3,068 research outputs found

    An empirical investigation of factors affecting cloud computing adoption among SMEs in the North East of England

    Get PDF
    PhD ThesisThe growing adoption of cloud computing is changing the way business information systems are developed, scaled up, maintained and paid for. This not only applies to large organisations, but also increasingly to small and medium-sized businesses (SMEs). In particular, cloud computing promises to improve the reliability and scalability of IT systems, which allows SMEs to focus their limited resources on their core business and strategy. In the SME context, technology adoption and usage decisions are influenced by many factors. Despite the extensive literature, there is still limited research related to the factors which impact on SMEs' adoption of Information and Communication Technologies (ICT) innovations. By adopting the Technological, Organisational and Environmental (TOE) Model, this research project attempts to conceptualise cloud computing adoption and to enhance understanding of the range of factors affecting cloud computing adoption decision making in SMEs. This work utilises both qualitative and quantitative research methodologies to meet the research objectives. This study proposes a conceptual framework of SMEs' adoption of cloud computing. Before carrying out a survey to test this model, a preliminary empirical study involving 15 SMEs in the North east of England was conducted in order to specify the factors that can be included within the developed conceptual framework. Our pilot study findings were fed into the second stage of our empirical study involving 184 SMEs in the North East of England. Among the factors examined, relative advantage, uncertainty, innovativeness, and external computing support were found to have significant influence on whether SMEs adopted cloud computing. These findings have important implications and great value to the research community, managers and ICT providers, in terms of formulating better strategies for cloud computing adoption. The research model in this study can improve their understanding of why some SMEs choose to adopt cloud computing services, while seemingly similar ones facing similar market conditions do no

    Rethinking bank business models: the role of intangibles

    Get PDF
    <p>Purpose: This paper provides a new way of rethinking banking models by using qualitative research on intangibles. This is required because the banking sector has been transformed significantly by the changing environment over the past two decades. The 2007-2009 financial crisis also added to concerns about existing bank business models.</p> <p>Design/Methodology approach: Using qualitative data collected from interviews with bank managers and analysts in the UK, this paper develops a grounded theory of bank intangibles.</p> <p>Findings: The model reveals how intangibles and tangible/financial resources interact in the bank value creation process, how they actively respond to environmental changes, how bank intangibles are understood by external observers such as analysts, and how bankers and analysts differ in their views.</p> <p>Research implications: Grounded theory provides the means to further develop bank models as business models and theoretical models. This provides the means to think beyond conventional finance constructs and to relate bank models to a wider theoretical literature concerning intellectual capital, organisational and social systems theory, and ‘performativity’.</p> <p>Practical implications: Such development of bank models and of a systems perspective is critical to the understanding of banks by bankers, by observers and for their ‘critical and reflexive performativity’. It also has implications for systemic risk and bank regulation.</p> <p>Social implications: Improvement in bank models and their use in open and transparent processes are key means to improve public accountability of banks.</p> <p>Originality: The paper reveals the core role of intellectual capital (IC) in banks, in markets, and in developing theory and research at firm and system levels. </p&gt

    Unconventional gas: potential energy market impacts in the European Union

    Get PDF
    In the interest of effective policymaking, this report seeks to clarify certain controversies and identify key gaps in the evidence-base relating to unconventional gas. The scope of this report is restricted to the economic impact of unconventional gas on energy markets. As such, it principally addresses such issues as the energy mix, energy prices, supplies, consumption, and trade flows. Whilst this study touches on coal bed methane and tight gas, its predominant focus is on shale gas, which the evidence at this time suggests will be the form of unconventional gas with the most growth potential in the short- to medium-term. This report considers the prospects for the indigenous production of shale gas within the EU-27 Member States. It evaluates the available evidence on resource size, extractive technology, resource access and market access. This report also considers the implications for the EU of large-scale unconventional gas production in other parts of the world. This acknowledges the fact that many changes in the dynamics of energy supply can only be understood in the broader global context. It also acknowledges that the EU is a major importer of energy, and that it is therefore heavily affected by developments in global energy markets that are largely out of its control.JRC.F.3-Energy securit

