Journal articles on the topic 'Software organisations'
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Chugh, Mitali, Nitin Chanderwal, Rajesh Upadhyay, and Devendra Kumar Punia. "Effect of knowledge management on software product experience with mediating effect of perceived software process improvement: An empirical study for Indian software industry." Journal of Information Science 46, no. 2 (March 6, 2019): 258–72. http://dx.doi.org/10.1177/0165551519833610.
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The software development industry is characterised by swift innovation and competition. To survive, software engineering (SE) organisations need to develop high-quality software products in a timely fashion and at low cost. Knowledge-based approaches to software development are extremely supportive to acquiring new knowledge and leveraging existing knowledge from software projects; this enables constant improvement of software development practices. In this empirical study of Indian SE organisations, we study the impact of managing knowledge for perceived software process improvement (PSPI) and its effect on software product quality. Information technology (IT) in knowledge management (KM) is an important facilitator for any SE organisation desiring to exploit evolving technologies for management of their knowledge assets and for carrying out various KM processes of knowledge capture, storage, retrieval and sharing. Surveys collected from Indian SE organisations were analysed to propose a model using a structured equation modelling (SEM) technique. Our findings reveal that the relation between KM and quality of software product is positively mediated by PSPI. These findings reinforce an arena that is of growing importance to researchers and practitioners and which has seen only a limited number of empirical studies to date in the context of Indian SE organisations.
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Rowell, James. "Do organisations have a mission for mapping processes?" Business Process Management Journal 24, no. 1 (February 2, 2018): 2–22. http://dx.doi.org/10.1108/bpmj-10-2016-0196.
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Purpose The purpose of this paper is twofold: to identify and explore the reasons why organisations decide to use process mapping software (PMS) facilities in support of business process management (BPM); and to determine the objectives set by senior management for its introduction, and understand extent to which organisations achieve expected benefits. Design/methodology/approach This paper uses an exploratory research design and investigates the elements of organisations’ objectives, implementation and evaluation of using PMS. The research data were collected through semi-structured interviews with business managers responsible for the implementation of PMS. The respondent organisations were selected from a range of industries who were using the same software. Findings The results of the research show that organisations do set objectives for using PMS, relevant to a wide range of business, operational and strategic objectives, dependant on the needs of the organisation. Additionally, the results show that some gain further advantages post-implementation, based on their PMS experience. Regarding explicit evaluation of their investment, organisations attempt this to a very limited extent; whilst recognising a broad a range of “softer” benefits. Research limitations/implications This exploratory research has been conducted on a small range of organisations, all using the same software, therefore the results cannot be clearly generalizable. The research suggests organisations are making effective decisions regarding adopting PMS, further research on the evaluating its benefits could support better decision-making in the future. Practical implications The practical implications of this research are for decision-makers in organisations recognising and understanding the strategic/operational benefits that could be achieved by implementing a software system for BPM. Originality/value Whilst the use of process mapping of organisation’s operations is widespread the benefits achieved by organisations are only partially understood. Knowledge of the strategic impact of BPM is limited, as reported by numerous researchers. This research attempts to explore the context of organisations using such software, and point towards further approaches to its investigation.
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Iqbal, Javed, Muzafar Khan, and Nasir Mehmood Minhas. "Are project managers informally following capability maturity model integration practices for project management?" Global Journal of Information Technology: Emerging Technologies 8, no. 3 (December 29, 2018): 86–94. http://dx.doi.org/10.18844/gjit.v8i3.4048.
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Project planning is crucial for fruitful completion of a software development project. In case of a certified software development organisation, one can guess whether the software development projects are planned properly or not. But, what to do for a non-certified organisation? The objective of this study is to address this problem. For this purpose, a questionnaire survey has been conducted by involving experienced practitioners. The results show that several software development organisations follow Capability Maturity Model Integration) Project Planning-Process Area practices unofficially. Such organisations are potential candidate organisations for software process improvement initiatives, and would be cheap and safe for successful completion of a project. Keywords: CMMI, software project management, software process improvement, specific goals, specific practices, subpractices.
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Saini, Sanjeev K., C. N. Krishnan, and L. N. Rajaram. "Open Source Adoption Index." International Journal of Open Source Software and Processes 2, no. 3 (July 2010): 48–60. http://dx.doi.org/10.4018/jossp.2010070103.
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This paper reports the preliminary results of a study conducted to assess and quantify the adoption of Free/Open Source Software (FOSS) by organisations and enterprises. While almost all organisations use FOSS in some form today, there is a wide variation in the manner and extent to which they do so, and presently no quantitative measure exists that can capture the true picture. The present work has built a model with two sets of parameters that, when fed with relevant data about an organisation, generates a single number, the FOSS Adoption Index (FAI), for that organisation. The index is so defined that the higher its value for an organisation, the greater is the extent of FOSS adoption in that organisation. Beyond the single measure FAI that gives a coarse assessment, the model also allows drilling down to finer levels of granularity that provides deeper insights into the status and role of FOSS within a given organisation. Primary data collected for two classes of organisations through questionnaire based surveys and interviews have been used to demonstrate the working of the model as well as its potential usefulness for real world situations.
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Ayyaz, Samman, Rao Aamir Khan, Sohail Aslam, Muhammad Khushnood, and Humera Manzoor. "PROJECT SUCCESS: ROLE OF ORGANISATION STRENGTHS AND PROJECT MANAGEMENT COMPETENCIES." Humanities & Social Sciences Reviews 9, no. 3 (May 24, 2021): 508–16. http://dx.doi.org/10.18510/hssr.2021.9352.
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Purpose of the study: This research examines the major organisation strength factors, important project management competencies, and the criteria for project success, and their interrelationship.
Methodology: A mixed-method approach is applied with a positivist stance to test the validity of the proposed hypotheses. Based on the detailed literature review and five expert interviews, 'organisation strengths' are identified and classified into three subcategories, making a second-order construct. A survey strategy is used to collect data from PMO individuals of construction organisations. SmartPLS software is used to analyse 97 responses.
