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Managing IT with firm performance (FM) has always been a debatable topic in literature and practice. Prior studies examining the above relationship have reported mixed results and have yet ignored the eminent managing IT practices. The purpose of this paper is to empirically investigate the relevance of Val-IT 2.0 practice in managing IT investment, and its mediating role in the FM context.

This paper is developed on two themes of literature. First, managing IT as a firm’s IT capability in order to generate value from IT investment. Second, IT as a firm’s resource under resource-based view offers firm’s competence that deploys potentials in achieving FM. The structural equation modeling with partial least squares techniques used for analyzing data collected from 176 organization’s IT, and business executives in China.

The results of this study show empirical evidence that Val-IT’s components (value governance, portfolio management, and investment management) are significantly linked to the management of IT (MIT), and it found to be a significant mediator between Val-IT components and FM.

This research contributes to the literature and practice by way of highlighting the value generation through managing IT on FM.

This study is fully based on Val-IT 2.0 with the FM where the managing IT mediate this relationship in a country-specific study in China. This study adds to the Chinese information system literature which suffers the lack of empirical studies in the context of MIT research.

Though prior studies have attempted to explore the various effects of managing information technology (IT) investment on firm performance, the mechanism through which management of IT impact on firm performance rests less clear. The purpose of this study is to examine the impact of managing IT and business-IT alignment on firm performance.

Drawing on the resource-based theory and process theory, this study examines how managing IT impacts business-IT alignment and firm performance. The primary survey of 182 responses from IT and business managers from Sri Lanka was empirically examined.

The findings reveal that managing IT has a positive and strong impact on business-IT alignment and firm performance. Further, business-IT alignment partially mediates between managing IT investment and firm performance relationships.

Today, businesses have invested a massive amount of money in IT investment, and the return on this investment is always a serious concern for managers and industry practitioners. This study finding proposes meaningful insights on managing IT, business-IT alignment and firm performance.

This study opens up the black box on the above nomological linkage and contributes to the literature by extending the theoretical lenses while suggesting insightful and practical implications.

The purpose of this paper is to illustrate how information technology (IT) governance supports the process of enterprise risk management (ERM). In particular, the paper illustrates how the Control Objectives for Information and related Technology (COBIT) framework helps a company reach its objectives by integrating and supporting the Enterprise Risk Management by the Committee of Sponsoring Organizations (COSO ERM) framework.

This paper explains how the integration between the two frameworks (COSO ERM and COBIT 5) can represent, for any organization, a good way to achieve the objectives of internal control and risk management and, more generally, corporate governance.

The paper identifies some gaps in the COSO ERM and illustrates how the COBIT framework facilitates the implementation of an adequate system of internal control.

The originality of the work presented here is in analyzing the COBIT 5 together with the COSO ERM framework. This paper highlights that is not enough to apply only an internal control framework for achieving the risk management and internal control system objectives. An IT governance framework, such as COBIT 5 is proposed as a tool that support risk management in order to develop an adequate system of internal control.

The purpose of this paper is to inform project management practice on the business benefits of building information modelling (BIM) adoption.

BIM needs to compete against well‐ingrained methods to deliver projects in a fragmented and rather traditional industry. This paper investigates 47 value propositions for the adoption of BIM under a multiple case study investigation carried out in Australia and Hong Kong. The selected case study projects included a range of public (1) and private (4) sector building developments of small and large‐scale. Findings are coded, interpreted and synthesised in order to identify the challenges and business drivers, and the paper focuses mainly on challenges and benefits for architectural and engineering consultants, contractors and steel fabricators. As a condition for the selection criteria all case studies had to be collaborating by sharing BIM data between two or more consultants/stakeholders. As practices cannot afford to ignore BIM, this paper aims to identify those immediate business drivers as to provoke debate amongst the professional and academic community.

Shared understanding on business drivers to adopt BIM for managing the design and construction process of building projects raging from small commercial to high‐rise.

The originality of the research reported in this paper is that it breaks from a proliferating series of articles on BIM as industry “aspiration” and as a “marketing” statement. The elicited drivers for BIM underwent industry, academic and peer validation.

A SUBJECT no doubt familiar to many of the engineering fraternity is that of the microbial degradation of metalworking coolants and lubricants—or more simply—the deterioration of these fluids due to contamination by microbes.

The Noise Upstairs (NU) is a monthly freely improvised (‘free improv’) music night with a home above a café bar in a mixed/student suburb of Manchester. This chapter uses the perspective of critical improvisation studies to reflect on aspects of a performance ethnography carried out by the authors, both of whom are performers and one of whom (Hunter) curates the NU night for the NU collective. Free improv is a post-1960s set of meta-musical practices related to but contesting both ‘jazz’, ‘free jazz’, ‘new music’ and ‘experimental’ music. In it, real-time co-creation and negotiation of social-and-musical relationships are paramount. Consequently, the question of whether a politics of sorts is enacted in the dialogic and multilateral socialities generated in free improv is a substantive one. In addressing it, the authors deploy some concepts from the ‘affective turn’ in social theory to review how the general milieu and out-of-the-hat ensemble-formation approach adopted at NU in fact enables a ‘minor’ micro-political practice of participating differently to be established there. Arising from that discussion, and in line with a key theme of the wider PARTISPACE study, the authors then discuss whether that politics might meaningfully (and usefully) be articulated in terms of ‘democracy’.

This chapter presents an analysis illustrating the evolution of information systems’ development based on three interdependent phases. In the first period, information systems were mainly considered as a strictly technical discipline. Information technology (IT) was used to automate manual processes; each application was treated as a separate entity with the overall objective of leveraging IT to increase productivity and efficiency, primarily in an organizational context. Secondly, the introduction of networking capabilities and personal computers (instead of fictitious terminals) has laid the foundations for a new and broader use of information technologies while paving the way for a transition from technology to its actual use. During the second phase, typical applications were intended to support professional work, while many systems became highly integrated. The most significant change introduced during the third era was the World Wide Web, which transcended the boundaries of the Internet and the conventional limits of IT use. Since then, applications have become an integral part of business strategies while creating new opportunities for alliances and collaborations. Across organizational and national boundaries, this step saw a transformation of IT in the background. These new ready-to-use applications are designed to help end-users in their daily activities. The end-user experience has become an essential design factor.