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The purpose of this paper is to explore and analyze the views of top financial executives on the information systems (IS) in their organizations and to study the critical information technology issues facing organizations. Specifically, it aims to study critical issues over the period 2006 to 2010, as well as the effect of company size on the criticality of issue.

The paper uses an analysis of secondary data obtained from the 2006 and 2010 Financial Executives International (FEI) comprehensive survey‐based research on technology issues for financial executives. The study was conducted by the FEI and in conjunction with Computer Sciences Corporation in 2006. Factorial analysis of variance (ANOVA) and other statistical methods are used.

The findings confirm critical issues that are facing organizations today. The study also finds that company size generally does not play a significant role in the criticality of information technology (IT) issues and that generally, there has been variation in the relative importance of issues between 2006 and 2010.

The study can be used as a basis for further exploration on critical IT issues, as well as the influences on company size on criticality of issues. It can also serve as a preliminary model to analyze firm IS over time. Limitations of the study include that the only group included in the survey were financial executives and the study is primarily based on US company responses.

The findings can be used to guide management teams in emphasizing areas that need attention and are of critical importance to all organizations. The article is extremely topical and useful for practitioners in understanding what are the major issues facing IT today. The longitudinal analysis and size study are particularly important in confirming the importance of the relevant IT issues.

The paper analyzes a large current sample set which empirically reviews a cross‐section of major corporations, IS departments and their returns. In addition, it begins to explore longitudinal and size effects on critical IT issues

This paper aims to address the relationship between critical and mainstream international business (IB) research and discuss the ways forward for the former.

The paper empirically maps critical IB scholarship by analysing more than 250 academic articles published in critical perspectives on international business (cpoib) from 2005 to 2017. The paper also includes a citation analysis that uncovers how critical IB research is recognized and discussed in mainstream IB studies.

The extant critical IB research can be broken into five main topical clusters: positioning critical IB research, postcolonial IB studies, effects of international business activities, financialization and the global financial crisis and “Black IB” and corporate social responsibility. The citation analysis demonstrates that critical IB research is rarely recognized in mainstream IB academic outlets.

This paper is the first to empirically map critical IB research and to measure its impact on mainstream IB research. Based on these insights, as well as discussions of the more critical voices within mainstream IB studies and the debate over critical performativity in critical management studies, ways of developing critical IB research are examined.

The purpose of this paper is to identify areas and issues for management to consider in balancing specialization and commonalization in large manufacturing corporations with multiple brands from a strategic R&D and manufacturing point of view.

Three global manufacturing corporations from the automotive sector are used as a strategic sample composing three sequential clinical research projects. The data come from complementary data-gathering methods combining documents and interviews and workshops with top executives, project leaders, platform managers and product brand managers, thus enabling triangulation.

The study shows that managing manufacturing corporations with multiple brands is not just on a scale between full specialization and full commonalization but instead has its own logic of categorizations and portfolio formations. In order to develop the value of the brand portfolio, management must simultaneously embrace and address a number of highly integrated corporate values and highly differentiated brand company values.

This study contributes primarily by relating economy of scale in relation to the need for differentiation of products and brands that have different values, customers and market positions. A model for balancing commonalization and specialization provides several opportunities for further research and development; however, generalizations are issue and context specific.

The critical issues in balancing how to deal with specialization and commonalization in a company with multiple brands are explored and summarized in a framework for the practitioner to use in analyzing a real situation.

Previous literature focuses on the maximization of synergies within one brand, missing the specific dynamics of large manufacturing corporations with many entities, such as individual products and brands. This paper adds knowledge regarding how to balance synergies from commonalization with important objectives to preserve the specialization and distinctiveness of each product brand.

Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.

Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.

TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.

The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.

In 2001, the Accounting, Auditing & Accountability Journal (AAAJ) published a special issue entitled “Managing, measuring and reporting intellectual capital for the new millennium”. After 20 years, we revisit the eight articles in this special issue to trace early developments in interdisciplinary intellectual capital (IC) accounting research, link these developments to the current state of play, and set out an agenda for future research. The paper aims to discuss this issue.

