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Oxford Brookes Business School
+44 (0) 1865 485939
Headington, Clerici C2.22
My job involves three main roles:
1) MBA Subject Coordinator. In this role I support the MBA director, with a focus on ensuring online and on campus teaching on our fully blended executive MBA lead to equivalent learning experiences. The role also means I am academic advisor for half of the MBA students.
2) Senior Lecturer Information Management. In this role I teach undergraduate and postgraduate students (including MBA). I lead the modules Information Systems Strategy and Business Intelligence & Decision Making and teach on modules such as eBusiness, Digital Technology for Management & Business, Knowledge Management, Global Business Environments, etc. I also coordinate the Information Management pathway within the department.
3) Researcher in Information Management - see the separate research section for details .
I have 25 years of experience teaching at both Undergraduate and Postgraduate levels, as well as in executive training. I started teaching at Twente University in The Netherlands and moved to Brookes in 2004. Modules taught and lead include: eBusiness, Management Information Systems, IT-related change, Strategic Information Systems and Strategic Information Management, Excel skills, Knowledge Management, Business Intelligence (using SAS Enterprise Guide) and Global Business Environments.
I am currently external examiner at Buckingham University and was external examiner for Information Systems modules at Northumbria University. I have participated in numerous validation and quality assurance committees.
Currently leading Information Systems Strategy (Level 6) and Business Intelligence and Decision Making (Level 6) and I teach on Global Business Environments (Level 7, MBA), IS skills for PG HR students.
I have taught on/lead:
eBusiness (L5), Management Information Systems (L5), Knowledge Management for Competitive Advantage (L5), Digital Technology for Management and Business (L4), Essential Information Skills (L4), Research in Accounting (L5), Strategic Information Management (for MBA, Certificate in Management, Diploma in Management), etc
My research interests are in four related areas.
1) Use of IT in not-for-profit organisations, especially to support integrated performance management (EPM).
2) Strategic use of IT in SMEs, particularly through Knowledge Transfer Partnerships
3) Enterprise Performance Management more generally as well as Business Intelligence.
4) Building upon my PhD research, I retain a strong interest in telework and other IT-enabled organisational forms and innovations. Currently I am using the Dutch philosopher Dooyeweerd's framework of ‘aspects' to study telework, partly in collaboration with Dutch colleagues.
KTP with Brethertons (see below), 2013, £92,828 (50% ESRC) (with Paul Jackson).
£14,125 grant funding from ICAS to investigate the use of Enterprise Performance Management (EPM) in English charities (2012, with Cathy Knowles, Maureen McCulloch and Prof Laura Spira).
KTP with Chiumento
I was the academic lead for a completed a KTP on the development of a cloud-based IT-infrastructure for a HR consultancy firm in Oxfordshire. I was also academic lead for a KTP with Brethertons LLP to develop the ‘Legal firm of the future'.
I am very interested in developing further KTPs building on the experience of achieving substantial strategic benefit from the use of IT. This could be working with SMEs, especially those in the service industry, or with charities.
I am currently working on (all in collaboration with colleagues)
1) Charities' use of IT to support Integrated Performance Management. This builds upon the multi-disciplinary project that was funded by ICAS and has already lead to two publications and further papers are in progress.
2) Digital Strategy in retail. Collaboration with Dr Paul Jackson.
3) Understanding telework through the use of Dooyeweerd's framework of aspects.
4) Executive Entrepreneurship Education
The KTP work has lead to significant immediate and longer-term benefits for the organisations involved. Some of these are explained in this short video.
The work with charities has helped charities improve their use of data for decision making
This chapter aims to explore how social innovation can be achieved through providing employees with information to enhance participation in decision-making.
The chapter takes a largely theoretical and discursive approach. Building on key theories on the links between information and decision-making, it explores the logic behind the potential for empowerment through providing information. Empirical examples are used to demonstrate some elements of the theoretical propositions.
The chapter demonstrates that there is a strong theoretical potential for enhancing employee participation through the provision of more and better information. It also suggests that organisations would benefit economically from this, because of a broader knowledge base underlying business decisions. However, in many organisations the potential is either not recognised, or, for organisational design and cultural reasons, it is considered undesirable to increase employee participation.
Organisations and employees need to increase their efforts in understanding how they can use IT to provide decision-makers, and in particular employees, with better information.
There is huge potential for social innovation through IS and IT that is currently under-exploited. Because people are exposed to IT in their daily lives so much, they are more likely to want to push for better use of IT and access to information in their organisations.
This chapter provides an unusual angle on social innovation. Drawing on some key theoretical frameworks from the IS domain, it demonstrates a strong link between enhancing information provision and increasing employee participation.
