Predicting business/ICT alignment with AntMiner+.

In this paper we report on the results of a European survey on business/ICT alignment practices. The goal of this study is to come up with some practical guidelines for managers on how to strive for better alignment of ICT investments with business requirements. Based on Luftman's alignment framework we examine 18 ICT management practices belonging to 6 different competency clusters. We use AntMiner+, a rule induction technique, to create an alignment rule set. The results indicate that B/ICT alignment is a multidimensional goal which can only be obtained through focused investments covering different alignment aspects. The obtained rule set is an interesting mix of both formal engineering and social interaction processes and structures. We discuss the implication of the alignment rules for practitioners.Alignment; Artificial ant systems; Business; Business/ICT alignment; Data; Data mining; Framework; Investment; Investments; Management; Management practices; Managers; Practical guidelines; Processes; Requirements; Rules; Structure; Studies; Systems;

Problematising the concept of 'sustainability' in the supply chain through systematic literature review

The authors contend that there are two broad 'senses' in which 'sustainability' is currently understood in supply chain research and practice – responsibility (in terms of environmental and social practices) and continuity (in the face of twenty-first century uncertainty and disruption). Systematic review is used to illustrate the predominance of the responsibility 'sense' of sustainability in academic literature labelled 'sustainable supply chain.' The authors propose that parallel research into strategies for supply chain continuity (e.g. agility and resilience) be brought within the fold of the 'sustainable supply chain' research label for the sake of clarity of the 'sustainability' concept and the development of a truly sustainable supply chain, because a responsible supply chain might not necessarily be a resilient supply chain in the twenty-first century global environment

Challenges for organisational resilience

Purpose - Organisational resilience presents complex challenges organisations must address in order to respond and recover from disruptive events. From an operations and strategic management perspective, this paper outlines these challenges and highlights the important perspectives within the growing literature of resilience. Design/methodology/approach - Based on a critique of relevant literature this Viewpoint paper identifies and discusses the emerging challenges in developing resilience at an organisational level. Findings - The outcome of this paper establishes a set of propositions to guide the development of organisational level resilience as well as outlining future research. Originality/value – The outlined propositions highlight the features of both active and passive resilience and identify key considerations for organisations. Through recognising these propositions organisations may be better placed to address the impacts of disruptive events

Towards the measurement of Enterprise Information Systems agility to support EIS improving projects

International audienceEnterprise information systems (EIS) are directly implied in the global performance of an organisation. Nevertheless, their potential rigidity in comparison with the required fast evolution of the supported organisation remains an important open research question. The proposed research work aims to define and evaluate the agility of an EIS, in order to assist both software engineers and business managers in EIS improvement projects. In particular, a framework is proposed to structure the different existing metrics on agility according to the improvements needs and the intrinsic characteristics of an information system

Information Security Strategy in Organisations: Review, Discussion and Future Research Directions

Dependence on information, including for some of the world’s largest organisations such as governments and multi-national corporations, has grown rapidly in recent years. However, reports of information security breaches and their associated consequences continue to indicate that attacks are still escalating on organisations when conducting these information-based activities. Clearly, more research is needed to better understand how organisations should formulate strategy to secure their information. Through a thematic review of academic security literature, we (1) analyse the antecedent conditions that motivate the potential adoption of a comprehensive information security strategy, (2) the current perspectives of strategy and (3) the yields and benefits that could be enjoyed post-adoption. Our contributions include a definition of information security strategy. We argue for a paradigm shift to extend from internally-focussed protection of organisation-wide information towards a strategic view that considers the inter-organisational level. Our findings are then used to suggest future research directions

