I. INTRODUCTION TO EVALUATION. 1. Evaluation's Basic Purpose, Uses, and Conceptual Distinctions. 2. Origins of Modern Program Evaluation. 3. Recent Developments and Trends in Evaluation. II. ALTERNATIVE APPROACHES TO PROGRAM EVALUATION. 4. Alternative Views of Evaluation. 5. Objectives-Oriented Evaluation Approaches. 6. Management-Oriented Evaluation Approaches. 7. Consumer-Oriented Evaluation Approaches. 8. Expertise-Oriented Evaluation Approaches. 9. Adversary-Oriented Evaluation Approaches. 10. Participant-Oriented Evaluation Approaches. 11. Alternative Evaluation Approaches: A Summary and Comparative Analysis. III. PRACTICAL GUIDELINES FOR PLANNING EVALUATION. 12. Clarifying the Evaluation Request and Responsibilities. 13. Setting Boundaries and Analyzing the Evaluation Context. 14. Identifying and Selecting the Evaluative Questions and Criteria. 15. Planning How to Conduct the Evaluation. IV. PRACTICAL GUIDELINES FOR CONDUCTING AND USING EVALUATIONS. 16. Dealing with Political, Ethical, and Interpersonal Aspects of Evaluation. 17. Collecting, Analyzing, and Interpreting Quantitative Information. 18. Collecting, Analyzing, and Interpreting Qualitative Information. 19. Reporting and Using Evaluation Information. 20. Evaluating Evaluations. V. EMERGING AND FUTURE SETTINGS FOR PROGRAM EVALUATION. 21. Conducting Multiple-Site Evaluation Studies. 22. Conducting Evaluations of Organizations Renewal and Training in Corporate and Nonprofit Settings. 23. The Future of Evaluation. Appendix: Some General Areas of Competence Important in Education Evaluation.

http://platform.almanhal.com/Files/?ID=T2-41793-MLA0011322.pdf

تقويم البرنامج : طرق بديلة و إرشادات عملية = Program evaluation Alternative Approaches and Practical Guidelines

https://doi.org/10.1016/j.ijinfomgt.2021.102466

Digital transformation in business and management research: An overview of the current status quo

Purpose – Many organizations are outsourcing their information technology (IT) related services to a third party vendor for quite some time. However, the IT services industry including outsourcing is going through rapid changes with the increasing adoption of Cloud computing. The purpose of this paper is to compare global IT outsourcing with Cloud computing along with the evolution of traditional IT services.Design/methodology/approach – Cloud computing is a model for provisioning and consuming IT capabilities on a need and pay by use basis. This helps in shifting the cost structure from capital expenditure to operating expenditure and also helps the IT systems to be more agile. This innovative model of acquiring IT related services has made organizations revisit their infrastructure and platform services strategy and optimize their IT spending while improving overall agility. This paper compares global IT outsourcing with Cloud computing along with the evolution of traditional IT services.Findings – The ...

From Outsourcing To Cloud Computing: Evolution of IT Services

Innovation Management Software can promote Entrepreneurial Ecosystems by consolidating an organization’s innovation programs, stakeholders, and resources in one place. In this study, we highlighted the digitalization of innovation processes. We focus particularly on the factors influencing the adoption of a specific class of software tools called Innovation Management Software (IMS) or Digital Innovation Management System to support innovation management methods and activities. Specifically, we address the two questions (a) which specific functionality drives the adoption of IMS tools, and (b) which services of IMS providers are valuable in supporting the adoption of IMS by organizations aiming to digitalize their innovation processes. By using an online questionnaire, we gathered survey data from 199 innovation managers of German firms. We used regression analysis to test our hypotheses. While the overall IMS adoption is considered to positively affect the new product development (NPD) efficiency, our results indicate that especially idea management functionalities and services for updates and upgrades improve the IMS adoption. Surprisingly, offering complementary consulting services together with IMS offerings to support the digitalization of innovation processes reduces the likelihood of IMS adoption. These findings are important for managers, consultants, and developers in order to choose and leverage the right options for improving the adoption of IT tools in the NPD process and therefore increase NPD performance and thus also promote Entrepreneurial Ecosystems.

/pdf/digital-innovation-management-for-entrepreneurial-ecosystems-hpm1p4h2of.pdf

Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption

The common reasons for those in organizations adopting large config- urable packaged software products are compelling. Problems with the existing software situation, the supposed predictability and perceived business benefits of packaged software, and various social influences, can lead to packages being preferred to custom approaches. Yet, for every reason, there is a potential associated problem that must be understood before an informed adoption decision can be made...

