...ELECTRONIC DATA INTERCHANGE: ORGANISATIONAL OPPORTUNITY, NOT TECHNICAL PROBLEM Paula M.C. Swatman School of Mathematical and Physical Sciences Murdoch University South Street, Murdoch, W.A. 6150. Paul A. Swatman School of Computing Science Curtin University of Technology G.P.O. Box 1982 Perth, W.A. 6001 ABSTRACT Electronic Data Interchange (EDI) enables organisations to send and receive standardised business communications more quickly, flexibly, cheaply and with greater security and accuracy than is possible with conventional postal services. It is not, however, merely another telecommunications advance, but rather provides a means by which organisations can introduce seamless inter-connection within and across organisational boundaries. This paper summarises the background and development of EDI and the benefits to be obtained from its integration into internal and external organisational systems and considers the future of EDI and inter-organisational information systems in general. It then discuss the organisational issues involved in implementing EDI, dispelling the myth that EDI is an issue relevant only to computer communications professionals, pointing out the fact that EDI is a major strategic opportunity which must be addressed at senior levels within implementing organisations. This paper was presented to "DBIS ’91" the 2nd Australian Conference on Database and Information Systems, held at the University of New South Wales in February 1991. It has since been...
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...COMPUTER-BASED ACCOUNTING SYSTEMS ON MALAYSIAN PUBLIC SECTOR AGENCIES BY WAN ZURIATI WAN ZAKARIA A thesis submitted to the School of Business and Law, Central Queensland University, Australia, for the fulfilment of the requirement of the degree of Doctor of Philosophy (PhD) MAY 2014 ABSTRACT The positive and negative impacts of information technology (IT) have been continuously discussed and debated by researchers, practitioners and scholars for several years. In the public sector environment, IT can be a powerful tool for improving the delivery of government services with better collaboration among various governments. Therefore, the Malaysian Government, similar to many other governments, has planned and implemented a number of programmes to embrace the digital world by transforming itself to deliver information and services electronically. In public sector audit and accounting practices, the Malaysian Government has experienced local reform aimed at escalating transparency, streamlining accountability and improving overall financial management in line with international standards and practices. The purpose of this study is to evaluate the impact of computer-based accounting systems (CBASs) on the effectiveness of performing accounting tasks by Malaysian public sector agencies (PSAs). This study focuses on the impact of performancebased outcomes at three levels: individual task, accounting-related task, and organisational level performance. With...
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...levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively simple terms, although this may hide complexity within it. When considering strategy, it must be realised that nothing about the firm is fixed; everything is variable. The strategy may change a firm or the organisation’s scope, its culture, its structure, its vision, or even all the above-stated factors. When developing strategy, it is incumbent upon us, therefore, to be creative in our thinking...
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...3 Consumer and organisational buyer behaviour OBJECTIVES After studying this chapter, you should be able to: 1. Understand the different motivations of consumer and organisational buyers 2. Formulate strategies for approaching consumer and organisational buyers 3. Recognise the importance of relationship management KEY CONCEPTS • • • • • • • • • • • • ACORN brand personality buy class buy phase buying centre centralised purchasing choice criteria consumer decision-making process creeping commitment decision-making unit (DMU) financial lease interaction approach • • • • • • • • • • • just-in-time (JIT) delivery/purchasing life-cycle costs lockout criteria operating lease organisational buying behaviour reference group relationship management reverse marketing strategic partners total quality management (TQM) value analysis 78 Sales environment 3.1 DIFFERENCES BETWEEN CONSUMER AND ORGANISATIONAL BUYING There are a number of important differences in emphasis between consumer and organisational buying that have important implications for the marketing of goods and services in general and the personal selling function in particular. Fewer organisational buyers Generally, a company marketing industrial products will have fewer potential buyers than one marketing in consumer markets. Often 80 per cent of output, in the former case, will be sold to perhaps 10–15 organisations, meaning that the importance of one customer to the business to business marketer is far in excess...
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... employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment can be recouped.2. Selective hiring. This requires the organisation to look to recruit people with the rightattitudes, values and cultural fit (all characteristics that are difficult to change) and totrain people in the behaviours and skills that are easily learned.3. Self-managed teams. This is a key requirement for high performance managementsystems as self-managed teams promote...
