Information is the critical resource of modern organization that needs to be protected from both internal and external threats so as to sustain in this competitive business environment. In order to do so, comprehensive security policy must be formulated and implemented. Every employee of the organization must comply with the organization’s security policy. Although organizations implement information security policy, it is commonly observed that employees do not comply with the organization information security policy. The purpose of this research was to identify organizational factors that shape employees behavior to comply with information system security policy in Ethio-telecom. Data were collected via using survey method. Multiple linear regression was used as data analysis method. The study result showed that management support, awareness and training, and accountability are leading organizational factors that shape employees behavior to comply with the existing information system security policy. This is a single case study; it cannot be generalized for other organizations. Other researchers can replicate this research for generalizability of the research findings across different contexts.

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This chapter investigates enabling factors that promote knowledge sharing among employees in the workplace. The study was conducted on employees of Commercial Bank of Ethiopia (CBE) as a research case. Banks in particular and financial institutions in general are now becoming knowledge intensive organizations where knowledge is used as a key strategic resource to achieve their business goals as well as competitive advantage. This study uses an exploratory case study research method that allows deeper understanding and interpretation. Although there is plenty of literature on knowledge sharing, existing findings are not consistent due to the influence of contextual factors on knowledge sharing. This study identifies organizational, individual, task characteristics, and technological factors as main enabling factors that promote knowledge sharing in the workplace. Although organizations put much emphasis on technology to promote knowledge sharing in the workplace, non-technological factors (organizational and individual factors) appear more significant. As the study was conducted on a commercial bank within developing economies context, it contributes additional perspectives to confirm or extend existing findings on knowledge sharing.

This chapter investigates enabling factors that promote knowledge sharing among employees in the workplace. The study was conducted on employees of Commercial Bank of Ethiopia (CBE) as a research case. Banks in particular and financial institutions in general are now becoming knowledge intensive organizations where knowledge is used as a key strategic resource to achieve their business goals as well as competitive advantage. This study uses an exploratory case study research method that allows deeper understanding and interpretation. Although there is plenty of literature on knowledge sharing, existing findings are not consistent due to the influence of contextual factors on knowledge sharing. This study identifies organizational, individual, task characteristics, and technological factors as main enabling factors that promote knowledge sharing in the workplace. Although organizations put much emphasis on technology to promote knowledge sharing in the workplace, non-technological factors (organizational and individual factors) appear more significant. As the study was conducted on a commercial bank within developing economies context, it contributes additional perspectives to confirm or extend existing findings on knowledge sharing.

Information System (IS) research advocates employing collaborative and loose coupling strategies to address contradictory issues to address diversified actors’ interests than the prescriptive and unilateral Information Technology (IT) governance mechanisms’, yet it is rarely depicting how managers employ these strategies in Health Information System (HIS) implementation, particularly in a resource-constrained setting where IS implementation activities have highly relied on multiple international organizations resources. This study explored how managers in resource-constrained settings employ collaborative IT governance mechanisms in the case of District Health Information System 2 (DHIS2) adoption with an interpretative case study approach and the institutional logic concept. The institutional logic concept was used to identify the major actors’ logics underpinning the DHIS2 adoption. The study depicted the importance of high-level officials' distance from the dominant systemic logic to consider new alternative, and to employ inclusive IT governance mechanisms which separated resource from the system that facilitated stakeholders’ collaboration in DHIS2 adoption based on their capacity and interest.

User resistance in post Enterprise Resource Planning (erp) implementation phase is one of the main causes for failure of erp systems. Existing research identified different factors that cause erp failure in the post erp implementation phase. However, existing research is fragmented without strong theoretical base. The main objective of this study is to identify factors that cause user resistance in the post erp implementation phase using innovation resistance theory as a theoretical lens. The study used causal research design as a research method. Data was collected using Google’s online form. The empirical data from this research revealed that risk barriers and usability barriers as main factors that increase user resistance in the post erp implementation phase. The research also developed and validated data collection instruments to use innovation resistance theory for empirical investigation of user resistance in the post erp implementation phase for other researchers. It has also practical implication for managers what intervention to undertake so as to increase success of erp system implementation.

Commercial banks are one of the main engines that enhance the economic growth of the country by managinḡ nancial transactions. Banks process and use information to run their business. Knowledge is one of the strategic resources that commercial banks use to increase their internal e±ciency and to operate competitively. Knowledge-sharing barriers hinder the smooth°ow of knowledge among employees which often results in negative consequences such as customer dissatisfaction, low employee learning and poor service quality. This research identi¯ed complex individual, organisational and technological factors that a®ect knowledge sharing and puts forward interventions that can improve the culture of knowledge sharing in an organisation. The research also revealed that although organisations put much emphasis on the development of a technological infrastructure as a means to develop their knowledge management, it is the organisational and individual factors that may prove to be more important in improving organisational knowledge management. This research has a theoretical contribution for the generalisability of existing knowledge sharing theory across di®erent socioeconomic contexts, in particular in Ethiopia.

Information system (IS) implementation can often lead to inherently contradictory issues, standardization, and evolve‐ability, which requires different, sets of information technology (IT) governance mechanisms. Recent research advocate ambidexterity mechanisms which consider the contradictory logic for long‐term success yet it has paid little attention to resource‐constrained settings which is a source of contradiction for the lack of technical and financial resource. Using an interpretative approach, based on institutional logic and dynamic ambidexterity concepts, this study revealed how centralized, systemic, and IT logics shaped IT governance mechanisms toward centralized and ad hoc‐based decentralized structures. Furthermore, the study depicted how the lack of a common vision for IS implementation impeded defining roles, identifying and collaborating with similar initiatives that led the implementation to uncontrolled evolve‐ability. Despite the absence of a common vision in resource‐constrained settings, the study identified the importance of resource‐chasing collaboration among heterogeneous actors to achieve standardization and evolve‐ability at a certain level though not sufficient. The study proposed an ambidextrous implementation framework by combining dynamic ambidexterity and institutional logic concepts to complement the resource‐chased collaboration with major HIS logics‐based collaboration through devising common vision, strategy, and mechanisms which allows sensing, seizing, and reconfiguring the emergent heterogeneous system implementation initiatives to achieve standardization and evolve‐ability simultaneously.