Main Findings: The results of this study support the proposed relationship. It suggests that organisation strengths influence project management competencies and project success. Furthermore, resources and capabilities influence project success. The findings are in line with the literature suggesting that organisation resources and capabilities are important for project success.
Application of the study: This study is relevant for PMO individuals, especially in construction organisations. The findings highlight the importance of organisational strengths that lead to build project management competencies and eventually attain project success. These organisational strengths are of great significance to both the researchers and industry practitioners.
The originality of the study: This study has applied a mixed-method approach. The model in the study empirically tests the organisation strength factors affecting project success. Furthermore, the study used SmartPLS software to test the influence of organisation strength to increase project management competencies and their cumulative effect on project success.
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FRIED, ANDREA, RONNY GEY, AGNIETA PRETORIUS, and LARS GÜNTHER. "DECOUPLING FROM STANDARDS — PROCESS MANAGEMENT AND TECHNICAL INNOVATION IN SOFTWARE DEVELOPMENT ORGANISATIONS." International Journal of Innovation Management 17, no. 04 (August 2013): 1350012. http://dx.doi.org/10.1142/s1363919613500126.
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The paper explores process management standards in software development organisations. It centres on the question how organisations manage the compliance with process standards as well as the need for ongoing technical innovation at the same time. It refers to former studies where it was concluded that process management standards tend to crowd out technical innovations in organisations. By reconsidering the coupling approach of Orton and Weick (1990) we show based on four case studies that it does not apply to those organisations which allow innovating activities being loosely coupled or decoupled from the reigning standard script. These organisations sustain their chances for incremental and fundamental technical innovations. Dealing with loosely coupled or decoupled innovating activities implies a dialectical standard management. It means that potentially contradictory and conflict-ridden activities like standardised practices and innovating activities are manageable by specific institutional, temporarily limited and formal/informal solutions. Furthermore, we scrutinise in this paper the decoupling discussion of some parts of the standard management literature. Standard decoupling is often seen as an unfortunate, but necessary solution to cope with external pressure for internal standardisation. In contrast to this, we develop an understanding where standard decoupling is not defined as a set of activities without affecting the 'technical core' of an organisation. (Brunsson and Jacobsson, 2000b; Meyer and Rowan, 1967). Rather, decoupling is seen as a temporary and locally limited situation of an innovating subsystem within an organisation where it is allowed to detach from reigning standardised practices and to test and develop innovative ideas under less formalised conditions.
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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (April 28, 2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.
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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used to adopt human resource policies in the organisation. Smart PLS 2 software is also used for data analysis as well as the structural equation modelling. The results show that organisational learning ability through user satisfaction and the use of organisational resource planning system affects the individual performance.
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Gamalielsson, Jonas, and Björn Lundell. "On Engagement With ICT Standards and Their Implementations in Open Source Software Projects." International Journal of Standardization Research 19, no. 1 (January 2021): 1–28. http://dx.doi.org/10.4018/ijsr.287102.
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This paper presents novel results concerning engagement with ICT standards and their implementations in open source software (OSS). Specifically, findings draw from observations and analysis related to standards and implementations in the multimedia field. The first part of the study reports on experiences and insights from engagement with standards in the multimedia field and from implementation of such standards in OSS projects. The second part of the study focuses on the case of the ITU-T H.264 standard and the two OSS projects OpenH264 and x264 that both implement the standard, and reports on a characterisation of organisations that engage with and control the H.264 standard, and organisations that engage with and control OSS projects implementing the H.264 standard. Further, projects for standardisation and implementation of H.264 are contrasted with respect to mix of contributing organisations, and findings are related to organisational strategies of contributing organisations and previous research.
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Kucharska, Wioleta. "Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues." Electronic Journal of Knowledge Management 19, no. 2 (September 5, 2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.
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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.
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Küttim, Merle, Aino Kiis, and Cristina Sousa. "Brokers in Biotechnology and Software Networks in EU Research Projects." TalTech Journal of European Studies 10, no. 1 (June 1, 2020): 195–236. http://dx.doi.org/10.1515/bjes-2020-0010.
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Abstract Researchers have acknowledged that the flow of knowledge is influenced by the non-structural and structural features of networks. This paper aims to further develop an understanding of the institutional and structural features of knowledge networks by relating the brokerage roles of actors to the types and locations of organisations in biotechnology and software networks. The study is set within the context of the European Union (EU) research and innovation policy. It is designed as a social network analysis of EU research projects in biotechnology and software that took place between 1995 and 2016, wherein organisations from the Baltic States participated. The results of the study revealed that higher education and research organisations and public bodies acted as the main knowledge brokers and brokered more frequently across different regions in biotechnology networks. In software, it was the universities and research organisations that fulfilled this role. Thus, this study contributes to an understanding about the institutional and structural aspects of knowledge networks by focusing on brokers and their brokerage roles and relating these factors to specific organisation types and the locations of actors within the two sectors. It also adds the empirical context of the Baltic States in the areas of biotechnology and software collaborative research projects to the studies of knowledge networks, and offers practical suggestions for implementing collaborative research projects.
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Greasley, Andrew, and Yucan Wang. "Integrating ERP and enterprise social software." Business Process Management Journal 23, no. 1 (February 3, 2017): 2–15. http://dx.doi.org/10.1108/bpmj-04-2015-0053.
