A survey of major issues with Enterprise Systems was administered within the State Government of Queensland, Australia and a subset of these issues mapped against Szulanski's model of inter-firm best practice transfer stickiness (Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(Special Issue), 27-43). The paper discusses impediments to knowledge transfer within this context, presents findings from the a posteriori application of Szulanski's model to the survey responses, and suggests future research directions.

This article defines online communities and their constituent elements. It provides a framework in which online communities can be discussed and compared irrespective of topic or content. It explores the notions of core and peripheral membership and behaviour and provides a set of metrics for determining the activity profile of the community. Finally it presents a case study of an online community and discusses it using the framework and metrics presented.

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This paper derives from a parent study titled, Co-operative ERP Lifecycle Knowledge Management (Gable et al., 1998). The central goal of that study is to rationalise knowledge management activities of the three key players involved in ERP lifecycle support; namely the client, the vendor and the implementation partner or consultant. The consultant can play varied roles in a greater or lesser capacity across client ERP installations. It is posited in the parent study that the consultant’s role (and the roles of all key players) should be driven by a carefully considered ERP lifecycle-wide knowledge sourcing strategy for the client. Understanding the ERP knowledge marketplace and related dynamics is of clear value to the development of such strategy. In this paper we tentatively explore the concepts of “knowledge-sourcing” and “knowledge strategy friction.” We further describe a preliminary attempt to instantiate these concepts through an exploratory, descriptive case study of the “SAP services ecosystem.” A broader, related objective of the parent study is to test the power of a “knowledge sourcing world-view” and the integrative potential and explanatory power of such a perspective, with particular emphasis on ERP marketplace dynamics.

T echnology is getting more complex, more invasive, and more disruptive.Information and technology (IT) offer great opportunities, but also increased risks. Once rock-solid business models are being disrupted. Whole sectors are being outstripped by digital-savvy organizations that are using the power of mobile, data analytics, social, sensing, and cloud technologies. These technologies and the astonishing amount of information they generate are being used to create new products and services, and improved ways to engage with stakeholders. In fact, technology-savvy customers are driving a lot of change.Against this backdrop, it seems unfathomable that building governance of enterprise information and technology (GEIT) capability within boards of directors remains only aspirational. Perhaps digitization has crept up on boards 1 due to the speed of digital change. The problem is, too many directors lack IT governance knowledge, skills, and experience. In this chapter we discuss the 574 575 increasing risks of boards not building GEIT capability, and provide a range of practical steps they can take to strengthen IT oversight.The business use of cloud, mobile, social, big data, and sensing technologies is transforming organizations and whole sectors at a very rapid pace. These digital technologies and the information they create are key components in the development of strategies as digital technology becomes deeply embedded into organizations, governments, societies, and economies. Such phenomena creates digital intensity, which encompasses the extent of investment in IT and technology-driven change initiatives, because of rapid business model and IT/digital transformation (Westerman, Tannou, Bonnet, Ferraris, and McAfee 2012). Digital technologies are considered integral to the future of organiza tions, large and small, public and private, across all industries around the world, by more than 90 percent of directors and senior managers (Valentine 2016). As digital intensity increases, business strategy and digital strategy become fused, catapulting enterprise information and technology governance into the world of corporate governance.Yet, as technology becomes further and further embedded into our work and private lives, it appears that GEIT competence remains the elephant in the boardroom for more than 80 percent of boards. In contrast, less than 20 percent of corporate boards worldwide report having confidence that they have tech nology-capable directors (NACD 2014). Consider this:Recent research concludes that GEIT competency of boards is potentially as important as the game-changing technologies boards must oversee. GEIT is becoming a new core competence for boards of directors (Valentine 2016). The Skill ShortageThe problem is a skill shortage at the top. Your organization does not need to be a multinational for capable GEIT to be a requirement in your board. And you're not alone. Right around the world, directors vary significantly in their personal competency and collective capability to provide effective info...