In the information and knowledge era, organizations must find ways to survive and remain up-to-date and competitive to face a dynamic environment. The still dominant paradigm regarding the Internet of Things (IoT) focuses more on tangible things and physical devices and less on management and business environment. There is a lack of studies that clarify how the IoT can help business management to create perceived value for the company. The aim of this study is to propose a framework called the Internet of Management Artifact (IoMA) to understand how the IoT ecosystem can support managerial decision-making. Considering that this field of research lacks the empirical evidence that more transparently narrows the relationship between IoT and organizational management, we opted for a framework based on Design Search Research. The main contribution of this study is the proposition of the IoMA framework, which seeks a paradigm shift, changing from a paradigm centered on “things” and physical devices in the information technology architecture that remains dominant in the literature to a paradigm focused on business management. The study highlights how decision-makers can exploit IoT architecture, which provides them with rich, accurate and relevant information to promote business reconfiguration and thus capitalize on these renewals.

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Purpose The purpose of this paper is to set a framework for strategic management of credit card fraud, by mapping its stakeholders within a card issuer and outlining its ideal strategies. Design/methodology/approach The objectives are attained via case study. Primary data was collected by interviewing two fraud risk managers at the card issuer, while secondary data was collected by gathering all investor reports released from 2015 to 2019 by the financial institution. All data were submitted to content analysis and further analyzed using Mendelow’s power/interest matrix. Findings Seven groups of stakeholders were identified, the expectations of each group uncovered and KPIs proposed to measure how well the financial institution meets those expectations. Strategies to deal with and prioritize groups were outlined, while highlighting the need for repositioning stakeholders identified as potential blockers or facilitators of strategic initiatives and pressure factors in times of low performance. Practical implications Strategic management of stakeholders is essential for fraud risk managers and researchers to understand what is relevant and what is not. This paper creates a framework for addressing managerial and academic efforts based on stakeholders mapping. Further initiatives in research and practice should consider the following question: “Which stakeholder expectation will be better satisfied?” In case the answer is “none”, it is advised that the initiative be reconsidered. Originality/value Previous literature focusses mostly on the technical challenges, leaving a gap in both literature and practice for using Strategic Management. For the first time in literature, this research combines theories and terminologies from fraud risk management and strategic management.