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Purpose The purpose of this paper is to explore the use of a hybrid enterprise resource planning (ERP) system, combining an ERP system with enterprise social software (ESS). The study will provide a critical assessment of the implementation of this process technology. Design/methodology/approach Multiple case studies of organisations based in China were conducted to understand the use of ERP systems in different contexts. Following an evaluation of the context of each ERP implementation (within-case analysis) the research draws a cross-case conclusion that defines the nature of a hybrid ERP system and then synthesises the propositions related to the benefits and challenges of implementation. Findings The authors find that a hybrid ERP system is able to support efficiency in business process management and also provide a flexible response to changes in business requirements. It does this by allowing for the continued use of informal processes that cannot be incorporated into the ERP system. Practical implications This research indicates how ERP systems in conjunction with ESS can provide a flexible response to changing business requirements and increase collaboration within the organisation. Key lessons include the need to perform informal activities under the guidance of managers and provide clear boundaries for the implementation of informal activities. Originality/value This study has found that the use of case studies can provide a valuable insight into the use of a hybrid ERP system from the perspective of its use within the organisation as a work system that requires an assessment of the context within which organisational members perform their work.
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Sandhawalia, Birinder Singh, and Darren Dalcher. "The Dynamics of Growth within Global Organisations: Issues, Consequences and Implications." Journal of Information & Knowledge Management 10, no. 02 (June 2011): 123–34. http://dx.doi.org/10.1142/s0219649211002870.
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An ever-accelerating rate of growth is altering the pace of change and making global organisations perform trade-offs in terms of organisational capabilities and quality of output. This paper reports on the empirical findings of a case study conducted at one of the world's largest software organisations and analyses the implications of rapid growth within global organisations. The paper further correlates the findings with the problems and issues confronting the world's largest automobile manufacturer, and establishes that growth needs to be planned to allow organisational capabilities and systems to support rapid expansion. Overall, the research highlights the important lessons learnt from accelerated growth within global organisations, and identifies the areas of future research required to gain a better understanding of the phenomenon.
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Kruger, Wandi, and Riaan Rudman. "Strategic Alignment Of Application Software Packages And Business Processes Using PRINCE2." International Business & Economics Research Journal (IBER) 12, no. 10 (September 30, 2013): 1239. http://dx.doi.org/10.19030/iber.v12i10.8134.
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Numerous factors exist that may contribute to the unsuccessful completion of application software package implementation projects. The most significant contributor to application software package project failure lies in the misalignment of the organisations business processes with the functionality of the application software package. While various IT control frameworks that may assist in the implementation of application software packages are available, the question arises why industry still reports that the success rate of application software package implementation projects remains low. The purpose of this study was to examine the extent to which the Projects in Controlled Environment (PRINCE2) framework assists in the alignment of the organisations business processes with the functionality provided by the application software package implemented. This study investigated whether PRINCE2 addresses all the reasons for project failure. It identifies the shortcomings and weaknesses in PRINCE2 which may contribute to the misalignment between the business processes of the organisation and the functionality of the application software package implemented. The study recommends how these weaknesses identified in PRINCE2 can be addressed. By taking these recommendations into account when using PRINCE2 to implement application software packages, proper alignment between the organisations business processes and the functionality of the application software package may be achieved. This results in a more successful application software package implementation.
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Burrows, Brian. "Culture and organisations. Software of the mind." Long Range Planning 25, no. 1 (February 1992): 122–23. http://dx.doi.org/10.1016/0024-6301(92)90319-w.
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Tuffley, Angela, Bill Grove, and Gary McNair. "SPICE for small organisations." Software Process: Improvement and Practice 9, no. 1 (January 2004): 23–31. http://dx.doi.org/10.1002/spip.191.
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Thapliyal, M. P., and Pratibha Dwivedi. "Software Process Improvement in Small and Medium Software Organisations of India." International Journal of Computer Applications 7, no. 12 (October 10, 2010): 37–39. http://dx.doi.org/10.5120/1297-1792.
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Al-Azzeh, Jamil. "Information Technologies for Supporting Administrative Activities of Large Organisations." DESIDOC Journal of Library & Information Technology 38, no. 3 (May 4, 2018): 187. http://dx.doi.org/10.14429/djlit.38.3.12620.
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Study describes a specified analytical method and model for the organisational management of a company. The proposed solutions allow for revealing information resources, which can be used to support management decisions adoption and control of plans. Information obtained from programs and information systems of the electronic document flow of organisations were used as data sources. The result of configuration investigation and characteristics of information exchange in information systems can be used as administrative decisions support in the organisation. The conducted research allows for improved approaches to the creation and modernisation of effective information systems of universities. The offered software of administrative activity support allows us to increase the flexibility and adaptability of existing information systems and electronic document flow (program complexes) to increase the efficiency of their operations.
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Johannessen, Jon-Arild, and Hugo Skaalsvik. "The development of innovations in organizations: the role of creative energy fields." Kybernetes 44, no. 1 (January 12, 2015): 89–106. http://dx.doi.org/10.1108/k-11-2013-0243.
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Purpose – One problem that many organisations face today in the global economy is that too few ideas are turned into innovations. The purpose of this paper is to show how innovations in organisations may be obtained by means of creative energy fields. Design/methodology/approach – The design employed in the research represents a holistic, change oriented approach to innovation, and the methodology is conceptual where an analytical model is used. Findings – The paper provides arguments that organisations need to develop creative energy fields in order to enhance their innovative capacity and performance. In the paper the construct creative energy field is conceptualised as “a spot in an organisation where a Group of creative individuals collaborate and work together in order to bring to surface new ideas which may fuel innovation processes and Development in organisations”. The paper shows that creative energy fields are influenced by five distinct components; those of making a clear purpose, planning after the results have become apparant, an organisation’s rule breakers, drawing a map that changes the landscape, and igniting the flame of innovation. Furthermore, the findings encompass three conditions which need to be present in an organisation in order to make creative energy fields work. Research limitations/implications – The carried out focuses on the individual organisation which aims to enhance innovation performance. Practical implications – In relation to practical implications, the paper shows, in particular, how an organisation may move into areas of innovation by means of a Lego system of organising. Originality/value – To the authors’ knowledge, the creation and use of a novel construct, that of creative energy fields, represents newness and originality in innovation research at the level of the individual enterprise. Furthermore, the paper contributes to the extant management knowledge of innovation by showing how a Lego system of organising may foster innovation at the enterprise level.