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...DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES by Lisa Shane submitted in part fulfilment of the requirements for the degree of MASTER OF ARTS in the subject INDUSTRIAL AND ORGANISATIONAL PSYCHOLOGY at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: MR H VON DER OHE MARCH 2009 Student number: 33450625 STATEMENT I declare that “DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES” is my own work and that all sources that I have used or quoted have been indicated and acknowledged by means of complete references. …………………… ..…………………… SIGNATURE DATE (MRS L SHANE) ii ACKNOWLEDGEMENTS So many people have come along this journey of personal and academic development with me. While completing this dissertation, I have had the greatest support and encouragement from many. I would like to express my gratitude to the following people: My wonderful husband, Bryan, who has shown such patience and understanding during this trying time. I would not have been able to accomplish what I have without you holding my hand the whole way through. Thank you for helping me realise that I could do it. My promoter, Mr. Hartmut von der Ohe, who has consistently provided encouragement and support, and given me the extra push that is needed to get through the writing of this dissertation. Also for having the extra energy and pushing me when I had all but given...
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...New Technology, Work and Employment 15:2 ISSN 0268-1072 Strategic exchange in the development of Human Resource Information Systems (HRIS) Carole Tansley and Tony Watson The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS development project is examined using strategic exchange to highlight important social considerations of organisational, group and individual projects. As employing organisations and their environments become increasingly complex, their managers face growing difficulties in coping with workforces spread across various countries, cultures and political systems. Given such trends, information technologies have considerable potential as tools to be used by managers generally and in human resourcing functions particularly. But information technologies are not simple and uncomplicated tools to be picked up by managers and others and utilised without debate, reflection and contestation. They are tools that are used by human beings who have personal and group interests, values and identities to develop and defend. And, at a more structural level, there are numerous influences on the way that such technologies are incorporated into the strategies and plans of contemporary organisations. These include the changing structures of the organisation, the increase in partnerships and collaborations...
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...Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1.2 1.3 1.4 Where does the literature come from? What kind of evidence does it provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research...
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...(PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project management concepts and processes (Cleland, 1994). complex processes and structures as well as the people involved in projects (Ulrich & Brockbank, 2005; Ulrich, 1998; Verma...
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...Jorge Matute Article information: To cite this document: Elena Fraj Eva Martínez Jorge Matute, (2013),"Green marketing in B2B organisations: an empirical analysis from the natural#resource#based view of the firm", Journal of Business & Industrial Marketing, Vol. 28 Iss 5 pp. 396 - 410 Permanent link to this document: http://dx.doi.org/10.1108/08858621311330245 Downloaded on: 26 October 2014, At: 19:59 (PT) References: this document contains references to 87 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1841 times since 2013* Users who downloaded this article also downloaded: Downloaded by UNIVERSITI UTARA MALAYSIA At 19:59 26 October 2014 (PT) (2007),"Environmental management systems "must measure green performance"", Management of Environmental Quality: An International Journal, Vol. 18 Iss 2 pp. Jerónimo de Burgos#Jiménez, Diego Vázquez#Brust, José A. Plaza#Úbeda, Jeroen Dijkshoorn, (2013),"Environmental protection and financial performance: an empirical analysis in Wales", International Journal of Operations & Production Management, Vol. 33 Iss 8 pp. 981-1018 Lez Rayman#Bacchus, Sumita Sindhi, Niraj Kumar, (2012),"Corporate environmental responsibility – transitional and evolving", Management of Environmental Quality: An International Journal, Vol. 23 Iss 6 pp. 640-657 Access to this document was granted through an Emerald subscription provided by All users group For Authors If...
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...STUDY MANUAL MANAGING CHANGE CODE: BIS-3318 COPYRIGHT Published by the International University of Management Windhoek, Namibia © International University of Management 2009 No part of this publication may be reproduced, stored in retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publishers. International University of Management 59 Bahnhof Street Private Bag 14005 Windhoek Telephone (264 61) 245150/84 Fax (264 61) 248112 E-mail: ium@ium.edu.na Website: www.ium.edu.na TABLE OF CONTENTS Chapter 1 System Development Fundamentals System Design Methods Structured System Analysis and Design Method (SSADM) Rapid Application Development (RAD) Joint Application Development (JAD) Skilled Small Team Development End of Chapter Questions Chapter 2 The Design and Implementation Process End of Chapter Questions Chapter 3 Assessing Systems Impact Prototyping End of Chapter Questions Chapter 4 Design for User Tasks and Organizational Requirements Stages of a BPR Development Project End of Chapter Questions Chapter 5 System Implementation and Security User Involvement Change Over Strategies End of Chapter Questions References MODULE OUTCOMES • Differentiate and access different system design methods. ...
