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This paper attempts to explain the key elements and associated definitions of the financial institutions' enterprise‐wide anti‐money laundering (AML) information system, and to discuss the technical theory for implementing the information system.

The paper defines the problems of defensive filing in the suspicious transaction reports, proposes AML practice from objective standard principle to subjective assessment principle, and provides detailed description of enterprise‐wide AML solution.

As rule‐based AML approach and objective‐standard monitoring principle have led to numbers of practical problems, a significant tendency of regulatory reform is to replace the objective‐standard principle by comprehensive risk‐assessment process with considerations of the enterprise's reality.

The paper presents the latest development in enterprise‐wide AML information system construction, including customer risk evaluation, transaction risk measurement, behavior monitoring technology, link analysis, risk ranking and workflow tools, etc. and major fundamentals and functions of these modules are also discussed.

Unlike other purchases of information technology that have failed to deliver measurable improvements in corporate performance, enterprise‐wide information systems in the manufacturing industry have immediate and positive impact on the bottom line. The transition from strategic alignment as the basis for IT investment, to redesigned business processes as the critical elements of organizational strategic planning to which IT investments must be targeted, to the integration of these processes into enterprise‐wide systems, to e‐commerce is examined. With supply chain collaboration, information systems have exited corporate boundaries.

In a typical strategy course, growth strategies like mergers and acquisitions (corporate strategy) are introduced in the second half of the course. To analyze the case, students will use strategies such as Porter’s five forces and resource-based view and will discuss why firms pursue mergers as a growth strategy, along with sources of synergies and risks in mergers. Finance theory used includes analyzing a given discounted cash flow analysis and perform a comparable multiples analysis to find the value of a merger target.

The industry and financial information in the case comes from publicly available sources, including company 10K reports, business press reports and publicly available industry reports. The information about Lockheed Martin’s strategy comes from interviews with Peter Clyne, former vice president for Lockheed Martin’s IS&GS division. He then held the same position for Leidos Holding Corp., after the IS&GS division was divested and incorporated into Leidos.

This case is an interdisciplinary case containing aspects of strategy and finance. Lockheed Martin made a strategic move in 2016, to divest its Information Systems & Global Strategies Division (IS&GS), which engaged in government consulting, primarily in the defense and aerospace industries. Lockheed wanted to reassess its decision to divest consulting, given the high growth rates expected in this business, particularly in cybersecurity consulting. On the other hand, if Lockheed decided to maintain its hardware focus, it wanted to expand its offerings. In addition to a strategy analysis, two possible target firms can be analyzed: Fortinet and Maxar.

This case raises a broad set of issues related to the evaluation of M&A transactions across two different industries and corporate strategy, as it relates to strategic fit of the potential targets and LM’s current capabilities. It is appropriate for the core course in strategy at the MBA or senior undergraduate level. It can also be assigned to specialized courses in Mergers and Acquisitions. It is not appropriate for a lower level strategy or finance course, as it requires students to have prior knowledge of basic finance valuation techniques.

The changing requirements of manufacturing exert considerable pressure on manufacturing resources while competition is intensified as a result of increasing new entrants into the market. The marketplace has consequently been turned into a “battlefield”. The competition for market share has driven improvement initiatives since the 1960s. The extension of MRPII to integrate with other advanced manufacturing technologies (AMT) that were hitherto isolated is considered as one of the initiatives embarked on by manufacturers in search of improved performance. Reports a major study of these initiatives and the associated benefits. Reviews integration and extension of MRPII and presents the state‐of‐the art in the UK companies from a survey of 120 manufacturing enterprises. Discusses some empirical findings about the benefits of integration and extension of MRPII with other AMTs.

Organizations worldwide are adopting software as a service (SaaS) applications, where they pay a subscription fee to gain access rather than buying the software. The extant models on software acquisition processes, several of which are based on organizational buying behavior, do not sufficiently explain how SaaS application acquisition decisions are made. This study aims to investigate the acquisition process organizations follow for SaaS software, the changes to the roles of the Chief Information Officer (CIO) and the business user and also looks at the impact of SaaS on the proliferation of unauthorized software systems.

The authors used exploratory research using the grounded theory approach based on 18 in-depth interviews conducted with respondents who have studied with enterprise software delivered on-premise and as SaaS in different roles such as sales, consulting, CIO, information technology (IT) management and product development.

The authors identified a need to classify the SaaS software and developed a framework that uses software specificity and its strategic importance to the organization to classify SaaS applications. The aforementioned framework is used to explain how software evaluation processes have changed for different kinds of SaaS applications. The authors also found that the CIO’s and the business users’ have changed substantially in SaaS application evaluations and found evidence to show that shadow IT will be restricted to some classes of SaaS applications.

By focusing on the changes to the roles and responsibilities of the members of the buying center, this paper provides unique insights into how the acquisition process of SaaS is different from the extant models used to explain enterprise software acquisitions. An understanding of how information search is conducted by the business users will help software vendors to target business users better.

Owing to inadequate implementations of project management (PM) procedures and processes, many large information technology systems (ITS) projects failed to deliver its promises. Also, many of the failures in the implementation of large ITS projects around the world have been attributed to inadequate PM action. This criticism encompasses e‐government project initiatives which have attempted ambitious program change, major innovations, large transformations, enterprise wide solutions, collaboration across organisations, governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. The purpose of this paper is to examine these issues.

This paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e‐government initiatives. Also, this paper examines change in organisations due to the change in the global economy and global information society as new technology is changing the nature of work. It identifies and examines the current and foreseeing problems with large e‐government projects and describes how a sociotechnical approach which takes into account, technical, business, citizen, economic needs in the creation of a sociotechnical ITS for future citizens. In addition, the paper offers a technology‐enabled enhancement to the project‐initiation phase, the area identified as being particularly weak and inadequate in addressing initial requirements of e‐government initiatives.

The paper proposes that technology can be incorporated into the professional practice of PM. It can also be a part of a passable solution as opposed to being distinct and separate from it. The PM supporting tools, as opposed to merely reporting actual versus plans have to increase the novelty (art and science) of PM through human interaction, empower the project manager and in aiding his capacity in delivering the expected outcomes.

The paper demonstrates the value of effective project managers within the wider context of PM in transformational e‐government initiatives. It believes that this research will have an impact on three important areas, namely project management practice (PMC), e‐government projects and the transformation process of large projects in the public sector. This paper is about changing culture and practice of PMC in handling and managing large projects when different parties involve including outsourcing. This paper investigates and addresses, not only the transformation process of e‐government projects, but also, the transformation of PM professional culture (i.e. PMC) that delivers and works.

This research paper contributes to the existing literature of PM of large e‐government transformational processes. The paper addresses a number of e‐government challenges, by critically analysing and summarising a list of e‐government challenges and barriers arising from an e‐government survey administered on behalf of the World Information Technology and Services Alliance which represents the national technology associations in 70 countries. It compares these challenges to the project management body of knowledge (PMBOK), which is the North American standard in PM methodology. Also, it highlights the weaknesses in PMBOK to address these challenges and offers a technology‐enabled enhancement to the project‐initiation phase. This is the strength of this paper.

Identity management (IdM) not only improves the process of creating and maintaining digital identities across business systems; it can, if implemented successfully, contribute to the strengthening and positioning of the business for success. In order to have a successful IdM implementation, an organisation must step back to determine a course of action that solves enterprise‐wide issues. Short‐sighted actions can lead to confusion, unnecessary expenses and the delay of beneficial results. The purpose of this paper is to deliver guidelines for the application of strategic management principles regarding IdM implementation, and propose a holistic model incorporating business strategy formulation with IdM strategy formulation.

A total of ten senior managers involved in IdM implementation projects were interviewed. Face‐to face interviews were conducted, with 30 minutes allocated per participant, and an assistant present to administer the proceedings. Primary data was collected using a semi‐structured questionnaire. Part A of the questionnaire collected the respondent's details and provided definitions of IdM to clarify the concept. Part B consisted of descriptive questions which dealt with the following three categories: IdM as part of the business strategy, IdM challenges in the company, IdM implementation approach used by the company and strategic framework used.

Findings indicate that IdM is seen as part of strategy and as such IdM implementations consist of a strategic thinking process accompanied by an incremental tactical implementation. Challenges facing IdM centred not on technological issues, but on implementing IdM as a competitive tool. Unfortunately, lack of commitment and external environment analysis; relegate IdM planning to remain on a tactical, rather than a strategic level.

A strategic planning process is presented in this article to model the interdependence between IdM implementation planning and strategic management (business strategy formulation). This model enables the organisation to develop and communicate its vision for IdM, to link IdM and business plans, and to gain the support of the whole enterprise in this endeavour. By leveraging the proposed model, organisations can gain a bird's eye view of IdM as an integral part of the business strategy, and ensure an IdM implementation that has enterprise‐wide support and benefits.

It is posited that information technology (IT) outsourcing unfolds a complex relationship that has the propensity to start with a bang and end in a whimper unless the strategic parameters are identified at the outset. The paper is intended to beacon flash areas open to scholarly research in this relatively nascent area.

The key to long‐term success is the mutually beneficial partnership of the client and the provider. This paper identifies such relationships based on a framework that can lead to strategic success of the outsourcing engagements. The paper develops a set of propositions to build a deeper understanding of the processes that underlie IT outsourcing as a strategic and sustainable enterprise‐wide initiative to further an organization's performance in the competitive market place.

Outsourcing of IT is emerging as a potent business strategy. The statistics compiled by the IT industry watch‐dogs point only to one direction – outsourcing will grow unabated in the foreseeable future. However, their data also reveal a staggering failure rate of outsourcing engagements. The failure may be partly attributed to a lack of formal research available to decision makers contemplating the possibility of outsourcing. The literature review corroborates that there is very little scholarly research available to guide decisions in the pre‐outsourcing phase. This paper suggests a research framework that would fill a void in understanding the relationships among the firm's internal capabilities, the type of engagement, and strategic business values. Understanding of these strategic relationships is vital before an organization decides to outsource, as the decision domain has shifted primarily from cost cutting to engagement of a strategic nature. The outsourcing decision of IT should be considered strategic as the relationship and the knowledge gained during the engagement can be translated into tangible and intangible business values for the organization. An interesting extension of the proposed research would be to investigate the conditions that underlie acceptance of an engagement by the vendor. The proposed research also has the potential to extend to the post‐engagement phase of the outsourcing in terms of identifying the conditions for strategically focused relationship management.

The paper provides a framework and identifies propositions to delve deeper into the understanding and underpinnings of IT outsourcing as a strategic process by studying a majority of research available on the topic.

Information agility, or informational efficiency, represents the major prerequisite for agile management and means eliminating inefficiencies in accessing, exchanging and disseminating all kinds of information. Presents a framework for implementation of Web technology in enhancing information access for agile management. Web‐to‐host access tools as a specific subset of Web technology are used to improve and ease access to several types of information such as legacy data, messaging system, electronic documents, and business intelligence.