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Tickle, Matthew, Robin Mann, and Dotun Adebanjo. "Deploying business excellence – success factors for high performance." International Journal of Quality & Reliability Management 33, no. 2 (February 1, 2016): 197–230. http://dx.doi.org/10.1108/ijqrm-10-2013-0160.
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Purpose – The purpose of this paper is to improve the understanding of how organisations successfully deploy business excellence (BE) by comparing the tools and strategies implemented by organisations at different levels of BE maturity. Design/methodology/approach – The study used a combination of a questionnaire, discussion groups and interviews with respondents including private sector organisations across India, Japan, Republic of China, Singapore and Thailand. These countries were selected due to them being considered as having the most advanced BE organisations in Asia by the Asian Productivity Organisation (APO) that commissioned the study. Once triangulated, the quantitative data were analysed through use of the IBM SPSS Statistical software package. Findings – The study has shown that on average, organisations with higher BE maturity outperform their less mature counterparts. The study also revealed that organisations with a high BE maturity were more likely to use specific tools and were more likely to use some of these tools more effectively. Finally, the study identified differences in strategic approaches to BE between organisations with high and low BE maturity. Research limitations/implications – Only five Asian countries were considered due to resource limitations. However, the study of 74 organisations represents one of the most comprehensive to date with 30 of these organisations being award winners. Practical implications – The findings offer guidance to those organisations wishing to progress from a low level of BE maturity to a more advanced level. The findings have already assisted the APO and its 20 member countries in the development and implementation of strategic interventions at a regional and national level. Originality/value – No other study in Asia has been conducted on such a large sample of BE-orientated organisations. The study was also unique in its focus on the tools and strategies that should be used for successful BE deployment. In addition, the study is one of only a few in Asia that has studied the results of BE on organisational performance.
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Ameh, Oko John, and Emmanuel Itodo Daniel. "Human Resource Management in the Nigerian Construction Firms: Practices and Challenges." Journal of Construction Business and Management 1, no. 2 (July 10, 2017): 47–54. http://dx.doi.org/10.15641/jcbm.1.2.54.
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Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recruitment practices are placement of the right staff in the right department for the achievement of company general goals, and screening of candidates for vacant positions. Most common training and development practices involve inducting, orienting and training newly recruited employee on software and use of tools, and assigning staff based on their skill and expertise.Provision of appropriate/modern working tools and equipment and provision of incentives and benefits to staff are prevailing motivation and labour union practices. The study further identified:competition for global mobile talents, labour turnover, recruiting the right person for a specific position, wages and compensation as some of the challenges facing HRM practice in Nigeria.The study concludes that recruitment and selection practices in the construction organisation are distinctly different from those of the manufacturing and banking industry and it centres on selection of skilled and technically competent personnel for organisation’s general goal. The study recommends that future study should assess the impact of the identified human resource practices on productivity and project performance.
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Andrade, Francisco, Paulo Novais, Jose Machado, and Jose Neves. "Software agents and virtual organisations: consent and trust." International Journal of Services and Operations Management 6, no. 3 (2010): 352. http://dx.doi.org/10.1504/ijsom.2010.031958.
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E. Damian, Daniela, and Didar Zowghi. "RE challenges in multi-site software development organisations." Requirements Engineering 8, no. 3 (July 22, 2003): 149–60. http://dx.doi.org/10.1007/s00766-003-0173-1.
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Crowston, K., and B. Scozzi. "Open source software projects as virtual organisations: competency rallying for software development." IEE Proceedings - Software 149, no. 1 (2002): 3. http://dx.doi.org/10.1049/ip-sen:20020197.
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Fannoun, Sufian, and John Kerins. "Towards organisational learning enhancement: assessing software engineering practice." Learning Organization 26, no. 1 (January 14, 2019): 44–59. http://dx.doi.org/10.1108/tlo-09-2018-0149.
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Purpose Issues surrounding knowledge management, knowledge transfer and learning within organisations challenge continuity and resilience in the face of changing environments. While initiatives are principally applied within large organisations, there is scope to assess how the processes are handled within small and medium enterprises and consider how they might be enhanced. This paper aims to present an evaluation of practice within an evolving software development unit to determine what has been learned and how the knowledge acquired has been used to further organisational development. These results provide the basis for the design and implementation of a proposed support tool to enhance professional practice. Design/methodology/approach A small software development unit which has successfully delivered bespoke systems since its establishment a number of years ago was selected for analysis. In-depth interviews were carried out with each member of the unit to elicit an understanding of individual and collective development. Interview data were recorded and transcribed and subjected to qualitative analysis to identify key themes underpinning knowledge acquisition and utilisation. Samples of project documentation were scrutinised to corroborate interview data. After analysing the data, a focus-group meeting was held to validate the results and to generate further insights into learning within the unit. Findings Qualitative analysis of the data revealed key changes in thinking and practice within the unit, as well as insight into the development of individual and collective contextual knowledge, tacit understanding and learning. This analysis informed the proposal of a bespoke, lightweight, Web-based system to support knowledge capture and organisational learning. This approach has the potential to promote resilience and enhance practice in similar small or start-up enterprises. Research limitations/implications Purposeful sampling was used in selecting a small software development unit. This enabled in-depth interviewing of all six members of the organisation. This offered a rich environment from which to derive awareness and understanding of individual and collective knowledge acquisition and learning. Focussing on a single small enterprise limits the extent to which the findings can be generalised. However, the research provides evidence of effective practice and learning and has identified themes for the development of a support tool. This approach can be extended to similar domains to advance research into their learning and development. Practical implications Results of the work undertaken so far have generated promising foundations for the proposed support tool. This offers software developers a potentially useful system within which they can reflect upon, and record, key learning events affecting technical, managerial and professional practice. Originality/value Small enterprises have limited resources to support organisational learning. The qualitative research undertaken so far has yielded valuable insight into the successful development of a single software development unit. The construction of a support tool to enhance knowledge acquisition and learning has the capacity to consolidate valuable, and potentially scarce, expertise. It also has the potential to facilitate further research to determine how the prototype might be extended or revised to improve its contribution to the unit’s development.
