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A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it.

A partnership construct is developed based on interdisciplinary studies and transferred to the business–IT context since it is not generally used in IT disciplines. The model was empirically tested with structural equation modelling using data obtained from 221 IT managers in Slovenian companies.

The results show that both the perceived value of IT and the business orientation of the IT department exert a positive influence on the partnership, while a mere technology-oriented IT department has a negative effect on the partnership relationship. Furthermore, the paper also presents the prerequisites for a business-oriented IT department.

In this digitalisation era, IT is becoming even more important for its strategic role in organisations. There is thus a strong need to bridge the business–IT gap. Despite significant efforts made to close this gap, it remains a major issue. This research contributes to understanding the business–IT gap and presents the key factors for ensuring a partnership relationship is in place. The study also combines the views of social exchange theory and knowledge-based theory and upgrades findings concerning the influence of social facilitators on collaboration outcomes.

To meet the information processing needs of the new global organisation, IS/IT managers and their IS/IT staff need to develop new skills, so that they may be more focused on the business rather than on technical processes. In exploring the theme of the changing role and contribution of the IS/IT professional, this monograph provides a literature analysis of the changing skills of IS/IT professionals and identifies the new skills and competencies required for successful IS/IT development and utilisation. The monograph also presents capability‐related models that have been tested in two global corporations. The results of the two case studies suggest that there is a need for improvement in the area of IS/IT leadership for effective IS/IT development and utilisation. Strategies for developing IS/IT leadership capabilities are discussed at the end of the monograph.

This paper presents the major findings of recently completed research in the UK concerning the attributes of information as an asset and its impact on organisational performance. The research study employed an automated information asset- and attribute-scoring grid exercise and semi-structured open-ended interviews with 45 senior UK managers in four case study organisations. The information asset-scoring grid was developed to provide a simple visual representation of information assets and attributes using Excel charts. The semi-structured open-ended interviews aimed to identify the attributes of information assets considered significant by 45 senior UK managers and to explore relevant issues such as the value of information and organisational effectiveness.

This study addresses a gap in evidence on small employer experiences of managing mental health problems in the workplace. The authors gathered first-hand experiences of small business managers to empirically investigate how the small business context affects the management and support of mental health problems in the workplace, and the practice implications that arise.

Qualitative interviews, combining semi-structured and narrative approaches, with 21 small business managers with experience of managing employees with mental health difficulties. The 21 managers recounted a total of 45 employee cases, which were analysed thematically, using a case-based matrix. Study participants were drawn from small businesses within England and Scotland (UK). Interviews were conducted between November 2019 and February 2020.

Support aligned with current understanding of effective practice, yet was often informal, instinctive and flexible. Accommodating employees with mental health problems impacted the workload of managers and co-workers, and business operation and growth. Challenges and tensions reflected the difficult balancing act faced by managers in organisations of all sizes. However, the intensity and immediacy of cross-pressures was enhanced for small businesses, due to their smaller workforce and lack of dedicated Human Resource Management and occupational health expertise.

Guidance should address the navigation of day-to-day management and support for employees with mental health difficulties, including approaches to balancing the needs of the wider workforce and business operation. Access to HR and occupational health expertise is valuable. Financial subsidies may be of lesser concern to small businesses.

This study offers originality in focusing exclusively on small business managers with first-hand experience of supporting employees with mental health problems. Findings challenge the perception that small firms have unique experiences, whilst highlighting contextual features that exacerbate intensity and immediacy of impacts.

Augmented reality is one of the technologies that developed and became widespread, especially after the 2000s. It is seen that innovations such as 3D virtual reality glasses, artificial intelligence-supported smart chatbots that communicate with customers in a virtual environment, keyless hotel systems, the Internet of Things, augmented reality applications, smart personal assistants, digital infrastructure concepts and face recognition systems are used in tourism businesses. The place and use of augmented reality technologies in tourism enterprises are discussed in this study. This study was evaluated from the perspective of UTAUT2. The purpose of this study is to examine the usability of augmented reality technologies in tourism businesses.

Within the scope of the study, interviews were held with augmented reality application developers, digital marketing agencies and accommodation business managers. The obtained data were processed with the MAXQDA analysis program.

It has been determined that augmented reality is a useful and informative technological tool for tourists, it can help sales, promotion and marketing activities, and its usability potency in accommodation businesses is high.

