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The main focus of the requirements engineering (RE) literature has been on the technical aspects related to the RE projects. Research has largely focused on the specific methods for collecting the requirements for an information system. Much less research has been conducted on the social and collaboration aspects of RE. To fill this gap, this paper aims to study the contribution of social factors, such as social ties, knowledge sharing and flexibility, for successful collaboration in RE teams.

The research followed the case study methodology. Data were collected from a successful RE and development project in a public sector company in Finland. The model for social collaboration by Kotlarsky and Oshri (2005) was applied as a starting point for analysis, but new concepts emerged during the coding process.

The results suggest that human-related aspects, such as flexibility, collective knowledge and transactive memory, were important for successful collaborative work in the RE team studied. The results show a clear connection between the collaboration factors in the RE process and the success of the end product.

The article fills a clear gap in the RE literature. It shows that human-related aspects are important in the RE process. This opens up new research avenues, such as investigating the effect of human-related factors on the whole lifecycle of a project.

In large system development efforts organizational and managerial issues are often more challenging than technical ones. One of the key concerns of managers is the control and evaluation of the overall development effort. The purpose of this paper was to analyze the evaluation of system development process in a setting where there are multiple stakeholders in multiple organizations that develop a common information system (IS). The case is a consortium of universities that has developed a common student registrar system over a period of more than ten years.

The authors used a social process model to analyze the episodes and encounters in the system development and evaluation process. The research approach can be characterized as action case.

The authors found that in the early stages of system development the evaluation was emergent or even non‐existent. As the system was developed further and issues, such as delays and missing features, arose, there was a need for better control of the process. Thus, the evaluation process evolved through a series of critical encounters into a more proactive one.

The authors studied only one case so broad generalizations directly from the case cannot be made. However, the results could hold true for similar settings. The authors believe that the results are interesting to both researchers and practitioners since in outsourcing relationships the consortium kind of arrangement is becoming more common.

The authors analyze the evolution of IS evaluation processes in a setting with multiple client and vendor organizations and reveal the complexities of system evaluation in such settings. Moreover, they introduce three new concepts: reactive, transitional and proactive evaluation processes. These concepts can help researchers and practitioners to better understand the nature of the IS evaluation processes and to possibly choose an evaluation approach that has a better “fit” with the development situation at hand.

The purpose of this paper is to contribute to the discussion on enterprise resource planning (ERP) system adoption by investigating the relationship of enterprise size to the objectives and constraints of ERP adoption.

In the paper, survey data, based on the responses of 44 companies, are analyzed, by dividing the companies into small, medium‐sized, and large enterprises; and comparing these groups, using statistical methods.

The paper finds significant differences exist between small, medium‐sized and large enterprises regarding the objectives and constraints of ERP system adoption. While small enterprises experience more knowledge constraints, large enterprises are challenged by the changes imposed by ERP adoption. Further, large and medium‐sized enterprises are more outward‐oriented in ERP adoption than small enterprises. Business development, as opposed to mere efficiency improvement, while being the most prevalent objective for ERP adoption in all the company groups, is considered especially important by medium‐sized enterprises. Finally, the findings suggest that, instead of considering small and medium‐sized enterprises as one homogeneous group of smaller enterprises, differences between these two groups of companies should be acknowledged in information system adoption.

The paper shows that the Finnish context and the sample size should be taken into consideration when generalizing the findings.

The paper points out the differences in objectives and constraints between companies of different sizes that should be acknowledged in ERP adoption.

Instead of resorting to the customary approach of considering small and medium‐sized enterprises as a homogeneous group of smaller enterprises, this study acknowledges the differences between these two groups of companies.

The application of business process methods in the domain of disaster response management (DRM) is seen as promising approach due to the similarity of business processes and disaster response processes at the general structure and goals. But up to now only a few approaches were able to handle the special characteristics of the DRM domain. Thus, the purpose of this paper is to identify the existing approaches and analyze them for the discussion of general requirements for applying methods and tools from business process management to DRM.

A structured literature review covering a wide field of information system-related publications (conferences and journals) is used to identify and classify general requirements discussed as the state of the art.

The work in this paper resulted in a suitable classification of requirements for the development of process-oriented DRM approaches deduced from the existing work. This was used to outline and analyze the current research landscape of this topic and identify research gaps as well as existing limitations.

