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In a country like Saudi Arabia, where the construction industry is witnessing an impressive growth in the post-oil era, it is important to examine the occupational health and safety behaviors of construction workers (CWs).

The present study aims to investigate the impact of emotional intelligence (EI) on workers' stress and safety behaviors. Data were collected from CWs (n = 265) at a major construction site in the city of Jeddah. Two questionnaires comprising 25 and 32 questions were used to measure their EI and stress levels, respectively. Furthermore, structured interviews were conducted with the managers and supervisors to inquire about the safety behavior of their respective workers. Descriptive statistics, simple and companion regression were used for data analysis.

The findings indicate that EI plays an important role to enhance the safety behaviors of the CWs besides reducing their workplace stresses. Furthermore, workers' stress levels are found to negatively impact their safety behaviors, indicating that any reduction in occupational stress can reciprocally enhance their safety compliance. The findings are further discussed with the concerned stakeholders to recommend a seven-point therapeutic role of EI for the safety of CWs.

Results of the study can be used by managers and supervisors of the Saudi construction industry to reduce workplace accidents and improve the productivity of their organizations.

In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.

In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.

IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.

In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.

Manufacturers have experienced many stages of evolution and paradigm shift. The paradigm shifts from crafts to mass production, then to lean production, and finally to agile manufacturing (AM). Agility will reduce the time to market for appropriate products and services. Twenty-first century companies must meet a demanding customer base that will increasingly seek high quality, low-cost products adapted to their specific and continually evolving needs. It is time for companies to compete, and “push the boundaries” in response to delivery, product quality, and overall excellence in customer service and satisfaction. For addressing these challenges, a new way to manage businesses was proposed called “Agility,” AM is defined as the ability to survive in a competitive environment characterized by the continual and unpredictable changes, by responding effectively to the changing markets with products and services designed by the customer. This chapter presents a review of research related to the agility concept through an analysis of the variously proposed studies. This analysis was conducted based on a meta-model of three words (Agility, Management, and Organization).

In the current era, multiple factors have driven the IS information system to be able to cope with changes caused by internal and external factors that affect the organization’s strategy. A variety of environmental factors can influence organizational capacity and performance and tend to change organizational strategy, including political, socio-economic, financial, and technological changes. At the beginning of the twenty-first century, other changes are expected, such as those associated with cybercrime and artificial intelligence. In this chapter, the authors discuss the concept of agility, the dimension of agility, relevant literature studies, proposed agility models, and the authors propose their conceptual model of strategic agility for IS.

Since 2007, the cloud computing term had been introduced to the information technology (IT) dictionary. The theme is attracting growing interest from both the IT world and the business players, who need to enhance information systems agility, reduced costs, or even less dependence on internal IT teams when they are judged too slow. However, the fact that cloud computing, as presented by providers, increases the agility, is unclear. Business Managers; IT professional, and academics are querying about relationship between cloud computing and IT agility. This chapter aims to answer two major concerns: Factors that influence cloud computing adoption in medium and large organizations, and the cloud computing role to improve the agility of information systems. This chapter argues that cloud computing impacts Information System (IS) performance by organizational capabilities (agility). One of the primary motivations of this chapter is the lack of fieldwork when considering how cloud computing improves the information systems’ agility.

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.