Charities are often complex and networked, and face an increasingly demanding environment. Providing stakeholders with timely and adequate information on activities and impact is therefore challenging. Based on case studies of six UK charities, this paper finds that small/medium charities can use Enterprise Performance (EPM) systems to support providing such information, despite some challenges to their use of IT. There is an increasing awareness in charities of the importance of data, though technical aspects of data management are taxing for them. Compared to SMEs, charities share many of the challenges for IT-enhancement, but benefit from additional encouraging factors. EPM thinking, which is the ability to use an integrated and strategic approach to IT-support for EPM, is extant in charities’ Leadership and Business Systems Thinking capabilities. Necessary capabilities related to IT sourcing are much weaker and need external support. The study identified two different approaches to data integration and business process modelling in EPM: the first focuses on standardising performance measures across activities and projects, the second on standardising reporting processes while allowing for diversity of measures. The use of BI is largely unsophisticated, though improving, and may need enhancing to address the increasingly complex internal and external need for information.
Value creation is the core purpose of organisations, and the Value Creation Logics (VCLs) describe how organisations create value for their customers through the provision of goods or services. VCLs can help organisations understand and model their business processes in order to fully utilise their resources and achieve optimal performances. Most organisations rely heavily on IS/IT for their value creation. Alignment between IS/IT and business strategies as well as with the VCLs thus plays a key role in the benefits realisation of IT investment. This paper investigates the empirical realisation of different VCLs, and the role of IS/IT therein, through a case study of a UK law firm. The findings show that the different types of value creation logics co-exist and that problems occur when the organisational structure does not support the various needs of the different logics. In order to support the logics, a Viable System Model-inspired organisational design is suggested. This is intended to drive the IS/IT strategy in order to support concurrently different value creation logics.
Systems thinking and modelling
Strategic information management
Use of IT in charities and SMEs
Consultancy through KTPs in particular
Limburg, D., Knowles, C. and McCulloch, M. (2015), "CAN CHARITIES USE ENTERPRISE PERFORMANCE MANAGEMENT SYSTEMS TO IMPROVE INFORMATION PROVISION?", ECIS 2015, May 26-29, Munster, Germany.
Pan, Y., Jackson, P. and Limburg, D. (2015), VALUE CREATION LOGICS: A UK CASE STUDY, presented at the 15th UKAIS 2015, march 18-19, Oxford, UK.
Pan, Y. Jackson P. and Limburg, D. (2015), Managing Value Creation in Knowledge Intensive Business Services Organisations, presented at the 5th IEEE International Conference on Logistics, Informatics and Service Science (LISS’2015) to be held on 27-29 July, 2015, Barcelona, Spain.
Limburg, D. (2013), Using Dooyeweerd’s aspects to understand telework, presented at ITA meeting at ILERA 2013, 20-22 June, Amsterdam, Netherlands.
Limburg, D. (2012) 'Ready, willing and capable: how can SMEs gain competitive advantage from using Internet-based technologies?'. Paper presented at the 17th annual UKAIS conference, Oxford, March.
Limburg, D., Knowles, C. and McCulloch, M. (2012) 'Meeting the information needs of charity trustees: can enterprise performance management systems help?'. Paper presented at the 17th annual UKAIS conference, Oxford, March.
Knowles, C., Limburg, D. and Mcculloch, M. (2011) 'Meeting the Information Needs of Charity Trustees: Can Enterprise Performance Management Systems Help?'. Paper presented at the Oxford Brookes Business School - Burgundy Business School Joint Research Conference, Dijon, May.
Levitt, G. and Limburg, D. (2011) 'Driving shareholder value through the use of machine translation within customer support'. Paper presented at the UKAIS 2011 Conference, Oxford, April.
Limburg, D. (2010) 'The Impact of Enterprise Performance Management on Management Control'. Paper presented at the 15th UKAIS conference, Oxford, March.
Limburg, D. (2009) 'The Impact of Enterprise Performance Management on Management Control'. Paper presented at the 5th Conference on Performance Measurement & Management Control (EIASM), Nice, March.
Limburg, D. and Jackson, P. (2008) 'Performance management for teleworking: The role of workflow management systems'. Proceedings of the 13th International Telework Workshop, Krakow, June.
Limburg, D. and Jackson, P. (2008) 'Information systems supporting remote control: An evaluation framework'. Paper presented at the UKAIS 2008, Oxford, April.
Limburg, D. (2006) 'The Telework introduction method: the role of design'. Proceedings of the e-Networks in an Increasingly Volative World; Proceedings of the 11th International Workshop on Telework, Fredericton, New Brunswick, Canada, August, pp. 116-139, ISBN
Limburg, D. and Jackson, P. (2005) 'No limits - telework control is a matter of organizational choice'. Paper presented at the Tenth International Telework Conference Workshop, Preston, September.
Limburg, D. O. and Jackson, P. J. (2004) 'TeleWorkFlow: How workflow management systems can support telework'. Paper presented at the Ninth International Telework Workshop, Crete, Greece, September.
Limburg, D. O. and van Oost, E. (2004) 'Management hybrid teleworks: an actor network theory perspective on control in telework organisations'. Paper presented at the Ninth International Telework Workshop, Crete, Greece, September.
Paracharalambous, L. and Limburg, D. O. (2003) 'The balancing act of managing virtual working in knowledge-intensive organisations'. Paper presented at the Eight International Telework Workshop, Sao Paulo, Brazil, August.
Brethertons LLP (KTP partner)