User commitment and collaboration: Motivational antecedents and project performance

The software development life cycle (SDLC) is a framework for planning, analyzing, designing, developing, testing, and deploying software. There are many different SDLC methodologies available, each with its advantages and disadvantages. The best methodology for a particular project will depend on factors such as the size and complexity of the project, the availability of resources, and the preferences of the project team. This paper provides an in-depth overview of the different SDLC methodologies used in the industry for IS project management. The paper discusses five significant SDLC methodologies: Waterfall, V-Model, Iterative, Agile, and Hybrid. It also compares and contrasts the traditional SDLC and Agile methodology and discusses using decision support matrices for selecting SDLC methodologies. By providing this comprehensive overview, the paper will help IS practitioners and project managers make informed decisions about the best approach for their specific projects.

Mediators between coordination and IS project performance

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS development projects succeed or fail. Based on the literature on IS success and global teams, we develop a conceptual framework for global IS development project success. We also conducted interviews with nine global IS project managers to validate this framework through a qualitative attribution analysis to identify common themes and patterns of the interview results. Global project managers identified time separation, cultural differences and geographic distance as the most significant barriers to project success. Organizations implemented various communication mechanisms, task programming, and project control methods to mitigate global risks, leading to project success.

While the number of substantive investments in IS projects continues to grow, the number of failing projects also continues to increase at an alarming rate. Both the academic and industry literature suggests that inadequate attention to risk and its management continues to be a key factor in project failure. The typical approach taken is to identify and map potential risks, to act as a planning and diagnostic tool, and to prepare a contingency plan has been a factor-based approach. While it remains a valuable tool for mapping anticipated risks the factor-based approach is less effective when viewing project risks as emergent phenomena that un-fold during the course of the project, and require ongoing attention and risk management. In-formed by a case study of a failing university IS development project, this paper focuses on the phenomenon of risk escalation. The case findings suggest that rather than being defined ahead of the project, some project risks may emerge during the project as a consequence of escalation factors that were both antecedent to and a consequence of actual risk management decisions. The article concludes with suggestions as to how project managers can better man-age the emergent rather than static nature of risk phenomena.

To bridge or to bond? Diverse social connections in an IS project team

Dans les travaux sur le management de projet, les normes sont generalement considerees comme exterieures aux acteurs. Or, elles n’ont de realite que si elles sont mises en pratique par les acteurs des projets. En meme temps, ces derniers disposent d’une capacite d’action leur permettant d’agir sur les normes mises en actes. Pour comprendre comment les normes de management de projet sont enactees et structurent les pratiques des projets, nous avons mene une etude de cas au sein d’un grand programme informatique. Le corpus a ete analyse en utilisant une approche structurationniste qui permet d’etudier les pratiques de management sur un projet comme simultanement structurees par les normes enactees, mais aussi comme participant a la production de ces normes. Nous avons egalement repere des pratiques sociomaterielles dans nos resultats. D’un point de vue empirique, la recherche apporte une contribution aux connaissances encore limitees sur la conduite des projets SI dans un environnement fortement normalise. En outre, elle propose une grille de lecture alternative a celles qui dominent aujourd’hui dans la litterature sur la realite des pratiques face aux normes, ainsi qu’une approche methodologique pour les etudier. Son originalite principale est de mettre en evidence une construction circulaire des systemes sociaux que representent les projets, basee sur la reflexivite des acteurs et leur capacite transformatrice.

For an easy solution to the complex problem of IS projects that are delivered late and over budget, IS managers sometimes purchase project management software. Although such software can provide some benefits, it is not a cure-all for the ills of poorly developed and badly managed projects.

Governments realize a significant gap exists between existing efforts in customer experience and citizen expectations for implementing a digital platform in e-government (DPEG), hindering citizens’ continuance intention. This study proposes a novel initiative called gamification-enabled customer experience. Based on the motivational lens, we develop and test a conceptual research model. We find that gamification-enabled customer experience positively impacts intrinsic and extrinsic motivations and continuance intention towards DPEG. Our results enrich IS research on digital platforms, customer experience, types of motivation, and behavior. We also offer practical guidelines for implementing a DPEG to execute gamified customer experience strategies.

Nowadays, Open Source Software (OSS) is widely used and plays a crucial role in the software industry. OSS development is a knowledge-intensive activity that requires very high levels of domain knowledge and needs to maintain the knowledge sharing environment. OSS project develop by the contribution of OSS members on its virtual community where every member can communicate and develop software together. To create new open source software needs the motivation of all members, the resources embedded in the relationship in community and the coordination of members as a virtual team to complete the OSS tasks. This study focused on the knowledge sharing in the OSS project community under the individual motivation, virtual community and virtual team perspectives. We analyzed 304 surveys collected from OSS communities and found that the extrinsic motivation, some perspectives of virtual community such as social interaction, identification and perspective of virtual team – team cognition have a direct impact on knowledge sharing of OSS project community. The study found that all the perspectives of virtual community have a significant impact on team cognition, and therefore have indirect effect on the knowledge sharing in OSS. Moreover, our results indicated that knowledge sharing has a significant impact on project performance. Implications for theory building, practical management and future research are also discussed.

