CRITICAL SUCCESS FACTORS FOR BUSINESS INTELLIGENCE SYSTEMS WILLIAM YEOH University of South Australia SA 5095 Australia ANDY KORONIOS University of South Australia SA 5095 Australia The implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet there is a limited authoritative set of critical success factors (CSFs) for management reference because the BI market has been driven mainly by the IT industry and vendors. This research seeks
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In: Raimo P. Hämäläinen and Esa Saarinen, eds. 2007. Systems Intelligence in Leadership and Everyday Life. Systems Analysis Laboratory, Helsinki University of Technology, Espoo. CHAPTER 11 Reasons of Systemic Collapse in Enron Matti Rantanen This article studies the moral development at Enron from the perspective of its long-term CEO and chairman Ken Lay. I focus on some critical decisions in the early years of Enron and speculate why Lay chose in favour of non-systems intelligent solutions
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day,
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industry. This paper describes the analysis process, the decision model, and the resulting improved process for value chain strategy at GMPT. The value analysis process emphasizes the need to balance quantitative financial considerations with less-easily quantifiable strategic issues. This model not only provided key decision support for value chain strategy, but also formed the foundation of a fast-response capability to emergent and disruptive strategic challenges. We describe why such a capability
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Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM Research Paper 11 An analysis of Leadership Development Programmes working in the context of development Heather Lyne de Ver & Fraser Kennedy February 2011 www.dlprog.org DLP Policy and Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM The Developmental Leadership Program (DLP) is an international policy initiative informed by targeted
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day
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Leadership and Culture in India : The GLOBE Research Project1 Jagdeep S. Chhokar2 India is a country of great diversity. There are substantial regional, linguistic, cultural, and religious variations across the country. Given the wide range of variation, it should be impossible to generalize about the society, organizations, and leaders in India, as also about organizational and leadership practices in Indian organizations. There is however hope because in spite of the fact that the languages of
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ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six
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172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter
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BUS378 Knowledge and Organisational Learning Unit Information and Learning Guide 2016 This information should be read in conjunction with the online learning materials which can be found on your MyUnits page. Unit coordinator Dr Amy Huang (A.Huang@murdoch.edu.au) © Published by Murdoch University, Perth, Western Australia, 2016 This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording
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