This paper, written reflectively, includes an impact assessment of the articles using citation analysis and a thematic framing of the prominent issues they discussed. We critically reflect on the status of these eight foundational papers after 20 years, before presenting propositions for a multidisciplinary IC research future.

We find that IC research needs to extend beyond organisational boundaries to help improve human rights, human dignity and the human condition as part of the wider interdisciplinary accounting project. We argue that fifth stage IC research can assist because it explores beyond organisational boundaries and helps address the wicked problems of the world.

This paper only investigates the themes found in the AAAJ special issue. However, the implications for researchers are intended to be transformational because, to go forward and help resolve the material issues facing society and the planet, researchers need to move from being observers to participants.

We argue that IC researchers must embrace both interdisciplinary and multidisciplinary IC research. This requires IC researchers to reflect on what they are trying to achieve and which issues facing the planet are material.

The purpose of this paper is to identify the role of contract design in overcoming critical demand management (DM) issues in the luxury jewellery industry. The goals are the identification of the main critical issues of the DM process and the analysis of the contribution of contract re‐design to solve them.

The paper follows an exploratory approach using a case‐based methodology. Data are collected through a sample composed of four brand‐owning companies and 37 multi‐brand retailers in the luxury jewellery industry.

The paper offers insights into contract design in the luxury jewellery industry. In particular, the critical issues of the DM process determined by inadequate contract design are identified, thus highlighting their influence on the critical success factors of luxury companies. In addition to the characteristics the contract should have to overcome the critical issues have been proposed.

The research provides initial insights into the important role of contract management in jewellery luxury companies. To date, the analysis is predominantly qualitative and not sufficiently statistically significant to generalise the results.

This paper raises a number of important issues for jewellery brand owners who are reluctant to consider the retailer's perspective in a collaborative way during the DM process.

This paper is one of the first attempts to study contract design specifically applied to jewellery luxury companies, with a main focus on the DM process.

The main aim of this research was to review which FTSE 350 companies were responding to social, ethical and environmental business‐critical global issues such as climate change, governance and technology. If they were, did this response result in innovation and transformation? The 14 issues were identified by a range of business practitioners and experts through a visioning exercise.

Independent data analysis of the companies, excluding around 50 investment trusts, by SERM Rating Agency provided a sector review of how companies were innovating or transforming their business as a response to the 14 issues. This review identified 40 companies as being most active in demonstrating their response. Of these 40, further analysis identified ten companies that showed signs of innovation or transformation.

The identified ten companies demonstrated evidence of pilot business transformation (or incremental innovation towards transformation) as a direct result of responding to the issues. For example, a mining company's HIV treatment program for its workers in South Africa. Most approaches were characterized by a wide‐ranging series of incremental changes, with no convincing examples yet existing of transformation implemented across the entirety of the company's operations. Hints of this radical direction, however, are evident from the vision statements of several organizations.

The research methodology is dependent on publicly available evidence. However, the implication of the research findings is that the 14 issues identified can be viewed as opportunities rather than obligations. Realizing the opportunity relies on integrating the issues in the core strategy of the organization.

This paper provides insight for business strategists and practitioners into potential new ways of working by companies. It illuminates an emerging source of innovation and ultimately business transformation driven by the growing significance of world issues to implementing corporate strategy and delivering sustainable profit.

The value of this paper is in the insight it provides on how companies are finding a source of innovation through responding to global issues.

The purpose of this paper is to evaluate the critical success factors for sustainable e‐learning in an e‐learning ecosystem framework. Three critical components of the e‐learning ecosystem including principles and methods, processes and systems, and substance and content are considered based on a comprehensive review of the relevant literature in e‐learning.

Systematic interviews are conducted with experts in e‐learning for identifying the critical success factors to sustainable e‐learning within an e‐learning ecosystem framework. This leads to the development of an e‐learning success model that describes the underlying relationship between and among the identified critical success factors.

