Abstract: The main purpose of this study was to explore the role of organisational effectiveness (OE) in seaports. OE is an important managerial concept, one that is necessary for leaders and directors in any organisation to understand the output of their work. OE has been applied in many organisations; however, it is a vital concept in the port business. This paper examines various approaches and applications of the OE concept to business management, and describes benefits that are important and applicable to seaport management. This research reviews and classifies articles published in relevant journals and books between 1950 and 2016; from the general literature on OE to the narrower field of OE in seaports. Based on the extensive literature review, this study identifies and discusses several issues relevant to both practices and theories of this concept. The review concludes by presenting a gap in the literature, as it found only a limited amount of research that endeavours to clarify OE in the seaport sector. As a result of this gap, seaports suffer from a lack of empirical study and are largely neglected in this subject area. The implementation of OE in this research has led to the maritime sector interfacing with different disciplines in order to acquire the advantage of enhancing managerial knowledge and competing successfully in the international marketplace.
Abstract: Information technology and information systems are
currently at a tipping point. The digital age fundamentally transforms
a large number of industries in the ways they work. Lines between
business and technology blur. Researchers have acknowledged that
this is the time in which the IT/IS organisation needs to re-strategize
itself. In this paper, the author provides a structured review of the IS
and organisation design literature addressing the question of how the
digital age changes the design categories of an IT/IS organisation
design. The findings show that most papers just analyse single
aspects of either IT/IS relevant information or generic organisation
design elements but miss a holistic ‘big-picture’ onto an IT/IS
organisation design. This paper creates a holistic IT/IS organisation
design framework bringing together the IS research strand, the digital
strand and the generic organisation design strand. The research
identified four IT/IS organisation design categories (strategy,
structure, processes and people) and discusses the importance of two
additional categories (sourcing and governance). The authors findings
point to a first anchor point from which further research needs to be
conducted to develop a holistic IT/IS organisation design framework.