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<p class="MsoNoSpacing">The contents of the latest issue of:<o:p></o:p></p>
<p class="MsoNoSpacing"><b>Journal of Global Information Management (JGIM)<o:p></o:p></b></p>
<p class="MsoNoSpacing">Official Publication of the Information Resources Management Association<o:p></o:p></p>
<p class="MsoNoSpacing">Volume 20, Issue 4, October - December 2012<o:p></o:p></p>
<p class="MsoNoSpacing">Published<span style="color:black">: Quarterly in Print and Electronically<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span style="color:black">ISSN: </span>1062-7375 <span style="color:black">
EISSN: 1533-7995<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span style="color:black">Published by IGI</span> Publishing, Hershey-New York, USA<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/jgim">www.igi-global.com/jgim</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">Editor-in-Chief: Choon Ling Sia, City University of Hong Kong, Hong Kong<o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><b>PAPER ONE<o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white">The Amount of Control in Offshore Software Development Projects</span><span style="color:#333333;background:white">
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white">Ulrich Remus (Department of Information Systems, Production and Logistics Management, University of Innsbruck, Innsbruck, Austria), and Martin Wiener (Information Systems Department, University
of Erlangen-Nürnberg, Nürnberg, Germany)<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white"><o:p> </o:p></span></p>
<p class="MsoNormal" style="margin-bottom:5.75pt;line-height:normal;background:white">
<span style="color:#333333;background:white">Prior research has focused on factors influencing the choice of controls in traditional project settings. Building on this research, this paper investigates the amount of control—defined as the variety and intensity
of control mechanisms—in offshore software development projects. Using a comparative case study approach, the authors put forward eight propositions regarding the factors that influence the amount of control and its dynamics. Their results not only confirm
existing findings, such as the predominance of formal controls and the negative effect of trust on the amount of formal control, but also contribute with new findings. For instance, they were able to identify particularly high levels of control in projects
with high task complexity and/or high offshore team involvement as well as intensive use of formal (outcome) control in high volume and strategically important projects. The authors’ empirical findings are integrated in a conceptual model that leads to a better
understanding of the antecedents of the amount of both formal and informal controls. In contrast with previous studies, their findings do not support the notion that the amount of control is directly related to project success.<o:p></o:p></span></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">To obtain a copy of the entire article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/article/amount-control-offshore-software-development/70663">http://www.igi-global.com/article/amount-control-offshore-software-development/70663</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">To read a PDF sample of this article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/viewtitlesample.aspx?id=70663&ptid=59658&t=The%20Amount%20of%20Control%20in%20Offshore%20Software%20Development%20Projects">http://www.igi-global.com/viewtitlesample.aspx?id=70663&ptid=59658&t=The%20Amount%20of%20Control%20in%20Offshore%20Software%20Development%20Projects</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><b>PAPER TWO<o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><strong><span style="font-family:"Calibri","sans-serif";color:#333333;background:white;font-weight:normal">Resource-Based View, Knowledge-Based View and the Performance of Software Development Companies: A Study of Brazilian SMEs</span></strong><o:p></o:p></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white">Valter Moreno (Ibmec-Rio de Janeiro, Rio de Janeiro, Brazil), José Ricardo Monteiro Pinheiro (SIX Automação & Ibmec-Rio de Janeiro, Rio de Janeiro, Brazil), and Luiz Antonio Joia (Brazilian
School of Public & Business Administration at Getulio Vargas Foundation, Rio de Janeiro, Brazil)<o:p></o:p></span></p>
<p class="MsoNoSpacing"><b><o:p> </o:p></b></p>
<p class="MsoNormal" style="margin-bottom:5.75pt;line-height:normal;background:white">
<span style="color:#333333;background:white">Software development companies face a globalized, highly competitive and turbulent environment, where efficiency, efficacy and innovation capacity are critical for survival. In this context, small and medium enterprises
