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In this chapter, the authors argue that organizational controls are best depicted and studied as sets of control configurations. Concepts from extant control research streams describing basic control elements as well as ideal types of control systems are used to identify and classify control configurations. The authors present compositional distinctions among four control configurations using a decade-long case study of a start-up company. By displaying how specific control elements are simultaneously distinct and intertwined in this company, the authors reveal significant theoretical insights that can assist scholars in distinguishing between different configurational patterns and in comprehending dynamics present in holistic perspectives of control. The authors conclude by discussing how conceptualizing controls as configurations most accurately reflects both organizational and managerial practice in ways that can motivate the development of new theories and approaches to studying this key aspect of organizational design. Because control configurations inherently reflect interdisciplinary concerns, and because such configurations affect the attainment of strategic goals, this work provides findings and ideas that fit the interests of a broad audience.

This chapter describes development and main achievements of the Belarusian IT sector which is today considered by experts to be the most promising and progressive part of the national economy. Special attention of the analysis is given to the governmental policy to stimulate information and communication technology sector growth through special legal regulations (e.g., High-Tech Park as favorable business environment for IT business since 2005) and efforts to promote transition of Belarus to the “IT country” through number of national programs and legislative instruments, including the President's Decree on Digital Economy Development (2017). Main scenarios of the Belarusian IT sector future development are proposed and analyzed, including risks and opportunities on such four paths as being the global IT development outsourcing provider; exponentially growing own software product companies; becoming the regional or even global cryptocurrency hub; integrating IT in all parts of the domestic economy in order to build Industry 4.0 and digital society.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

Research on international experience notes its positive influence on subsequent international expansion by firms. We test this relationship in the context of the Indian software industry whose offerings, unlike many other services, are storable implying that delivery can be separated from production.

We analyzed the domestic expansion of a sample of publicly listed Indian software firms over the period 2000–2009 with help of Poisson regression.

We find that even internationally experienced Indian software firms might prefer to expand domestically because of limited financial and managerial resources and concerns about diluting their cost advantage. The storable and separable nature of software services will support this strategy of serving clients remotely. The domestic expansion of assets will, however, be slower for firms with the highest level of industry accreditation. It will also be slower if there are institutional pressures in the form of rivals locating development centers near clients in developed countries.

Our results demonstrate that international experience alone is not sufficient for firms to expand overseas.

This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

This chapter derives from desk research, interviews, and direct involvement in the project. The format is a case study, setting out a detailed timeline of events with information that can be applied in other settings.

This chapter presents reflections on the value and limitations of collaboration amongst libraries and librarians on an innovative approach to library systems and technologies. It also presents reflections on lessons learned from the processes and detailed discussion of the success factors for shared services and the reasons why such initiatives may not result in the outcomes predicted at the start.

Libraries and IT services considering Open Source and shared service approaches to provision will find material in this study useful when planning their projects.

The nature of collaboration and collaborative working is studied and observations made about the way that outcomes cannot always be predicted or controlled. In a genuine collaboration, the outcome is determined by the interactions between the partners and is unique to the specifics of that collaboration.

The case study derives from interviews, written material and direct observation not generally in the public domain, providing a strong insider’s view of the activity.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

The impetus for this paper was the recognition, based on recent surveys and our own experiences, that organizations face special challenges when designing and validating selection procedures for information technology (IT) workers. The history of the IT industry, the nature of IT work, and characteristics of IT workers converge to make the selection of IT workers uniquely challenging. In this paper, we identify these challenges and suggest means of addressing them. We show the advantages offered by the modern view of validation that endorses a wide spectrum of probative information relevant to establishing the job relatedness and business necessity of IT selection procedures. Finally, we identify the implications of these issues for industrial/organizational psychologists, human resource managers, and managers of IT workers.

Both private and public sector organizations continue to be challenged by the need to determine and assess the applicability and viability of information technology (IT) advances to their situations. Traditionally, IT has not been perceived as a major contributing factor in developing and supporting the strategic direction of organizations. Yet the many diverse advances in IT can present both positive and negative influences on an organization especially in a rapidly changing global environment. Some organizations do not conduct formal strategic planning due to a perception that the effort will be outdated before it is completed. Others may undertake the planning process but fail to continue to implementation. Regardless of whether there is formal, informal, or non-existent strategic planning, the importance of assessing relevant IT advances is seldom considered as a critical factor to be integrated into an organization’s long-term direction.

This chapter utilizes both primary research and case studies to propose that IT advances need to be appropriately incorporated into an organization’s strategic direction. Supporting rationale will be presented for a variety of private and public sector entities and situations. Some IT advances that are addressed include the following:

• Stakeholder involvement in assessing appropriate IT advances

• Technology strategy planning for mergers and acquisitions

• Mobile device integration in future organizational planning

• IT outsourcing vs. insourcing implications

Stakeholder involvement in assessing appropriate IT advances

Technology strategy planning for mergers and acquisitions

Mobile device integration in future organizational planning

IT outsourcing vs. insourcing implications