Open Innovation in Practice: The Development of the IT Capability Maturity Framework

Chapter

Abstract

This chapter describes the IT Capability Maturity Model (IT-CMF), a high-level process capability maturity framework for managing the IT function within an organisation. The framework identifies a number of critical IT processes and describes an approach to improving maturity for each process. The design environment of the IT-CMF is challenging as the processes are based on “open innovation” principles. An example of the application of the IT-CMF to the Intel Corporation Information Technology organisation is outlined. The practical usefulness of the framework lies in its potential to organise and structure a complex portfolio of IT innovation activities in a manner that enabled continuous improvement.

References

  1. Bannister, F. (2005). When paradigms shift: IT evaluation in a brave new world. The Electronic Journal of Information Systems Evaluation, 8(1), 21–30.Google Scholar
  2. Brynjolfsson, E. & Hitt, L. (2003) “Computing Productivity: Firm-Level Evidence”, MIT Sloan Working Paper No. 4210-01, June 2003.Google Scholar
  3. Chesbrough, H. W. (2003). Open innovation: the new imperative for creating and profiting from technology. Boston: Harvard Business School.Google Scholar
  4. Coleman, T., & Jamieson, M. (1994). Beyond return on investment: evaluating ALL the benefits of information technology. In L. Willcocks (Ed.), Information management (The evaluation of information systems investments, pp. 189–206). London: Chapman Hall.Google Scholar
  5. Curley, M. (2004) “Managing Information Technology for Business Value”. January 2004, Intel Press.Google Scholar
  6. Curley, M. (2006) “IT Innovation, a new Era” In the Proceedings of the International Conference of Computational Science, Reading, UK. (2006).Google Scholar
  7. Curley, M. (2006b). A value based IT capability maturity framework. Ireland: Intel EMEA Academic Forum.Google Scholar
  8. Curley, M. (2006c). The IT transformation at Intel. MIS Quarterly Executive, 5, 109–122.Google Scholar
  9. Curley, M. (2006d). The IT transformation at Intel. MIS Quarterly Executive, 5, 109–122.Google Scholar
  10. Donnellan B., Sheridan C. & Curry, E. (2011) “A Framework for Sustainable Information and Communication Technology”, IEEE IT Professional, January/February 2011.Google Scholar
  11. Feeney, D. F., & Wilcocks, L. P. (1998). Core IS capabilities for exploiting information technology (pp. 9–21). Spring: Sloan Management Review.Google Scholar
  12. Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review, 70, 71–19.Google Scholar
  13. Peppard, J., Lambert, R. & Edwards, C. (2000) Whose job is it anyway? Organizational Information Competencies for Value Creation, Information Systems Journal, 10(4), 291–322.CrossRefGoogle Scholar
  14. Peppard, J., Ward, J. & Daniel, E. “Managing the Realisation of Business Benefits from IT Investments”, MIS Quarterly Executive Vol. 6 No. 1, Mar 2007.Google Scholar
  15. Strassmann, P. (1985). Information payoff: The transformation of work in an electronic age. New York: Free Press.Google Scholar
  16. Vanhaverbeke, W., & Cloodt, M. (2006). Open innovation in value networks. In H. Chesbrough, W. Vanhaverbeke, & J. West (Eds.), Open innovation: Researching a new paradigm (pp. 258–284). Oxford: Oxford University Press.Google Scholar
  17. von Hippel, E. (2005). Democratizing innovation. Massachusetts: The MIT Press.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  1. 1.National University of Ireland, Maynooth Innovation Value InstituteKildareIreland
  2. 2.Department of Mec/Ind EngineeringGalway-Mayo Institute of TechnologyGalwayIreland

Personalised recommendations