THE IMPACT OF EMPLOYEE COMPETENCE ON ORGANIZATIONAL AGILITY: THE MEDIATING ROLE OF IT ALIGNMENT

Scholars have proposed that IT enables organizational agility by extending the reach and richness of firm knowledge and processes. However, this relationship is still open to debate. Based on the dynamic capabilities perspective, this paper proposes a model to investigate how employee competence (i.e., IT competence of business people and business competence of IT professionals) affects organizational agility through IT alignment. Data analysis results show that IT alignment fully mediates the influence of IT competence of business people and partially mediates the influence of business competence of IT professionals on organizational agility. In addition, the two kinds of competence are also positively interacting with each other to enhance IT alignment. We summarize with implications and suggestions for future research

Exploring enterprise social systems & organisational change: Implementation in a digital age

Information systems (IS), since their introduction into organisations over five decades ago, have promised to streamline business processes, integrate disparate systems, increase innovation, and offer greater competitive advantage. Over the past decades, the evolution of Information Systems have mirrored many of the challenges experienced by our work organisations. For example, throughout the 1980s a primary concern for many organisations was the attainment of competitive advantage within their respective industries (Porter, 1980). The IS field responded by developing systems that sought to provide management with timely information to assist in making better strategic decisions, e.g. executive support and decision support systems. In the 1990s, organisations began to look inwards searching for key strategic resources that would yield unique core competencies (Barney, 1991). Similarly, the IS field responded by building highly integrative enterprise-wide systems (Davenport, 1998), which would unite every pillar of the organisation with a single transparent view of firm competencies and business processes, viz Enterprise Systems. The first decade of the 21st century continued in this vein, with organisations extending their global reach through new and innovative business models (Johnson et al, 2008). Similarly, IS have responded with the emergence of digital technologies and their continued growth as transformative organisational systems enabling boundary-less corporate structures, 24/7 real-time customer-centric communication, collaborative supply chain environments, and virtual IS infrastructures delivered via cloud computing

Executive Compensation Eligibility in Global Businesses: A Global Banding Approach

As corporations expand their geographic reach and executive talent moves across geographic borders as freely as capital, global compensation executives must keep pace. Ethnocentric, nationalistic and parochial HR systems and policies inherited from the past that are focused on a single country may actually be barriers to the establishment of effective global organizational processes. Leaving local units in various countries determine their own executive compensation philosophies and practices may be equally detrimental

Modeling IoT-aware Business Processes - A State of the Art Report

This research report presents an analysis of the state of the art of modeling Internet of Things (IoT)-aware business processes. IOT links the physical world to the digital world. Traditionally, we would find information about events and processes in the physical world in the digital world entered by humans and humans using this information to control the physical world. In the IoT paradigm, the physical world is equipped with sensors and actuators to create a direct link with the digital world. Business processes are used to coordinate a complex environment including multiple actors for a common goal, typically in the context of administrative work. In the past few years, we have seen research efforts on the possibilities to model IoT- aware business processes, extending process coordination to real world entities directly. This set of research efforts is relatively small when compared to the overall research effort into the IoT and much of the work is still in the early research stage. To create a basis for a bridge between IoT and BPM, the goal of this report is to collect and analyze the state of the art of existing frameworks for modeling IoT-aware business processes.Comment: 42 page

Extending the enterprise: An evaluation of ERP and EAI technologies within a Case Study organisation

It is widely understood that both Information Technology (IT) and Information Systems (IS), provide great benefits in improving the visibility of supply and value chains within and across organisational boundaries. Those enterprises which can realise the benefits of extending their core business processes outwards to clients and trading partners, will be able to create unique supply chain-dependent products and solutions. Thus, such business infrastructures have enabled organisations to expand and improve the effectiveness of their enterprise. One method to achieve this, has been to integrate Enterprise Resource Planning (ERP) systems with web-based and other IS systems, using Enterprise Application Integration (EAI) technologies. This paper seeks to investigate those factors which contributed to a case organisation’s extended enterprise experiences, by using extant ERP and EAI implementation IS evaluation criteria; and by placing the research results within the context of applicable IS research techniques in the area

Andrew Carnegie, World Making and the Logic of Contemporary Entrepreneurial Philanthropy

This paper focuses on the relationship between the business and philanthropic endeavours of world-making entrepreneurs; asking why, how and to what ends these individuals seek to extend their reach in society beyond business. We present an original model of entrepreneurial philanthropy which demonstrates how investment in philanthropic projects can yield positive returns in cultural, social and symbolic capital, which in turn may lead to growth in economic capital. The interpretive power of the model is demonstrated through analysis of the career of Andrew Carnegie, whose story, far from reducing to one of earning a fortune then giving it away, is revealed as more complex and more unified. His philanthropy raised his stock within the field of power, extending his influence and helping convert surplus funds into social networks, high social standing and intellectual currency, enabling him to engage in world making on a grand scale

Review of the school workload advisory panel: final report

The School Workload Advisory Panel (SWAP) was established as an independent body in 2004 by the Welsh Assembly Government with a remit that was aimed at reducing bureaucratic burdens on schools. This paper includes the review’s main recommendations, followed by a more detailed account of the review findings and recommendations

Embedding Requirements within the Model Driven Architecture

The Model Driven Architecture (MDA) brings benefits to software development, among them the potential for connecting software models with the business domain. This paper focuses on the upstream or Computation Independent Model (CIM) phase of the MDA. Our contention is that, whilst there are many models and notations available within the CIM Phase, those that are currently popular and supported by the Object Management Group (OMG), may not be the most useful notations for business analysts nor sufficient to fully support software requirements and specification. Therefore, with specific emphasis on the value of the Business Process Modelling Notation (BPMN) for business analysts, this paper provides an example of a typical CIM approach before describing an approach which incorporates specific requirements techniques. A framework extension to the MDA is then introduced; which embeds requirements and specification within the CIM, thus further enhancing the utility of MDA by providing a more complete method for business analysis

Extending IT infrastructures in the service sector organisations through enterprise resource planning – a telecom case study

Copyright @ 2012 ISEing.Service Sector Organisations (SSOs) have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. As a result, the authors exhibit that it is of great significance to investigate this area within SSOs. In so doing, this paper thus focuses on the ERP critical success factors from five different categories such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation. These factors are validated through an in-depth qualitative single case study based research. The findings from the literature and empirical demonstrate that most of the factors influencing the decision making process for ERP adoption and implementation are highly significant with exception to few that have either low or medium importance