    A Resource-Based Analysis of Outsourcing: Evidence from Case Studies

    Get PDF
    The central role that information technology plays in the management of companies, the massive investments that are required, and a preoccupation for rationalization explain in good part the renewed interest in the strategies used for information systems sourcing. In-house provision is often seen as the best way to provide an organization with IT services that are well adapted to support its business activities while preserving its trademark processes and know-how. On the other hand, critics argue that a better solution is to outsource those IT activities to specialists, thus permitting the company to focus on its core business. The choice of a sourcing mode has an impact on the ability of the firm to implement its systems and ultimately to compete in its field of business. In order to better understand under what conditions a firm should choose one sourcing mode over another, we argue that it is necessary to analyze the interactions between a firm's competencies and the strategic value of those competencies. This is investigated using evidence from 21 information system projects. The0501n findings were that the best predictor of success and failure, by far, is the fit between the governance mode and the position of the project in the value/availability matrix. Another interesting finding is that no sourcing mode per se seems to lead to successful outcomes. It is always a matter of selecting the appropriate mode for each situation. De plus en plus, les technologies de l'information sont au centre des prĂ©occupations des gestionnaires. Elles commandent des investissements massifs et peuvent ĂȘtre gĂ©rĂ©es de diverses maniĂšres. Traditionnellement, une gestion interne Ă©tait favorisĂ©e pour fournir Ă  l'organisation des services sur mesure et pour protĂ©ger des pratiques uniques, permettant Ă  l'organisation de se diffĂ©rencier. Les dĂ©tracteurs de cette approche soutiennent que l'impartition est un meilleur choix. L'impartition permet Ă  la firme de se concentrer sur ses compĂ©tences de bases tout en lui donnant accĂšs Ă  des spĂ©cialistes de pointe. Pour mieux comprendre le lien entre les compĂ©tences de la firme et l'impartition, 21 projets sont Ă©tudiĂ©s. Les rĂ©sultats indiquent que le meilleur prĂ©dicteur de succĂšs est l'adĂ©quation entre le mode de gestion et le profil de compĂ©tences de la firme.Outsourcing of IT, resource-based theory, IT resources, Impartition, approche centrĂ©e sur les resources, Ă©tude de cas

    Earnings management and corporate social responsibility

    Get PDF
    By drawing on stakeholder-agency theory and the earnings management framework, we hypothesize a positive connection between corporate social responsibility and earnings management. We argue that earnings management damages the interests of stakeholders. Hence, managers who manipulate earnings can deal with stakeholder activism and vigilance by resorting to corporate social responsibility (CSR) practices. Furthermore, CSR is a powerful tool that can be used to garner support from stakeholders and, therefore, provides an avenue for entrenchment to those managers that manipulate earnings, so as to reduce significantly their chances of being fired. Finally, we expect that the positive connection between corporate social responsibility and financial performance is negatively moderated when combined with earnings management practices. We demonstrate empirically our theoretical contention by making use of a database comprising 593 firms from 26 nations for the period 2002-2004

