Selected readings on strategic information systems:
"This book offers research articles on key issues concerning information technology in support of the strategic management of organizations"--Provided by publisher.
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Hershey, PA [u.a.]
Information Science Reference
2009
|
| Schriftenreihe: | Premier reference source
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "This book offers research articles on key issues concerning information technology in support of the strategic management of organizations"--Provided by publisher. |
| Beschreibung: | "This book offers research articles on key issues concerning information technology in support of the strategic management of organizations"--Provided by publisher. Includes bibliographical references and index |
| Beschreibung: | XXIV, 418 S. graph. Darst. |
| ISBN: | 9781605660905 |
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Datensatz im Suchindex
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| adam_text | Table of Contents
Prologue ...........................................................................................................................................xviii
Section I
Fundamental Concepts and Theories
Chapter I
The Nature of Strategic Intelligence: Current Practice and Solutions......
MarkXu, University of Portsmouth, UK
Roland Kay e, University of East Anglia, UK
Chapter II
Developing and Analysing Core Competencies for Alignment with Strategy ....................................20
Keith Sawyer, Alpha Omega International, UK
John Gammack, Griffith University, Australia
Chapter III
Implementing Supply Chain Management in the New Era: A Replenishment Framework for
the Supply Chain Operations Reference Model...................................................................................34
William Y. C. Wang, University of South Australia, Australia
Michael S. H. Heng, Universitas 21 Global, Singapore
Patrick Y. K. Chau, The University of Hong Kong, Hong Kong
Chapter IV
Behavioral Factors and Information Technology Infrastructure Considerations in Strategic
Alliance Development .........................................................................................................................52
Purnendu Mandal, Lamar University, USA
Section II
Development and Design Methodologies
Chapter V
A Methodology for Developing an Integrated Supply Chain Management System ...........................66
Ti-chen Lan, University of Western Sydney, Australia
Bhuvan Unhelkar, University of Western Sydney, Australia
Chapter VI
Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force
Material Command...............................................................................................................................76
Summer E. Bartczak, University of Central Arkansas, USA
Jason M. Turner, Air Force Institute of Technology, USA
Ellen C. England, ISN Software Corporation and Kaplan University, USA
Chapter VII
Developing a Global CRM Strategy.....................................................................................................81
Michael Shumanov, Monash University, Australia
Michael Ewing, Monash University, Australia
Chapter VIII
Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity
Monitoring at Southern International Airlines......................................................................................94
Richard Welke, Georgia State University, USA
Gabriel Cavalheiro, Ernst Young, NL
Ajantha Dahanayake, Georgia College State University, USA
Section III
Tools and Technologies
Chapter IX
Intelligent Design Advisor: A Knowledge-Based Information System Approach for Product
Development and Design.................................................................................................................... 112
Quangang Yang, University of South Wales, Australia
Carl Reidsema, University of South Wales, Australia
Chapter X
Data Quality-Based Requirements Elicitation for Decision Support Systems...................................128
Alejandro Vaisman, Universidad de Buenos Aires, Argentina
Chapter XI
A Knowledge Integration Approach for Organizational Decision Support........................................150
Kee-Young Kwahk, Kookmin University, Korea
Hee-Woong Kim, National University of Singapore, Singapore
Hock Chuan Chan, National University of Singapore
Chapter XII
Beyond Intelligent Agents: E-Sensors for Supporting Supply Chain Collaboration and
Preventing the Bullwhip Effect...........................................................................................................170
Walter Rodriguez, Florida Gulf Coast University, USA
Janusz Zalewski, Florida Gulf Coast University, USA
Elias Kirche, Florida Gulf Coast University, USA
Section IV
Utilization and Application
Chapter XIII
Making Decisions with Data: Using Computational Intelligence within a Business
Environment........................................................................................................................................183
Kevin Swingler, University of Stirling, Scotland
David Cairns, University of Stirling, Scotland
Chapter XIV
EBBSC: A Balanced Scorecard-Based Framework for Strategic E-Business Management..............200
Fen Wang, University of Maryland, Baltimore County, USA
Guisseppi Forgionne, University of Maryland, Baltimore C aunty, USA
Chapter XV
An Application of Multi-Criteria Decision-Making Model to Strategic Outsourcing for