The aims of this study was to determine the process of increasing the employee engagement of the nurse children's unit in the Balai Klinik Ibu a Anak RKZ Malang. This study used a qualitative approach with phenomenology design to explain the application of the leadership model hospital of directors and motivation of nurse children's unit in an effort to increase their engagement. Data were collected by interviewing 7 informants who are senior, intermediate and junior nursing staff. Data were analyzed using the Interactive Model of Analysis. The results showed that the application leadership model of hospital director for senior and intermediate nurses through the delegation of authority and involvement in decision-making; and for junior nurses through leading by example and description of vision and mission hospitals. Intrinsic motivation of nurses in the works are a live call and pride in their work, while extrinsic motivation is the incentive, salary, promotion, exchange office space, conducive working environment and good relationship between colleagues. The existence of unresolved conflicts between the hospital director with the senior nursing staff related to dissatisfaction in the distribution of incentives encouraging the increased desire to resign from the job and is more suited completed transactional leadership models.

Methodological and conceptual issues regarding occupational psychosocial coronary heart disease epidemiology.

Risk management in Botswana has been very ineffective at assisting projects to be on time, on budget, and meeting client’s/buyer’s expectations. Traditional risk management attempts to manage, control, and direct a project through various phases, from planning and design, through procurement, and to construction. However, the risk management in Botswana seems to be either not implemented or not successful. The project performance in Botswana has a poor performance record. The researchers are attempting to identify why the traditional project/risk management is not working. In analyzing the problem in Botswana, the researchers discovered that the traditional risk management model was theoretically unsound, and designed a new project and risk model, with an entirely different approach to risk. The new model is an outgrowth of the highly successful Performance Information Procurement System (PIPS) and the Information Measurement Theory (IMT)/Kashiwagi Solution Model (KSM) concepts. The approach has been presented to some Botswana clients and academics and has received a favorable response. The development of the new risk model will lead to a huge change in the paradigm for delivering projects in Botswana. The theoretical development of the new risk model is ongoing at the University of Botswana as a part of a doctoral dissertation.

Mergers and acquisitions (M&A) highly rely on the information technology systems integration (ISI) of two companies to realize the operation and resource synergy. Given the vast cost of M&A and the high failure rate of the post-merger ISI, various strategies, enforcement mechanisms, and potential determinants for the ISI success have been proposed. The capability of IS managers is one of the recognized factors that are critical to ISI success. This study extends the theory of relationship quality to explain how the relationship ability of IS personnel influences the outcomes of the ISI in the M&A context. The empirical survey of IS personnel shows that relationship ability improves not only relationship quality but also teamwork quality of the ISI. The findings shed light on the different functions of relationship capability in the managerial design and imply the significance of relational building ability as an important skill of IS personnel for achieving post-merger ISI success.

Given its essential role in understanding, explaining and structuring digital innovation, we see the increased prevalence of the business model concept as a unit of analysis in IS research. In contemporary, fast-paced markets, business models are volatile in nature and should be continuously innovated to accommodate new customer needs and technology developments. Business model innovation can be considered as an iterative process to guide business models from ideation towards implementation, in which the proper evaluation of business model prototypes is essential. For this evaluation, we need normative guidance, tools and rules to understand the relative performance of a new business model design. In the early design phases, this implies dealing with high levels of uncertainty. A few techniques and methods have been proposed for this purpose, but these lack the formal basis required for systematical application and development of automated evaluation tools. As a novel approach, we have earlier proposed the application of linguistic summarization to support early-phase, soft-quantitative business model evaluation. In this paper, we focus on a structural formalization of this approach as the basis for the development of well-defined user guidelines and automated evaluation tools. In doing so, we bridge the existing gap between qualitative and quantitative business model evaluation. We demonstrate the formalization by means of a running case inspired by a real-world project in the highly dynamic urban mobility domain.

Large-scale energy infrastructure projects such as oil and gas developments, power generation facilities, and transmission networks are characterized by high hazard intensity, complex socio-technical interactions, and multi-contractor delivery environments. These conditions create persistent challenges for effective occupational safety risk control, particularly when traditional safety management approaches remain reactive, compliance-driven, and reliant on lagging indicators. In response, this paper develops a conceptual model for data-driven occupational safety risk control tailored to the operational and governance realities of large-scale energy projects. The proposed model conceptualizes safety risk as a dynamic and measurable system property that can be proactively managed through the systematic integration of heterogeneous data sources. These include operational process data, workforce and competency records, incident and near-miss reports, environmental conditions, and real-time monitoring technologies. The model is structured around four interrelated layers: (1) risk sensing and data acquisition, (2) analytics and risk interpretation, (3) decision support and governance integration, and (4) risk control and intervention mechanisms. Emphasis is placed on the use of leading indicators, predictive analytics, and feedback loops to enable early identification of emerging hazards and weak signals across project phases. By explicitly linking data-driven insights to decision authority, escalation pathways, and safety governance structures, the model addresses a critical gap between analytical capability and practical risk control. It also highlights the importance of organizational learning, continuous model recalibration, and cross-contractor data integration in complex project ecosystems. The conceptual contribution of this work lies in framing occupational safety management not merely as an operational function, but as an adaptive, intelligence-enabled control system embedded within project governance. The model provides a foundation for future empirical research and offers practical guidance for project owners, EPC contractors, and regulators seeking to enhance safety performance, improve risk predictability, and strengthen resilience in large-scale energy infrastructure delivery.