    e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review

    Full text link
    [EN] As the digitization of HR processes in companies continues to increase, at the same time, the underlying technical basis is also developing at a rapid pace. Electronic human resources (e-HRM) solutions are used to map a variety of HR processes. However, the introduction of such systems has various consequences, which are not only technical but also imply organizational and functional changes within the organization. Additionally, the cloud environment contributes to enhancing e-HRM capabilities and introduces new factors in its adoption. A systematic review of the available literature on the different dimensions of electronic resources management was conducted to assess the current state of research in this field. This review includes topics such as the evolution of e-HRM, its practical application, use of technology, implementation as well as HR analytics. By identifying and reviewing articles under e-HRM, IT technology, and HR journals, it was possible to identify relevant controversial themes and gaps as well as limitations.Ziebell, R.; Albors GarrigĂłs, J.; Schoeneberg, KP.; PerellĂł MarĂ­n, MR. (2019). e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review. International Journal of Human Capital and Information Technology Professionals. 10(4):16-40. https://doi.org/10.4018/IJHCITP.2019100102S1640104Acito, F., & Khatri, V. (2014). Business analytics: Why now and what next? Business Horizons, 57(5), 565-570. doi:10.1016/j.bushor.2014.06.001Alam, M. G. R., Masum, A. K. M., Beh, L.-S., & Hong, C. S. (2016). Critical Factors Influencing Decision to Adopt Human Resource Information System (HRIS) in Hospitals. PLOS ONE, 11(8), e0160366. doi:10.1371/journal.pone.0160366Alamelu, R., Amudha, R., Nalini, R., Aishwarya, V., & Aarthi, A. (2016). Techno-Management Perspective of HRIS- An Urban Study. Indian Journal of Science and Technology, 9(27). doi:10.17485/ijst/2016/v9i27/976142010 Annual Report of the American Psychological Association. (2011). American Psychologist, 66(5, Suppl), S1-S52. doi:10.1037/a0024196Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M., & Stuart, M. (2016). HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), 1-11. doi:10.1111/1748-8583.12090B. Holm, A. (2014). Institutional context and e-recruitment practices of Danish organizations. Employee Relations, 36(4), 432-455. doi:10.1108/er-07-2013-0088Bassi, L., & McMurrer, D. (2016). Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development. Journal of Leadership Studies, 10(2), 39-43. doi:10.1002/jls.21471Beckers, A. M., & Bsat, M. Z. (2002). A Dss Classification Model for Research in Human Resource Information Systems. Information Systems Management, 19(3), 1-10. doi:10.1201/1078/43201.19.3.20020601/37169.6Panos, S., & Bellou, V. (2016). Maximizing e-HRM outcomes: a moderated mediation path. Management Decision, 54(5), 1088-1109. doi:10.1108/md-07-2015-0269Bhargava, N. (2012) Technological advancements and its influence on the transformation of HRIS. In International Conference on Managing Human Resources at the Workplace.Bohlouli, M., Mittas, N., Kakarontzas, G., Theodosiou, T., Angelis, L., & Fathi, M. (2017). Competence assessment as an expert system for human resource management: A mathematical approach. Expert Systems with Applications, 70, 83-102. doi:10.1016/j.eswa.2016.10.046Bondarouk, T. (2011). Chapter 1 Theoretical Approaches to e-HRM Implementations. Advanced Series in Management, 1-20. doi:10.1108/s1877-6361(2011)0000008005Bondarouk, T., Harms, R., & Lepak, D. (2015). Does e-HRM lead to better HRM service? The International Journal of Human Resource Management, 28(9), 1332-1362. doi:10.1080/09585192.2015.1118139Bondarouk, T., Parry, E., & Furtmueller, E. (2016). Electronic HRM: four decades of research on adoption and consequences. The International Journal of Human Resource Management, 28(1), 98-131. doi:10.1080/09585192.2016.1245672Bondarouk, T., RuĂ«l, H., & van der Heijden, B. (2009). e-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. The International Journal of Human Resource Management, 20(3), 578-590. doi:10.1080/09585190802707359Bondarouk, T., Schilling, D., & RuĂ«l, H. (2016). eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 33(2), 124-137. doi:10.1002/cjas.1376Bondarouk, T. V., & RuĂ«l, H. J. M. (2009). Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), 505-514. doi:10.1080/09585190802707235Bondarouk, T., & RuĂ«l, H. (2013). The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), 391-414. doi:10.1080/09585192.2012.675142Sels, L., De Winne, S., Delmotte, J., Maes, J., Faems, D., & Forrier, A. (2006). Linking HRM and Small Business Performance: An Examination of the Impact of HRM Intensity on the Productivity and Financial Performance of Small Businesses. Small Business Economics, 26(1), 83-101. doi:10.1007/s11187-004-6488-6Neary, D. B. (2002). Creating a company-wide, on-line, performance management system: A case study at TRW Inc. Human Resource Management, 41(4), 491-498. doi:10.1002/hrm.10056Chakraborty, A. R., & Mansor, N. N. A. (2013). Adoption of Human Resource Information System: A Theoretical Analysis. Procedia - Social and Behavioral Sciences, 75, 473-478. doi:10.1016/j.sbspro.2013.04.051Chapman, D. S., & Webster, J. (2003). The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates. International Journal of Selection and Assessment, 11(2-3), 113-120. doi:10.1111/1468-2389.00234Chen, D., & Zhao, H. (2012). Data Security and Privacy Protection Issues in Cloud Computing. 2012 International Conference on Computer Science and Electronics Engineering. doi:10.1109/iccsee.2012.193Chen, W. (2014). An Architecture for Human Resource Information Management Using Cloud Computing. International Journal of Grid and Distributed Computing, 7(5), 181-190. doi:10.14257/ijgdc.2014.7.5.17Iles, P., Chuai, X., & Preece, D. (2010). Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189. doi:10.1016/j.jwb.2009.09.014Choi, Y. (2017). Human Resource Management and Security Policy Compliance. International Journal of Human Capital and Information Technology Professionals, 8(3), 68-81. doi:10.4018/ijhcitp.2017070105Chonka, A., Xiang, Y., Zhou, W., & Bonti, A. (2011). Cloud security defence to protect cloud computing against HTTP-DoS and XML-DoS attacks. Journal of Network and Computer Applications, 34(4), 1097-1107. doi:10.1016/j.jnca.2010.06.004Chow, R., Golle, P., Jakobsson, M., Shi, E., Staddon, J., Masuoka, R., & Molina, J. (2009). Controlling data in the cloud. Proceedings of the 2009 ACM workshop on Cloud computing security - CCSW ’09. doi:10.1145/1655008.1655020Clark, R. C., Mayer, R. E., & Thalheimer, W. (2003). E-learning and the science of instruction: Proven guidelines for consumers and designers of multimedia learning. Performance Improvement, 42(5), 41-43. doi:10.1002/pfi.4930420510Colchester, K., Hagras, H., Alghazzawi, D., & Aldabbagh, G. (2017). A Survey of Artificial Intelligence Techniques Employed for Adaptive Educational Systems within E-Learning Platforms. Journal of Artificial Intelligence and Soft Computing Research, 7(1), 47-64. doi:10.1515/jaiscr-2017-0004Cooke-Davies, T. J., & Arzymanow, A. (2003). The maturity of project management in different industries. International Journal of Project Management, 21(6), 471-478. doi:10.1016/s0263-7863(02)00084-4Screening Questions. (1980). Acta Psychiatrica Scandinavica, 62, 14-15. doi:10.1111/j.1600-0447.1980.tb10232.xDavis, F.D. (1986). A technology acceptance model for empirically testing new end-user information systems: Theory and results.Davis, F. D. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13(3), 319. doi:10.2307/249008Davis, S., The, I.N. & Hing, M.A.I.N.T. (2000). Visions of the Future: The Future of Employee Data Management.Delorme, M., & Arcand, M. (2010). HRIS implementation and deployment: a conceptual framework of the new roles, responsibilities and competences for HR professionals. International Journal of Business Information Systems, 5(2), 148. doi:10.1504/ijbis.2010.030626Dery, K., Hall, R., Wailes, N., & Wiblen, S. (2013). Lost in translation? An actor-network approach to HRIS implementation. The Journal of Strategic Information Systems, 22(3), 225-237. doi:10.1016/j.jsis.2013.03.002DeSanctis, G. (1986). Human Resource Information Systems: A Current Assessment. MIS Quarterly, 10(1), 15. doi:10.2307/248875Dickmann, M., & Tyson, S. (2005). Outsourcing payroll: beyond transaction‐cost economics. Personnel Review, 34(4), 451-467. doi:10.1108/00483480510599770Echavarren, A. U. (2011). A Dynamic Approach to Introduce Competency Frameworks. International Journal of Human Capital and Information Technology Professionals, 2(1), 18-32. doi:10.4018/jhcitp.2011010102Eckhardt, A., Laumer, S., Maier, C., & Weitzel, T. (2014). The transformation of people, processes, and IT in e-recruiting. Employee Relations, 36(4), 415-431. doi:10.1108/er-07-2013-0079EDDY, E. R., STONE, D. L., & STONE-ROMERO, E. E. (1999). THE EFFECTS OF INFORMATION MANAGEMENT POLICIES ON REACTIONS TO HUMAN RESOURCE INFORMATION SYSTEMS: AN INTEGRATION OF PRIVACY AND PROCEDURAL JUSTICE PERSPECTIVES. Personnel Psychology, 52(2), 335-358. doi:10.1111/j.1744-6570.1999.tb00164.xErdoğmuƟ, N., & Esen, M. (2011). An Investigation of the Effects of Technology Readiness on Technology Acceptance in e-HRM. Procedia - Social and Behavioral Sciences, 24, 487-495. doi:10.1016/j.sbspro.2011.09.131Fındıklı, M. A., & Bayarçelik, E. beyza. (2015). Exploring the Outcomes of Electronic Human Resource Management (E-HRM)? Procedia - Social and Behavioral Sciences, 207, 424-431. doi:10.1016/j.sbspro.2015.10.112Furtmueller, E., Wilderom, C., & Tate, M. (2011). Managing recruitment and selection in the digital age: e-HRM and resumes. Human Systems Management, 30(4), 243-259. doi:10.3233/hsm-2011-0753Garel, G. (2013). A history of project management models: From pre-models to the standard models. International Journal of Project Management, 31(5), 663-669. doi:10.1016/j.ijproman.2012.12.011Geffen, C. V., RuĂ«l, H., & Bondarouk, T. (2013). E-HRM in MNCs: what can be learned from a review of the IS literature? European J. of International Management, 7(4), 373. doi:10.1504/ejim.2013.055278Girard, A., Fallery, B., Girard, A. & Fallery, B. (2013). E-recruitment: new practices, new issues. An exploratory study.Grant, D., & Newell, S. (2013). Realizing the strategic potential of e-HRM. The Journal of Strategic Information Systems, 22(3), 187-192. doi:10.1016/j.jsis.2013.07.001Habermann, F. (2013). Hybrides Projektmanagement — agile und klassische Vorgehensmodelle im Zusammenspiel. HMD Praxis der Wirtschaftsinformatik, 50(5), 93-102. doi:10.1007/bf03340857Harris S, Spencer E (2018) The Sierra-Cedar 2017–2018 HR Systems Survey 20th Annual Edition.Hart, C. (1999). Doing a Literature Review (1st ed.). Sage Publications.HeikkilĂ€, J.-P., Brewster, C., & Mattila, J. (2013). Micro-Political Conflicts and Institutional Issues During e-HRM Implementation in MNCs: A Vendor’s View. Human Resource Management and Technological Challenges, 1-21. doi:10.1007/978-3-319-02618-3_1Herington, C., McPhail, R., & Guilding, C. (2013). The evolving nature of hotel HR performance measurement systems and challenges arising: An exploratory study. Journal of Hospitality and Tourism Management, 20, 68-75. doi:10.1016/j.jhtm.2013.06.002Hooi, L. W. (2006). Implementing e-HRM: The Readiness of Small and Medium Sized Manufacturing Companies in Malaysia. Asia Pacific Business Review, 12(4), 465-485. doi:10.1080/13602380600570874Hubbard, J. C., Forcht, K. A., & Thomas, D. S. (1998). Journal of Business Ethics, 17(12), 1319-1323. doi:10.1023/a:1005735506589HUSELID, M. A. (1995). THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. Academy of Management Journal, 38(3), 635-672. doi:10.2307/256741Hussain, Z., Wallace, J., & Cornelius, N. E. (2007). The use and impact of human resource information systems on human resource management professionals. Information & Management, 44(1), 74-89. doi:10.1016/j.im.2006.10.006Jafari Navimipour, N. (2015). A formal approach for the specification and verification of a Trustworthy Human Resource Discovery mechanism in