The Impact of Software as a Service on IS Authority – A Contingency Perspective

For some business applications, using Software as a Service (SaaS) is becoming increasingly popular. However, it is largely unknown how SaaS adoption affects the arrangements between business and IT departments. In this study, we take a contingency approach to investigate how firms allocate authority for SaaS applications. Based on semi-structured interviews with business and IT representatives of companies that have adopted the wide-spread SaaS solution Salesforce CRM, we extend existing contingency theory to propose a set of factors for governance arrangements on the application level. These factors are used in a comparative case study of 4 cases of SaaS adoption to explain why application authority is allocated either to the business or the IT side. The results suggest that in most cases there exist dominant and reinforcing contingencies determining a definite mode of SaaS governance

EBSLG Annual General Conference, 18. - 21.05.2010, Cologne. Selected papers

Am 18.-21. Mai 2010 fand in der Universitäts- und Stadtbibliothek (USB) Köln die „Annual General Conference“ der European Business Schools Librarians Group (EBSLG) statt. Die EBSLG ist eine relativ kleine, aber exklusive Gruppe von Bibliotheksdirektorinnen und –direktoren bzw. Bibliothekarinnen und Bibliothekaren in Leitungspositionen aus den Bibliotheken führender Business Schools. Im Mittelpunkt der Tagung standen zwei Themenschwerpunkte: Der erste Themenkreis beschäftigte sich mit Bibliotheksportalen und bibliothekarischen Suchmaschinen. Der zweite Themenschwerpunkt Fragen der Bibliotheksorganisation wie die Aufbauorganisation einer Bibliothek, Outsourcing und Relationship Management. Der vorliegende Tagungsband enthält ausgewählte Tagungsbeiträge

Report of the Working Group on Government Securities Clearance and Settlement

Terrorism ; Financial markets

ATM automation: guidance on human technology integration

© Civil Aviation Authority 2016Human interaction with technology and automation is a key area of interest to industry and safety regulators alike. In February 2014, a joint CAA/industry workshop considered perspectives on present and future implementation of advanced automated systems. The conclusion was that whilst no additional regulation was necessary, guidance material for industry and regulators was required. Development of this guidance document was completed in 2015 by a working group consisting of CAA, UK industry, academia and industry associations (see Appendix B). This enabled a collaborative approach to be taken, and for regulatory, industry, and workforce perspectives to be collectively considered and addressed. The processes used in developing this guidance included: review of the themes identified from the February 2014 CAA/industry workshop1; review of academic papers, textbooks on automation, incidents and accidents involving automation; identification of key safety issues associated with automated systems; analysis of current and emerging ATM regulatory requirements and guidance material; presentation of emerging findings for critical review at UK and European aviation safety conferences. In December 2015, a workshop of senior management from project partner organisations reviewed the findings and proposals. EASA were briefed on the project before its commencement, and Eurocontrol contributed through membership of the Working Group.Final Published versio

How do top- and bottom-performing companies differ in using business analytics?

Purpose Business analytics (BA) has attracted growing attention mainly due to the phenomena of big data. While studies suggest that BA positively affects organizational performance, there is a lack of academic research. The purpose of this paper, therefore, is to examine the extent to which top- and bottom-performing companies differ regarding their use and organizational facilitation of BA. Design/methodology/approach Hypotheses are developed drawing on the information processing view and contingency theory, and tested using multivariate analysis of variance to analyze data collected from 117 UK manufacture companies. Findings Top- and bottom-performing companies differ significantly in their use of BA, data-driven environment, and level of fit between BA and data-drain environment. Practical implications Extensive use of BA and data-driven decisions will lead to superior firm performance. Companies wishing to use BA to improve decision making and performance need to develop relevant analytical strategy to guide BA activities and design its structure and business processes to embed BA activities. Originality/value This study provides useful management insights into the effective use of BA for improving organizational performance

UAS Service Supplier Specification

Within the Unmanned Aircraft Systems (UAS) Traffic Management (UTM) system, the UAS Service Supplier (USS) is a key component. The USS serves several functions. At a high level, those include the following: Bridging communication between UAS Operators and Flight Information Management System (FIMS) Supporting planning of UAS operations Assisting strategic deconfliction of the UTM airspace Providing information support to UAS Operators during operations Helping UAS Operators meet their formal requirements This document provides the minimum set of requirements for a USS. In order to be recognized as a USS within UTM, successful demonstration of satisfying the requirements described herein will be a prerequisite. To ensure various desired qualities (security, fairness, availability, efficiency, maintainability, etc.), this specification relies on references to existing public specifications whenever possible

Global opportunities for securing overseas retail deposits within the UK banking industry

The UK banking industry is very competitive and banks work hard to keep their existing customers and entice new customers to join their banks. This report will focus on a single global opportunity for a UK bank to secure deposits from overseas customers in order to facilitate its growth strategy. To protect the identity of the bank, it will be referred to as the UK Bank throught this report