01759nas a2200217   4500008004100000022001400041245007100055210006900126260004200195300001000237490000600247520112600253653002301379653002101402653000801423653000701431653002001438653002801458100001901486856003601505       2015                        eng d  a1927-032100aCyber-Resilience: A Strategic Approach for Supply Chain Management0 aCyberResilience A Strategic Approach for Supply Chain Management  aOttawabTalent First Networkc04/2015  a13-180 v53 aRisk management and resilience strategies in supply chains have an important role in ensuring business continuity and reliability in a cost-efficient manner. Preventing or recovering from disruptions requires access and analysis of large amounts of data. Yet, given the multiple stakeholders, operations, and environmental contexts in which a global supply chain operates, managing risks and resilience becomes a challenging task. For this reason, information and communication technologies (ICT) are being developed to support managers with tailored tools and services to monitor disruptions, enhance instantaneous communication, and facilitate the quick recovery of supply chains. Hence, the objective of this article is to shed light on managerial strategies to improve the resilience of supply chains and thereby to point out how these could be automated by means of innovative ICT systems. In particular, this article concludes by warning about existing challenges to implementing such systems. If these challenges are not correctly addressed by managers, there is a major risk of further jeopardizing supply chains.10across-border trade10acyber-resilience10aICT10aIT10arisk management10asupply chain management1 aUrciuoli, Luca  uhttp://timreview.ca/article/88602223nas a2200241   4500008003900000022001400039245005000053210005000103260004200153300001000195490000600205520157000211653002001781653002601801653001701827653001601844653000701860653001401867653002601881100001801907700002001925856003601945       2012                          d  a1927-032100aProcess Ambidexterity for IT Entrepreneurship0 aProcess Ambidexterity for IT Entrepreneurship  aOttawabTalent First Networkc08/2012  a16-220 v23 aAll firms use information technology (IT). Larger firms have information technology organizations whose business function is to supply and manage IT infrastructure and applications to support business needs for IT. While some firms have chosen to outsource the IT function, the majority rely on an internal IT organization that is focused on running the IT infrastructure and optimizing IT operations and applications by exploiting technology improvements over time. Most IT organizations have little capacity to carry out transformational initiatives because they are focused on incremental improvements needed to run the business. As the global economy contracts, growing cost pressure on firms escalates the need for the IT function to behave in a more entrepreneurial manner that accelerates the availability of new technological solutions to enhance productivity and lower cost of doing business. 

This article provides a process-based perspective for understanding and addressing an IT function’s ability to implement entrepreneurial practices that better align the IT function to business functions. This is done by developing the capability of process ambidexterity. Improving an IT organization’s entrepreneurial ability results in improved productivity, shorter time to market, and lower operational costs – as validated by recent practice with major firms in the USA. Developing process ambidexterity in the IT function benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.10abusiness demand10abusiness value chains10aexploitation10aexploration10aIT10aIT supply10aprocess ambidexterity1 aBot, Sonia, D1 aRenaud, Paul, E  uhttp://timreview.ca/article/596