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This paper aims to provide robust evidence of the “IT organizational assimilation capacity” mediating role and to propose a complementary model.

Based on theoretical proposition that IT business value is generated by the deployment of IT and complementary organizational resources, a research model was developed and two hypotheses were proposed. These are tested with a survey from 466 top managers in Italian companies. The 466 questionnaires were analyzed in two steps. In the first step, a series construct validation using factor analysis was performed in order to validate the scales. In the second step, a series of analyses using linear regression was performed between the two independent variables and the dependent variable to validate the mediator function of the IT organizational assimilation capacity.

Data suggest that most firms have not merged information system (IS) integration with the right complementary organizational resources. The findings also support the notion that competitive advantage does not arise from replicable resources, but from complex, firm‐specific and intangible resources and capabilities. The findings help to explain why some firms struggle while others flourish with the same ITs, and why IT‐based advantages tend to dissipate so rapidly.

The research suggests that ITs do not merge themselves automatically with human and business resources. Evolving Leavitt's organization diamond and using the paper's data it can be shown that ISs, process, change, flexibility and training are interrelated and mutually adjusting, so when ISs are changed the other components often adjust to dump out the impact of the innovation.

The proposed model can be used complementary to the requirements methods offered by the IS development methodologies, to mitigate their inherent defects in addressing social, organizational and other non‐technical issues, when developing a new IS.

This paper proposes a model to be used complementary to the requirements methods offered by the IS development methodologies

The purpose of this paper is to examine a model that supports the management, design and delivery of Healthcare Information Systems (HIS) training activities for older healthcare employees.

The study is carried out by means of a quantitative study.

The paper investigated older employees training management in Healthcare Information Systems and proposed a novel model. The model was tested by 139 healthcare employees and it was found that: older healthcare employees need to be trained on HIS; older healthcare employees should be trained by combining new technologies and considering theories on older employees training; given the many other pressures on today's clinicians, and health care workers' relative lack of experience with computing, there should be a well organized and managed training process; and healthcare organizations should realize the benefits to be gained by well managed training processes and should support their employees.

At the theoretical level the paper extends the body of literature and it proposes a validated model that can be replicable.

At the practical level this research demonstrated that by using the proposed model older employees in the healthcare sector can be trained on Healthcare Information System in a more organized way, can improve their skills, and can seek new career paths.

The relationships between tourist resorts and transnational crime are rarely analyzed systematically. This paper begins to fill this gap by examining how organized crime groups and individuals linked to them can take advantage of tourist resorts to commit crimes.

Starting from the premises that Internet of Things (IoT) applications can be used in museums as an aid to visiting systems, the purpose of this paper is to see how recommendation systems can be developed to provide advanced services to museum visitors.

The research methodology employs a qualitative exploratory multi-case study: the method used has consisted in crossing the information currently known on the most advanced communication technologies (ICT) with the requirements of enhancing museum services, in order to determine the possible trajectories of applying the former to the latter.

The implementation of recommender system outlines the main implications and effects of an advanced market-driven digital orientation, as the system’s users are the starting point for innovation and the creation of value. For a museum, it will be possible to access to an additional system of knowledge alongside that of its scientific staff. This process has profound implications in the way in which a museum presents itself and how it is perceived by its visitors and, in a wider sense, by the potential demand.

The paper consists in an exploratory effort to introduce an analytical framework for an evolved adaptive museum orientation system; the empirical investigation can be structured in the inductive-predictive view of assessing this promising debate further.

Implementing the IoT blueprint entails introducing a plethora of new products, services and business models, opening new routes to guide and direct cultural events. Now, more than ever, sustainable development involves an intrinsic balancing act between the pluralism of data and that of customer needs, which is achieved through the elaboration of digital data.