the Expert Cloud. Expert Systems with Applications, 42(15-16), 6112-6131. doi:10.1016/j.eswa.2015.03.035Jafari Navimipour, N., Habibizad Navin, A., Rahmani, A. M., & Hosseinzadeh, M. (2015). Behavioral modeling and automated verification of a Cloud-based framework to share the knowledge and skills of human resources. Computers in Industry, 68, 65-77. doi:10.1016/j.compind.2014.12.007Jafari Navimipour, N., Rahmani, A. M., Habibizad Navin, A., & Hosseinzadeh, M. (2015). Expert Cloud: A Cloud-based framework to share the knowledge and skills of human resources. Computers in Human Behavior, 46, 57-74. doi:10.1016/j.chb.2015.01.001Johnson, R. D., & Diman, K. (2017). An Investigation of the Factors Driving the Adoption of Cloud-Based Human Resource Information Systems by Small- and Medium-Sized Businesses. Electronic HRM in the Smart Era, 1-31. doi:10.1108/978-1-78714-315-920161001Johnson, R. D., Lukaszewski, K. M., & Stone, D. L. (2016). The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes. Communications of the Association for Information Systems, 38, 533-553. doi:10.17705/1cais.03828Joslin, R., & MĂŒller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392. doi:10.1016/j.ijproman.2015.03.005Kandukuri, B. R., V., R. P., & Rakshit, A. (2009). Cloud Security Issues. 2009 IEEE International Conference on Services Computing. doi:10.1109/scc.2009.84Kansara, A., Hafez, M., & Kazi, L. (2016). Information Technologies in Human Resources Management: An Overview. Proccedings of the ICAIIT2016. doi:10.20544/aiit2016.50Kaufman, L. M. (2009). Data Security in the World of Cloud Computing. IEEE Security & Privacy Magazine, 7(4), 61-64. doi:10.1109/msp.2009.87Khan, S. A., & Tang, J. (2016). The Paradox of Human Resource Analytics: Being Mindful of Employees. Journal of General Management, 42(2), 57-66. doi:10.1177/030630701704200205King, K. G. (2016). Data Analytics in Human Resources. Human Resource Development Review, 15(4), 487-495. doi:10.1177/1534484316675818Budgen, D., & Brereton, P. (2006). Performing systematic literature reviews in software engineering. Proceeding of the 28th international conference on Software engineering - ICSE ’06. doi:10.1145/1134285.1134500Komus A (2013). Agile Methoden in der Praxis—Studie zur Anwendung und Zufriedenheit. HMD Prax der Wirtschaftsinformatik, 84–91.Kovach, K. A., Hughes, A. A., Fagan, P., & Maggitti, P. G. (2002). Administrative and Strategic Advantages of HRIS. Employment Relations Today, 29(2), 43-48. doi:10.1002/ert.10039Kovach, K. A., & Cathcart, C. E. (1999). Human Resource Information Systems (HRIS): Providing Business with Rapid Data Access, Information Exchange and Strategic Advantage. Public Personnel Management, 28(2), 275-282. doi:10.1177/009102609902800208Kumah, P., Yaokumah, W., & Buabeng-Andoh, C. (2018). Identifying HRM Practices for Improving Information Security Performance. International Journal of Human Capital and Information Technology Professionals, 9(4), 23-43. doi:10.4018/ijhcitp.2018100102Kumar, R., Shaikh, B. T., Ahmed, J., Khan, Z., Mursalin, S., Memon, M. I., & Zareen, S. (2013). The human resource information system: a rapid appraisal of Pakistan’s capacity to employ the tool. BMC Medical Informatics and Decision Making, 13(1). doi:10.1186/1472-6947-13-104Lau, G., & Hooper, V. (2009). Adoption of E-HRM in Large New Zealand Organizations. Encyclopedia of Human Resources Information Systems, 31-41. doi:10.4018/978-1-59904-883-3.ch006Lehnert, V., & Dopfer-Hirth, I. (2016). Datenschutzanforderungen und ihre UnterstĂŒtzung in HR-Systemen am Beispiel SAP ERP HCM. HMD Praxis der Wirtschaftsinformatik, 53(6), 851-865. doi:10.1365/s40702-016-0267-0Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human resource management function. Journal of Labor Research, 24(3), 365-379. doi:10.1007/s12122-003-1001-6Lepak, D. P., & Snell, S. A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8(3), 215-234. doi:10.1016/s1053-4822(98)90003-1Lin, A., & Chen, N.-C. (2012). Cloud computing as an innovation: Percepetion, attitude, and adoption. International Journal of Information Management, 32(6), 533-540. doi:10.1016/j.ijinfomgt.2012.04.001Lin, L.