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Process mapping is an essential tool for business process re‐engineering. During the initial steps of business process re‐engineering process mapping is used to evaluate the existing processes and to identify their non‐value added activities. Presents a method for determining the most economical way to determine the levels of process mapping for the purpose of re‐designing. Using this approach, the process designer can determine how many levels of process mapping are required for a given process and how much it is likely to cost. Accordingly, this approach is a more realistic tool for budgeting for process mapping costs and for determining the cost‐effective level of mapping. This approach is based on balancing the usefulness against the cost of collecting the information through process mapping. The main benefit from this approach is an overall reduction in the cost of business process re‐engineering. Therefore this approach may be referred to as the least cost process mapping. This is because this method can be used to determine the optimum level of process mapping and the least cost of process mapping.

If building and nurturing a learning organization is not a random chance, the question of where organizations should start is patent. Because learning culture is one of the core components of learning organizations, it is wondered how individuals and organizations contribute to this phenomenon. Under an interactional perspective, the authors explore the cross-dynamics between learning resources, structure and support (organizational level), and self-directed learning (individual level).

The authors conducted qualitative and exploratory research in Spring 2021 in France. They used semi-structured interviews with HRMs and a Delphi panel as the main instruments. This dual approach brings a reflexive and complementary dialogue to the research question.

The results show that non-learning organizations took advantage of the Covid-19 period. They created a learning biotope and fostered learning dynamics. Although this biotope acted as a learning marketplace and lacked guidance, individuals interacted with this learning biotope. They took learning initiatives and developed their self-directed learning. This understanding argues for constant interaction and co-influence between organizations and individuals to build and nurture a learning culture.

There is little discussion on how individuals and organizations contribute to building and nurturing a learning culture from an interactional perspective. Furthermore, literature on learning organizations considers self-directedness as a whole, considering self-directed learning as a characteristic and a process sharpens thinking. On methodological concerns, the authors used a dual qualitative approach with interviews and Delphi for the first time in research on learning organizations.

This paper presents a method designed to measure the value of Knowledge Based Systems (KBSs) to the employees involved in their development, implementation and use at an organisation. The method is based upon the scoring approach to valuation. The major advantage of using this approach stems from the fact that many KBSs are typified by numerous intangible benefits and costs. Traditional cost benefit models are unable to account for the contribution of intangible benefits to the value of an evolving KBS project. The method presented here overcomes this difficulty by using managers, users, and experts involved in a KBS project to measure its perceived value from both tangible and intangible sources. It produces an overall measure of value which is separated into three critical categories ‐ time, finances, and quality. Time and finances are tangible, while quality is intangible. These categories are meaningful to decision makers at all organisational levels and are critical in making an informed investment decision. The paper applies the method to two KBS projects from a large manufacturing and sales organisation. Suggestions are made for practical uses to which the method can be applied.

The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that intellectual assets and resources can be utilised much more efficiently and effectively if organisations apply knowledge management techniques for leveraging their human resources and enhancing their personnel management. The human resources departments are well positioned to ensure the success of knowledge management programs, which are directed at capturing, using and re‐using employees’ knowledge. Through human resources management a culture that encourages the free flow of knowledge for meeting organisational goals can be created. The strategic role of the human resources department in identifying strategic and knowledge gaps using knowledge mapping is discussed in this paper. In addition, the drivers and implementation strategies for knowledge management programs are proposed.

Current advances in information technology and, in particular, computer‐aided design/computer‐aided manufacturing (CAD/CAM) and enterprise resources planning (ERP) systems, have led organisations to undertake significant investments in these systems. Next generation manufacturers require both systems to maintain or gain a competitive advantage, reduce risks and improve productivity and viability. In addition, recent attention to the implementation of CAD/CAM systems highlights their important role in automating complex design and next generation manufacturing processes. In the next millennium more manufacturers are likely to implement CAD/CAM and ERP systems and hence issues in the integration of CAD/CAM with ERP systems must become a major concern. Accordingly, this paper will: explore the problems of integration of CAD/CAM systems with ERP systems; study how the severity of these problems relates to CAD/CAM integration success; propose a set of critical success factors (CSF) for the integration of CAD/CAM with ERP systems; suggest hypotheses to study the relevance of these CSF for successful integration of CAD/CAM with ERP systems. In addition, the paper also demonstrates the importance of successful integration of CAD/CAM systems with other applications for next generation manufacturers. These findings suggest that integration of CAD/CAM systems with ERP systems is complex, involving many factors.

This paper aims to present a conceptual framework for selecting and developing e‐government applications as part of an overall coherent strategy of e‐government service delivery (EGSD).

The framework proposed in this paper builds on and expands prior literature in the areas of e‐government and service delivery in organizations. Specifically, the framework extends Heskett's work in service delivery in organizations to the area of e‐government.

The strategic operations management framework for EGSD developed in this paper represents a response to the need for a more strategic point of view on the electronic delivery of government services. The framework consists of seven building‐blocks – four basic elements: market segmentation, service mode development, operations‐strategy redesign, and service delivery, in addition to three integrative elements: differentiation, leverage of value and alignment of strategy and system.

The framework fills two important voids in the area of government transformation to provide electronic services. First, it provides a precise framework and steps to implement successful e‐government applications. Second, the framework provides a tool for researchers through which e‐government studies can be organized and developed.

The framework developed in this paper is flexible enough to be adopted by governments at different levels; federal, state, or local and by developed and developing countries around the world. Further, it realizes the importance of having an integrated plan for e‐government projects.

The framework developed in this paper guides delivering government services over the internet projects world‐wide. Also, it recognizes the ripple effect of fluctuating service levels before delving into an e‐government project.

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.

Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.

TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.

The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.