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E-government projects have potential for greater efficiency and effectiveness of government operations. For this reason, many developing countries governments have invested heavily in this agenda and an increasing number of e-government projects are being implemented. However, there is a lack of clear case material, which describes the potentialities and consequence experienced by organizations trying to manage with this change. The Ministry of State for Administrative Development (MSAD) is the organization responsible for the e-Government program in Egypt since early 2004. This paper presents a case study of the process of admission to public universities and institutions in Egypt which is led by MSAD. Underlining the key benefits resulting from the initiative, explaining the strategies and the development steps used to implement it, and highlighting the main obstacles encountered and how they were overcome will help repeat the experience in other useful e-government projects.

For most knowledge‐intensive companies at present, the business environment where they compete is complex, characterized by rapid change and uncertainty. Employees and other intangible resources (i.e. intellectual capital) generally represent the most critical resources in the value creation process. Crafting strategy in such contexts is not helped by conventional models and tools of strategy. The assumptions which underpin many of them do not hold in the present competitive environment, making them at best irrelevant, but at worst leading to the development of strategies that can put the success of a company in jeopardy. New metaphors for describing these companies and their competitive realities, as well as tools for navigating in them, are required, if the strategy discipline is to remain relevant for practitioners. In this paper, it is suggested that the intellectual capital perspective can provide a bridge to the practical application of a vision‐ and values‐based strategy through the notion of embodying strategy in organizational resources. A conceptualization of strategy, that links strategy, identity and intellectual capital, more suitable to knowledge‐intensive companies competing in uncertain environments, is introduced and described.

Uses the case of telecommunications software company APiON to illustrate how the company developed and implemented a growth strategy that allowed them to realize a dramatic increase in shareholder value through proactively focusing on managing their intellectual capital (IC) resources. While there are many perspectives on value creation, they all share a weakness in identifying specific actions and in mobilizing organizational resources. As it has emerged out of practice, the IC perspective has a distinctive practitioner focus, emphasizing resource accumulation and deployment in the value creation process. Presents the key concepts and language of the IC perspective, illustrating its implementation using the case of APiON. Closes with some conclusions and remarks concerning further development of the IC perspective.

Preface -- The evolving role of information systems and technology in organizations : a strategic perspective -- An overview of strategic management and the IS/IT strategy implications -- Establishing an effective process for developing information systems and technology (or digital) strategies -- IS/IT strategic analysis : achieving alignment with business operations and strategy -- Innovating with technology, systems and information -- Exploiting information systems for strategic advantage -- Determining the business information systems strategy -- Managing the portfolio of business applications -- Justifying and managing information systems and technology investments -- An organizing framework for the strategic management of IS/IT -- Strategic management of IT services and infrastructure -- The strategic management of information systems : quo vadis? -- Conclusion -- Index

In response to recent calls for deeper understanding of value co-creation between multiple actors, this article explores co-creation in collective consumption contexts. These are defined as settings within which multiple consumers, and optionally multiple other actors such as service personnel, are co-present (physically and/or virtually) and coordinate with one another during product/service consumption. To understand co-creation in such contexts, this article argues for an integration of practice-based and experience-based perspectives, because while collective coordination occurs via social practices, the value that results is by definition an individual experience. By studying an orchestral music context in which multiple consumers and service providers participate, the authors develop a framework dialectically relating co-creation practices to value. Four variables emerge influencing the relationship between co-creation practices and value: role rigidity, consumer heterogeneity conflict, participation access, and signposting. Value can be constrained by role rigidity and by consumer heterogeneity conflict between consumers of differing competence; mitigating this requires that service providers pay attention to participation access and signposting (guiding consumers to select and combine practices in line with their skills and competences). Overall, the findings show how practices shape not just coordination among consumers, but also social learning. Implications for service organizations include how to facilitate social learning between novices and experts so as to optimize value for all.

PurposeThis paper aims to present a framework that will help manufacturing firms to configure their internal production and support operations to enable effective and efficient delivery of products and their closely associated services.Design/methodology/approachFirst, the key definitions and literature sources directly associated with servitization of manufacturing are established. Then, a theoretical framework that categorises the key characteristics of a manufacturer's operations strategy is developed and this is populated using both evidence from the extant literature and empirical data.FindingsThe framework captures a set of operations principles, structures and processes that can guide a manufacturer in the delivery of product‐centric servitized offering. These are illustrated and contrasted against operations that deliver purely product (production operations) and those which deliver purely services (services operations).Research limitations/implicationsThe work is based on a review of the literature supported by data collected from an exploratory case study. Whilst it provides an essential platform, further research will be needed to validate the framework.Originality/valueThe principal contribution of this paper is a framework that captures the key characteristics of operations for product‐centric servitized manufacture.