Showing papers on "Digital firm published in 2018"

The digital platform: a research agenda

Abstract: As digital platforms are transforming almost every industry today, they are slowly finding their way into the mainstream information systems (ISs) literature. Digital platforms are a challenging research object because of their distributed nature and intertwinement with institutions, markets and technologies. New research challenges arise as a result of the exponentially growing scale of platform innovation, the increasing complexity of platform architectures and the spread of digital platforms to many different industries. This paper develops a research agenda for digital platforms research in IS. We recommend researchers seek to (1) advance conceptual clarity by providing clear definitions that specify the unit of analysis, degree of digitality and the sociotechnical nature of digital platforms; (2) define the proper scoping of digital platform concepts by studying platforms on different architectural levels and in different industry settings; and (3) advance methodological rigour by employing embedded case studies, longitudinal studies, design research, data-driven modelling and visualisation techniques. Considering current developments in the business domain, we suggest six questions for further research: (1) Are platforms here to stay? (2) How should platforms be designed? (3) How do digital platforms transform industries? (4) How can data-driven approaches inform digital platforms research? (5) How should researchers develop theory for digital platforms? and (6) How do digital platforms affect everyday life?

Perspectives on Internal Control and Enterprise Risk Management

Abstract: Grounded on the literature review on Enterprise Risk Management (ERM) this paper aims to analyze the extent and the effectiveness of internal control as well as ERM and to explore their connection with the value creation. A theoretical lens is used to discuss whether effective internal control and ERM enhance performance and increase value creation ability. ERM is most frequently defined with the reference to the 2004 Guidance document published by Committee of Sponsoring Organizations of Treadway Commission (COSO). Proponents of COSO’s ERM Integrated Framework describe this framework as “a world-level template for best practice”, and claim that ERM used by management to enhance an organization ability to manage uncertainty and to consider how much risk to accept as it strives to increase stakeholder value. Additionally the Internal Control—Integrated Framework is a viable and suitable framework for designing, implementing, conducting and assessing the effectiveness of internal control and for reporting. The relationship between value creation and ERM is widely investigated in academic literature. Empirical studies on the value creation abilities of ERM and internal control suggest that there is a positive relation between value creation, internal control and ERM. These studies reveal that firm performance and value are enhanced by high-quality ERM adoption and implementation. Using different identifier of ERM such as Standard and Poor’s risk management ratings or presence of a Chief Risk Officer, the findings of empirical studies reveal that higher ERM quality is associated with less resource constraint, better corporate governance and better accounting performance. Additionally academic studies indicate that the risk-based communication is reinforced with ERM implication.

Enterprise Requirements Management Knowledge Towards Digital Transformation

Abstract: As the enterprise services are rapidly digitized by digital transformation, the need to integrated knowledge management of IT requirements and business requirements is increased.

Knowledge management models as a source of employee and organization’s efficiency

Abstract: Motivation: Knowledge management in an organization is a new and less explored area in business literature and business practice. The scope of changes to enterprises influenced by competitive environment forces them to continuous seeking new ways of achieving the success. So-called intangible development factors start to be extremely meaningful — especially knowledge, consciously gained, created and disseminated through diversified methods aimed at shaping employees’ appropriate behaviours and developing information technology, which succours this process. Applying this approach requires the proper preparation of the organizational background and the system operation allowing the selection of a specific model. There are a lot of knowledge management models for organisation’s decision-makers to be able to manage the resources properly and skilfully. Aim: The aim of the article is to present the significance of knowledge management models’ use in modern organizations. The authors constructed 2 main research questions for which they sought answers within the collection of empirical material: What are the main knowledge management models used in a company? And How can models influence the effectiveness of an organization? The following research hypothesis has been constructed: In practice management has not yet developed appropriate models for evaluating and diagnosing the impact of models on the effectiveness of business decisions. The empirical material was collected by means of a qualitative method and the technique used was a secondary analysis of the existing data in the form of thematic sources. Results: The results of the review of the literature of the subject are presented as a synthetic description. Literary research was conducted at the turn of 2016 and 2017. Added value is a review of existing models that can be used in management practice.