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Cyber risk has significantly increased over the past twenty years. In many organizations, data and operations are managed through a complex technology stack underpinned by an Enterprise Resource Planning (ERP) system such as systemanalyse programmentwicklung (SAP). The ERP environment by itself can be overwhelming for a typical ERP Manager, coupled with increasing cybersecurity issues that arise creating periods of intense time pressure, stress and workload, increasing risk to the organization. This paper aims to identify a pragmatic approach to prioritize vulnerabilities for the ERP Manager.

Applying attention-based theory, a pragmatic approach is developed to prioritize an organization’s response to the National Institute of Standards and Technology (NIST) National Vulnerability Database (NVD) vulnerabilities using a Classification and Regression Tree (CART).

The application of classification and regression tree (CART) to the National Institute of Standards and Technology’s National Vulnerability Database identifies prioritization unavailable within the NIST’s categorization.

The ERP Manager is a role between technology, functionality, centralized control and organization data. Without CART, vulnerabilities are left to a reactive approach, subject to overwhelming situations due to intense time pressure, stress and workload.

To the best of the authors’ knowledge, this work is original and has not been published elsewhere, nor is it currently under consideration for publication elsewhere. CART has previously not been applied to the prioritizing cybersecurity vulnerabilities.

The successful development of information systems for flexible manufacturing systems depends on several factors. Many studies have been investigating these factors during the development of information systems for various applications. Examines findings from the MIS literature and derives some lessons on how they can be used in the development of an information system for FMS.

The Internet is increasingly used by management professionals to support information gathering and research activities. However, the different sources of information on the Internet (i.e. electronic journals, online databases, messages posted to groups of readers, and e‐mail) must be carefully utilized by the prudent manager. In particular, examines three issues surrounding the use and citation of information received via the Internet. The first issue addresses problems surrounding the accuracy and recency of information obtained on the Internet. The second issue focusses on properly categorizing the type of information received. The last issue examines how to reference properly information obtained from the Internet that is used in academic and industrial research. Concludes with a section on ethical issues related to electronic media.

The Internet is increasingly used by management professionals to support information gathering and research activities. However, the different sources of information on the Internet (i.e. electronic journals, online databases, messages posted to groups of readers, and E‐mail) must be carefully utilized by the prudent manager. In particular, examines three issues surrounding the use and citation of information received via the Internet. The first issue addresses problems surrounding the accuracy and recency of information obtained on the Internet. The second issue focuses on properly categorizing the type of information received. The last issue examines how to reference properly information obtained from the Internet that is used in academic and industrial research. Concludes with a section on ethical issues related to electronic media.

Accelerating the process by which new products are introduced to the marketplace has become a strategic imperative in many markets. An emerging precondition for new‐product development success is the integration of information technology with innovative management practices. The purpose of this paper is to demonstrate how the integration of Internet and Intranet applications with the stage‐gate process can support and accelerate new product development. This research provides insight into the key role Internet technology can play in facilitating information dissemination, process improvements, reductions in time and costs, and improved project management.

Determining the number of circulating kanban cards is important in order effectively to operate a just‐in‐time with kanban production system. While a number of techniques exist for setting the number of kanbans, artificial neural networks (ANNs) and classification and regression trees (CARTs) represent two practical approaches with special capabilities for operationalizing the kanban setting problem. This paper provides a comparison of ANNs with CART for setting the number of kanbans in a dynamically varying production environment. Our results show that both methods are comparable in terms of accuracy and response speed, but that CARTs have advantages in terms of explainability and development speed. The paper concludes with a discussion of the implications of using these techniques in an operational setting.

Sets out to examine earned value management (EVM), a project management technique that relates resource planning to schedules, technical costs and schedule requirements.

Provides an example of how EVM can be implemented in a data warehouse project and how it can be used as a tool to diagnose and solve problems.

EVM is based on the belief that the value of the project increases as tasks are completed and therefore the earned value of a project is a measure of the real progress of that project.

Offers a significant analysis of EVM, its benefits and pitfalls.

“Turf Wars” between corporate management information systems (MIS) and corporate manufacturing threaten the success of computer integrated manufacturing (CIM). Co‐operation between MIS and manufacturing is essential in the planning, design and implementation of cross‐functional information systems, and it is information systems that are the biggest source of CIM failure. Takes the position that both MIS and manufacturing have been slow to recognize their contrasting corporate cultures and to deal with resolving the conflict between the two groups. In order to understand the conflict between MIS and manufacturing better, identifies the technical and organizational differences. From this, identifies seven “points of conflict” specific to identifying CIM implementation that are the focal point of the “turf wars”. Presents a framework for resolving the MIS/manufacturing conflict, based on prior research in organizational diversity. The goal is to resolve conflict by understanding and leveraging diversity, not by diminishing it. Proposes an empirical research agenda to test the framework. In conclusion, recommends collaborative research between the MIS and manufacturing communities to study the technical and organizational issues related to CIM.

The literature on software project management is extended into the broader domain of large‐scale IS management by studying enterprise‐wide system upgrade projects. In particular; examines the role that the intervention of project management practices (formal project methodologies and outsourcing) play in large and/or complex IS projects, which result in good project performance.

A survey instrument was completed by 449 information systems managers about a specific upgrade project. The primary analytical approach used was structural equation modeling (SEM).

It was found that neither project complexity nor project size are good indicators of meeting a project's target date. Large projects that adopted formal project management practices were more probable to meet the project target date. Projects with a high degree of complexity which involved outsourcing and adopted formal project management practices, were more likely to meet the project target date.

Clearly, the message to managers of IS projects is to establish a project methodology, especially in large, enterprise‐wide projects, and when some degree of outsourcing is required.

Future research should consider additional measures of performance such as cost, end‐user satisfaction and business value.

Much had been written in the literature about how large, complex IT projects have high failure rates. Our study provides conclusive evidence that, the greater the degree of methodology implementation, the greater the chance for meeting the project's target date. Prior to this research, this had not been explicitly shown in the research literature.