Effective Supply-Chain Linkages.......................................................................................................223
N. K. Kwak, Saint Louis University, USA
Chang Won Lee, Jinju National University, Korea
Chapter XVI
The Cognitive Process of Decision Making.......................................................................................237
Yingxu Wang, University of Calgary, Canada
Guenther Ruhe, University of Calgary, Canada
Section V
Critical Issues
Chapter XVII
Information System Development Failure and Complexity: A Case Study.......................................251
Abou Bakar Nauman, COMSATS Institute of Information Technology, Pakistan
Romano Aziz, COMSATS Institute of Information Technology, Pakistan
A.KM. Ishaq, COMSATS Institute of Information Technology, Pakistan
Chapter XVIII
Empirical Assessment of Factors Influencing Success of Enterprise Resource Planning
Implementations..................................................................................................................................276
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zahidul Islam, Independent University, Bangladesh
Mathew Tan, Agilent Technologies, Malaysia
Chapter XIX
IT Training as a Strategy for Business Productivity in Developing Countries...................................300
Shirish C. Srivastava, National University of Singapore, Singapore
Thompson S. H. Teo, National University of Singapore, Singapore
Chapter XX
Customer Relationship Management (CRM) Metrics: What s the Holdup?......................................311
Timothy Shea, University of Massachusetts Dartmouth, USA
Aherhn Brown, HDRInc, USA
D. Steven White, University of Massachusetts Dartmouth, USA
Catherine Curran-Kelly, University of Massachusetts Dartmouth, USA
Michael Griffin, University of Massachusetts Dartmouth, USA
Chapter XXI
Supply Chain Risk Management: A Game Theoretic Analysis..........................................................318
Thorsten Blecker, Hamburg University of Technology, Germany
Wolfgang Kersten, Hamburg University of Technology, Germany
Hagen Spdth, Hamburg University of Technology, Germany
Birgit Koeppen, Hamburg University of Technology, Germany
Section VI
Emerging Trends
Chapter XXII
The Future of Supply Chain Management: Shifting from Logistics Driven to a Customer
Driven Model......................................................................................................................................344
Ketan Vanjara, Microsoft, India
Chapter XXIII
Enterprise Resource Planning (ERP): Past, Present and Future.........................................................359
Ronald E. McGaughey, University of Central Arkansas, USA
Angappa Gunasekaran, University of Massachusetts Dartmouth, USA
Chapter XXIV
A Multi-Agent Decision Support Architecture for Knowledge Representation and Exchange..........372
Rahul Singh, University of North Carolina at Greensboro, USA
Chapter XXV
Mission-Critical Group Decision-Making: Solving the Problem of Decision Preference
Change in Group Decision-Making Using Markov Chain Model......................................................390
Huizhang Shen, Shanghai Jiaotong University, China
Jidi Zhao, University of New Brunswick, Canada
Wayne W. Huang, Ohio University, USA
Index...................................................................................................................................................416
Detailed Table of Contents
Prologue ...........................................................................................................................................xviii
Section I
Fundamental Concepts and Theories
Chapter I
The Nature of Strategic Intelligence: Current Practice and Solutions......
Mark Xu, University of Portsmouth, UK
Roland Kay e, University of East Anglia, UK
This chapter discusses the nature of strategic intelligence and the challenges of systematically scanning
and processing strategic information. It reveals that strategic intelligence practice concentrates on com-
petitive intelligence gathering, non-competitive related intelligence have not yet been systematically
scanned and processed. Much of the intelligence is collected through informal and manual based sys-
tems. The chapter proposed a corporate intelligence solution, which comprises of three key intelligence
functions, namely organizational-wide intelligence scanning, knowledge enriched intelligent refining,
and specialist support. The chapter develops insight of strategic intelligence, and the solution could
significantly enhance a manager s and a company s sensibility and capability in dealing with external
opportunities and threats.
Chapter II
Developing and Analysing Core Competencies for Alignment with Strategy ....................................20
Keith Sawyer, Alpha Omega International, UK
John Gammack, Griffith University, Australia
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date
there have been few clear statements on what a knowledge strategy looks like and how it may be practi-
cally implemented. The current study is representative of similar studies carried out across a range of
organisations using a novel and practically proven method. This method, StratAchieve, was used here in
a client situation to show how the core competencies were identified and tested for incorporation or not in
the strategy. The paper concludes by considering the value of the approach for managing knowledge.