Although the review of the state of the art is based on a wide set of publication databases, there may exist relevant research papers which have not been taken into consideration.

The elaborated requirements provide value for both the research community and practitioners. They can be considered to develop new or improve existing DRM systems and, thus, to exploit the potentials of process-oriented IT in supporting DRM in the case of disaster.

This study intends to find the industries that have leveraged Robotic Process Automation (RPA) technology and elucidate the extent of the adoption of RPA in various industry domains with benefits. The identification of tasks eligible for RPA itself is a challenge. Therefore, the study further brings out the challenges faced in various industry verticals and postulates the future direction of research and applications in RPA.

The study focuses on articles from popular databases such as SCOPUS, Web of Science and Google scholar. PRISMA methodology is used for systematic literature review and 113 papers are shortlisted for study. Three questions are framed to carry out the review and set the research direction.

It is evident from this study that RPA has been widely used in banking and related areas with moderate use in healthcare and manufacturing leading to operational efficiency and productivity. However, there are a lot more opportunities in other domains that need to be taped by leveraging technology advancements and a research agenda has been devised by postulating future directions.

The study brings out a new comprehensive perspective as regards RPA implementation across domains. There is no promising study found that gathers three-dimensional aspects of the meta-themes applications, benefits and challenges. The study summarizes the research agenda and projects the industry domains that have not yet explored, the benefits of RPA. This will be a good reference article for those who develop RPA techniques and organizations that have plans to go for RPA.

The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global transformation of the company’s customer service processes and infrastructures. The authors highlight 12 lessons learned from the transformation, which Hilti referred to as the Global Contact Center (GCC) program.

The authors analyze Hilti’s GCC program based on first-hand experience. Hilti applied an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-peer knowledge transfer, and helped to overcome reluctance to change.

The analysis of Hilti’s approach to its new customer service management reveals a number of simple, yet, critical lessons learned regarding leveraging IT-driven business value through global process transformation.

The case report can help researchers to further theorize about IT-enabled process transformation. The GCC program resulted in significant improvements in the performance and quality of customer service processes and enabled transparent reporting and performance measurement on a global scale.

Overall, the GCC case provides an illustrative example of successful process transformation at the global level that also demonstrates implementation challenges. As such, the case report can help practitioners in planning and executing similar projects toward customer service excellence.

Hilti’s GCC case not only provides fresh insights into a successful process transformation. As it focusses on customer service, it also concerns an application area that has received little in the way of attention from process transformation research.

The purpose of this paper is to introduce a novel role model-based approach for modelling collaborative business processes. The authors present an architecture for subject-oriented business process modelling relying on the role concept and the demonstration of collaboration patterns expressed by role models.

The authors present a literature review and they identify requirements for collaborative business process modelling. Moreover, roles are introduced as the enabling concept for collaborative business process modelling. The concept of roles offers a dynamic type aspect as a linking element to business process modelling as well as the ability to model collaboration aspects as they are central elements of social software.

The authors propose a role-based approach to use the potential of social media for business process modelling of collaborative processes. The approach helps to overcome traditional business process modelling drawbacks like “model-reality divide” and “lost innovations.”

The proposed approach and derived prototype architecture have not been tested yet and therefore still need to be empirically proved and verified. However, the conceptual work will help other researchers as well as practitioners to further elaborate the model and to develop prototypes.

The paper includes implications for the improvement of business process modelling in team-based and knowledge-centric organizations, which strive for an optimization of collaboration management.

This work is the first to introduce a role model-based approach to overcome traditional drawbacks of business process modelling.

This paper presents a structured literature review of studies on IT-enabled organizational transformation to determine the state of the art and to identify areas for future research.

We collect 201 academic publications on IT-enabled organizational transformation and analyze them from three perspectives: a publication perspective, a research perspective and a conceptual perspective.

From a publication perspective, we identify and synthesize the seminal works to provide a brief history of research on IT-enabled organizational transformation. From a research perspective, we show that studies in this area have seldom been grounded in theory and have predominantly used qualitative approaches, while only a few studies have drawn from quantitative data. From a conceptual perspective, we show that most research has studied higher levels of transformation, especially process redesign.

This review presents the landscape of the literature on IT-enabled organizational transformation, which provides a foundation for future research.