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...solving problems and exploiting opportunities. Many researchers argue what the organization comes to know explains its performance. The ultimate test of any business concept, such as KM, is whether it improves business performance. If organizations cannot use knowledge to improve performance, knowledge does not have measurable value. However, management research has often overlooked the role of knowledge and KM in the analysis of organizations and their performance. Most of KM research consists of either theoretical analyses of KM issues or case-based reviews of organizations’ KM practices. Consequently, KM research is short of offering an unambiguous understanding of the role of KM in improving organizational performance. On the other hand, effective KM entails an understanding of the interrelationships that may exist among KM processes such as knowledge acquisition, knowledge creation, knowledge documentation, knowledge transfer, and knowledge application. These processes are not necessarily sequential but rather iterative and overlapping. Furthermore, an analysis for the purpose of understanding the relationship of the KM processes to organizational performance is incomplete if it does not also include the analysis of the interrelationships among the KM dimensions themselves. In other words, effective KM requires an understanding of the direct and...
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...SOURCES OF STRESS FROM THE INDIVIDUAL, GROUP AND ORGANISATIONAL POINTS OF VIEW. Work stress is recognised world-wide as a major challenge to workers health and the healthiness of their organization. Workers who are stressed are also more likely to be unhealthy, poor motivated, less productive and less safe at work. Their organisations are less likely to be successful in a competitive market. Stress can be brought about by pressures at home and at work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from that which arises from work. Stress may be defined as "a state of psychological and / or physiological imbalance resulting from the disparity between situational demand and the individual's ability and / or motivation to meet those demands." Dr. Hans Selye, one of the leading authorities on the concept of stress, described stress as "the rate of all wear and tear caused by life." Stress in an organisation can also be refer to us the response people or workers may have when presented work work demands and pressures the are not matched to their knowledge and abilities and which challenges their ability to cope Sources of Stress, Factors that cause stress are called "Stressors." The following are the sources or causes of an organisational and non-organisational stress. 1. Causes of an Organisational Stress The main sources or causes of an organisational stress are:- Career Concern : If an employee...
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...intimate service virtually all people use at least at some occasion in a lifetime. It is also highly complex and variable with heterogeneous patients requiring individualised attention in order to be effectively treated. This requires large resources in terms of labour, knowledge, skill, and time which is why in the past, improving productivity has been difficult. Information and communications technology, ICT, has been seen to have potential to improve productivity in e.g. diagnosing, devising treatment plans, communicating with patients and clinical staff, and record-keeping if applied correctly. During mainly the 1990s, the banking sector changed its distribution channel strategy to focus increasingly on Internet banking rather than local branches. If parallels are drawn between the two, such as comparing local branches to clinics, what can a rheumatology department learn? A case study was conducted at Karolinska University Hospital's Department of Rheumatology. Existing communication pathways associated with the clinic-patient communication were identified, theory and knowledge of the banking sector change was compiled and some current efforts...
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... Ronald D; Alshare, Khaled A; Lane, Peggy L; Wen, H Joseph. Journal of Information Systems Education21.2 (2010): 173-184. The title captures the objective of the study which is to evaluate the success of the E-learning based on the IS success model. Abstract This study utilized the Information Systems Success (ISS) model in examining e-learning systems success. The study was built on the premise that system quality (SQ) and information quality (IQ) influence system use and user satisfaction, which in turn impact system success. A structural equation model (SEM), using LISREL, was used to test the measurement and structural models using a convenience sample of 674 students at a Midwestern university. The results revealed that both system quality and information quality had significant positive impact on user satisfaction and system use. Additionally, the results showed that user satisfaction, compared to system use, had a stronger impact on system success. Implications for educators and researchers are reported. Keywords: IS Success, E-Learning, User satisfaction, System use, System quality, Information quality 1. INTRODUCTION Both undergraduate and graduate courses are experiencing a migration away from the traditional classroom and toward a greater emphasis for electronic delivery of content (Allen and Seaman, 2008). This trend cuts across all departments and schools in the university system but is especially critical in business schools, since the preparation of...
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