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Project managers in information systems play a central role in the development, maintenance, and enhancement of software. Software metrics assist these managers in identifying opportunities for process improvement and help quantify software characteristics. Weaknesses in the traditional approaches to measuring reliability have led to the development of software metrics. The interpretation of software metrics can be critical to making effective responses in the management information systems’ decision‐making processes. This paper gives insight into the use and understanding of some software metrics.

When forecasting intermittent demand the method derived by Croston (1972) is often cited. Previous research favorably compared Croston's forecasting method for demand with simple exponential smoothing assuming a nonzero demand occurs as a Bernoulli process with a constant probability. In practice, however, the assumption of a constant probability for the occurrence of nonzero demand is often violated. This research investigates Croston's method under violation of the assumption of a constant probability of nonzero demand. In a simulation study, forecasts derived using single exponential smoothing (SES) are compared to forecasts using a modification of Croston's method utilizing double exponential smoothing to forecast the time between nonzero demands assuming a normal distribution for demand size with different standard deviation levels. This methodology may be applicable to forecasting intermittent demand at the beginning or end of a product's life cycle.

With the growth of worldwide e‐commerce, companies are increasingly targeting foreign online consumers. However, there is a dearth of evidence as to whether global consumers prefer to browse and buy from standardized global web sites or web sites adapted to their local cultures. This study provides evidence from five different countries as to whether global consumers prefer local web content or standardized web content. The study also measures how the degree of cultural adaptation on the web affects consumer perception of site effectiveness.

Protection motivation theory (PMT) explains that the intention to cope with information security risks is based on informed threat and coping appraisals. However, people cannot always make appropriate assessments due to possible ignorance and cognitive biases. This study proposes a research model that introduces four antecedent factors from ignorance and bias perspectives into the PMT model and empirically tests this model with data from a survey of electronic waste (e-waste) handling.

The data collected from 356 Chinese samples are analyzed via structural equation modeling (SEM).

The results revealed that for threat appraisal, optimistic bias leads to a lower perception of risks. However, factual ignorance (lack of knowledge of risks) does not significantly affect the perceived threat. For coping appraisal, practical ignorance (lack of knowledge of coping with risks) leads to low response efficacy and self-efficacy and high perceptions of coping cost, but the illusion of control overestimates response efficacy and self-efficacy.

First, this study addresses a new type of information security problem in e-waste handling. Second, this study extends the PMT model by exploring the roles of ignorance and bias as antecedents. Finally, the authors reinvestigate the basic constructs of PMT to identify how rational threat and coping assessments affect user intentions to cope with data security risks.

This study aims to assess the effect of peer evaluations on team-level effort, productivity, motivation and overall team performance.

This study explores the impact of a peer evaluation system on 895 multicultural and transnational global virtual teams (GVTs) composed of 5,852 university students from 130 different countries. The study uses a quasi-experiment in which the group project is implemented under two conditions over two sequential iterations. In the first condition, team members do not receive peer evaluation feedback during the project. In the second condition, participants completed detailed peer evaluations of their team members and received feedback weekly for eight consecutive weeks.

Results suggest that when peer evaluations are used in GVTs during the project, teams show: higher levels of group effort; lower levels of average productivity and motivation; and no clear evidence of improved team performance. Results cast doubts on the benefits of peer evaluation within GVTs as the practice fails to reach its main objective of improving team performance and generates some negative internal dynamics.

The major implication of the study for managers and educators using GVTs is that the use of peer evaluations during the course of a project does not appear to improve objective team performance and reduces team motivation and perception of productivity despite increases in teams’ perceptions of effort and performance.

This study contributes to the scanty literature regarding the impact of peer evaluation systems on group-level dynamics and performance outcomes.