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Ali, Mahmood. "Developing in-House ERP System for the Construction Industry in a Developing Country: A Case Study." Engineering Management Research 6, no. 1 (April 25, 2017): 90. http://dx.doi.org/10.5539/emr.v6n1p90.
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Benefits reaped from implementing Enterprise Resource Planning (ERP) systems have made them a critical part of organisations. These systems, which are developed on best business practices, are sometimes unable to satisfy unique organisational needs, such as those specific to the construction industry which present a unique set of challenges different from those of manufacturing and service industries. This paper aims to study the development of in-house ERP system in an organisation in a developing country, and seek to explore and understand the development of ERP system designed exclusively around the needs of an organisation. This study adopts a case study based qualitative research methodology. Primary data is collected through a series of interviews, discussions with the project manager, development staff and end users. The outcome of the study shows that through proper planning coupled with detailed needs analysis, suitable change management strategy, an experienced project team and selecting the appropriate software development process, any organisation can design and develop ERP system that caters for the organisation specific needs. Therefore, eliminating the need of complex software customisation or altering business processes. Further, by developing an in-house system, the probability of a failed implementation is greatly reduced thus allowing the organisation to focus on its core business while benefitting from the new system.
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Namagembe, Sheila. "Enhancing service delivery in humanitarian relief chains: the role of relational capital." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 2 (April 6, 2020): 169–203. http://dx.doi.org/10.1108/jhlscm-06-2019-0038.
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PurposeThe study examined the influence of relational capital on inter-cluster coordination and service delivery of humanitarian organisations; the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.Design/methodology/approachData was collected from 60 humanitarian organisations. Potential respondents were five officers from each humanitarian organisation involved in delivering humanitarian assistance. Respondents from the different organisations were selected using purposive sampling. The SPSS software, SMART PLS and CB-SEM software were used to obtain results on the influence of relational capital on inter-cluster coordination and service delivery in humanitarian organisations; and the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.FindingsFindings indicated that relational capital influences inter-cluster coordination and service delivery in humanitarian relief chains; inter-cluster coordination partially mediates the relationship between relational capital and service delivery in humanitarian relief chains; and no interactive effect was found when the moderation effect of inter-cluster coordination on the relationship between relational capital and service delivery in humanitarian organisations was examined.Research limitations/implicationsThe study was mainly focused on humanitarian organisations excluding beneficiaries and the logistics suppliers. The research has implications to decision-makers in government and humanitarian organisations concerned with providing relief aid to beneficiaries.Originality/valueThe influence of relational capital on inter-cluster coordination and service delivery in humanitarian relief chains; the mediating role and moderating role of inter-cluster coordination on the relationship between relational capital and service in humanitarian relief chains are aspects that have not been given significant attention empirically.
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Messnarz, Richard, Gearoid O'Suilleabhain, and Ray Coughlan. "From process improvement to learning organisations." Software Process: Improvement and Practice 11, no. 3 (2006): 287–94. http://dx.doi.org/10.1002/spip.272.
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Tooranloo, Hossein Sayyadi, and Sepideh Saghafi. "Investigating the Impact of Using Knowledge Management on Organisational Agility through Competitive Intelligence and Strategic Thinking." Journal of Information & Knowledge Management 18, no. 02 (June 2019): 1950016. http://dx.doi.org/10.1142/s0219649219500163.
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Agility is a necessary condition, which is known as the main factor for the success of corporations to compete. In this sense, organisations have to determine their strategic priorities and accordingly develop and implement appropriate strategies in order to preserve their growth and survival. Meanwhile, managers play an important role in the process of strategic planning and making decisions related to their way of thinking. In addition, the existence of competitive intelligence plan for organisations has a striking role to optimally use the existing opportunities and using knowledge management (KM) in the organisation provides a platform to do so. This work aims to study the impact of using knowledge management on organisational agility as a case study in the ceramic and tile industry of the provinces of Yazd and Kerman. The data was collected using questionnaires. The structural equation modelling was used to analyse the research hypotheses using LISREL software. The results of the study showed that knowledge management application has a positive and significant effect on agility through using competitive intelligence and strategic thinking.
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Sekgweleo, Tefo, and Tiko Iyamu. "Empirically Examined the Disjoint in Software Deployment." International Journal of Actor-Network Theory and Technological Innovation 4, no. 3 (July 2012): 36–50. http://dx.doi.org/10.4018/jantti.2012070104.
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Software is intended to enable and support organisations to function effectively and efficiently. Hence its deployment is critically vital. Software deployment involve two primary components, technology and non-technology actors. Both actors offer vital contribution to software deployment. Unfortunately, there has been more focus on the technological actors over the years. This could be attributed to why the same types of challenges persist. The study holistically examined the roles of non-technology actors in the deployment of software in organisations. The lens of actor-network theory was employed in the empirical data.
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E, Athithya, Kavitha AC, and Dr Muralidhar S. "Electronic Human Resource Development (e HRD) Software for Workforce Training Management." DESIDOC Journal of Library & Information Technology 40, no. 04 (July 28, 2020): 197–203. http://dx.doi.org/10.14429/djlit.40.04.14648.
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Every organisation irrespective of its size primarily cares about its most valuable and indispensable asset the Human Resource (HR). At present, In many organisations the processes of Human Resource Development (HRD) have undergone a great transformation from a conventional mode (Human intensive manual system) to a computerised one. The objective of this paper is to discuss about design, implementation and analyzing about the impact of computerised HR process in Workforce Training Management using web based self service portal for the entire training process. Experimental analysis revealed that the automated system improves transparency, traceability, ease of access, flexibility and also enhances the overall system efficiency.