-H. (2011). Electronic human resource management and organizational innovation: the roles of information technology and virtual organizational structure. The International Journal of Human Resource Management, 22(2), 235-257. doi:10.1080/09585192.2011.540149Low, C., Chen, Y., & Wu, M. (2011). Understanding the determinants of cloud computing adoption. Industrial Management & Data Systems, 111(7), 1006-1023. doi:10.1108/02635571111161262Luo, W., & Strong, D. (2004). A Framework for Evaluating ERP Implementation Choices. IEEE Transactions on Engineering Management, 51(3), 322-333. doi:10.1109/tem.2004.830862Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567. doi:10.1080/09585190601178745Maier, C., Laumer, S., Eckhardt, A., & Weitzel, T. (2013). Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention. The Journal of Strategic Information Systems, 22(3), 193-207. doi:10.1016/j.jsis.2012.09.001Manuti, A., & de Palma, P. D. (2018). Digital HR. doi:10.1007/978-3-319-60210-3Marler, J. H., & Boudreau, J. W. (2016). An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), 3-26. doi:10.1080/09585192.2016.1244699Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36. doi:10.1016/j.hrmr.2012.06.002Marler, J. H., & Parry, E. (2015). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253. doi:10.1080/09585192.2015.1091980Martinsons, M. G. (1997). Human resource management applications of knowledge-based systems. International Journal of Information Management, 17(1), 35-53. doi:10.1016/s0268-4012(96)00041-2Martinsons, M. G., & Chong, P. K. C. (1999). The Influence of Human Factors and Specialist Involvement on Information Systems Success. Human Relations, 52(1), 123-152. doi:10.1177/001872679905200107Masum, A. K. M., Kabir, M. J., & Chowdhury, M. M. (2015). Determinants that Influencing the Adoption of E-HRM: An Empirical Study on Bangladesh. Asian Social Science, 11(21). doi:10.5539/ass.v11n21p117McIver, D., Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2018). A strategic approach to workforce analytics: Integrating science and agility. Business Horizons, 61(3), 397-407. doi:10.1016/j.bushor.2018.01.005Snaith, B., Hardy, M., & Walker, A. (2011). Emergency ultrasound in the prehospital setting: the impact of environment on examination outcomes. Emergency Medicine Journal, 28(12), 1063-1065. doi:10.1136/emj.2010.096966Mohapatra, S., & Patnaik, A. (2011). Sustainability in HRIS implementation through effective project management. International Journal of Project Organisation and Management, 3(1), 78. doi:10.1504/ijpom.2011.038865Nagendra, A., & Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR Planning and Development in Mid to Large Sized Organizations. Procedia - Social and Behavioral Sciences, 133, 61-67. doi:10.1016/j.sbspro.2014.04.169Neugebauer, G.H. (2004). IT-Projekt management.Ngai, E. W. T., & Wat, F. K. T. (2006). Human resource information systems: a review and empirical analysis. Personnel Review, 35(3), 297-314. doi:10.1108/00483480610656702Ngoc Duc, N., Siengthai, S., & Page, S. (2013). A conceptual model of HRIS‐Trust: an understanding of suppliers’/customers’ relationship. Foresight, 15(2), 106-116. doi:10.1108/14636681311321112Allumi Nura, A., & Hasni Osman, N. (2013). Gauging the Effect of Performance Management and Technology Based Human Resource Management on Employee Retention: The Perspective of Academics in Higher Educational Institutions in Sokoto State Nigeria. Asian Social Science, 9(15). doi:10.5539/ass.v9n15p295Isaac, O. A., Misra, S., Omoregbe, N., Onibere, E., Bulama, Y., & Damasevičius, R. (2017). Cloud-Based Security Driven Human Resource Management System. In Frontiers in Artificial Intelligence and Applications (pp. 96–106). Amsterdam: IOS Press.Olivas‐Lujan, M. R., Ramirez, J., & Zapata‐Cantu, L. (2007). e‐HRM in Mexico: adapting innovations for global competitiveness. International Journal of Manpower, 28(5), 418-434. doi:10.1108/01437720710778402Oliveira, T., & Martins, M. F. (2010). Understanding

