This paper explores the links between the management of remote workers and dispersed teams and the use of Workflow Management Systems. Using case studies, it demonstrates how such systems can support diverse control approaches independent of the location of employees and managers and thus enhance the success of distant working.

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Value creation is essential in the Knowledge Intensive Business Service (KIBS) industry, due to its problemsolving nature. KIBS organisations need to understand their internal value creation processes as well as the complexity in the environment in order to survive and thrive. This paper investigates how value creation is managed in KIBS organisation through a case study. It then goes on to adopt Beer's Viable System Model (VSM) to propose an organisational design, namely the Value Integration Office (VIO). The VIO focuses on the 5 functions/systems defined by VSM in the meta-system and operation of an organisation in order to manage value creation. This design is implemented in a case study organisation with the aim to adopt a holistic view on value creation within the organisation as well as facilitate future planning function. The implementation and impact of the proposed organisational design are reported in this paper.

This paper explores how UK charities use Information Technology (IT) to support Integrated Performance Management (IPM). Based on six case studies of small-medium-sized charities (SMCs), it finds that SMCs see IT as important for IPM, but face significant barriers establishing effective IPM due to the multi-dimensional nature of their operations and stakeholders and their lack of IT infrastructure. The paper concludes that charities would benefit from a more strategic infrastructure approach to IT, integrating IT for data, information and knowledge.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This chapter aims to explore how social innovation can be achieved through providing employees with information to enhance participation in decision-making.Design/methodology/approach -The chapter takes a largely theoretical and discursive approach. Building on key theories on the links between information and decision-making, it explores the logic behind the potential for empowerment through providing information. Empirical examples are used to demonstrate some elements of the theoretical propositions.Findings -The chapter demonstrates that there is a strong theoretical potential for enhancing employee participation through the provision of more and better information. It also suggests that organisations would benefit economically from this, because of a broader knowledge-base underlying business decisions. However, in many organisations the potential is either not recognised, or, for organisational design and cultural reasons, it is considered undesirable to increase employee participation.Practical implications -Organisations and employees need to increase their efforts in understanding how they can use IT to provide decision-makers, and in particular employees, with better information.Social implications -There is huge potential for social innovation through IS and IT that is currently under-exploited. Because people are exposed to IT in their daily lives so much, they are more likely to want to push for better use of IT and access to information in their organisations.Originality/value -This chapter provides an unusual angle on social innovation. Drawing on some key theoretical frameworks from the IS domain, it demonstrates a strong link between enhancing information provision and increasing employee participation.