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The Hallelujah Anglo Saxon Capitalist Model
Published in Nadine Fruin, The ICT Malaise, 2019
The CIO is an executive and has the day-to-day responsibility regarding information streams and their security and privacy, apart from articulating the ICT strategy and policy. CIOs have ICT knowledge, to a more or lesser degree, but what about the non-executive directors? If they must provide objective criticism we can understand the necessity that they have enough knowledge in breadth and depth to be able to assess potential risks, especially considering the strong dependence of businesses on ICT. On C-level we may expect a healthy critical and discerning mind in relation to ICT and not singing hallelujah too fast when a new product is launched and presented as the next best thing. How much do non-executive directors know about ICT and the (ethical) implications? Is there objective criticism? And what is it focused on?
A Semantic Model for Enterprise Digital Transformation Analysis
Published in Journal of Computer Information Systems, 2023
Along with the proliferation of ERP systems and other types of enterprise information systems, there have been many research reports in the literature on the success factors for information systems development.22–24 However, the static success factors do not reveal how an organization can achieve a successful enterprise digital transformation. On the other hand, methodological models to guide the dynamic process are needed for successful enterprise transformation.25,26 To understand more about the key organizational aspects of systems analysis and design for enterprise digital transformation, we have conducted a survey. A sample of questionnaire is available on request. MBA students in our classes helped the survey project by sending their personal letters with the questionnaires to their personally connected organizations which had activities of enterprise digital transformation such as ERP systems or SCM systems implementation. The survey respondents were organization CIO (chief information officer), or IT (information technology)/IS (information systems) directors, or the equivalent managers. We received fifty-six (56) filled survey forms within a one-year period. The number of observations is not large, but was adequate given the present nature of non-statistical analysis.
Information technology governance and bank performance: evidence from Palestine
Published in Journal of Decision Systems, 2021
With the new digital transformation, Chief Executive Officers (CEO) became aware of their soft and hard skills. Sharpening their IT skills could improve their performance as they will become able to deal with tremendous amount of data, to process results in easier way, and to draw conclusions in the most efficient manner. Such analysis empowers them and benchmarks them among top performers in CEO markets. The battle to recruit top CEO is clear evidence of the prominence of such actors within the companies as they get involved in all organisational areas. Moreover, the Chief Information Officer (CIO) are IT guru who are the promoters of information technology(Li et al., 2007). CIO stand as the IT guardians who work hard to keep a steady follow-up and a smooth flow of data gathering and analysis while constantly maintain a sharp eye on establishing and implementing an effective internal control over data (Sutton & Arnold, 2005). CIOs significantly participate in elaborating important IT decisions (Blaskovich & Mintchik, 2011; Schmidt et al., 2020).
From the Editor
Published in Information Systems Management, 2020
I hope you find the second issue of volume 37 interesting to read. Six articles are included in this issue. The first, entitled “Linking Excessive SNS Use, Technological Friction, Strain, and Discontinuance: The Moderating Role of Guilt,” authored by Adeel Luqman, Qingxiong (Derek) Weng, Ayesha Masood, Ahmed Ali, and Muhammad Imran Rasheed examines the excessive use of social networking sites (SNSs) on smartphones for social, hedonic, and cognitive purposes. The results show that all three forms of SNS use lead to technology-family and technology-personal health friction, while hedonic and cognitive uses were significantly associated with technology-work friction. In the second article, “The Interactive Effect of Board Monitoring and Chief Information Officer Presence on Information Technology Investment,” author Serdar Turedi investigates the role of the presence of a CIO position and its impact on the relationship between board monitoring and IT investment decisions in a firm. The findings indicate that IT investment decisions are subject to agency problems as shown by board monitoring having a significant impact on the IT investment of firms. Next, authors Laurie Hughes, Yogesh K. Dwivedi, and Nripendra P. Rana apply the Interpretive Ranking Process (IRP) methodology in the context of an information system project failure case study for the purpose of analyzing the interrelationships between factors surrounding the failure. The results, presented in their article entitled “A methodological Critique of the Interpretive Ranking Process for Examining IS Project Failure,” emphasize the suitability of this method for practical applications, but also highlight the limitations for larger sized problems. In the fourth article, entitled “Biometric identification for socioeconomic development in Ghana,” authors John Effah, Emmanuel Owusu-Oware, and Richard Boateng employ the interpretive case study methodology with the e-government enactment framework to assess Ghana’s biometric identification initiative implementation and reasons for its failure to achieve the intended socioeconomic development impacts. Four main reasons are identified for the failure, including lack of stakeholder consensus, conflicting laws, executive control, and incomplete infrastructure for data capture. The fifth article, entitled “Should data structures look flat for end users?” authored by Michael Schulz, Paul Alpar, and Patrick Winter, empirically investigates, via an online experiment among end users with varying analytical expertise, how data should be structured for presentation. The results provide evidence that the flat data model has advantages at certain levels of task difficulty and data model complexity over the multidimensional and the relational data model. In the final article, “Triggers of social network collapse,” author Ivan Belik quantitatively analyzes social networks for their sustainability. An approach to detect an agent’s potential power to trigger a network’s dissolution, referred to as the Shapley-based dominance in networks, is introduced.