Hybrid Analysis of the Decision-Making Factors for Software Upgrade Based on the Integration of AHP and DEMATEL

Software is a very important part to implement advanced information systems, such as AI and IoT based on the latest hardware equipment of the fourth Industrial Revolution. In particular, decision making for software upgrade is one of the essential processes that can solve problems for upgrading the information systems. However, most of the decision-making studies for this purpose have been conducted only from the perspective of the IT professional and management position. Moreover, software upgrade can be influenced by various layers of decision makers, so further research is needed. Therefore, it is necessary to conduct research on what factors are required and affect the decision making of software upgrade at various layers of organization. For this purpose, decision factors of software upgrade are identified by literature review in this study. Additionally, the priority, degree of influence and relationship between the factors are analyzed by using the AHP and DEMATEL techniques at the organizational level of users, managers and IT professionals. The results show that the priority, weight value, causal relationship of decision factors of users, managers and IT professionals who constitute the organizational level were very different. The managers first considered the benefits, such as ROI, for organization as a leader. The users tended to consider their work efficiency and changes due to the software upgrade first. Finally, the IT professionals considered ROI, budget and compatibility for the aspect of the managers and users. Therefore, the related information of each organizational level can be presented more clearly for the systematic and symmetrical decision making of software upgrade based on the results of this study.

Determinants of Knowledge Transfer in Egocentric Networks. Comparative Analysis of Professions

This paper investigates determinants of knowledge transfer in egocentric networks of knowledge recipient and knowledge provider, what is crucial to knowledge management in organisations. Knowledge transfer is assumed to depend on knowledge work, networking competence, and the subject’s profession: teacher, Information Technology (IT) professional, or physician. The paper reports result of a quantitative study among samples of mentioned professionalists. Regression models testing, including mediation and moderation, were performed. The findings indicate that knowledge transfer in the egocentric network of the knowledge recipient increases along with knowledge work, but only when it is mediated by networking competence. Analyses in each profession support a partial mediation in the case of IT professionals and teachers. Knowledge transfer in egocentric network of the knowledge provider increases along with knowledge work of the provider. In the case of physicians, knowledge transfer in the providers’ and recipients’ knowledge networks is affected neither by knowledge work nor by networking competence.

Identifying HRM Practices for Improving Information Security Performance

This article focuses on identifying key human resource management (HRM) practices necessary for improving information security performance from the perspective of IT professionals. The Importance-Performance Map Analysis (IPMA) via SmartPLS 3.0 was employed and 232 samples were collected from information technology (IT) professionals in 43 organizations. The analysis identified information security training, background checks and monitoring as very important HRM practices that could improve the performance of organizational information security. In particular, the study found training on mobile devices security and malware; background checks and monitoring of potential, current and former employees as of high importance but with low performance. Thus, these key areas need to be improved with top priority. Conversely, the study found accountability and employee relations as being overly emphasized by the organisations. The findings raised some useful implications and information for HR and IT leaders to consider in future information security strategy.

Assessment of Contributions of the Methodology for the Construction of a Catalog of Information Technology Services Aimed at Public Entities

Several field studies have shown low levels of implementation of this type of catalog in organizations in various countries around the world, which is accentuated in public organizations. To address this problem, the main objective of this research is to demonstrate the contribution of a methodology for the construction of a catalog of information technology services in the management of technology services aimed at public entities, which is tested and assessed in terms of its levels of contribution to the information management of technology services. The methodology used in this research was tested and evaluated by 46 IT professionals working in public organizations in Ecuador, verifying the contribution levels of the proposal in four aspects: 1) the identification of information technology services, 2) the classification of information technology services, 3) feedback from the service catalog as a transversal component, and 4) the automation of all the processes described. Favourable results were obtained regarding the proposed methodology.

Identifying HRM Practices for Improving Information Security Performance

This article focuses on identifying key human resource management (HRM) practices necessary for improving information security performance from the perspective of IT professionals. The Importance-Performance Map Analysis (IPMA) via SmartPLS 3.0 was employed and 232 samples were collected from information technology (IT) professionals in 43 organizations. The analysis identified information security training, background checks and monitoring as very important HRM practices that could improve the performance of organizational information security. In particular, the study found training on mobile devices security and malware; background checks and monitoring of potential, current and former employees as of high importance but with low performance. Thus, these key areas need to be improved with top priority. Conversely, the study found accountability and employee relations as being overly emphasized by the organisations. The findings raised some useful implications and information for HR and IT leaders to consider in future information security strategy.