A comprehensive analysis of the interview results shows that there are several barriers to the effective adoption of the proposed e‐learning success model for improving the effectiveness of e‐learning. These barriers include a lack of understanding of the technologies behind various pedagogies, insufficiencies of the popular learning management systems, and the sustainability of the learning objects repositories.

The paper highlights the criticality of synergizing the three components of e‐learning ecosystems namely pedagogies, technologies and management of learning resources for achieving a sustainable e‐learning success.

A better understanding of these barriers would help e‐learning stakeholders develop appropriate strategies and policies for the implementation of the proposed e‐learning success model towards creating a sustainable e‐learning environment.

Specific contributions of this research to the entire e‐learning community are discussed with recommendations for concerted policy measures to eliminate the identified barriers in the process of adopting the developed e‐learning success model.

The purpose of this research is to take an emergent process theory perspective and model the supply chain partnering process as a series of four linked models that correspond to the phases of the partnership lifecycle, from initiation to maturity/termination, and discuss the management issues in those phases critical for optimal success of partnerships. The framework developed in this paper provides a road‐map to manage and optimize realization of partnership benefits.

The “partnership formation to business value” process is described as a series of four linked models that correspond to the phases of partnership lifecycle: foundation, implementation, shakedown, and onwards and upwards. The outcomes of one phase become starting conditions for the next. Thus, decisions and actions in a phase may subsequently increase or decrease the potential for optimal success.

Optimal partnership success is conceptualized and a framework for approaching optimal success in four broad phases is developed. It is believed that business organizations can considerably improve the realization of partnering benefits by focusing on the critical issues in the partnering process. Organizations cognizant of the critical issues in the various phases of supply chain partnerships can make systematic efforts to manage them better by providing training, incentives, leadership, and an overall environment that facilitates partnering and realization of partnering objectives.

A natural extension of this study could be to explore empirically the critical issues which have been identified, in greater detail. Given the wide variation in organizations due to size, products, and sectors, specific studies of supply chain partnerships, which compare partnerships along these dimensions, would also be valuable for understanding specific concerns. Empirical studies would also help to clarify the use of supply chain partnerships as a means to establish and sustain competitive advantage.

The framework developed in this paper provides a road‐map to manage and optimize realization of partnership benefits.

The prime benefit of this study is that it provides valuable insight on key issues in managing supply chain partnerships. Optimal partnership success is conceptualized and a framework for approaching optimal success in four broad phases is developed.

The field of transportation research, and the World Conferences on Transport Research Society (WCTRS), has an illustrious history. The challenge today is to look to the future in a deep and thoughtful way, to identify emerging issues and opportunities for practice and for research.

This chapter identifies several critical issues in transportation research. We then explore one issue in depth, the need to increase individual and collaborative effectiveness.

This issue points to the need for a new direction in transportation research. Historically, transportation research has focussed on two major thrusts. The analysis thrust has focussed on predicting the consequences of a given transportation plan, project, or service proposal. Associated “design” research has dealt with algorithmic and heuristic techniques for finding “good” plans or policies. The policy thrust has focussed on the organizational issues and processes around making decisions on and implementing transportation plans, projects, or services. This thrust includes public policy issues and approaches, market structures and regulatory processes, organization design issues, distributional consequences, environmental policy issues, and related areas.

Today, we see the need to add a third major thrust to the field of transportation — cognition and action:

• to manage transportation services and enterprises better;

• to use analysis more effectively to inform and influence decisions;

• to use computer support more effectively in transportation organizations and enterprises.

to manage transportation services and enterprises better;

to use analysis more effectively to inform and influence decisions;

to use computer support more effectively in transportation organizations and enterprises.

Research in cognition and action examines how people think and act, and aims to develop aids to thinking and acting that result in significant improvements in peoples' behaviours and performance. Promising research directions draw on cognitive psychology and cognitive science, and especially empirical research on managerial cognition and problem-solving. We introduce the theory of cognitive informatics, describe some applications to transportation management, and discuss relevant software tools.