement is a far reaching and wide ranging movement of persons who offer support and backing to the utilization of open source licenses for all software or just a number of them. The open software is made accessible for any individual to make use of or undertake modifications, considering the fact that its source code is made accessible. Virtual organizations can be delineated as a network of autonomous companies that come together more often than not, for a temporary period of time, to create a product or service. There are motivators, processes, and best practices that managers of virtual organizations ought to espouse from the open source movement. To start with, the capacity of allowing members to not only use, but also to modify the data is a practice that virtual organization managers ought to adopt. This is for the reason that it will appeal to a great deal of free labour to the cause of creating the product or service being considered. More so, this practice has resulted in numerous significant projects becoming not only reliable, but also scalable to the extent that it can be employed at all levels (Heron et al., 2013).

Another motivator or best practice of open source movement that virtual organization managers ought to adopt is the level of control. In this case, the technical staff progressively serves as the maintainers of the product or service in consideration. However, these individuals do not play any role in the development of most of the products or services they support and have very minimal ability to alter them considerably. As a result, those personnel are continuously caught between the demands of the users they offer support to and also the sellers. Therefore, it becomes very possible to maintain control over the functionality of the project, any drawbacks and also progression of the project in the forthcoming periods (Warger, 2002).

Another aspect, which has a major benefit prospectively, is that open-source movement focus and lay emphasis on tools of software, which are not yet fully grasped or mastered by most of the members. In turn, by adopting this, virtual organization managers will be able to generate valuable new competencies in the virtual setting. In addition, it also provides a basis for a new level of self-assurance to take into consideration local and instantaneous reactions to a greater and more comprehensive range of application needs (Warger, 2002). Processes such as open-source utility can be espoused in virtual organizations largely for the reason that they form a foundation for sharing across the organization and promote the level of connections within the virtual organization. Most importantly, there are three significant principles in open source movement that managers of virtual organizations ought to adopt. These include the capacity of individuals to select their contributions by themselves, the capacity of individuals to select their level and extent of participation and also the ease at which the contributions made by individuals can be incorporated into the entire frame. This will be beneficial as it permits a great magnitude of efficiency in the allocation of members within the organization to different tasks (Heron et al., 2013).

According to findings from prominent researchers, what issues exist in regard to managing information?

Managing information is not so easy for any entity and there are a number of concerns that can arise. Issues with information management can be overwhelming. Organizations are faced with several information management problems and issues. In numerous ways and manners, the increase and growth in electronic information has aggravated and exacerbated these issues in the past decade or so. One of the main issues is with regard to quality of information. Management of information faces a major problem if the information is of poor quality, taking into account other aspects such as duplication, lack of consistency and also having obsolete information. With the fast progression and advancement of information, it becomes quite difficult to be incessantly at par and up-to-date. In addition, with the increase in technology, it becomes all the more difficult to give a guarantee that information being managed will not be duplicated or copied (Robertson, 2016).

Another issue in managing information encompasses having minimal incorporation or lack of coordination between information systems. This makes it difficult to have any form of direction and organization between the departments. There is also the issue of having a huge amount of dissimilar and incongruent systems of information management. This makes it much harder to manage information as the systems...

Another problem that makes it tough and challenging to manage information is the lack of a clear and apparent strategic direction for the general technology setting. If the management or organization as a whole do not have an outward approach as to what to be undertaken, it becomes significantly complex to manage information (Silverblatt, 2013).
The management of information can experience issues and challenges if there is minimal to no recognition and backing of information management by senior management. The senior managers and executives might be focused on other areas such as finance, sales, and marketing, failing to provide support in the management of information. This makes it much more difficult in coordinating, directing and organizing information (Silverblatt, 2013). Internal issues and politics within the organization can have an adverse impact on managing information for the reason that it negatively influences the capacity to ensure the coordination of activities across the enterprise. Problems can also arise while altering the commonly used working practices and procedures that the personnel are used to (Silverblatt, 2013). For instance, ditching the use of paper and shifting to electronic information can be a new aspect for personnel and can make it difficult to manage information. Another issue could be the absence of clarity and intelligibility regarding comprehensive and wide ranging organizational strategies as well as approaches. Without doubt, it would be perplexing and confusing amid the organization if there is no clear direction as to what ought to be followed, making it much harder to manage information. Lastly, a great number of diverse business necessities and matters should be taken into consideration, otherwise, it can make information management problematic (Galliers and Leidner, 2009).

What are the roles executives need to play in managing the use of IT?

Chief Executive Officers (CEOs) and also senior executives play a vital role in the success of using innovation within the organization. For starters, the executives have to play the role of demonstrating links between the company strategy and the work of innovation, between the organization's vision and the activities essential to generate new products and services and also between their expectation and the real organizational or corporate culture (Paul4Innovating, 2014). An understanding of the significance of innovation and the obstacles or hurdles that innovation will go through, offers assistance in defining major activities a senior executive ought to undertake, and what he or she ought to do in order to fill the role in an effective manner.

Another role that senior executives have to play is that of leadership with respect to innovation. It is imperative to note that majority of the senior executives lack experience in innovation. More often than not, they attain their positions through different means such as excellent financial management, cutting costs and outlays as well as other established operational accomplishments. For this reason, most of them lack experience in innovation and are unacquainted with its approaches, tools and contexts and every so often have a small number of reliable foundations for well-tested approaches and perceptions. Innovation is particularly perplexing for the reason that it is so unfamiliar, so theoretically disrupting and yet so significant. Innovation necessitates change that can influence the existing state of affairs and mess up the organization's capacity to attain short-term financial objectives. Only an involved, dedicated senior executive can generate a continued innovation competence or discipline, yet several lack experience, implements and cognizance of the significance of the role (Paul4Innovating, 2014).

Senior activists also play the role of activists. To start with, only top management may complete the project that reengineering commences by dealing with the political battles that process enhancement inevitably triggers as well as by doing away with the decision-making barriers that happen to be the largest obstacle to efficacious reengineering endeavors. In addition, only top management may generate competitive advances by associating process developments to strategy. Of its own accord, innovation and process superiority hardly ever results in sustainable competitive advantage. The critical role of activist senior executives is to ensure that there is a connection between innovation and strategy of the company. Furthermore, the top management can employ as well as utilize their influence to arrive at core of any issue and as a result offer better and more advanced solutions. As a result, it every so frequently pays for top management to partake a practical role in enhancing operations and remaking work or innovation (Hout and Carter,…