-------- Original-Nachricht -------- Betreff: [isworld] JITCAR Volume 11, Number 1 has been published Datum: Tue, 31 Mar 2009 17:08:48 -0400 Von: Gordon, Steven gordon@babson.edu Antwort an: Gordon, Steven gordon@babson.edu An: AISWORLD Information Systems World Network isworld@lyris.isworld.org
Dear Colleagues:
It is my pleasure to announce the 41st issue of JITCAR (Volume 11, Number 1) -- Journal of IT Case and Application Research. Details are provided below.
Sincerely, Steven R. Gordon Editor-in-Chief, JITCAR Professor, Information Technology Management Babson College, Babson Park, MA 02457 Tel: 781-239-4571 Web: http://faculty.babson.edu/gordon
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JITCAR Volume 11, Number 1, 2009 (http://faculty.babson.edu/gordon/jitcar)
Editorial Preface Why Technology in the University Classroom is Necessary Daniel A. Peak, PhD University of North Texas, USA
Research Article One Fueling Community-based Knowledge Management: Matching Peer-to-Peer Technology and the Social Architecture of Knowledge Stefan Baldi, Munich Business School, Germany Hauke Heier, Accenture - Strategic IT Effectiveness
Research Article Two A Failure to Learn by Software Developers: Inhibiting the Adoption of an Agile Software Development Methodology John McAvoy and Tom Butler University College Cork, Ireland
Teaching Case Article Integrating ERP Systems in a Decentralized Company: A Case Study Gee-Woo Bock, SungKyunKwan University, Seoul, Korea Emilia Flores, Donald Latumahina, Harry Cheng, Vu Tung Lam, Stephanie Chan and Ronald Soeharto, National University of Singapore, Singapore Youn Jung Kang, SungKyunKwan University, Seoul, Korea
The Expert Opinion An Interview with Capers Jones Chief Scientist Emeritus and Founder Software Productivity Research Software Management Consultant Conducted and Documented by Daniel A. Peak, PhD University of North Texas
Book Review Financial Intelligence for IT Professionals By Karen Berman and Joe Knight with John Case Published in 2008 by Harvard Business Press ISBN: 978-1-4221-1914-3; 296 pages Reviewed by Richard G. Platt, University of West Florida, USA
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Editorial Preface Why Technology in the University Classroom is Necessary Daniel A. Peak, PhD University of North Texas, USA
ABSTRACT Significant changes to higher education have followed the acceptance and adoption of internet courses, which now are being offered at a most universities in this country. Still, the vast majority of courses offered continue to be face-to-face, with a comparable majority of students wanting at least some of their courses to be face-to-face. Despite their desire for classroom instruction, students also want the benefits of current classroom technology and instructors who can use technology to enhance their learning experiences. As technology professors, I believe that we have a duty and a responsibility to make that happen.
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Research Article One Fueling Community-based Knowledge Management: Matching Peer-to-Peer Technology and the Social Architecture of Knowledge Stefan Baldi, Munich Business School, Germany Hauke Heier, Accenture - Strategic IT Effectiveness
ABSTRACT Earlier research has shown the interdependence of knowledge management systems (KMS) and organizational factors. This study explores how peer-to-peer (P2P)-based KMS are perceived by users and whether those perceptions have impact on user acceptance and system usage. By employing a case study approach we bring together the overlapping disciplines and practices of information system architectures, knowledge management, and organizational behavior by exploring structural analogies between the social architecture of knowledge and the technical architecture of decentralized KMS. Our case analysis suggests a range of potential benefits: saved time in making knowledge available, higher levels of reciprocity and transparency, as well as faster knowledge creation.
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Research Article Two A Failure to Learn by Software Developers: Inhibiting the Adoption of an Agile Software Development Methodology John McAvoy and Tom Butler University College Cork, Ireland
ABSTRACT The adoption of an Agile software development methodology can be impacted by many stakeholders. In the parlance of Chris Argyris, the adoption of Agile is an exercise in learning - behavioral change created by Agile's values. This paper presents a case study investigating the failures associated with the introduction of elements of a new software development methodology by the software developers within a software development team. Although Argyis' work is often portrayed at the organizational level, this case study examines individual learning. The failure to adopt aspects of the new methodology is seen as a failure to learn by the individual software developers within the team. This paper posits that learning is more than a pedagogical view of learning a new skill; learning also involves changes in individual behaviors, attitudes and opinions. As methodology adoption involves changes to the software developers' activities and values, this study investigates the introduction of an Agile Method as a learning experience. This case study concentrates on one particular group of stakeholders - the software developers - and examines the affect their traits can have on the learning activity of adopting an Agile methodology in a project. Extant research focuses on the traits of software developers but does not incorporate influences from the values inherent in Agile. The objective of this case study is to examine the traits of individual programmers to determine the impact they can have on the adoption of an Agile methodology by examining, in depth, the introduction of Agile by the software developers in a team. This leads to the research question which asks if and how the traits of software developers can negatively impact on the behavioral changes required for the learning inherent in an Agile adoption?
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Teaching Case Article Integrating ERP Systems in a Decentralized Company: A Case Study Gee-Woo Bock, SungKyunKwan University, Seoul, Korea Emilia Flores, Donald Latumahina, Harry Cheng, Vu Tung Lam, Stephanie Chan and Ronald Soeharto, National University of Singapore, Singapore Youn Jung Kang, SungKyunKwan University, Seoul, Korea
ABSTRACT System integration across regions is essential for global operations, especially in business-to business (B2B) transactions. Medical Device Corporation[1] (MDC), a medical-device manufacturer, aims to implement an e-procurement system to increase efficiency in group purchasing transactions and to enhance customer service. However, the company needed to standardize work processes in its various regions and integrate disparate regional ERP systems prior to the implementation of an e-procurement system. To achieve this objective, MDC is currently conducting a two-phase system integration strategy. This study describes MDC's system integration promotion strategy in the context of the unique features of the medical supply industry and an environment in which work processes vary enormously with distinct regional environmental characteristics.
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The Expert Opinion An Interview with Capers Jones Chief Scientist Emeritus and Founder Software Productivity Research Software Management Consultant Conducted and Documented by Daniel A. Peak, PhD University of North Texas
INTRODUCTION Capers Jones, an internationally recognized consultant, speaker, author and seminar leader in the field of software management, is Chief Scientist Emeritus of Software Productivity Research LLC (SPR). Mr. Jones is the designer of many software cost and quality estimation tools. He is also well-known as a speaker for his company's research programs into critical software issues, such as: * Software Project Management: A Survey of the State of the Art * Software Cost Estimating: A Survey of the State of the Art * Software Quality: What Works and What Doesn't? * Empirical Results of Software Process Improvements
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Book Review Financial Intelligence for IT Professionals By Karen Berman and Joe Knight with John Case Published in 2008 by Harvard Business Press ISBN: 978-1-4221-1914-3; 296 pages Reviewed by Richard G. Platt, University of West Florida, USA
INTRODUCTION In A Sense of Urgency (reviewed in JITCAR 10:3), Kotter describes the frustrations of one head of technology who spent considerable time developing the business case for overhauling his company's antiquated systems. Ultimately, the project failed, but not due to any lack of completeness in the business case proposal for the system changes. The failure had to do with the lack of commitment to the project. Lack of commitment was one of Kotter's key points in A Sense of Urgency, but that is not why this reviewer introduces this example. In the description of that less-than-successful IT project, Kotter actually praises the quantitative analysis performed by the technology officer, especially the financial analysis that was necessary to persuade the board of directors to approve the project.
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