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Sticklen, Damien J., and Theodora Issa. "An Initial Examination of Free and Proprietary Software-Selection in Organizations." International Journal of Web Portals 3, no. 4 (October 2011): 27–43. http://dx.doi.org/10.4018/jwp.2011100103.
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This article presents the findings of a study concerning organisational software-selection in the context of proprietary and “Free Software”. Proprietary software with its inherent benefits and drawbacks remains dominant over Free Software in many business contexts. In contrast, the arrival of disruptive approaches to applying technology, such as cloud-computing, almost certainly mandates a heterogeneous software environment. However, this paper abstracts to the organisational context, as opposed to solely concentrating on the technical aspects, so that broader issues surrounding both proprietary software and Free Software adoption are brought into focus and may provide academics and practitioners with insight into what many would consider an information technology-centric matter. Contemporary multi-disciplinary literature addressing the areas of software-selection methodology, architectures for service delivery, and software types, are combined with recent findings from primary research in order to draw initial conclusions on the current state of software-selection in organisations.
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Gottschalk, Petter. "How knowledge organisations work: the case of software firms." International Journal of Learning and Change 2, no. 4 (2007): 375. http://dx.doi.org/10.1504/ijlc.2007.017818.
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Espinosa, Angela. "Governance for sustainability: learning from VSM practice." Kybernetes 44, no. 6/7 (June 1, 2015): 955–69. http://dx.doi.org/10.1108/k-02-2015-0043.
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Purpose – While there is some agreement on the usefulness of systems and complexity approaches to tackle the sustainability challenges facing the organisations and governments in the twenty-first century, less is clear regarding the way such approaches can inspire new ways of governance for sustainability. The purpose of this paper is to progress ongoing research using the Viable System Model (VSM) as a meta-language to facilitate long-term sustainability in business, communities and societies, using the “Methodology to support self-transformation”, by focusing on ways of learning about governance for sustainability. Design/methodology/approach – It summarises core self-governance challenges for long-term sustainability, and the organisational capabilities required to face them, at the “Framework for Assessing Sustainable Governance”. This tool is then used to analyse capabilities for governance for sustainability at three real situations where the mentioned Methodology inspired bottom up processes of self-organisation. It analyses the transformations decided from each organisation, in terms of capabilities for sustainable governance, using the suggested Framework. Findings – Core technical lessons learned from using the framework are discussed, include the usefulness of using a unified language and tool when studying governance for sustainability in differing types and scales of case study organisations. Research limitations/implications – As with other exploratory research, it reckons the convenience for further development and testing of the proposed tools to improve their reliability and robustness. Practical implications – A final conclusion suggests that the suggested tools offer a useful heuristic path to learn about governance for sustainability, from a VSM perspective; the learning from each organisational self-transformation regarding governance for sustainability is insightful for policy and strategy design and evaluation; in particular the possibility of comparing situations from different scales and types of organisations. Originality/value – There is very little coherence in the governance literature and the field of governance for sustainability is an emerging field. This piece of exploratory research is valuable as it presents an effective tool to learn about governance for sustainability, based in the “Methodology for Self-Transformation”; and offers reflexions on applications of the methodology and the tool, that contribute to clarify the meaning of governance for sustainability in practice, in organisations from different scales and types.
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Ugonna, Charity Udodirim, and Edward Godfrey Ochieng. "Strategic Project Management in Nigerian Public Research Organisations." International Journal of Information Technology Project Management 7, no. 2 (April 2016): 44–57. http://dx.doi.org/10.4018/ijitpm.2016040103.
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The aim of this study was to assess the application of strategic project management (SPM) in Nigerian public research organisations. A case study approach involving four R and D organisations in Nigeria was used. A total of 213 questionnaires were retrieved and these were analysed using quantitative research software, SPSS version 21. The results revealed that 95 per cent of respondents acknowledged that projects executed by public research organisations were planned, but the conventional project management practices were used instead of strategic project management (SPM) principles. In addition, it was found that the level of implementation of the project management practices were also inadequately implemented as such affected the organisation's performance adversely. As established in this study, the concept of strategy is changing and to address the factors that affect research and development project implementation, senior project practitioners need to pay more attention to strategic, operational and project risks.
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Lundell, Björn, Jonas Gamalielsson, and Andrew Katz. "On Implementation of Open Standards in Software." International Journal of Standardization Research 13, no. 1 (January 2015): 47–73. http://dx.doi.org/10.4018/ijsr.2015010103.
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Several European countries, as well as the European Commission, have acknowledged the importance of open standards (under various definitions of that term) and have taken steps accordingly. Formal (e.g. ISO) standards are often referred to in software development and procurement, but may not necessarily also be open standards. The authors consider the application of formal standards where national policy promotes their use, and, since much contemporary software development involves open source software, they further consider the interaction between the requirement to comply with open standards, and the implementation of open and formal standards in open source software, with particular reference to patent licensing. It is shown that not all formal standards are open standards. SSO policies and procedures regarding the notification of standards-essential patents (SEPs) present challenges for organisations wishing to implement standards in software since such policies and procedures need to be compliant with procurement requirements, patent licences and open source software licences. This paper draws out some implications for those organisations (differentiating where appropriate between small companies and other organisations) and suggests a number of ways of addressing the challenges identified. Use of formal standards may create barriers for implementation in open source software and inhibit an open and inclusive business-friendly ecosystem, and to avoid such barriers is of particular importance for small companies that are essential players in an innovative and international society.
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França, A. César C., Fabio Q. B. da Silva, Adelnei de L. C. Felix, and David E. S. Carneiro. "Motivation in software engineering industrial practice: A cross-case analysis of two software organisations." Information and Software Technology 56, no. 1 (January 2014): 79–101. http://dx.doi.org/10.1016/j.infsof.2013.06.006.
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DINGSØYR, TORGEIR, and REIDAR CONRADI. "A SURVEY OF CASE STUDIES OF THE USE OF KNOWLEDGE MANAGEMENT IN SOFTWARE ENGINEERING." International Journal of Software Engineering and Knowledge Engineering 12, no. 04 (August 2002): 391–414. http://dx.doi.org/10.1142/s0218194002000962.