The Role of Human Resource Management in Achieving Organisational Agility

Whilst uncertainty and change has always been the focal point of strategic management theories, the increasing rate of change and uncertainty that organisations have been experiencing during the past few decades has stimulated new approaches to the strategic management of firms. ‘Agility’ has been introduced as an appropriate paradigmatic approach to integrative strategy making ((Doz and Kosonen, 2008, 2010; McGrath, 2013a, 2013b; Sharifi, 2014). The concept has been considered as providing a comprehensive and cohesive platform for addressing the new conditions in the business environment, epitomised in notions such as hyper-competition, hyper-turbulence, and the continuously morphing business environment, through the perpetual process of altering and adjusting the firm’s direction and courses of action (Doz and Kosonen, 2008). The main aim behind the concept is to maintain strategic supremacy and competitiveness by anticipating and taking advantage of change ((D'Aveni, 1994; Thomas, 1996; Doz and Kosonen, 2007; Jamrog et al., 2006), and coping with and surviving unexpected changes (Zhang and Sharifi, 2000). Agile organisations rely on a series of agility capabilities such as strategic sensitivity, decision making prowess, learning aptitude and resource fluidity and flexibility (Hamel and Prahalad, 1993; Dyer and Shafer, 2003; Doz and Kosonen, 2008; Lengnick-Hall and Beck, 2009), many of which are human-related. A review of the agility literature revealed that achieving agility, similar to other value-based management philosophies, is heavily dependent upon various human factors such as Human Resources (HR) strategy, management approach and the prevailing culture of an organisation (Harper and Utley, 2001; Street et al., 2003; Dyer and Ericksen, 2006). However, the review of Strategic Human Resource Management (SHRM) literature indicated that the SHRM studies have not responded to the agility agenda, thus, little is known about human resource management strategies and systems enabling organisational agility. In an effort to fill this gap, this research has focused on exploring the people aspects of organisational agility aiming at: 1. Identifying the HRM critical roles in developing organisational agility 2. Developing a theoretical model for crafting and implementing a HR Strategy which assists organisations in acquiring agile attributes. The conceptual model delineates the key constructs and features of an Agility-Oriented Human Resource Strategy (AOHRS). The research was conducted through exploratory qualitative research, collecting data mainly through semi-structured interviews with HR directors, agility professionals and senior managers from 17 large public and private organisations in the UK. The research explicated the need and developed a conceptual framework for AOHRS, which gives explicit attention to an array of external environment forces. The framework proposes the need for ongoing reinterpretation of contextual information, frequent review of necessary individual and organisation-wide skills portfolio and capabilities profiles, and frequent re-evaluation of HR principles, policies and practices-in-use to reflect the persistent uncertainty and continuously morphing business conditions. The framework also offers for a dynamic HR system which can analyse capability needs continuously and have appropriate policies and practices in place to easily and quickly reconfigure the firms’ human assets. The study contributes to the knowledge in the field of SHRM and organisational agility by presenting a comprehensive conceptual framework for AOHR strategy, complemented by an expansive definition for an Agility-Oriented SHRM suitable for an uncertain business environment. As part of this, the attributes and capabilities of the agile workforce, a series of Agility-Oriented HR Principles and a series of widely-adopted Agility-Oriented HR Practices are also empirically identified in addition to the characteristics and dimensions of an Agile HR Function

Supply chain agility and performance: evidence from a meta-analysis

Supply chain agility and performance: evidence from a meta-analysis Purpose – The link between supply chain agility (SCA) and performance has been tested in previous research with different samples and results. The present paper quantitatively analyses and summarises the impact of SCA on performance found in previous empirical papers and determines the influence of several identified moderators. Design/methodology/approach – Using a meta-analysis approach based on a systematic literature review, a total of 63 empirical papers comprising a sample of 14,469 firms were meta-analysed to consider substantive (type of performance and SCA operationalisation) and extrinsic (economic region and industry) moderators. Findings – Results confirm a significantly large, positive correlation between SCA and performance. None of the analysed moderators has enabled the identification of any significant differences between the SCA and performance correlations by subgroup. However, high heterogeneity in total variance, both in the full sample and the subgroups by moderator, demands further rigorously reported empirical research on this topic with clearly conceptualised variables and frameworks and the use of validated scales. Research limitations/implications – Several research gaps and best practice recommendations have been indicated to improve future empirical research on this topic. Practical implications – Practitioners in different economic regions and industries will find consistent evidence of improvements in performance through SCA. Originality/value – No meta-analysis has been found in previous research to estimate the value of the correlation between SCA and performance and the influence of moderating variablesMinisterio de Ciencia e Innovación CIN/AEI/10.13039/501100011033/Consejería de Transformación Económica, Industria, Conocimiento y Universidades PY20_0120

Cloud Enterprise Systems: A Review Of Literature And Its Adoption

In recent years, Cloud computing has revolutionalized the IT industry by introducing a whole new concept and platform of enterprise systems (ES). The traditional ES seem to be too clunky, expensive and complex for most organizations to implement anduse. To improve such situation Cloud ES concept was recently introduced to offer competitive advantage to organizations through flexibility, scalability and independence in IT infrastructure and capabilities. Today, this area has not been fully explored in the academia due to little available literature but it has attracted tremendous interest from the general practitioners. This study seeks to contribute to IS literature by conceptualising Cloud ES from a pragmatic understanding between practitioners and academic. It further elaborates the advantages and challenges of Cloud ES and discussesthe potential of Cloud ES as an attractive option to SME in solving the problems of high investments in IT infrastructures and IT resources