From search engine optimisation to search engine marketing management: development of a new area for information systems research

Search Engine Optimisation was a term used by web developers in the late 90s to highlight the importance of increasing a website’s position in search engines’ results. Further development of the Internet in terms of the diversity of its users and uses such as e-commerce, blogging and wikis have highlighted the need for technical staff to work more closely with marketing professionals resulting in a new area of work – Search Engine Marketing Management. The paper highlights the emerging role of Search Engine Marketing Management as a new and increasingly important area for future information systems researchers and research. Reaching beyond the 'simple' undifferentiated goal of increasing visitors to a website, a mature perspective of marketing is developing - that of realising strategic marketing objectives. The practical contribution of this paper is found in the development of awareness among management roles of the importance and nuances of search engines and the tactics required to harness the benefits of multiple online communication channels within organisational marketing strategy

Information Management: A Consolidation of Operations, Analysis and Strategy

The book provides an exposition on the discipline of information management. It is organised into four parts. The first of these deals with factors that shape the meaning of information management - the professional associations that have formed; the science of information; and corporate approaches to consideration of information as an enterprise resource. The following three parts explain how information management is undertaken in three domains: operational, analytical and administrative. The operational domain details techniques that are concerned with processing information about information - the organising structures, finding aids, classification and retrieval systems, that make their respective information systems useable. The analytical domain is concerned with determining enterprise and user information requirements; undertaking requirements analysis; information audits; and evaluation of information operations. The administrative domain is concerned with the strategic approach – fostering effective utilisation of information and knowledge resources using a planning framework that aligns information services with that of an enterprise’s objectives and resourcing, and works effectively within constraints imposed by the broader regulatory and business environment

An empirical study of the influence of different organisation cultures on e-commerce adoption maturity

Drawing on Cameron and Quinn’s organisational cultures typology that defines four types of organisational culture (i.e., clan, adhocracy, market, and hierarchy), and Daniel et al.’s four-stage model of e-commerce adoption, this paper empirically examines the influence of different organisational cultures on e-commerce adoption maturity in small and medium-sized enterprises (SMEs) in Sri Lanka. The result indicates a positive correlation between adhocracy culture and e-commerce adoption. However, those firms with hierarchy cultural characteristics indicate a negative correlation in relation to e-commerce adoption. The organisational culture differences explain these issues

Impact of Digital Revolution on the Structure of Nigerian Banks

The study examined the extent to which digital revolution has affected the organizational structure of Nigerian banks. Twenty-five banks were selected for the study in south-western Nigeria. Interview was conducted for middle and top level managers and questionnaire was developed and administered to the other staff using a five-point Likert scale to determine the attitudes and opinions of the staff on the effects of digital revolution on the organizational structure of the banks. The mean was used as an indicator of central tendency for quantitative variables that have frequency distributions in the study. The study found that standard operating procedures, politics, culture, surrounding environment and management decisions were all affected by digital revolution. It affected the organizational balance of rights, privileges, obligations, responsibilities, and feelings that have been established over a long period of time. The revolution brought structural changes in the line and unit of command, the principles of span of control, unity of command, and scalar principle of graded chain of superiors in the studied banks. It encouraged flat organizations as decision making became more decentralized. It also altered the required skill and increased the perceived advantage of workers with computer engineering background. Authority relied on knowledge and competence and not on mere formal position The study concluded that digital revolution has changed the course of history in the banking industry leaving far reaching effects and implications on both the organizational and industrial structure. It is imperative for banks and their staff to effect proper restructuring that will facilitate optimal utilization of the benefits provided by the revolution.Digital Revolution, ICT, e-Commerce, Organizational Structure, Nigerian Banks

Organisational culture in IT projects: A case study analysis

The aim of this research in progress paper is to explore the organisational culture in the context of information technology (IT) projects. Two case study projects are presented and analysed via the Johnson and Scholes (1999) Cultural Web. Data collection was undertaken using the qualitative methods of reflective observation and informal discussion with project team members which was made possible as one of the researchers had worked on both projects. The results show that both projects were quite dissimilar in all but the Rituals component of the Cultural Web. This research has also developed and pilot tested a questionnaire in relation to organisational culture in the context of IT projects, however this is not the focus of this paper. © 2007 Maggie Beshay and Alan Sixsmith

Software process improvement as emergent change: a structurational analysis

This thesis differs from the technological perspective of SPI by identifying and analysing the organisational features of process improvement. A theoretical understanding is developed of how and why software process improvements occur and what are the consequences of the change process within a specific case. A packaged information systems organisation forms the basis for a substantive case study. Adding to the growing body of qualitative research, the study takes a critical hermeneutic perspective. In doing so it overcomes some of the criticisms of the interpretive studies especially the need for the research to be reflexive in nature. By looking at SPI as an emergent rather than deterministic activity, the design and action of the change process are shown to be intertwined and shaped by their context. This understanding is based upon a structurational perspective that highlights how the process improvements are enabled and constrained by their context. The work builds on the recent recognition that the improvements can be understood from an organisational learning perspective. Fresh insights to the improvement process are developed by recognising the role of the individual to facilitate or resist the improvement. The understanding gained here can be applied by organisations to enable them to improve the effectiveness of their SPI programmes, and so improve the quality of their software. Lessons are derived that show how software organisations can support the ongoing improvement through recognition of the learning and political aspects of the change by adopting an agile approach to SPI