Strategic Management and Leadership for Systems Development in Virtual Spaces

Abstract

The business environment today is transforming towards a collaborative context compounded by multiorganizational cooperation and related information system infrastructures. This chapter aims to examine Enterprise Resource Planning (ERP) systems development and emerging practices in the management of multi-organizational enterprises and identify the circumstances under which the so-called 'ERPIII' systems fit into the Virtual Enterprise paradigm; and vice versa. An empirical inductive study was conducted using case studies from successful companies in the UK and China. Data were collected through 48 semi-structured interviews and analyzed using the Grounded-Theory based Methodology (GTM) to derive a set of 29 tentative propositions which were then validated via a questionnaire survey to further propose a novel conceptual framework referred to as the 'Dynamic Enterprise Reference Grid for ERP (DERG-ERP)'; which can be used for innovative decision-making about how ERP information systems and multi-organizational enterprises-particularly the Virtual Enterprise may be co-developed.

Emergency Remote Education and Its Impact on Higher Education: A Temporary or Permanent Shift in Instruction?

“…The pandemic has significantly altered the workplace even further. Because of the variety of options in terms of knowledge and resources brought about by globalization, the world has become more competitive [60]. Although remote education technologies can promote interactive learning, educators may find it difficult to keep students engaged while limiting distraction and technological misuse.…”

“…Although remote education technologies can promote interactive learning, educators may find it difficult to keep students engaged while limiting distraction and technological misuse. Educators need to create content for digital platforms not only to meet the goal of content distribution, but also to develop students' creative and critical thinking skills [60].…”

Contributions from organisational collaboration to business intelligence solutions success

“…It requires a high level of confidence, this in order to develop activities in a coordinated and joint way, but through the individual contribution and participation. As Wan and Clegg (2016) stated, issues as trust must be properly managed when systems are adopted at an organisational context. Similarly, the individual involvement is an influential factor in this dimension, since it promotes the capacity that the individual has to be engaging and articulated with the processes and activities that he/she must develop within the BI project.…”

“…Therefore, social communication means, and collaboration, are giving a new shape to the intellectual vision of information flows (Arnold, 2014). Hence, such integration of collaborative activities will require supporting enterprise information systems and technologies (e.g., ERP systems, web-based systems and electronic portals, among others) which are the greatest enablers towards forming an integration among members and processes within organisations (Wan and Clegg, 2016).…”