The paper argues that attitudes to SOA follow a typical hype cycle from Technological Trigger, Peak of Inflated Expectations, and a Trough of Disillusionment to the more recent realisation that SOA is a concept that may offer certain benefits but has several limitations. The main research question studies how the attitude to SOA changes in various phases of the hype cycle, how the SOA implementation cycle and an increase in business process maturity (BPMa) are interconnected and which factors influence the transition between the hype cycle phases. The paper shows that an organization‟s success with implementing SOA depends on its ability to match the SOA implementation with an increase in BPMa. The dual purpose of implementing SOA is shown in the first framework: to assure the coherence of IT assets and to assure business/IT alignment. In the second framework, the interconnection of SOA and BPMa and its role in transiting through the hype cycle phases is outlined. The findings are analysed using a longitudinal case study of a large Slovenian company
COBISS.SI-ID: 20200934
A virtual organisation is a network of legally independent organisations and/or individuals that produces products and/or services based on a common business understanding. The characteristics of today’s new, virtual organisation forms are that they are dynamic, networked, distributed, flexible, collaborative and innovative, and driven by information technology. Yet the challenge is to scientifically determine which organisation as a subject employs a virtual form and which not. The answer to this question is decidedly complex as most organisations have some virtuality elements that are more expressed than others. Therefore, it is usually only possible to determine how virtual a single organisation is in certain aspects. In this paper we investigate and present all published virtual organisation models that are publicly available in world literature. As none of the available models proved to be applicable for the research into virtual organisations we would like to conduct, we decided to develop a new model for assessing an organisation’s virtuality. The purpose of this paper is to present our experience with the design of the new model, which is the framework for our ongoing research.
COBISS.SI-ID: 20116454
The business–IT gap is still present in many companies and IT/IS professionals often impute the responsibility for this to management and claim they lack top management's support for their initiatives. The aim of this paper is to show how IT/IS personnel can achieve top management support. Based on more than 50 in-depth interviews with CIOs and CEOs in the last 10 years we hypothesize that top management support can be attained with the business and managerial knowledge and skills of IT/IS personnel as well as with the business-oriented role of the IT/IS department. The impact was empirically tested via structural equation modeling (SEM) using data from 152 Slovenian companies with more than 50 employees. Based on findings some implications for top managers and IT/IS professionals are given, especially for CIOs, on how IT/IS personnel can contribute to bridging the gap.
COBISS.SI-ID: 19843046