Information Systems for Small and Medium-sized Enterprises: by Erik Guldentops (auth.), Jan Devos, Hendrik van Landeghem,

By Erik Guldentops (auth.), Jan Devos, Hendrik van Landeghem, Dirk Deschoolmeester (eds.)

This publication establishes and explores present and rising theories on Small and Medium-sized businesses (SMEs) and the adoption of IT/IS. It provides the most recent empirical examine findings in that zone of IS learn and explores new applied sciences and practices. The e-book is written for researchers and execs operating within the box of IS learn or the learn of SMEs. furthermore, the booklet might be a reference for researchers, pros and scholars in administration info structures technology and comparable fields.

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Extra info for Information Systems for Small and Medium-sized Enterprises: State of Art of IS Research in SMEs

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Segregation of duties. The scale was developed and preset by the group of SME experts who helped develop CobiT QuickStart and is illustrated in Table 2. The presets are also defined by the ‘‘Blue Zone’’-tool as shown in Fig. 6. Should the responses for the SME in question go out of this zone for 2 or more dimensions, then the tool suggests to consider a larger framework than QuickStart. That is the case in the example in Fig. 6 for Communications Path and IT Strategic Importance. A second tool was provided in Fig.

3. Aligned with CobiT5 for completeness and references. 4. Structured along Plan, Build and Run themes. 5. Distributing any remaining applicable governance practices across these three domains. The end result is a table with 7 Planning processes which has 18 management practices, 7 Build Processes with 16 management practices and 7 Run processes with 20 management practices. For each of the processes an objective statement and management practices are provided, and a set of metrics is suggested.

Small Business, BPM Reference Base—A reference base of Small Business BPM resources including practical guides and examples would assist Small Businesses to articulate BPM practice and benefits as well as enabling such businesses to more efficiently establish important BPM foundations. Such a resource would be most effective if it is broad-based (that is, not only focussed on notations and technical standards) and readily available at low or no cost. • BPM Measurement and Compliance—When working with establishing businesses, BPM practitioners may prefer to focus measurement and compliance targets on process infrastructure development milestones rather than measures of adoption, utilisation and maturity, as may be the case in later stages of the business’ lifecycle.

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