Twenty-First Century Issues Impacting Turnover of IT Professionals

Identifying the precursors of turnover has been the subject of examination for the past four decades. IT professionals are a critical group of employees in the current knowledge-driven economy, and as such, they experience unique job stressors. This chapter explores recent research on the organizational stressors that influence IT turnover intentions. The goal is to provide insights on how organizations can begin to stem burnout, turnover intentions, and eventual turnover while improving work-related wellbeing. A revised model of work-related wellbeing is also presented in this chapter. Another objective is to discuss current issues in the IT domain and provide new research directions. New research for the IT turnover literature will provide information to scholars and practitioners on how they might improve and alleviate the impact of turnover on organizations.

Scrum Team Competencies in Information Technology Professionals in the Global Software Development Environment

The Product Owner and Scrum Master are members of the Scrum Team, which play an essential role in Global Software Development. They must have some competencies that can overcome challenges in the global environment. This study aims to develop the competencies of these two roles and explore issues of global competencies. Researchers conducted a literature study to produce a list of competencies and in-depth interviews to explore the issues. Data processing uses content analysis and descriptive statistics. The author compiled questionnaires and generated three issues, then held a Focus Group Discussion for validation. Without reducing the nature of scrum, the consensus of experts had approved 31 competencies for the product owner while 34 for the scrum master. This research enriches scrum.org and has a global impact on improving Scrum and Global Software Development human capital and IT professionals.

The Colonialism and Post Colonialism Diaspora and its unique effect on the world culture over the years

Indian Diaspora has never been acknowledged and been neglected in India’s cultural diplomacy for long period of time but their contribution and immense leverage in local communities and government has been recognised in recent years and the Indian Government has taken some measures to link with the diaspora and make them partners in India’s growth and part of International relation. Diaspora Diplomacy plays a crucial role in the foreign policy and in increase economic, political and defense cooperation between different countries. Indian communities are spread across the global in 6 continents and 125 countries, Indian Diaspora is categorized into old, new and gulf Diaspora according to their labour characteristics. The success of Indian entrepreneurs, scientist, academics, media personalities, filmmakers, IT professionals, CEOs in the US has created trust in India’s intellectual abilities abroad. It has been a major source in branding India as a source of well-educated and hard working professionals. Ethnic Indians particularly in New Diaspora countries have become known for their economic, professional academic, scientific and artistic successes and general peaceful integration. The government of India has taken many initiatives for their betterment and organize various programmes for being the India Diaspora close to their host country and also to resolve the issues and challenges faced by the government from the Indian Diaspora.

Agile and generic work values of British vs Indian IT workers: a culture-clash case

PurposeAfter deciding to become agile, many information technology (IT) units struggle; they underestimate the needed managerial expertise to alter their current culture toward an agile one, particularly when cross-cultural (f)actors are involved. Given that work values are the key to an organizational culture, the study derived a set of agile work values of culturally diverse IT professionals together with a set of well-known generic work values. Consequently, the authors illustrate that managers in charge of the transition to an effective agile culture must pay serious attention to the specific value constellations of its often highly diverse workforce.Design/methodology/approachA literature review resulted in an initial list of agile work values. Then, mainly through a Delphi round, 12 agile-specific work values were established. These were survey rated, along with the validated set of 18 generic work values, by 102 British and Indian IT professionals in a digital service and consulting firm that was requested by its client to become agile. The observations made in 14 feedback group-interview-type dialogs enriched the surveyed data further.FindingsIn the current exploratory study, four generic value dimensions were complemented by two agile-specific ones: team communication and shared responsibility. Among the British and Indian (on-site and offshore) workers, only 2 of the 30 current work values were shared while 7 significant value differences were found, explaining the noted employee bitterness, productivity losses and client disengagement. This situation was reflected in the many discrepancies between the professionals' ideal agile way of working and how their unit was currently functioning.Originality/valueThe multi-method study shows an over-optimistic approach to becoming agile in a common cross-cultural context; insights are gained on how to optimize agile ways of organizing IT work when British IT workers collaborate with Indian IT workers. It may benefit many agile practitioners and managers working with(in) cross-culturally mixed and partly remote teams.