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Describes how IS (information systems) units are currently applying balancing mechanisms to help them address the limitations of organizational structure. IS units require organizational structures that both facilitate partnerships with business unit clients and enable tight co‐ordination of computing platforms to strengthen the technology infrastructure. For years, IS executives have recognized that the structure that best supports each objective is counterproductive for the other objective. Thus, they have periodically undertaken major restructuring, which has the effect of alternating between the objectives rather than addressing them simultaneously. Today’s IS executives, however, are increasingly attempting to achieve partnership and infrastructure development simultaneously by implementing balancing mechanisms: structural overlays and process enhancements that leverage the strengths of an existing organizational structure while compensating for its limitations. Balancing mechanisms enable the IS function to work towards those dual IS management goals simultaneously, as well as to respond more quickly to today’s competitive environment. Also describes individual balancing mechanisms used in Fortune 500 firms and a strategy for implementing suites of mechanisms to achieve IS management goals.

investigate and analyze the aspects of legitimation, theorization and trends for the evolution of research in information technology governance (ITG) in Brazil, according to researchers familiar with the matter.

By means of a qualitative and quantitative research of exploratory-descriptive approach, the Delphi method was applied using a questionnaire supported by content analysis.

ITG is an increasingly interdisciplinary research field, with significant help from other fields of knowledge, such as administration, computer science and engineering. The main means of ITG publication are periodicals (MISQ, JMIS, JISTEM RESI), scientific events (AMCIS, ECIS, HICSS, EnANPAD, CONTECSI) and researchers, such as Peter Weill and Edimara Mezzomo Luciano. Best practice models are the most significant theoretical frameworks, and the main trend of research are on emerging technologies such as cloud computing and Internet of things (IoT) in the context of ITG.

To the unavailability of some researchers to participate in the second phase of the Delphi research performed, as well as the non-completion of a third Delphi round. Likewise, the “Block B (open answer questions)” it was not contemplated in the second phase for a new collection of answers, which could partially change the results presented here.

The results show important insights for ITG researchers that can allow new researches about its applications, jointly reflecting on relevant aspects for the advancement of this research field.

There are several research contributions to broaden the discussion and the evolution of this new scientific field in Brazil and that can be grouped for each set of stakeholders: academia and related researchers; the practicing community of business managers and private and public organizations; the academic legitimizing bodies; the non-academic legitimating bodies and researchers from other areas of knowledge.

ITG is a concept that emerged as part of corporate governance (CG), which has evolved as an emerging theme and is expanding in the international academic arena. However, the current stage of legitimation, theorization and trends of ITG in the Brazilian researches are lacked greater understanding, in order to provide better targeting for new researches.

To explain how information technology (IT) governance enables an organization to achieve three vital objectives: regulatory and legal compliance, operational excellence, and optimal risk management.

Describes the role in IT governance of functions such as value creation (distilling company's mission and strategic direction into business needs for IT applications), value delivery (formal project management methodology and system development life cycle), value preservation (integrated control and risk management program), resource management, performance management (capability maturity model, balanced scorecard, Six Sigma), and oversight. Describes governance frameworks such as COBIT, ITIL, and ISO/IEC 17799: 2000. Offers advice on getting started.

When governance is effective, IT becomes a valued asset, inseparable from the business and regarded as an asset, not a cost.

Helps a compliance officer think about the connection between effective IT and compliance systems.

Reckons the success of technology initiatives depends on whether the person responsible for implementation has the required incentives, authority and credibility required in the organization. Uses figures to aid in explanation of dimensions in IT investments, responsibility and budget distribution. Concludes IT people must understand business strategy has been beaten to death as nowadays business people often have to understand the implications of technology for their business.

Decision Analysis, Management Information Systems, Strategic Management, Organizational Development, Financial Management, Risk Management.

MBA-1 (Decision Analysis), MBA-2 (MIS).

On a beautiful October morning in 2011, the CEO of a mid-size oil marketing company located in Nairobi, Kenya has to make a tough decision whether to upgrade their current B1 system to a bigger version of SAP. Abbas, the new Information Communications Technology (ICT) Director of Zaidi Group, was worried that Zaidi was building a bigger and bigger company on top of a more and more small enterprise resource planning system. Abbas's fears also include RedLock's past inefficiencies. Kariuki, the Finance Director, on the other hand was into the fear of overspending in a huge information technology (IT)system where current functionalities required can be addressed by a smaller system through add-ons, customization and development.

Demonstrate some tools in decision analysis for problems with multiple objectives including some issues indecision framing and cognitive inertia; Raise the issue for fundamentally changing a firm's infrastructure; Demonstrate the alignment of IT strategy to Business Strategy.

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In 1990 we compiled an annotated bibliography of official state lists of endangered, threatened, and rare species. In gathering information for that bibliography, which appeared in Reference Services Review in Spring 1991, we found numerous unofficial sources of state lists, such as those developed by universities, institutes, and Natural Heritage Programs, which also provide valuable information on statuses of endangered, threatened, and rare species. A comprehensive search for unofficial lists results in this second bibliography.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.

The authors evaluate financial stability and capital flows management objectives of capital controls in the context of four capital control events: removing or imposing controls on capital inflows and removing or imposing controls on capital outflows. The authors use synthetic control method to solve the endogeneity problem stemmed from the timing of capital control implementation. The authors find new evidence that capital controls are not consistently effective in reaching financial stability outcomes but are consistent in reaching capital flows management outcomes. The authors compare our results to estimates using difference-in-difference (DID) and carry out placebo analysis. Finally, we use synthetic DID to correct for the parallel trend bias and show that the results still hold.

It is important to infer and diagnose whether a negotiator is trustworthy. In international negotiations, people may assume that high-trust nations are more likely to produce more trustworthy negotiators. Does this assumption hold universally? This study aims to address this research question by investigating the relationship between national-level societal trust and individual-level trust in negotiations.

This study uses a cross-sectional research design and a sample of 910 senior managers from 58 nations or regions. The hypotheses are tested by hierarchical linear modeling.

This study draws on the dynamic constructivist theory of culture to propose moderated hypotheses. Results show that societal trust predicts individuals’ social perceptions of attitudinal trust in negotiations, only when cultural face norms are weak rather than strong; societal trust predicts individuals’ social perceptions of behavioral trust in negotiations (i.e. high information sharing and low competitive behavior), only when negotiators process information analytically rather than holistically.

This study is the first to examine the relationship between national-level societal trust (i.e. generalized trust) and individual-level trust in negotiations (i.e. particularistic trust). It uses a large-scale, multinational sample to show that relying on societal trust to infer trust in negotiations is valid only in Western societies.