    HIV/AIDS, forests and futures in sub-Saharan Africa

    Get PDF
    Throughout sub-Saharan Africa, the human immunodeficiency virus/acquired immunodeficiency syndrome (HIV/AIDS) pandemic is having devastating and tragic social, economic, and political impacts. HIV/AIDS is both a health issue and a development problem, with complex links to rural livelihoods, human capacity, and natural resource conservation. As the HIV/AIDS pandemic in Sub-Saharan Africa has spread, it appears that increased pressure has been placed on the already dwindling forest resources on which vulnerable populations depend. Evidently, forests and the products that they provide may well decrease the vulnerability of rural people by increasing their resilience to HIV/AIDS. Yet, despite decades of research regarding the impacts of HIV/AIDS on rural livelihoods in Sub-Saharan Africa, the links between HIV/AIDS, vulnerability, resilience, and wild natural capital has largely gone unexplored. Research on the interactions between the use of forest resources and contemporary epidemics in general, and on the environmental dimensions of the HIV/AIDS pandemic in particular, remain surprisingly slim. There has been a dearth of research on the contribution of forest products to the livelihoods of HIV/AIDS affected households; the long-term impacts of people living with HIV/AIDS on the management of forest resources; the impacts of forest degradation and deforestation on human health generally, and people affected by HIV/AIDS specifically; the role of the forest industry and its workers in the spread of HIV/AIDS; and the impacts of the disease on the future of forest management institutions and education. This paper offers a preliminary review and mapping of potential linkages and questions in each of these areas by focusing on three domains of the relationships between HIV/AIDS, forests and forestry: (1) the role of the forest industry (including foresters and truck drivers) in the spread of HIV/AIDS; (2) the interactions between HIV/AIDS-affected households and forest resources; and (3) the impacts of HIV/AIDS-related morbidity and mortality on the future of forestry and forest management institutions.ESR

    Emerging Markets in Water: A Comparative Institutional Analysis of the Central Valley and Colorado-Big Thompson Projects

    Get PDF
    Water trading is a potential means to improve the productivity of developed water supplies and reconcile competing uses. Economic theory suggests that markets evolve in response to changes in supply and demand. This prediction is at odds with observed disparities in the pace of market development in regions facing similar pressures on scarce water resources. A dramatic example of this disparity is found in the regions served by the California Central Valley Project and the Colorado-Big Thompson Project.This article argues that the differences in market activity in the two areas can be explained largely by the underlying water allocation institutions. The article identifies key institutional features that affect the transaction costs of water trading and examines the rootsof the institutional diferences. The institutions governing market transactions today are largely a function of pre-existing property rights and political battles to build consensus and obtain federal financing for the projects. The article highlights the path-dependent nature of water allocation institutions and trading, but also suggests that complex inter-regional markets could still develop in California given ever-increasing competition for scarce water resources and advances in information technology that lower market transaction costs
    • 

    corecore