The contract management process is growing in importance as outsourcing continues to increase and suppliers become virtual extensions of our organization’s competence and capability. Yet, recent studies indicate that organizations are not managing the contracting process as the core competency that it is, nor are they achieving the strategic competitive advantage resulting from a mature contrac...

Improvements in the software process have been going on for several decades. Under the rubric of software engineering, the primary thrust has been better discipline, methods and automated technology to support software development. SPI guided by organizational process maturity principles has emerged in the U.S. in the last 12 years, the charge being led by the SEI (Humphrey, 1989), and now inte...

It is obvious that the success of a project-based organization is dependent on its projects. A variety of tools such as the project excellence model, project management maturity models, the earned value method, have been developed in this regard, but there are still delays in projects because the projects have dynamic nature with non-linear relationships and feedback processes during the projec...

Organizational culture continues to be cited as one of the most important factors for organizations’ success in an increasingly competitive and IT-driven global environment. Given the fact that organizational culture has an influence all over the organization, the complexity of its nature is increased when considering the relationship between business and IT. As a result, different factors that...

This paper examines techniques, beyond the traditional systematic approach to collective bargaining and negotiations, for public managers and human resource professionals, by exploring the formulation of strategies, through use of multiple lenses or frames. Three frameworks identified by authors Bolman and Deal are discussed, which include the structural, symbolic and political frames, all of w...

CIOs can judge the effectiveness of their business-IT alignment activities by assessing maturity of processes in domains relevant to alignment. Currently, assessment instruments that support this are being developed. This paper reports on a case study aimed at validating four process domains we deemed necessary for inclusion in an assessment instrument that focuses on business-IT alignment at t...

Enterprise Resource Planning (ERP) projects continue to attract attention, as researchers seek to develop insights and understanding of the conditions required for successful project delivery. Having spent an entire career to-date in different ICT roles, the authors have experienced several ERP implementations. There is considerable literature on what constitutes precedent conditions for succes...

More and more firms urge their procurement departments to optimize their processes and leverage IT in order to reduce costs, increase quality and sustainability of received products and services, and shorten delivery times. Already in the nineties of the previous century Henderson and Venkatraman (IBM Systems Journal 32(1):4–16, 1993) identified business/IT-alignment as a key to organizational ...

Despite the relative maturity of knowledge management the problem of facilitating knowledge creation and sharing at multiple levels (personal, team, organizational and interorganizational) in a uniform way is still crucial. Moreover, managing knowledge at each organizational level implies a number of critical heterogeneities (representational, semantic, etc) which current solutions cannot addre...