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Today, Big Data plays an imperative role in the creation, maintenance and loss of cyber assets of organisations. Research in connection to Big Data and cyber asset management is embryonic. Using evidence, the purpose of this paper is to argue that asset management in the context of Big Data is punctuated by a variety of vulnerabilities that can only be estimated when characteristics of such assets like being intangible are adequately accounted for.

Evidence for the study has been drawn from interviews of leaders of digital transformation projects in three organisations that are within the insurance industry, natural gas and oil, and manufacturing industries.

By examining the extant literature, the authors traced the type of influence that Big Data has over asset management within organisations. In a context defined by variability and volume of data, it is unlikely that the authors will be going back to restricting data flows. The focus now for asset managing organisations would be to improve semantic processors to deal with the vast array of data in variable formats.

Data used as evidence for the study are based on interviews, as well as desk research. The use of real-time data along with the use of quantitative analysis could lead to insights that have hitherto eluded the research community.

There is a serious dearth of the research in the context of innovative leadership in dealing with a threatened asset management space. Interpreting creative initiatives to deal with a variety of risks to data assets has clear value for a variety of audiences.

Two-dimensional warranty policies exist for certain consumer products, such as automobiles. Here, warranty is specified in terms of the time since the sale of the product as well as mileage incurred during that period. Thus, at the time of purchasing the product, the manufacturer may offer a warranty of three years or 30,000 miles, whichever occurs first. Failures in the product within this specified period of time or mileage will be covered by the manufacturer.

In this chapter, we consider the scenario of enterprise warranty programs, where customers are given the option of extending the original warranty. Thus, the buyer could be given an option to purchase a five year—50,000 mile warranty, whichever occurs first. Of course, the buyer will be expected to pay a premium to purchase this extended warranty. Such enterprise warranty programs are also found in other consumer durables, such as refrigerators, washers, dryers, and cooking ranges.

This chapter explores determination of the decision variables, such as product price, warranty time, and usage limit under the original conditions and further, for the enterprise warranty, that is, the extended warranty time and extended usage limit, as well as the premium to be charged to the buyer who selects the extended warranty. Mathematical models are developed based on maximizing the expected unit profit by selecting an enterprise warranty program. Additionally, some other objectives are also considered based on the proportional increase in the expected unit profit due to the increased market share attained through the offering of an enterprise warranty program. Some results are obtained through consideration of various goal values of the chosen objectives.

Examination of the challenges of dependence on the private sector of public‐sector projects is the central concern of the paper. With ongoing research suggesting that dependence on the private sector is inevitable, this paper tries to assess whether the dependence is an imperative or a yardstick for gauging efficiency.

A literature review, consideration of flagship projects as well as trends in implementation of ICTs in government have been central to the development of analysis for the paper.

The research found that when the public sector is interested in developing applications that require acceptance among citizens, then initial support of the private sector is a necessity. Countries that have depended on strict government control on delivery of internet‐based services are finding out that a degree of independence at the point of delivery tends to be more effective. It is only after a passage of time post rolling out of web‐based delivery of services that measurement of service quality can be deemed to be a measure of efficiency.

This research was desk‐based and reliant on international flagship initiatives. There is a wide range of resource endowments between developed and developing nations. This research showed that developed nations are more appropriate for study of efficiency through private‐sector involvement, and private‐sector engagement in web‐based government initiatives is an imperative in the case of developing nations.

Government agencies ought to be able to think more expansively when they are developing applications for citizens, as there are a variety of private sector solutions that can be used.

The theme itself is new in a context where new ways of running government projects are constantly being revisited.

Stochastic volatility models are of great importance in the field of mathematical finance, especially for accurately explaining the dynamics of financial derivatives. A quantile-based estimator for the location parameter of a stochastic volatility model is proposed by solving an optimization problem. In this chapter, the asymptotic distribution of the estimator is derived without assuming that the density function of the noise is positive around the corresponding population quantile. We also discuss a Bayesian approach to the quantile estimation problem and establish a result regarding the nature of the posterior distribution.

The purpose of this study is to explore national cultural influences on knowledge management (KM) practices within Chinese manufacturing enterprises.

A qualitative case study in four steps was conducted within a Chinese mobile phone company (referred to as Lotus). Data collection was based on observations and in‐depth interviews.

It was discovered that employees in Chinese manufacturing enterprises like to keep their knowledge implicit and are willing to share it informally. A series of factors derived from Chinese culture such as hierarchy consciousness, fear of losing face, a sense of modesty, competitiveness and a preference for face‐to‐face communication, can act as barriers to KM initiatives within Chinese manufacturing organisations. Trust in intra‐personal relationships among employees can partly mitigate the impact of the above cultural characteristics. However, at a macro organisational level there is still need to share tacit knowledge using explicit/formal KM approaches.

Though knowledge mapping is recommended as a feasible means to promote formal knowledge sharing within Chinese organisations, evidence showing the efficacy of such a method are only grounded in related literature here. Therefore, practical experimental evidence should be collected in future research.

KM strategies proposed for an organisation based in China should take revealed cultural influences into account.

Few studies have explicitly concentrated on KM within Chinese organisations. The present study provides useful information for academics interested in cultural issues in KM and impartial advice for knowledge managers within Chinese enterprises.

The purpose of this paper is to stand back from the debate of success and failure and develop an interpretive account based on narratives of major actors to enable project managers with a rich understanding of a complex organisation.

Actor network theory (ANT) was the method that was applied to both frame and sum narratives that were gathered from the six subjects along with anecdotal evidence and confidential documents used for this research. Findings – Success is based on the perception of both actors as well as the principal audience of the Commonwealth Games (CWG). Second information systems (IS) success is uniquely associated to an event like the CWG.

Most of the data used for the research was after the conclusion of the games. Therefore usefulness of interpretation may have a time dimension. Probably if the subjects had included spectators and other project managers during the games, the quality of conclusions could have been further enriched.

Project managers of future events may be able to internalise the role of co‐ordination and agreement that is necessary among different actors to achieve success.

Originality of present paper stems from its “unusual” identification of success – as it has attempted to outline distinctions between certainty of success and anything contrary to success. Project managers, organisers and researchers of IS projects are likely to find value in the paper in being able to appreciate the evolutionary nature of IS success.