Spreadsheets as Knowledge Documents

How should a small business decide whether and in what ways to use Web technology for interactions with customers? This case describes the creation of a practical decision support tool (using a spreadsheet) for the initiation and development of small business Web sites. Decisions arise from both explicit and tacit knowledge. Using selected literature from a structuration theory, information management and knowledge management, decision support tools are characterized as knowledge documents (communication agents for explicit knowledge). Understanding decision support tools as knowledge documents sheds light on their potentialities and limitations for knowledge transfer, and assists in maximizing their potentialities. The case study deploys three levels of modeling: a high-level structuration model of the interplay between information management and knowledge management, a conceptual model of small-business decision-making, and an applied model the practical decision support tool, itself. An action-research methodology involving experts and stakeholders validated the development of conceptual categories and their instantiation in the practical tool.

The QUIPUDATA Case

This case study shows the way in which a subsidiary company of one of the largest corporations in Peru, Backus Corporation, charged with assisting in the use of information and telecommunications technologies, implemented a quality management model, got the ISO 9001: 2000 certification, and evolved from an information technology support center to a center of benefits. It describes the evolution and development of the quality management model based on indicators used in QUIPUDATA and also describes the steps followed to get a quality certification. Moreover, it details some of the technological developments within the corporation, including the information technology tool that supports the management model and the corporate network.

Computer Service Support at Glenview Hospital

This case focuses on the challenges of managing a help desk that supports computer users. There are two main technologies that the Information Center (IC) uses to provide this service: the call distributing system and the knowledge base, which is also available on the Web. The choice of technologies affected the service provided by the help desk staff. Specifically, the call distributing system was unable to provide enough information regarding the number of calls answered, dropped, and allocated among the different staff members. The hospital knowledge base, on the other hand, is created based on peoples documentation of the problem and selection of keywords, which has led to inconsistencies in the data entry. One of the management challenges for the Information Center is to foster self-help and minimize the number of requests to the IC staff. This case presents the difficulties and some of the initiatives that the IC has considered to solve these problems.

Student Laptop Ownership Requirement and Centralization of Information Technology Services at a Large Public University

A large, highly ranked public university implemented a requirement for all incoming undergraduates to own a laptop computer starting in fall, 2000. To control increased expenditures for information technology, this requirement has shifted some of the cost of technology to students by decreasing the need for centralized general-purpose computing laboratories. At the same time, a shift towards centralized academic computing support occurred. This shift was away from information technology resources, services and support based in individual departments. This shift, engineered by the newly formed office of the Chief Information Officer (CIO), was envisioned to generate cost savings through economies of scale. The educational impact of the laptop requirement is starting to be felt, but adoption is not widespread in daily classroom use. Envisioned cost savings have not yet become apparent. However, laptop ownership has enabled some new classroom activities and helped to reinforce the leading-edge image of the university.

A Dream Project Turns Nightmare

It was in 1996 that Integra1, a large Canadian life insurance institution, launched its Banking and Loan Insurance Software System (BLISS) development project with the aim of gaining access to the loan insurance market in small Credit Unions (CUs) across Canada. The company was ready to provide the system free of charge to the Credit Unions on the provision that they commercialize exclusively Integras loan insurance products. To achieve this goal, Integra entered into a partnership with Intex Consulting, the Canadian subsidiary of a large international information system (IS) integration firm who wanted to gain a foothold in the Canadian banking business. After 1.3 million dollars of investment from each partner and twelve months of intensive efforts, the project came to an abrupt stop. The lessons learned in this case study include: (1) the importance of understanding requirements beyond micro-level user needs, (2) the need to get the enlightened involvement of each interested party in a large complex project, (3) the importance of appraising the specific contribution of each partner in a strategic alliance, and (4) the obstacles faced when entering an unfamiliar market with a new, unproven IS product.