Potential pitfalls in packaged software adoption

Regarding resources and products as two sides of the same coin (Wernerfelt 1984), the resource-based view (RBV) of the firm is one of the dominant perspectives in strategic management (Newbert 2007). At its core, the RBV states that the resources or the bundles of resources a company possesses are the basis for achieving competitive advantage (cf. Barney 1986, 1991; Conner 1991; Peteraf 1993; Wernerfelt 1984). Since its introduction, the RBV has become one of the most widely accepted theoretical perspectives in the strategic management field as a framework for explaining the conditions under which a firm may gain a sustained competitive advantage (Armstrong and Shimizu 2007).

Theoretical foundation: The resource-based view (RBV) of the firm

Typically, it is customers who demand that product software be adapted to organisational processes and aligned with their organisational IT landscape. From a knowledge perspective, such customisation services can be conceptualised as a reciprocal knowledge transfer between professional service firms (PSFs) and their customers. In addressing the scarcity in the innovation management literature regarding the benefits that arise from reciprocal knowledge transfers in customer-induced interactions, the present research investigates customer-induced interactions in relation to customisation services. The authors aim to improve the understanding of the complex relationships among PSFs' resource deployment, customer input, and performance. They extend and refine previous research by developing a conceptual model and testable propositions for academic and managerial consideration based on an extensive field study of PSFs and customers in the field of large enterprise product software.

Customer-induced interactions and innovation in professional services: the case of software customisation

Die Messung der Produktivitat von Dienstleistungen ist trotz zunehmender Relevanz immer noch ein wenig durchdrungenes Forschungsfeld. Ursachen hierfur sind vor allem in den besonderen Merkmalen von Dienstleistungen - Immaterialitat und Integrativitat - zu suchen. Eine typische Dienstleistung der B2B Softwarebranche ist die Anpassung von Systemen an die Bedurfnisse des Kunden - das sogenannte Customizing. Die Ausschopfung des Customizing-Potentials von Standardsoftware und -produkten und eine starkere Einbeziehung des Kunden in Innovationsprozesse werden jedoch dadurch erschwert, dass die Produktivitat dieser Dienstleistung nur unzureichend mess- und somit bewertbar zu sein scheint. 
Der vorliegende Beitrag beschreibt die Entwicklung eines Modells zur Messung der Produktivitat von Dienstleistungen auf der Basis unterschiedlicher Vorstudien im Rahmen des CustomB2B Projektes an der Universitat Koblenz-Landau.

/pdf/entwicklung-eines-dienstleistungsproduktivitatsmodells-dlpmm-4ts64fif84.pdf

Entwicklung eines Dienstleistungsproduktivitätsmodells (DLPMM) am Beispiel von B2B Software-Customizing

Increasingly heterogeneous customer demands in software development have led to growing research into the effectiveness of customization projects. Despite the widespread assumption of a positive relationship between customer involvement and project success, there is limited empirical research on the mechanism that translates customer knowledge into project success and other positive customer outcomes. This research explores how customer-enabled market knowledge, clarity of requirements and frequency of requirements changes affect the success of software customization projects as well as customer satisfaction and loyalty. The authors employ a multimethod case study design that consists of qualitative and quantitative elements. The results indicate that customer knowledge differently affects the clarity of requirements and the frequency of requirements change. In addition, the authors found support for a positive association between the clarity of requirements and customer loyalty. The authors end with delineating the next steps of this research and possible general future research directions.

Customer Knowledge and Requirements Engineering in Customization Projects: A Multi-Method Case Study

Digitalisierung durchdringt immer mehr Lebensbereiche und macht auch vor eher traditionellen Branchen nicht halt. Der vorliegende Beitrag skizziert die Herausforderungen von Digitalisierung und Nutzung sozialer Medien am Beispiel des Handwerks, insbesondere der Sanitar-, Heizungs- und Klimatechnikbranche. Das Handwerk ist insofern eine spannende Branche fur das Thema Digitalisierung, als eingesetzte Technologien schon stark von Digitalisierung durchdrungen sind (zum Beispiel Smart Metering), die Kommunikation mit Mitarbeitenden und KundInnen jedoch uberwiegend nicht-digital stattfindet. Die Autoren analysieren zunachst, wie die Webangebote von Firmen der Branche typischerweise aussehen. Danach analysieren sie die in einer Umfrage gegebenen Antworten von mehr als 100 Handwerksbetrieben zu ihrer Nutzung sozialer Medien.

Digitalisierung und soziale Medien im Handwerk: Ergebnisse einer Studie im Bereich Heizungs-, Sanitär- und Klimatechnik

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