When the literature is reviewed, it is understood that the studies that apply to the opinions of the application developers and the managers of the accommodation establishments are limited. Therefore, this study has been prepared to contribute to the literature in this respect. This study examines and discusses the use of augmented reality technologies in tourism enterprises, the benefits and difficulties they will create from the perspective of application developers and accommodation business managers and their place in tourism enterprises. This study was evaluated from the perspective of UTAUT2. There is a need for research developed using UTAUT models in technology acceptance studies. In this respect, it will contribute to the literature.

The purpose of this study is to examine how two organizational members, i.e. business and information technology (IT) managers evaluate the success measures of acquired enterprise resource planning (ERP) systems.

Surveys were conducted in two Northern European countries – Finland and Estonia.

Prior studies suggest that business and IT managers evaluate organizational‐IT issues, including ERP success evaluations differently. However, this study's data analysis showed that no significant statistical differences exist between the two groups on the six dimensions of ERP success operationalized with the exception of one, i.e. vendor/consultant quality. In brief, both groups seem to have a similar view of ERP success in their respective organizations.

Discusses the implications for practitioners and researchers.

This case describes three strategies that CIOs and C-level executives can utilize to successfully involve non-IT managers to achieve IT-enabled business transformation: create buy-in for a compelling IT-enabled business transformation vision, develop a strong, centralized change management function for IT-enabled transformation and develop a strong non-IT business leadership team.”

This case illustrates how CIOs of mid-size companies can lead a successful ERP system implementation by skillfully empowering their mid-level non-IT managers.”

The case of “Med-Global,” a global mid-size organization, offers an example of how CIOs and other senior IT executives successfully teamed up with their non-IT business managers.

Not long after the ERP system installation was complete ‘Med-Global’ was named by Fortune in its list of ‘The 100 Best Companies To Work For.’

For three years, Yeliz Eseryel, a Management Information Systems researcher at the College of Business, East Carolina University, observed the implementation of a new company-wide IT system at a mid-sized medical diagnostic equipment company at the invitation of its senior management. During the implementation process, the author did first-hand research while working on many different Enterprise Resource Planning teams. Working as a member of the team, the author became a participant observer of the change process.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

The purpose of this paper is to contribute to the development of understanding of the social processes involved in business engagement and understanding of the role of knowledge transfer practitioners. It is also to provide the first outlines of a theoretical framework of business engagement between higher education institutions and business, through the lens of complexity theory.

The paper draws on research that explored the actions of a group of actors within a university Business School as they attempted to develop a range of business engagement activities. The data were analysed using a narrative event sequence methodology designed to deal systematically with the relationship between events occurring over time. The events were linked into a progression to create temporal maps which provided the basis for data collection and conceptual analysis.

A space of possibilities was created by participants in the faculty to engage with industry that was adjacent to the teaching and learning space. The adjacent space set out to provide the business development team different expectations they could exploit to generate new interactions beyond the boundaries of the teaching and learning space. It was for the business development team to exploit the generative potential of the adjacent space by creating emergent events which developed halting as a non‐linear progression that juxtaposed extinction and emergent events. In their interactions the business development managers had continually to reconcile the tension between compliance and generative potential through use of individual judgement.

In developing business engagement activity consideration should be given to the contradictory world the business development managers act within and the constraints they experience. Through the examination of the events, lessons can be learned that enhance the generative potential of the business development manager.

The theoretical outline of this paper provides an initial framework within which to examine the role of the business development manager.

The purpose of this paper is to answer the increasing calls to analyse how lending relationship between banks and their small- and medium-sized enterprises (SMEs) work. More precisely, the main aim is to investigate the lending approach(es) and criteria used by banks to assess loan applications from their relationship-managed (RM) SMEs’ clients. Other objectives include investigating the level of congruence in terms of lending practices and processes among the sample banks in New Zealand (NZ) and to discern how the assessment of the SME owner/manager is done within the relationship-banking framework.

The research objectives concern investigating processes and not variances. Thus, a qualitative research approach was used. Extensive data was collected via interviews across representative banks in NZ and thematic analysis was used to analyse the data.

The findings include a detailed analysis of how relationship banking actually works; how in NZ, the main bank brands use three criteria of lending (financials, security and character) as a framework of assessing loan applications from RM-clients – which is different from the character, capital, capacity, conditions, and collateral (5Cs) that are widely used and discussed as the framework of lending; and an elucidation as to why and how character assessment is different from the other criteria of lending.

To the best of authors’ knowledge, this is the first study to investigate the mechanisms and processes that banks use to deal with their RM-SMEs, show the existence of a different framework of lending other than the 5Cs and attempt an explanation as to why character evaluation is different from that of the other criteria of lending.