(SMEs) tend to suffer the most due to the scarcity of resources to which they are usually subjected and their dependence on a few more powerful customers. This paper describes the elaboration and test of a model that draws on the resource-based view and knowledge-based
view to explain the differences in performance of software SMEs. The analysis of data collected from 265 Brazilian companies suggests that: absorptive capacity contributes significantly to the development of a company’s stock of technological knowledge; the
flexibility of the IT infrastructure, managerial capacity, and IT technological knowledge are strong predictors of software development performance; and organizational performance is positively influenced by software development performance and managerial
capacity. The implications of these findings are then discussed.<o:p></o:p></span></p>
<p class="MsoNoSpacing"><b><o:p> </o:p></b></p>
<p class="MsoNoSpacing">To obtain a copy of the entire article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/article/resource-based-view-knowledge-based/70664">http://www.igi-global.com/article/resource-based-view-knowledge-based/70664</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">To read a PDF sample of this article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/viewtitlesample.aspx?id=70664&ptid=59658&t=Resource-Based%20View,%20Knowledge-Based%20View%20and%20the%20Performance%20of%20Software%20Development%20Companies:%20A%20Study%20of%20Brazilian%20SMEs">http://www.igi-global.com/viewtitlesample.aspx?id=70664&ptid=59658&t=Resource-Based%20View,%20Knowledge-Based%20View%20and%20the%20Performance%20of%20Software%20Development%20Companies:%20A%20Study%20of%20Brazilian%20SMEs</a><o:p></o:p></p>
<p class="MsoNoSpacing"><b><o:p> </o:p></b></p>
<p class="MsoNoSpacing"><b>PAPER THREE<o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><strong><span style="font-family:"Calibri","sans-serif";color:#333333;background:white;font-weight:normal">Absorptive Capacity and ERP Implementation in Indian Medium-Sized Firms<o:p></o:p></span></strong></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><span style="color:#333333;background:white">Seema Sharma (Centre for Innovation, Knowledge and Enterprise, The Open University Business School, Milton Keynes, UK), Elizabeth M. Daniel (Management of Knowledge and Innovation Research
Unit, The Open University Business School, Milton Keynes, UK), and Colin Gray (Human Resources Research Unit, The Open University Business School, Milton Keynes, UK)<o:p></o:p></span></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNormal" style="margin-bottom:5.75pt;line-height:normal;background:white">
<span style="color:#333333;background:white">Whilst absorptive capacity has been identified as an important contributor to the effective implementation of IT systems, previous studies have failed to explicitly consider the contribution of individual and organizational
knowledge processes. Nine case studies of Enterprise Resource Planning (ERP) implementation were undertaken. The case studies were all undertaken in SMEs in a developing country since this is an important but under researched area for the application of the
concept of absorptive capacity. A particular implication of the findings is that firms lacking knowledge of IT implementation cannot simply seek this from external sources but must develop internal organizational knowledge processes if their implementations
of IT systems are to be effective. This finding is particularly pertinent to the developing country and SME context of this study, where low levels of experience within the firm and the loss of experienced staff are found to impact on the development of absorptive
capacity.<o:p></o:p></span></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">To obtain a copy of the entire article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/article/absorptive-capacity-erp-implementation-indian/70665">http://www.igi-global.com/article/absorptive-capacity-erp-implementation-indian/70665</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">To read a PDF sample of this article, click on the link below.<o:p></o:p></p>
<p class="MsoNoSpacing"><a href="http://www.igi-global.com/viewtitlesample.aspx?id=70665&ptid=59658&t=Absorptive%20Capacity%20and%20ERP%20Implementation%20in%20Indian%20Medium-Sized%20Firms">http://www.igi-global.com/viewtitlesample.aspx?id=70665&ptid=59658&t=Absorptive%20Capacity%20and%20ERP%20Implementation%20in%20Indian%20Medium-Sized%20Firms</a><o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">*****************************************************<o:p></o:p></p>
<p class="MsoNoSpacing">For full copies of the above articles, check for this issue of the
<b>Journal of Global Information Management (JGIM) </b>in your institution's library. This journal is also included in the IGI Global aggregated "<b>InfoSci-Journals</b>" database:
<a href="http://www.igi-global.com/EResources/InfoSciJournals.aspx">http://www.igi-global.com/EResources/InfoSciJournals.aspx</a>. *****************************************************<b><o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><b>CALL FOR PAPERS<o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><b>Mission of JGIM:<o:p></o:p></b></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing"><span style="color:black">The <b>Journal of Global Information Management (JGIM)</b> publishes original material concerned with all aspects of global information resources management. JGIM is the primary forum for researchers and practitioners
to disseminate the evolving knowledge in the theory and practice related to information technology and management of information resources at the international level. The journal emphasizes the managerial and organizational facets of information technology
resources management. Articles published in JGIM deal with a vast number of issues concerning usage, failure, success, policies, strategies, and applications of information technology in organizations in and across developed, emerging and developing nations.<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><b><span style="color:black;mso-fareast-language:ZH-CN">Coverage of JGIM<o:p></o:p></span></b></p>
<p class="MsoNoSpacing"><span style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">The journal accepts submissions in the following categories:
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">*Research Article - Contributions to this section are full research papers. The research must be complete and make substantial theoretical and/or empirical contributions
to knowledge in the field. Papers using various theoretical and methodological approaches are invited.
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">*Research Note - This section welcomes research that is novel and complete but not as comprehensive as to qualify as a full research paper, e.g., exploratory studies and
methodological papers. Rigor and quality are still essential in this section. <o:p>
</o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">*Research Review - Reviews should be insightful and carefully crafted articles that conceptualize research areas and synthesize prior research. Research review articles
must provide new insights that advance our understanding of the research areas, and help in identifying and developing future research directions. Research review articles can be between 3000-8000 words.
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">Authors are encouraged to submit manuscripts that are consistent to the following submission themes:
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">(a) Cross-National Studies. These need not be cross-culture per se. These studies lead to understanding of IT as it leaves one nation and is built/bought/used in another.
Generally, these studies bring to light transferability issues and they challenge if practices in one nation transfer (and if they don’t, they shed light on how or why not).
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">(b) Cross-Cultural Studies. These need not be cross-nation. Cultures could be across regions that share a similar culture. They can also be within nations (subcultures,
ethnicities, etc.). These studies lead to understanding of IT as it leaves one culture and is built/bought/used in another. Generally, these studies bring to light transferability issues and they challenge if practices in one culture transfer (and if they
don’t, they shed light on how or why not). <o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">(c) JGIM continues to welcome single country studies but encourage authors to consider weaving the country context throughout the manuscript thereby situating the study
in the country context. In addition, findings of these studies can be compared to similar research from better represented nations.<o:p></o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN"><o:p> </o:p></span></p>
<p class="MsoNoSpacing"><span lang="EN-NZ" style="color:black;mso-fareast-language:ZH-CN">(d) Studies of the development, implementation, management and use of IT in multinational, transnational, inter-national and global organizations.
<o:p></o:p></span></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">Interested authors should consult the journal's manuscript submission guidelines
<a href="http://www.igi-global.com/jgim">www.igi-global.com/jgim</a>.<o:p></o:p></p>
<p class="MsoNoSpacing"><o:p> </o:p></p>
<p class="MsoNoSpacing">All inquiries and submissions should be sent to:<o:p></o:p></p>
<p class="MsoNoSpacing">Choon Ling Sia<br>
Editor-in-Chief<br>
Journal of Global Information Management<span style="font-size:8.0pt;font-family:"Arial","sans-serif";color:#333333"><br>
</span><a href="mailto:jgim@cityu.edu.hk">jgim@cityu.edu.hk</a> <o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
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