The influence of organizational culture on the outcome of an IS implementation

A number of information system (IS) studies have adopted organizational culture (OC) theory to investigate IS implementations. The studies highlight that members will reach consensus or agreement in the use of an IS but also experience inevitable tensions and ambiguities in the use of the IS. However, literature related to IS implementation/OC has rarely examined the influence that the saliency of specific cultural practices may have on the success or failure of IS implementations. Using a case study approach, we adopted the “soft positivism” research philosophy to collect data, underpinned by Martin’s (1992) integration and differentiation perspectives of OC to study organizational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members’ salient behaviors towards an IS evolved during the implementation process. Our study augments the IS implementation/OC literature by demonstrating how salient cultural practices influence the outcome of IS implementatio

On agile metrics for operations management: measuring and aligning agility with operational excellence

High-quality performance in Operations Management has been measured through different Excellence frameworks, with special emphasis on Operational Excellence models. By allowing to track performance indicators, identify improvement opportunities, and tackle operational limitations, such frameworks have proven their validity throughout the years. However, and despite their history of success, these frameworks remain based on almost the same principles and criteria that were defined when they were first being established, more than three decades ago. As change becomes central to the life of organizations, the ability to reconfigure operations becomes vital for success. However, the current takes on Operational Excellence do not consider the ability to change in their assessments. In a marketplace in transformation, this is perceived as a limitation and draws criticism to Excellence frameworks. In the face of this gap, we develop, deploy and analyze the results obtained by an Organizational Agility assessment framework that is aligned with Excellence in Operations Management. This paper presents this process and highlights the main results of bringing Organizational Agility together with Operational Excellence in the measurement and pursuit of superior operational performance.This work has been supported by national funds through FCT - Fundacao para a Ciencia e Tecnologia within the Project Scope: UID/CEC/00319/2019, as well as by PhD grant PD/BD/114149/2016

Exploring Critical Success Factors in Agile Analytics Projects

Via updating Chow and Cao’s list of success factors for agile projects, attributes of potential critical success factors (CSF’s) for agile analytics projects were identified from the literature. Ten new attributes were added to Chow and Cao’s original list. Seven new attributes from the general agile project literature address: risk appetite, team diversity and availability, engagement, project planning, shared goals, and methods uncertainty. Three attributes specific to analytics projects were added: data quality, model validation, and building customers’ trust in model solution. The potential validity of the various CSF’s and attributes was explored via data from case studies of two analytics projects that varied in deployment success. The more successful project was found to be stronger in almost all the factors than the failed project. The findings can help researchers and analytics practitioners understand the environmental conditions and project actions that can help get business value from their analytics initiatives

Culture dimensions in software development industry: The effects of mentoring

Software development is a human centric and sociotechnical activity and like all human activities is influenced by cultural factors. However, software engineering is being further affected because of the globalization in software development. As a result, cultural diversity is influencing software development and its outcomes. The software engineering industry, a very intensive industry regarding human capital, is facing a new era in which software development personnel must adapt to multicultural work environments. Today, many organizations present a multicultural workforce which needs to be managed. This paper analyzes the influence of culture on mentoring relationships within the software engineering industry. Two interesting findings can be concluded from our study: (1) cultural differences affect both formal and informal mentoring, and (2) technical competences are not improved when implementing mentoring relationships