Der Band umfasst 19 Editionen textiler Inschriften der Stadt Bamberg vom 12. Jahrhundert bis 1618. Gerade bei textilen Inschriften ist mit einer hohen Verlustrate zu rechnen, die Überlieferung in Quellen als besonders gering einzustufen. Deswegen ist die Überlieferungslage in Bamberg besonders glücklich. Neben den sehr bedeutenden Textilien im Kontext des heiligen Gründerpaars Heinrich II. und Kunigunde haben sich auch im Bereich Stadt überraschend viele Inschriften auf Stoffen erhalten. Vor allem der Bestand an Fürhangtüchern stellt eine einzigartige Objektgruppe dar. Ein Großteil der in der vorliegenden Edition aufgenommenen Inschriften ist im Original erhalten. Berücksichtigt werden auch die nicht mehr original, sondern nur mehr in ungedruckten oder gedruckten Quellen sowie auf Fotos oder in Nachzeichnung überlieferten Inschriften. Die Inschriften auf textilen Trägern sind in sehr vielfältigen Techniken ausgearbeitet: gewebt, gewirkt, gestickt mit Seiden- bzw. Metallfäden und gemalt. Daraus ergeben sich in Hinblick auf die Buchstabengestaltung einige Besonderheiten im Vergleich zu Inschriften in Stein, Holz oder Metall. Ein weiterer Aspekt der Edition ist die ursprüngliche Nutzung und Funktion der Inschriften und ihrer textilen Träger, was einen Einblick in den zeitgenössischen Umgang mit den Objekten gewährt.
How can firms improve the degree of social alignment between their business and IT units? Many years of research have shown the importance of business-IT alignment and its various facets, yet research on the efficacy of IT governance mechanisms to improve business-IT alignment is scarce. In this paper, we develop a model of social alignment at an operational level that considers the degree of social capital between an organization's business and IT units, IT personnel's business understanding, and a set of formal and informal IT governance mechanisms that drive the creation of social alignment and business value. Using survey data from 132 U.S. banks, we show that social alignment is driven to varying degrees by a broad variety of IT governance mechanisms ranging from top management support and IT representation on the executive board to joint IT planning and IS trainings, regular meeting cycles and liaison units. Our research contributes substantially to the practical demand on business-IT alignment research for an effective toolkit of IT governance mechanisms.
Business Process Standardization (BPS) leads to organizational changes, which are often faced with employee resistance. To make BPS initiatives successful, the 'human resource' has to be taken into consideration and with it, the job process fulfilled by them, their needs, and their work environment. The objective of this research is to analyze the role of employees affected by BPS initiatives and their perceptions of their work they are doing as part of the processes to be standardized. Based on job characteristics theory and the work-role fit concept, we develop a research model theorizing the role of these concepts for the acceptance of BPS initiatives. As main theoretical contribution, this research explains how employees' job-related attitudes toward their own work and the collaborations with others determine their (non-)openness towards BPS initiatives, while it will also guide managers in incorporating the 'right' people into a BPS project.
Business Process Standardization (BPS) leads to significant changes in employees' working environment which affect acceptance for such initiatives. Organizational psychology and management research have examined the influence of work design on employee behavior (e.g., turnover). Based on that, we develop a model to analyze the impact of job characteristics, such as skill variety, autonomy, or task significance, on BPS acceptance. We surveyed employees of a non-profit organization during a process standardization initiative. As main contribution, this research shows that skill variety is the most important job characteristic for determining BPS acceptance.
Solving complex tasks by collaborative teams is an important organizational capability. Beside traditional team work, an organization's collective intelligence can be supported by social software technologies. Within business process management (BPM), social software can be used to support the different lifecycle steps of a business process. In this paper, we introduce a framework which shows possible opportunities for social software to contribute to effective BPM. An expert workshop was conducted to receive a first evaluation of the framework. The combination of social software and BPM is supposed to improve the functional performance of IT systems for BPM and the employees' acceptance for BPM systems.
Business process standardization (BPS) is an important instrument for transforming an organization from function orientation to process orientation. But, standardization initiatives' implementation success is highly volatile. One major reason for failure is the behavior and the underlying job-related attitude of the affected employees. Recent research examining BPS implementation success proposes that different factors of employees' current jobs (e.g., job characteristics) influence employees' acceptance of BPS-induced changes. Besides these motivational aspects, IS research has shown that non-adoption of a system is influenced by inertia of the employees. Our research-in-progress paper draws on these findings and aims to analyze the role of inertia in the context of BPS. The contribution of this paper lies in developing a theoretical model for understanding the determinants of individual inertia in the context of BPS. By knowing the influential factors, we will be able to derive adjustable screws for practitioners to successfully implement process standardization initiatives.
Relationship quality dimensions like trust or commitment have been proven to be crucial determinants for the success of outsourcing arrangements. Most previous empirical studies focus on the success of relationship quality dimensions within a specific contextual outsourcing arrangement. We argue that the importance and formation of each relationship quality dimension highly depend on the contextual background of the particular study. To substantiate this contingency argument, we conducted 16 interviews with managers in different types of out-sourcing arrangements and questioned them about their understanding of relationship quality. Linking managers' statements with their outsourcing background, we found several configurational patterns that describe the different roles of relationship quality for successful outsourcing.
The market for outsourcing of IT services constantly grows with one of the major outsourced services being software development, often to emerging economies. Even though the benefits of outsourced software development can be an important incentive there still exist great risks especially for smaller businesses that generally do not obtain the necessary experiences to manage or even find an adequate provider. Thus, the objective of our study is to compile a holistic framework that covers all relevant aspects in the evaluation of a software provider in the context of outsourcing of software development. In order to reuse already proven evaluation concepts the paper identifies nine useful models for evaluating performance or service quality. Based on those, a dedicated model is developed which takes further practical factors in consideration. Through a survey with outsourcing experts the relative importance of the included dimensions and factors were determined.
Outsourcing initiatives are complex undertakings requiring careful management of the client/vendor relationship. While monitoring the vendor's performance is a common practice, insight into the status of the 'soft' aspects of the relationship, such as trust, is often not available, although research highlights the social aspects as a critical success factor. However, monitoring the softer facets' quality is difficult: Vendor managers track the status of the soft aspects, if at all, using survey tools among involved staff. This has shortcomings because it does not only capture subjective perceptions, but also interrupts the daily business of the participants. To develop a more objective instrument that collects data without interfering daily business, we draw on social network analysis. We suggest an approach that will eventually allow managers to monitor relationship quality in an efficient and objective way. The results suggest metrics to measure the soft factors of a relationship, such as trust and commitment.