No abstract

The Repertory Grid (RepGrid) technique has been used extensively in Management Sciences research, including Information Systems research, in order to reveal the personal views of individual research subjects regarding the issue being studied. These individual constructs are then used to propose criteria for success amongst other things. This paper uses a distinctly different form of RepGrid, renamed a Reflection Grid, as a collaboration tool. Members of a research team use this new technique to probe their individual understanding of what happened and what was achieved during a research event and then to share these insights. Hence, not only is the application new (reflection and construction of shared meaning rather than the analysis and synthesis of personal constructs) but the original grid technique has evolved.

High expectations are set for Business Intelligence (BI), yet it fails to consistently deliver accordingly: there are numerous reports of BI challenges and failures. Existing approaches to address BI challenges are largely found to be ineffective, highlighting the need for a new approach.This paper examines how BI is perceived or understood and establishes that, firstly, BI is inherently grounded in Goods-Dominant (G-D) logic and secondly, that this can be linked to the challenges that are experienced within BI. A recommendation is made for a shift to Service-Dominant (S-D) logic as a new avenue of exploration to assist in overcoming BI's prevailing challenges. Identifying the inherent G-D logic in BI provides the first step necessary in making this shift.Research findings are based on an interpretive case study of a South African Banking institution as well as a literature review.

Whistle-blowing is one of the most important aspects in the fight against corruption. In most cases, it is impossible to commit a corrupt deed without at least one other person being involved in, or, knowing about it. Many businesses and public entities have a 'crime lines' in place to facilitate whistle-blowing but these facilities are mostly limited to a particular telephone number. Using a telephone to report corruption has inherent problems when anonymity is required. Organisations can easily trace calls made from their facilities. Even calls made from cellular phones can be traced. Eavesdropping, although illegal, is not technically difficult to achieve. The fact is: Telephonic whistle-blowing provides little protection for the whistle-blower who wants to remain anonymous. This paper focuses on the problem of current ways for whistle-blowing and suggests an improvement conceptually. It aims to open up debate and discussion on this topic with the intention to attract further contributions and stimulate research on this topic. Although the paper focuses strongly on the situation in South Africa, it is probably equally applicable anywhere else in the world.

Organisations deploy information systems (IS) with the exclusive intention to pursue their business objectives. Executive managers assign ownership of IS to business leaders, expecting them to leverage the IS towards achieving the objectives of the business areas. Many business leaders are reluctant to take ownership of the IS in their business areas, placing the organisation at risk that IS may not be optimally utilised and business areas not attaining their objectives. Little guidance exists to understand what 'taking ownership of IS' entails. In the research, a framework for understanding IS ownership was developed through a process of induction. The IS ownership framework discusses the different perspectives of the roleplayers with respect to defining IS ownership, the rationale for IS ownership, the criteria for having ownership and the rights, obligations and expectations associated with IS ownership.