Understanding crowdsourcing adoption based on IT managers’ decision

2021 ◽  
Author(s):  
Shih-Wei Chou
Keyword(s):  
It Managers

Objectives, obstacles and drivers of ICT adoption: What do IT managers perceive?

2008 ◽  
Vol 20 (3) ◽  
pp. 229-242 ◽  
Author(s):  
Nicoletta Corrocher ◽  
Roberto Fontana
Keyword(s):  
It Managers ◽  
Ict Adoption

scholarly journals The Impact of Software Testing Governance Choices

2014 ◽  
Vol 26 (1) ◽  
pp. 66-85
Author(s):  
Xihui Zhang ◽  
Colin G. Onita ◽  
Jasbir S. Dhaliwal
Keyword(s):  
Software Development ◽  
Software Testing ◽  
Governance Mechanisms ◽  
Individual Outcomes ◽  
Business Applications ◽  
It Managers ◽  
Dependent Variables ◽  
Organizational Integration ◽  
Governance Choices ◽  
The Impact

Software testing is becoming a critical component of software development, especially because of the proliferation of complex, interconnected, and real-time business applications. As a result, information technology (IT) managers are struggling with pragmatic governance mechanisms for integrating testing with development. Governance issues pertaining to how software testing is organized at strategic, tactical, and operational levels, however, have not received adequate attention in the literature. This study explores the impact of three specific governance mechanisms, including the existence of a distinct corporate testing unit, developers and testers reporting to different executives, and the existence of one-to-one matching between developers and testers, on the organizational integration of testing with development. A national survey of 196 software development and testing professionals was undertaken to investigate the impact of these governance variables on a set of dependent variables comprising organizational, group, and individual outcomes. The results indicate that these governance mechanisms have significant impacts and need to be considered for successful integration of development and testing.

scholarly journals Software Testing in Small IT Companies: A (not only) South African Problem

2011 ◽  
Vol 47 ◽  
Author(s):  
Stefan Gruner ◽  
Johan Van Zyl
Keyword(s):  
Software Testing ◽  
South African ◽  
Process Improvement ◽  
Software Developers ◽  
Software Companies ◽  
It Managers ◽  
Development Processes ◽  
Industrial Software ◽  
Test Process Improvement ◽  
Test Process

Small software companies make for the majority of software companies around the world, but their software development processes are often not as clearly defined and structured as in their larger counterparts. Especially the test process is often the most neglected part of the software process. This contribution analyses the software testing process in a small South African IT company, here called X, to determine the problems that currently cause it to deliver software fraught with too many defects. The findings of a survey conducted with all software developers in company X are discussed, and several typical problems are identified. We also discuss two prevalent test process improvement models that can be used to reason about the possibilities of process improvement. Solutions to those (or similar) problems often already exist, but a major part of the problem addressed in this contribution is the unawareness, or unfamiliarity, of many small industrial software developers and IT managers as far as the scientific literature on software science and engineering, and especially in our case: software testing, is concerned.

scholarly journals Consolidating information for IT managers

1996 ◽  
Vol 45 (4) ◽  
pp. 290-299 ◽  
Author(s):  
Christine Power
Keyword(s):  
It Managers

Innovation Driven Knowledge Management

2012 ◽  
pp. 494-530
Keyword(s):  
Knowledge Management ◽  
Basic Principles ◽  
Business Innovation ◽  
It Managers

To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter addresses both topics to help make IT managers become IT innovators.

Maturity in Health Organization Information Systems

2019 ◽  
pp. 294-314
Author(s):  
Alberto Carneiro
Keyword(s):  
Information Systems ◽  
Personal Data ◽  
Security Assessment ◽  
Sensitive Data ◽  
Practical Utilization ◽  
Maturity Models ◽  
Systems Security ◽  
It Managers ◽  
Improvement Measures ◽  
Health Organization

Adapting maturity models to healthcare organization's needs is an issue that researchers and technicians should consider and a valuable instrument for IT managers because these models allow the assessment of a present situation as well as the identification of useful improvement measures. This paper discusses the practical utilization of maturity models, including different manners of exploring model's usefulness. For a more complete understanding of maturity models, the selection of criteria and processes of measurement, called metrics, is briefly reviewed in terms of indicators and daily procedures. Some issues of management information systems security are briefly addressed, along with a note on measuring security assessment. Finally some considerations are presented about the need for privacy of personal data to ensure the strategies to be pursued to sensitive data in order to establish a level of effective privacy which is included in the concerns of security of information systems.

The Emotionally Intelligent IT Organization

2011 ◽  
pp. 251-258
Author(s):  
Eugene Kaluzniacky
Keyword(s):  
Emotional Intelligence ◽  
Data Processing ◽  
North American ◽  
Growth Stages ◽  
It Managers ◽  
It Organization ◽  
Integration Data ◽  
Emotionally Intelligent ◽  
Control Integration

At this point it may be useful to hypothesize how a typical North American IT organization might evolve in psychological awareness/emotional intelligence. Such a vision may be useful in showing IT managers, in encapsulated form, what may indeed be possible. In 1974, Richard Nolan identified six stages of data processing growth within an organization: initiation, contagion, control, integration, data administration, and maturity. Here, a similar attempt is made to identify and describe growth stages in enhanced emotional intelligence within an IT organization.

Women in Information Technology

2011 ◽  
pp. 165-194 ◽  
Author(s):  
Amy Woszczynski ◽  
Martha Myers ◽  
Catherine Beise
Keyword(s):  
Information Technology ◽  
Role Models ◽  
College Preparation ◽  
Community Groups ◽  
Diverse Workforce ◽  
Self Confidence ◽  
Women In It ◽  
It Managers ◽  
Family And Work ◽  
Women In Information Technology

IT managers must recruit and retain a skilled and diverse workforce in order to meet the needs of today’s and tomorrow’s increasingly globalized enterprises. The pipeline for women in IT starts small and shrinks as women are disaffected from the profession at all levels of school and career. This chapter surveys the literature concerning the dearth of women and categorizes this literature along dimensions of methodology, variables, and groups studied. Numerous suggestions and guidelines for improving women’s representation have been offered. Recurring themes include lack of self-confidence, lack of pre-college preparation, the need for mentors and role models, the importance of community groups, and the need to value both family and work priorities. Few studies have empirically tested these recommendations, and much work remains to be done in order to understand and address the real issues. Solutions to recruiting and retaining women may serve other under-represented groups as well, making IT classrooms and IT workplaces more congenial and ultimately more productive environments for everyone.

Building Great Talent and Effective Teams

2011 ◽  
pp. 245-254
Author(s):  
Marianne Broadbent
Keyword(s):  
Team Dynamics ◽  
Effective Teams ◽  
It Managers ◽  
It Organization ◽  
The Right

A successful IT organization demands having the right talent that works effectively and efficiently together. IT managers must focus on identifying the right people and then continuously build and develop the respective talent, while ensuring the cohesiveness of the team dynamics. The valuable vignettes illustrate the “know and grow” focus of this important chapter.

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