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This article examines the literature on case studies of knowledge management systems in use in organisations that develop software. We investigate knowledge management approaches in eight case studies, and what the reported benefits are. Surprisingly, very few organisations claim to have lowered software production costs or increased the quality of the software. But many claim to have improved the work situation for software developers and managers.
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Palanisamy, Ramaraj. "Tacit Knowledge Sharing in Geographically Distributed Enterprise Resources Planning (ERP) Implementation: An Exploratory Multi-Site Case Study." Journal of Information & Knowledge Management 08, no. 01 (March 2009): 1–12. http://dx.doi.org/10.1142/s0219649209002208.
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Organisations that implement Enterprise Resources Planning (ERP) software packages are making a big commitment in terms of both time and money. Realising the ERP benefits, some organisations have successfully implemented while others have struggled, settled for minimum returns, and abandoned the system. Especially in a Geographically Distributed Environment (GDE), ERP implementation is more risky. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP implementation phases. The ERP implementation requires more knowledge about business processes, transaction rules, organisational structure, and other related transactions. Based on findings in an extensive study of three Canadian organisations that have gone through ERP implementation phases, this study examines tacit knowledge sharing in design, configuration, and testing of ERP systems. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.
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Chugh, Ritesh, and Srimannarayana Grandhi. "Why Business Intelligence?" International Journal of E-Entrepreneurship and Innovation 4, no. 2 (April 2013): 1–14. http://dx.doi.org/10.4018/ijeei.2013040101.
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Business Intelligence (BI) is one of the fastest growing software sector and software vendors are rapidly developing multiple BI tools to support the growing data analysis needs of organisations. In order to be sustainable in a briskly changing turbulent environment, organisations need to have access to information about their operational performance. BI tools play a vital role in supporting the decision makers at different organisational levels. As these tools are becoming critical in decision making, it has become not only an information technology concern but also a management concern. Without proper governance it would be impractical to achieve the value that BI tools offer. Adopting a BI governance framework in organisations will lead to common principles and clear ownership over information. Additionally, appropriate alignment between corporate governance and BI governance can yield more benefits. This paper provides an insight into the importance and value of BI tools. Key functionalities of BI tools have also been highlighted. Different challenges in gaining true value from BI tools have been examined. Four phases of developing a BI governance framework have been illustrated. The alignment between BI governance and corporate governance has also been explored with a recommended model. Exploratory analysis of two organisations (Premier Healthcare Alliance & BellSouth Telecommunications) to identify how they have utilised BI tools and adopted BI governance has been briefly carried out. The paper posits that if the steps for developing a BI framework are adopted by organisations and the BI framework is aligned with the corporate framework, BI deployment and usage will be successful with reduced risk levels.
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Tøndel, Inger Anne, Martin Gilje Jaatun, Daniela Soares Cruzes, and Nils Brede Moe. "Risk Centric Activities in Secure Software Development in Public Organisations." International Journal of Secure Software Engineering 8, no. 4 (October 2017): 1–30. http://dx.doi.org/10.4018/ijsse.2017100101.
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When working with software security in a risk-centric way, development projects become equipped to make decisions on how much security to include and what type of security pays off. This article presents the results of a study made among 23 public organisations, mapping their risk-centric activities and practices, and challenges for implementing them. The authors found that their software security practices were not based on an assessment of software security risks, but rather driven by compliance. Additionally, their practices could in many cases be characterised as arbitrary, late and error driven, with limited follow up on any security issues throughout their software development projects. Based on the results of the study, the authors identified the need for improvements in three main areas: responsibilities and stakeholder cooperation; risk perception and competence; and, practical ways of doing risk analysis in agile projects.
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Żytniewski, Mariusz, and Bartosz Kopka. "Proposal for using analysis of software agents usability in organisations." International Journal of Computational Intelligence Studies 5, no. 2 (2016): 197. http://dx.doi.org/10.1504/ijcistudies.2016.077140.
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ArunPrasad, P., and T. J. Kamalanabhan. "Learning enabled human resource practices in software organisations in India." International Journal of Strategic Change Management 3, no. 1/2 (2011): 51. http://dx.doi.org/10.1504/ijscm.2011.040632.
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Yilmaz, Murat, and Rory V. O'Connor. "Understanding personality differences in software organisations using Keirsey temperament sorter." IET Software 9, no. 5 (October 2015): 129–34. http://dx.doi.org/10.1049/iet-sen.2014.0071.
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de Jager, Bertus, Chris Minnie, Johan de Jager, Marita Welgemoed, John Bessant, and Dave Francis. "Enabling continuous improvement: a case study of implementation." Journal of Manufacturing Technology Management 15, no. 4 (June 1, 2004): 315–24. http://dx.doi.org/10.1108/17410380410535017.
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Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.
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KARAGEORGOS, ANTHONY, NIKOLAY MEHANDJIEV, and SIMON THOMPSON. "RAMASD: a semi-automatic method for designing agent organisations." Knowledge Engineering Review 17, no. 4 (December 2002): 331–58. http://dx.doi.org/10.1017/s0269888903000572.
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Designing realistic multi-agent systems is a complex process, which involves specifying not only the functionality of individual agents, but also the authority relationships and lines of communication existing among them. In other words, designing a multi-agent system refers to designing an agent organisation. Existing methodologies follow a wide variety of approaches to designing agent organisations, but they do not provide adequate support for the decisions involved in moving from analysis to design. Instead, they require designers to make ad hoc design decisions while working at a low level of abstraction.We have developed RAMASD (Role Algebraic Multi-Agent System Design), a method for semi-automatic design of agent organisations based on the concept of role models as first-class design constructs. Role models represent agent behaviour, and the design of the agent system is done by systematically allocating roles to agents. The core of this method is a formal model of basic relations between roles, which we call role algebra. The semantics of this role-relationships model are formally defined using a two-sorted algebra.In this paper, we review existing agent system design methodologies to highlight areas where further work is required, describe how our method can address some of the outstanding issues and demonstrate its application to a case study involving telephone repair service teams.
