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It took 10 years for the city of Munich to migrate 15,000 PCs from Windows to the Linux operating system. Was it worth it? This article focuses on how to effectively cope with open source software (OSS) adoption in an organizational context. Based on the Linux in Munich case, the authors present challenges and risks for IT decision makers and propose recommendations for evaluating and calculating the risks of OSS adoption.

Scholars and practitioners agree that the future of payment is mobile contactless payment (MCP). However, while many projects concerning the implementation of MCP solutions have been started, MCP is still not available in most countries. Concerning this fact, studies on the obstacles to MCP implementation conclude that the formation of interorganizational relationships (IORs) is an important aspect to the success of any MCP project. In this study, the authors research the influence of organizational culture on IORs in the French MCP service, Cityzi. They conducted interviews with executives of the main organizations involved and collected data about the organizational culture using a quantitative questionnaire. The results revealed that the organizations involved in Cityzi emphasize a developmental culture that drives innovation and competition between the organizations involved, which leads to rivalry between them. The authors conclude that the centralized structure around a coordinating organization that displays a group culture supports the implementation of MCP systems.

At the tip of the iceberg of the global financial crisis organizations are looking for economies of scale to survive in these challenging times. The Unified Communications and Collaboration (UC&C) platform is the perfect answer to support an organization's new strategies, aiming to increase employee productivity while decreasing costs. Our study combines recent collaboration research theories with the Unified Theory of Acceptance and Use of Technology (UTAUT). The authors aim to close the existing research gap by extending previous research with a cross-cultural dimension. They conducted an international field study in 34 countries involving 120 employees who were users of UC&C technology. The authors found that the UTAUT constructs are mainly validated in areas in which results suggest that performance expectancy and social influence are the most influential drivers in employee acceptance and use of UC&C in organizations.