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The importance of information systems (IS) professions is increasing. As personality–job fit theory claims, employees must have suitable personality traits for particular IS professions. However, candidates can try to fake-good on personality tests towards the desired personality type. Thus, the purpose of this study is to identify archetypal IS professions, their associated personality types and examine the reliability of the Myers–Briggs Type Indicator (MBTI) personality test in IS recruitment decisions.

The authors reviewed academic literature related to IS professions to identify job archetypes and personality traits for IS professions. Then, the authors conducted an experiment with 452 participants to investigate whether candidates can fake-good on personality tests when being tested for a particular IS profession.

The identified job archetypes were IS project manager, IS marketing specialist, IS consultant, IS security specialist, data scientist and business process analyst. The experimental results show that the participants were not able to fake-good considerably regarding their personality traits for a particular archetype.

The taxonomy of IS professions should be validated further. The experiment was executed in an educational organisation and not in a real-life environment. Actual work performance was not measured.

This study enables a better identification of suitable candidates for a particular IS profession. Personality tests are good indicators of the candidate's true personality type but must be properly interpreted.

This study enhances the existing body of knowledge on IS professions' archetypes, proposes suitable MBTI personality types for each profession and provides experimental support for the appropriateness of using personality tests to identify potentially suitable candidates.

A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it.

A partnership construct is developed based on interdisciplinary studies and transferred to the business–IT context since it is not generally used in IT disciplines. The model was empirically tested with structural equation modelling using data obtained from 221 IT managers in Slovenian companies.

The results show that both the perceived value of IT and the business orientation of the IT department exert a positive influence on the partnership, while a mere technology-oriented IT department has a negative effect on the partnership relationship. Furthermore, the paper also presents the prerequisites for a business-oriented IT department.

In this digitalisation era, IT is becoming even more important for its strategic role in organisations. There is thus a strong need to bridge the business–IT gap. Despite significant efforts made to close this gap, it remains a major issue. This research contributes to understanding the business–IT gap and presents the key factors for ensuring a partnership relationship is in place. The study also combines the views of social exchange theory and knowledge-based theory and upgrades findings concerning the influence of social facilitators on collaboration outcomes.

There is very little literature about improving and managing knowledge-intensive business processes (KIBPs). Since innovation plays an important role in knowledge work, these processes are different from traditional business processes, for which most business process management (BPM) methods have been developed, and therefore KIBPs should be improved differently. The purpose of this paper is to contribute to the understanding of BPM in the case of KIBPs by describing some methods that can be applied to manage and improve KIBPs.

The paper presents a case study of a BPM project in the public sector, where most processes are knowledge-intensive. In conducting the longitudinal case study, established guidelines for interpretive case study research were followed. Both qualitative and quantitative data were collected.

The paper presents some findings about the methods that can be applied for BPM in the case of KIBPs. It shows that the main phases of a BPM project can be the same as in a typical project; however, within each project phase different methods have to be applied. Appropriate methods for modelling the existing processes were workshops and interviews. Qualitative methods were suitable for the analysis phase, while it was not necessary to develop detailed to-be models in the business process redesign phase.

The paper contributes to the body of knowledge on BPM in the case of KIBPs. Previous findings from the literature claiming that participative, incremental and continuous methods are suitable for improving KIBPs were confirmed. The case study also showed that proper project management, communication, the active role of top management and the involvement of external consultants during BPM projects are very important.

The gap between top management and IS personnel is preventing organisations develop a competitive advantage based on IS. The purpose of this paper is thus to improve the understanding of the relationship between top management and IS personnel and to identify the key factors that are important in this relationship.

Two separate questionnaires were used for IS department managers and top management to identify key factors in the relationship. In total, 221 CIOs and 93 CEOs agreed to participate in the research. To identify factors in the business-IS relationship an exploratory factor analysis was used. Further, factor scores were calculated and the independent samples t-test was used to compare these factor scores to reveal any significant differences in perceptions between CIOs and CEOs.

The empirical investigation reveals the existence of nine factors that are important in the business-IS relationship. Seven factors are perceived differently by top management and IS management and thus causing the gap in the relationship, while two factors are similarly perceived.

The paper presents the key areas business and IS personnel should pay attention to. Therefore, it enables reducing the business-IS gap by considering the identified factors and dedicating significant effort to the factors with significant differences.

The paper contributes to understanding the key factors in the relationship between top and IS managers as it identifies factors that are causing the business-IS gap. Thus, it develops the existing literature since it is simultaneously focusing on managerial and IS side. The study is also valuable for researchers enabling future research in exploring these factors in detail.

To better understand continuities and changes in consumer behaviour, it is also important to examine the original antecedents of unified theory of acceptance and use of technology 2 (UTAUT2). Studying Generation Y is crucial for developing competitive online marketing strategies, as Generation Y plays a substantial role in online purchases. Therefore, this study aims to examine the actual use of small business websites based on the UTAUT2 among Generation Y.

A total of 375 valid questionnaires were collected via a systematic sampling among Generation Y in Canada. All participants in the study had at least a high school education, were internet and computer literate, and had purchased a good/service from the retail websites of Canadian small businesses.

The results show performance expectancy, hedonic motivation, social influence and habit have significant effects on behavioural intentions. The habit and behavioural intentions also have significant effects on actual usage of small businesses’ retail websites. Additionally, this study supported the significant difference between male and female UTAUT2 models.

The study examines how small retail businesses can attract and retain Generation Y customers by improving their website’s performance. Performance expectancy, hedonic motivation and social influence are significant factors in determining behavioral intention. Small businesses can enhance their website usability, design and content to increase customer satisfaction and loyalty. Hedonic motivation is crucial for Generation Y customers, who seek pleasure and excitement when visiting websites. Social influence is crucial for male customers, whereas performance expectancy, hedonic motivation and habit are more important for female customers. The study also suggests that Canadian governments should encourage online purchasing to increase the usage of small retail business websites.

This study provided few valuable insights into small businesses’ retail websites behavioural intentions and actual usage between males and females in Canada.

The purpose of this paper is to review the literature on customer relationship management (CRM) to obtain a comprehensive framework of mutually exclusive CRM research areas and sub‐areas free of all potentially disruptive factors (plethora of CRM definitions, personal judgments, etc.).

The keywords reported in 396 CRM articles published during the period 2000‐2006 are used to uncover first a great number of detailed keyword sub‐groups and, by subject summation, the CRM‐related research areas. This classification scheme is considered unbiased, in contrast with any direct classification of articles alone among CRM research areas fixed in advance.

An up‐to‐date conceptual and functional CRM framework emerges, consisting of a total of nine distinct research areas having their own weights, importance and popularity among the research community. Newly emerging CRM research areas are self‐identified as attracting the interest of the researchers and managers.

Keywords are activated, for a first time, as an added value characteristic reflecting genuinely the authors' beliefs about the subject content fields of their articles, important enough to reveal a self‐supported and self‐weighted unbiased and exhaustive CRM framework, useful to researchers and marketing practitioners. The paper offers strong evidence that e‐CRM is too complex to be comprehensively classified by mere procedures and simple criteria alone.