The study identified various value configurations, namely the value chain, value shop and value networks, that could be applicable in understanding the value adding activities within a law firm. The aim of the study was to determine whether information systems could be utilised throughout the identified activities comprising the various value configurations. In the event that information systems were used throughout these activities it was sought to determine to what extent information systems were being used in the law firm and whether, from the user’s perspective, the systems facilitated better efficiency in the workplace, increased productivity and had a positive effect on the profitability of the law firm.

The study identified various value configurations, namely the value chain, value shop and value networks, that could be applicable in understanding the value adding activities within a law firm. The aim of the study was to determine whether information systems could be utilised throughout the identified activities comprising the various value configurations. In the event that information systems were used throughout these activities it was sought to determine to what extent information systems were being used in the law firm and whether, from the user’s perspective, the systems facilitated better efficiency in the workplace, increased productivity and had a positive effect on the profitability of the law firm.

With the improvement of information technology, the environment of electronic commerce is shifting gradually from M-Commerce to U-Commerce. However, U-Commerce is still in its infancy for most enterprises although it extended from M-Commerce. The knowledge about how the business model and the enabling technology together create the business for inter and intra customers is till vague, while it is important for the success of U-Commerce. Therefore, in this study, we conduct the secondary data analysis and use a value shop model to analyze what determinates the value creation for the customers and what the enabling core components are. The findings of this study provide a great insight for better understanding the value configuration of U-commerce and a leading index for the enterprise to constructing business model and developing IT core components when implementing the U-commerce.

While mobile technologies and applications are rapidly and widely utilized and adopted in electronic commerce (E-commerce), it is extremely important to better understand the value creation, business model capability and core component capability in mobile commerce (M-commerce). In this study, we conduct the secondary data analysis and use a value shop model to analyze the innovation in technological knowledge, business model, and dynamic capability aspects used in Internet-enabled commerce (I-commerce) versus M-commerce. A set of critical dynamic capabilities for each innovation is then identified. These results provide great insight for practitioners and scholars for enhancing their understanding of M-commerce innovation, and provide guidelines to help practitioners adapt from I-commerce to M-commerce innovation.

Companies all over the world are seeking ways to address sustainability related issues, both to meet external expectations and as a way to find opportunities for growth and innovation. Many attempts have been made in providing descriptions and guidance in how sustainability can be adopted within corporations. However, much of earlier research has focused on the manufacturing industry where materials and production processes are central in the concept. How sustainability can be incorporated in service industries, more specifically by IT service providers (ITSPs), is a somewhat unexplored area even though the potential for sustainability related risks as well as opportunities are high. Previous research in this area that has set out to construct models of this phenomenon has not managed to consider the characteristics of  ITservice providers to the fullest. This study has investigated how ITSPs can incorporate sustainability into business practices through a multiple-case study with four ITSP and one technical consulting company. The data has been collected through interviews and document analysis, and analyzed both separately nd by comparison. Additional interviews were held with experts and professionals with relevant knowledge to strengthen the findings. This study resulted in model that can serve as an analytical tool and presentation format  hen incorporating sustainability in business practices within the IT Professional service industry. The results showed that incorporation of sustainability in practices needs to be divided in two main categories; incorporating sustainability in internal operations and incorporating sustainability in customer offerings. Within these categories the study identified a number of activities that ITSPs can undertake to incorporate sustainability and what outcomes they may have. It was concluded that the activities in within internal operations were primarily focused n building trust towards customers. The study also showed that incorporating  ustainability in customer offerings can be done to different extent with different outcomes. The critical activities to successfully incorporate sustainability in customer offerings has been described in the study and visualized in a 3-level map to further provide guidance. A main finding within this category was that interaction with the customer is crucial to successfully deploy service offerings that incorporate sustainability. The results can be generalized to other ITSPs in similar settings and parts can also be argued to be adoptable to other companies in the professional service industry that rely on intense technology.