Abstract: Over the past three decades, Enterprise Resource Planning (ERP) systems have been adopted by businesses with increasing frequency to improve organisational efficiencies and to remedy fragmentation of information systems across company function s. In the public sector as well, many governments, especially at national and regional levels, have also been recognising the benefits of ERP systems. This paper reports on a case study of a large metropolitan municipality. Qualitative methodologies were employed in the form of in‑depth interviews amongst selected respondents in the selected case. The study used hermeneutical principles of qualitative data analysis to elicit the findings. The research determined that, in addition to improving internal bus iness processes, there are clear benefits to the citizen when public institutes like municipalities implement ERP systems. This study identifies a number of resultant and potential benefits as well as the management practices that are being employed by th e municipal management to ensure maximum ERP system benefit to the citizens. These are, in fact, both indirect benefits which are found generically in any ERP system as well as direct benefits to citizens that are visible. The findings indicate that ERP s ystems promote financial sustainability, lowers overall ICT operational costs, reduce communication costs, enables an efficient budget and results in better overall governance of local governments. 

Abstract: This research project addresses a central question in the IS business value field: Does IS/IT investments impact positively on firm financial performance? IS/IT investments are seen as having an enormous potential impact on the competitive posit ion of the firm, on its performance, and demand an active and motivated participation of several stakeholder groups. Actual research conducted in the Information Systems field, relating IS/IT investments with firm performance use transactions costs econom ics and resource‑based view of the firm to try to explain and understand that relationship. However, it lacks to stress the importance of stakeholder management, as a moderator variable in that relationship. Stakeholder theory sees the firm as the hub cen tric to the spokes representing various stakeholders who were in essence equidistant to the firm, and survival and continuing profitability of the corporation depend upon its ability to fulfil its economic and social purpose, which is to create and distri bute wealth or value sufficient to ensure that each primary stakeholder group continues as part of the corporation?s stakeholder system. Stakeholder theory in its instrumental version, argues that if a firm pays attention to the stakes of all stakeholde r groups (and not just shareholders), it will obtain higher levels of financial performance. With this premise in mind, the aim of this paper is to discuss and test the use of stakeholder theory in the IS business value stream of research, in order to a chieve a better understanding of the impact of IS/IT investments on firm performance (moderated by stakeholder management). To achieve the expected impact from an IS/IT investment, it is argued that firms need a strong commitment from those stakeholder groups, which lead us to the need of a corporate ?stakeholder orientation?. When firm financial performance is measured by returns on assets (ROA), returns on investments (ROI) and returns on sales (ROS), the results show that ?stakeholder ori entation? impact positively in the relation between 

Abstract: Implementing business analytics across a large company is more about understanding that organization?s culture, than it is about the actual technology. Understanding an organization?s motivation, advantages and roadblocks is imperative for s uccessful implementation and benefit. This research examines both the critical success factors along with the implementation faults of the largest steel producer in North America, and discusses how these cultural factors play out on a large scale during a n ERP implementation. First, this research identifies general critical success factors as business plan and vision; change management; communication; ERP team composition, skills and compensation; project management; top management support and championshi p; and system analysis, selection and technical implementation (Hoon Na and Delgado 2006). Then, general implementation faults are identified as operational problems, motivational problems, knowledge problems and regulatory problems (Mayntz 1997 in Nie haves, Klose, Becker 2006). These theories are applied to the specific case of Nucor Steel. Application is contextualized through a historical perspective, identifying a low‑cost business model, and enormous divisional autonomy as hindrances to the imple mentation of a common, shared ERP. A timeline of business analytics at the company is given, beginning in 2002, at which point a culture shift occurred though the acquisition of a major competitor. Divisional autonomy at this time, began to be challenged, leading to easier integration of reporting systems and cross‑company data analysis. Then, details are provided as to how this company is making a case for a new, innovative, business model and how it is developing needed expertise in the area of business analytics. Changes in the steel business are requiring companies to move from a low‑cost model to a value‑added model increasing the need for innovation in all areas of the company. These innovations inevitably require the use of more complex data analyt ics that cut across the entire company, instead 

Abstract: Considering e‑Government services provision as one of the top priorities in the national agenda, governments worldwide have allocated resources into online applications development. However, despite of huge resource investments, the adoption rat e of e‑government initiatives over the world is far from expectations. By the year 2014, a large number of UN member states remain in the bottom third of the Online Service Index (OSI). There?s still a huge difference in OSI between countries sharing similar national income and telecommunication infrastructure levels. These evidences suggest that apart from technical aspects, non‑technical aspect such as social and organizational factors as well as the heterogeneity between countries such as national culture should be taken into consideration when implementing e‑government. Given the challenges discussed above, questions have been raised concerning what determinant might influence to the discriminant in e‑service provision among countries. Most of pre vious studies found in the literature either utilized primary data in which the results was constrained to a specific case study, or employed secondary data sources which can be criticized for lacking of explanatory power due to omitting important factors . In order to bridging this gap, this paper employs Technology ? Organization ? Environment (TOE) framework cooperatively with Hofstede?s national culture dimensions to provide a comprehensive insight about e‑service adoption process. For validati ng above hypotheses, this study utilizes secondary data from different sources: the culture dimension scores from Hofstede et al. (2010)?s survey; the World Economic Forum (WEF)?s Global Information Technology Report; and the IAC‑Waseda E‑governme nt Ranking. Different methods were used to analyze data sample. The result suggests that management optimization process, government IT leadership, ICT legislation framework and national culture have influences to the e‑service provision. The development pattern of online service is different across countr