Robert McQueen

Although there is a great number of maturity models proposed for Information Systems, most of them have three limitations: (1) they are focused on a single or small subset of companies; (2) they do not address the evolution of enterprise systems and e-business applications, simultaneously; (3) they are only focused on developed countries and do not consider emerging economies. We developed a maturity model of Information Systems that addresses these limitations through a data mining approach. The results showed that clustering analysis was an effective method for discovering similar groups of companies according to the set of enterprise systems and e-business applications that they adopted. Two major conclusions can be outlined: Unlike previous models, it has been shown that companies can be grouped only in three stages of maturity. Furthermore, the evolutionary pattern of systems adopted by companies follows a path oriented to obtain greater efficiencies at the expense of those that strengthen the relationship with customers. The results are relevant to practitioners, researchers and policy makers in emerging economies.

Purpose: This paper aims to examine factors which influence how tacit knowledge is built and applied by client-facing consultants. Design/methodology/approach: Qualitative methods (interviews, thematic analysis) were used to gather and analyse data from 15 consultants in an agricultural extension context. Findings: Twenty-six factors about how tacit knowledge is built and applied to action emerged, and are presented grouped into four areas: tacit knowledge needed to be successful; how tacit knowledge is presently built; challenges in turning knowledge into action; and ways that building tacit knowledge might be better supported by the organization. Practical implications: How the building of tacit knowledge can be accelerated for new organizational members will be of interest to those not only in agricultural extension, but more generally to those managers in organizations who must design and implement training and mentoring programmes for those who support customers and users of their products and services. Originality/value: The findings provide insight into the mechanisms of building tacit knowledge in client-facing consultants. The experience-based perceptions about effective knowledge-building processes and strategies may contribute to more effective intake and training programmes for consultants.

For many years researchers have been concerned about the alignment of Information Technology (IT) in businesses. Most of the published research has been focused on understanding the alignment of IT with strategy, but a more recent view is that IT alignment with processes would be better, especially for SMEs. This research presents the two different approaches to measuring IT alignment, then uses the case of a small dental clinic to contribute to understanding these two alternative approaches. The results showed that both strategic alignment and process alignment were important, but strategic guidelines set the framework for the use of IT in the processes. These results contradict the claims of researchers who defend the process approach. This work has implications for practitioners because it again highlights the importance of IT in a strategic context in SMEs. This research also contributes to the theory of IT alignment in SMEs, and we hope this will encourage other researchers to study which approach is best suited for this type of business.

Knowledge Management Research &Practice (KMRP) provides an outlet for high quality, peer reviewed articles on all aspects of managing knowledge, organisational learning, intellectual capital and knowledge economics. This includes not just those focused on the organisational level, but all levels from that of the individual to that of the nation or profession. KMRP is an official journal of the OR Society

Groupware and Business Process Improvement: technology enabled organisational learning