Do agile managed information systems projects fail due to a lack of emotional intelligence?

YesAgile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applyingADMare rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. Froma sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects

The Interaction of Business Intelligence and Knowledge Management in Organizational Decision-Making

While Knowledge Management (KM) has been subject of conceptual debate and empirical work, the related concept of Business Intelligence (BI) has not received much debate on its concepts, and has very little empirical work or testable propositions. Consequently, BI research has been slow to address the question of why some organizations have not gained business benefits from BI while others have. This paper studies the specifics of the interaction between BI and KM to create business value through decision-making. We develop specific testable propositions to be used in future empirical work and to help businesses gain value from BI

A novel, low-cost method of enrolling infants at risk for Retinopathy of Prematurity in centers with no screening program: the REDROP study.

PURPOSE: To report the first-year results of the Red Card for Retinopathy of Prematurity (REDROP) study, a low-cost interim strategy to enroll infants into retinopathy of prematurity (ROP) screening where limited expertise exists, piloted at a multi-specialty general hospital. METHODS: Red "warning" cards were placed alongside green "congratulations" cards above the weighing scale in the neonatal unit. Staff weighing the newborn were instructed to give either one of the cards to each mother depending on the weight of the child (≤ 2000 g, red, and > 2000 g, green). Red cards contained information (tri-lingual) about ROP and the venue of screening. Green cards contained general pediatric eye education and recipients were not called. A portion of the red card with the infant's birth date and mother's contact number was retained and collected weekly by volunteers. Mothers were reminded on the mobile phone to come for ROP screening. Screening and treatment were performed free. RESULTS: During the study period, 224 of 805 (27.8%) infants were born ≤ 2000 g. Of these, 169 (75.4%) survived and were eligible for the red card; 91 (53.8%) received it. Of these, 43 (47.3%) infants completed ROP screening, 14 (32.6%) had some stage ROP, and three (6.9%) required laser treatment. The main reason for the lower turnout for screening was the inability to contact mothers on their provided phone numbers. CONCLUSIONS: REDROP demonstrates the feasibility of this low-cost method of enrolling unscreened infants into a ROP program. The cost of enrolling each infant was less than 5 rupees (US$0.10). Suggested strategies to improve use require multi-center validation