A Resource Based View of the Information Systems Sourcing Mode

This paper studies the relationships between the choice of a sourcing mode for information systems, the value of the resources used in systems development activities and the presence of those resources at sufficient level within the firm. The objective is to better understand the factors underlying the decision to keep the development of an information system inside the firm or to entrust it to an outside partner. A sourcing model is proposed using the resource-based theory. Two case studies drawn from a larger study are used to illustrate the concepts used in the research model. Data from these two projects illustrate how the model could be used to predict the sourcing mode retained by the managers for each project, given the availability of the necessary resources and the strategic value of the future system. Cette recherche tente de mesurer le lien entre le mode de gestion d'une activité (gestion interne ou impartition) et la valeur de l'activité d'une part, et la présence des ressources requises dans l'entreprise d'autre part. L'objectif est de mieux comprendre les facteurs sous-jacents à une décision d'internalisation ou d'impartition d'une activité. Deux cas sont présentés. Ces cas traitent de développement de systèmes informatiques. Ils permettent d'illustrer le pouvoir explicatif du modèle. Les données illustrent bien comment le modèle proposé peut être utilisé pour prédire le mode de gestion approprié d'une activité de développement de systèmes informatique.Resource-based theory, software development, outsourcing, management of software development projects, Théorie fondée sur les compétences, développement de logiciels, impartition, gestion de projets de développement de systèmes

AICPA technical practice aids as of June 1, 2009, volume 1

https://egrove.olemiss.edu/aicpa_guides/1356/thumbnail.jp

AICPA technical practice aids as of June 1, 2014

https://egrove.olemiss.edu/aicpa_guides/2703/thumbnail.jp

AICPA technical practice aids as of June 1, 2013

https://egrove.olemiss.edu/aicpa_guides/2667/thumbnail.jp

Funding Terror

Full Tex

Building the Infrastructure for Cloud Security

Computer scienc

A Holistic Decision Framework to Avoid Vendor Lock-in for Cloud SaaS Migration

Cloud computing offers an innovative business model to enterprise for IT services consumption and delivery. Software as a Service (SaaS) is one of the cloud offerings that attract organisations as a potential solution in reducing their IT cost. However, the vast diversity among the available cloud SaaS services makes it difficult for customers to decide whose vendor services to use or even to determine a valid basis for their selections. Moreover, this variety of cloud SaaS services has led to proprietary architectures and technologies being used by cloud vendors, increasing the risk of vendor lock-in for customers. Therefore, when enterprises interact with SaaS providers within the purview of the current cloud marketplace, they often encounter significant lock-in challenges to migrating and interconnecting cloud. Hence, the complexity and variety of cloud SaaS service offerings makes it imperative for businesses to use a clear and well understood decision process to procure, migrate and/or discontinue cloud services. To date, the expertise and technological solutions to simplify such transition and facilitate good decision making to avoid lock-in risks in the cloud are limited. Besides, little investigation has been carried out to provide a comprehensive decision framework to support enterprises on how to avoid lock-in risks when selecting and implementing cloud-based SaaS solutions within existing environments. Such decision framework is important to reduce complexity and variations in implementation patterns on the cloud provider side, while at the same time minimising potential switching cost for enterprises by resolving integration issues with existing IT infrastructures. This paper proposes a holistic 6-step decision framework that enables an enterprise to assess its current IT landscape for potential SaaS replacement, and provides effective strategies to mitigate vendor lock-in risks in cloud (SaaS) migration. The framework follows research findings and addresses the core requirements for choosing vendor-neutral interoperable and portable cloud services without the fear of vendor lock-in, and architectural decisions for secure SaaS migration. Therefore, the results of this research can help IT managers have a safe and effective migration to cloud computing SaaS environment

Online Onboarding Corporate Governance Training In The COVID-19

[Excerpt] Director onboarding is the process by which an organization facilitates a new director stepping into the role. It is a means by which an incoming director becomes familiar with their new surroundings, the organization, their fellow board members, and other organization leaders. As such, it is an inherently personal experience that has always necessitated face-to-face interaction, whether it takes place in the boardroom and adjacent offices, company retreats, or happy hours. Until 2020, tried-and-true onboarding methods functioned effectively, and there was no reason to reimagine the onboarding process as a potentially virtual procedure. Unfortunately, the novel coronavirus brought about unprecedented and confusing circumstances, and organizations worldwide were forced to shift their entire business platforms online with little or no time to prepare

Online Onboarding: Corporate Governance Training In The COVID-19 Era

Onboarding new directors is critical in the best of circumstances. What should organizations do when training new board members must be completed online? COVID-19 has forced both ordinary and extraordinary business functions to be conducted primarily online, and online onboarding may be necessary or preferred in a number of business contexts. This Article first reviews the best practices in director onboarding and explains the functional goals of those practices. It then explains how to leverage the power of virtual data rooms and virtual conference software to successfully onboard new corporate directors with virtual meetings. These strategies apply to both for-profit and non-profit boards and can be employed to enhance any online meeting or conference where the goals include informing and engaging participants while encouraging them to socialize