ERP Implementation in State Government

In the early 1990s, enterprise resource planning (ERP) emerged as the business standard for enterprise computing. The concepts associated with ERP, i.e., integration, standardization and process-centering, are indeed powerful and profound. Private sector organizations embraced this technology for varying reasons. ERP success or failure is determined in large part by how able and willing an organization is to undertake a radical business transformation process. At the dawn of the new century, ERP concepts are beginning to pervade public sector organizations, including state government. As with the private sector, each implementation brings with it unique challenges and opportunities. This case study takes a look at some of the exciting issues associated with the implementation of integrated systems in state government.

Bankcard Payment System in the People's Republic of China

An efficient payment system is necessary to support efficient trading in goods and services within open market economies. Information technology has been used by many of these economies to achieve efficiency in their payment systems. The Peoples Republic of China, an emerging market economy, regards an efficient electronic payment system as imperative for economic liberalization, for supporting low cash usage and improving monetary control within the economy. By means of the Golden Card project, it aimed for a flexible, convenient, fast, secure and seamless electronic payment system beneficial to economic performance. Although efficiencies in the electronic payment system were achieved in some of the developed regions, there have been teething problems such as low public confidence in the system, weak technological support and inadequate regulatory framework that prevent the full realization of a supportive payment system for overall economic development.

The Lonely Comate - The Adoption-Failure of an Intranet-based Consumer and Market Intelligence System

The case study concerns the disappointing reception of an intranet application at TopTech, a prominent player in the field of electronics. The application in question, called Comate, which stands for Consumer and Market Intelligence Technology Environment, was conceived and built by the central staff department for Consumer and Marketing Intelligence (CMI) of the company. When this application was introduced some years ago, its purpose was to smooth information flows between CMI departments worldwide and to enhance networking between these departments. The organization decided to form a project team to investigate the reasons for the lacking acceptance of the system by intended users and to establish what would be the most appropriate reaction on the part of Central CMI: change the system, initiate new, supportive initiatives, or abandon the Comate project altogether. The case study examines how this project team tackled the problem. The team decided to address the evaluation, diagnosis, and redesign of the system and its possible contribution to CMI from the perspective of the systems acceptability. Key component in its methodology was the integrated use of the Technology Acceptance model (TAM) and Task-Technology Fit model (TTF).

Assessing the Introduction of Electronic Banking in Egypt Using the Technology Acceptance Model

The developments taking place in information and communication technology are increasing competition in financial institutions worldwide. Thus, the deployment of advanced technologies is essential to achieve a competitive edge. Recently, the banking industry was highly affected by the technology evolution that transformed the way banks deliver their services, using technologies such as automated teller machines, phones, the Internet, credit cards, and electronic cash. In line with global trends, retail banking in Egypt has been undergoing many changes. In the past, banks faced significant uncertainty regarding investments in advanced technologies, but recently, banks have been investing heavily in technology to maintain a competitive edge. However, to better forecast the future, banks need to understand the different factors influencing customers choice between traditional and unconventional banking instruments. This case covers the introduction and diffusion of retail banking in Egypt and the development in electronic delivery channels and payment systems in its marketplace. The case represents a model for the application of advanced information and communication technology in the context of a developing nation.

Nation-Wide ICT Infrastructure Introduction and its Leverage for Overall Development

This paper describes ten years of efforts in introducing the state-of-the-art information and communication technologies (ICT) and development of ICT infrastructure on the national level. The aim of the project was to build Internet in Croatia and to foster its leverage in the broad range of activities of public interest in the society as a whole. The prime target group was academic and research community, as a vehicle for the overall development in the society. Croatian Academic and Research Network (CARNet) had been started as a project in 1991, and, after five years, it was transformed into a government agency. A broad range of activities had been started, from building and maintaining private nation-wide communication and computer network to information services, user support, education, pilot projects and promotion. The academic community has been treated not only as the main customer, but also as an active partner in developing and providing services. CARNet has been fully funded by the state budget for ten years, without any participation of the commercial sector, domestic donations or international financial support. Although CARNet is treated as Croatian success story, recognized inside and outside of the country, the question is whether the initial goals have been realistic and achievements sufficient, considering the low penetration of ICT into the Croatian society. Likewise, budget cuts, continuous struggle for political recognition and authority, as well as fights with national telecommunication monopoly, have created an array of questions to be answered at the beginning of the second decade of this highly ambitious endeavour.