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Adam, Frédéric, and Ciaran Murphy. "A Study of the Interaction between IS Staff and other Organisational Actors in Four Organisations." Journal of Decision Systems 11, no. 1 (January 2002): 73–90. http://dx.doi.org/10.3166/jds.11.73-90.
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FLYNN, M., L. DOOLEY, D. O'SULLIVAN, and K. CORMICAN. "IDEA MANAGEMENT FOR ORGANISATIONAL INNOVATION." International Journal of Innovation Management 07, no. 04 (December 2003): 417–42. http://dx.doi.org/10.1142/s1363919603000878.
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Modern organisations are under ever increasing competitive pressure to maintain market share, enhance product range, improve efficiency and reduce cost. The process by which organisations attain these improvements is through innovation. Over recent years, significant research has focused on the issue of managing the process of developing ideas towards eventual organisational innovations. However, the process by which these ideas are generated and effectively managed is one which currently operates in an "ad hoc" fashion. This paper strives to present a structured and holistic approach to managing idea generation. A literary survey of both innovation and creativity is undertaken to determine their inter-relationships and core traits. Following this, a methodology is presented to facilitate the organisational management of the "Idea Generation" process. An integrated software tool to support the process is also introduced. The purpose of this tool is to provide an infrastructure for the effective management of ideas and their transfer to the larger innovation process.
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Ikerionwu, Charles, David Edgar, and Edwin Gray. "The development of service provider’s BPO-IT framework." Business Process Management Journal 23, no. 5 (September 4, 2017): 897–917. http://dx.doi.org/10.1108/bpmj-10-2015-0146.
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Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of the developed framework indicates that it could reduce failures in BPO relationships through reduced turnaround time in processing client services, improved quality of service, reduced cost, improved client and provider’s competitiveness, and confidentiality of client operations. Outsourcing clients could lay the foundation for a successful relationship by adopting a selection process that could choose the right provider. Originality/value The paper reveals BPO-IT organisation’s operation towards in-house provision of software required to process client services. A research exploring BPO service providers from a top outsourcing destination like India could provide offshore outsourcing clients the information to move towards onshore outsourcing.
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Zahedi, Mohammadreza, Morteza Abbasi, and Shayan Naghdi Khanachah. "Providing a lean and agile supply chain model in project-based organisations." Annals of Management and Organization Research 1, no. 3 (February 4, 2020): 213–33. http://dx.doi.org/10.35912/amor.v1i3.440.
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Purpose: One of the differences between project-oriented and routine organisations is the difference in their supply chain. This leads to the use of distinct and new approaches to its management. In this article, according to the existing problems, a conceptual model of lean and agile supply chain in project-oriented organisations is presented by examining the lean functions and agility of supply chain discussion. Research methodology: This research is descriptive-analytical in terms of method and applied in terms of purpose. This study's statistical population includes all managers and supply chain experts of project-based organisations and the statistical sample includes 105 people who have been selected using a purposive sampling method. After presenting the conceptual model, a researcher-made questionnaire was used to collect information and to examine the intended model, the structural equation approach with PLS software was used. Results: The research findings indicate that the 114 identified items for the research model significantly explain their related components. The results of the model fit study showed that based on the convergent validity indices, Cronbach's alpha and Cronbach's alpha, and the subscription validity index and the exponential or redundancy validity index, the model is in the desired condition. Limitation: This research only described Knowledge Based Centre. Contribution: Organisations realised that relying on existing knowledge alone was not enough to compete in a competitive environment, and went beyond the boundaries of their organisation to acquire knowledge. Organisations considered customers as a very useful and knowledgeable resource, and activities should be done to interact with customers in leading organisations.
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Chen, Hui, Miguel Baptista Nunes, Gillian Ragsdell, and Xiaomi An. "Extrinsic and intrinsic motivation for experience grounded tacit knowledge sharing in Chinese software organisations." Journal of Knowledge Management 22, no. 2 (March 12, 2018): 478–98. http://dx.doi.org/10.1108/jkm-03-2017-0101.
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Purpose The purpose of this study is to identify and explain the role of individuals’ awareness and motivation in facilitating knowledge sharing (KS) in the real world of practice, as well as to establish areas of convergence between theory and practice that can be of use to both academics and practitioners involved in knowledge intensive organisations. Design/methodology/approach This study used Grounded Theory (GT) as an inductive methodology to collect, analyse and interpret data from multiple case-studies. 44 participants from Chinese software organisations were selected on the basis of their role in SW design and development and were interviewed using a semi-structured interview script. The data analysis followed a Straussian approach to coding, which consists of open coding, axial coding and selective coding. The analysis focused on the impact of individuals’ awareness and motivation to share knowledge. Findings The findings of this research show that the motivation for KS – a time consuming and demanding activity – is indeed related to awareness by managers and developers of the benefits of KS in their professional practice. Practitioners shared their experiences and tacit knowledge with others, partly because it was required by their companies, but also because they have a sound awareness of the need to share knowledge both inside and outside their organisations. Research limitations/implications As a typical social science inductive study, this research is bounded by the context in which the theory proposed emerged from. Further research should be conducted into a richer variety of organisational and national contexts, as suggested by good theoretical sampling practice, which could provide further insights or contrasts. Originality/value Despite a number of theoretical propositions found in the literature, there is a clear lack of implementation strategies and models that explain the role of awareness and motivation in facilitating KS in the world of practice. This issue of applicability of theoretical propositions is now recognised as one of the fundamental key issues in KS. This study provides new and practice grounded insights in this area and is of interest to both practitioners and theoreticians as it explains and bridges the individuals’ awareness and motivation for tacit KS.