Chapter III
Implementing Supply Chain Management in the New Era: A Replenishment Framework, for
the Supply Chain Operations Reference Model...................................................................................34
William Y. C. Wang, University of South Australia, Australia
Michael S. H. Heng, Universitas 21 Global, Singapore
Patrick Y K. Chau, The University of Hong Kong, Hong Kong
This chapter reviews the literature of Supply Chain Management (SCM) from several paths that can
be the basis of a proposed framework for SCM within academic and managerial contexts. In addition,
it includes the approaches of supply chain operations reference (SCOR) model, which was developed
by the Supply Chain Council and is recognised as a diagnostic tool for SCM worldwide. This chapter
also summarises the literature of performance control and risk issues in SCM and the SCOR Model and
discusses a proposed framework for the future research.
Chapter IV
Behavioral Factors and Information Technology Infrastructure Considerations in Strategic
Alliance Development .........................................................................................................................52
Purnendu Mandal, Lamar University, USA
Since behavioral and cultural factors play a major role in strategic alliances between partners, IT managers
must understand the intricacies involved in the development of resultant IT infrastructure in satisfying
both business requirements and cultural fit of the aligned partnering units. This chapter first highlights
the IT-related issues and cultural issues which are important in the process of developing a strategic
alliance between partners. Then, a case study involving a major telecommunications organization and
several retail electricity organizations is presented to illustrate the IT requirements and human-related
considerations. The analysis focuses on the requirements of pre-strategic alliance phase of the negotia-
tion process.
Section II
Development and Design Methodologies
Chapter V
A Methodology for Developing an Integrated Supply Chain Management System ...........................66
Yi-chen Lan, University of Western Sydney, Australia
Bhuvan Unhelkar, University of Western Sydney, Australia
Integrated Supply Chain Management (ISCM) involves the linking of suppliers and customers with
the internal business processes of an organization. ISCM solutions allow organizations to automate
workflows concerning the execution and analysis of planning, sourcing, making, delivering, returns
handling, and maintenance, to name but a few. Many of today s ISCM systems use primarily Web tech-
nology as the supporting infrastructure. Though electronic (Internet-based) ISCM systems deliver the
enterprises with a competitive advantage by opening up opportunities to streamline processes, reduce
costs, increase customer patronage, and enable thorough planning abilities, there has been significant
customer backlash concerning the inability of software vendors to deliver easy integration and promised
functionality. Although various researchers have suggested strategies to overcome some of the failures
in operating ISCM systems, there appears to be a lacunae in terms of architectural investigations in the
analysis stage. The methodology proposed in this chapter seeks to resolve these gaps and provides a
fundamental framework for analyzing ISCM systems.
Chapter VI
Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force
Material Command...............................................................................................................................76
Summer E. Bartczak, University of Central Arkansas, USA
Jason M. Turner, Air Force Institute of Technology, USA
Ellen C. England, ISN Software Corporation and Kaplan University, USA
It is widely acknowledged that knowledge management (KM) strategy is a desired precursor to devel-
oping specific KM initiatives. Strategy development is often difficult due to a variety of influences and
constraints. Using KM influences as a foundation, this case study describes issues involved in developing
a KM strategy for the Air Force Material Command, including issues to be considered for future strategy
development such as leadership support and understanding, conflicts with IT organizations, funding,
technology usage and configuration, and outsourcing.
Chapter VII
Developing a Global CRM Strategy.....................................................................................................81
Michael Shumanov, Monash University, Australia
Michael Ewing, Monash University, Australia
While the managerial rationale for adopting customer relationship management (CRM) has been fairly
well articulated in the literature, research on strategy development is scant. Moreover, reports of CRM
failures in the popular business press have done little to inspire confidence. To date, what little research
has been conducted in the area of CRM strategy development has been confined to a single country (often
the U.S.). Global CRM strategy development issues have yet to be specifically addressed, particularly
which elements of CRM strategy should be centralised/decentralised. The present study examines the
complexities of global CRM strategy using the case of a leading financial services company. Interviews are
conducted in 20 countries. Global Head Office and external IT consultant perspectives are also considered.
Our findings confirm that a hybrid approach has wide practical appeal and that subsidiary orientation
towards centralisation/decentralisation is moderated by firm/market size and sophistication.
Chapter VIII
Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity
Monitoring at Southern International Airlines......................................................................................94
Richard Welke, Georgia State University, USA
Gabriel Cavalheiro, Ernst Young, NL
Ajantha Dahanayake, Georgia College State University, USA
Commercial airlines face an extremely challenging operating and competitive environment. Increasingly,
airlines are realizing that a plan-execute mode of operation must give way to a sense-respond mode
of operation; in other words they must become a real-time (agile) organization, capable of sensing the
occurrence of unforeseen events such as the placement of a last-minute shipping order, flight delays,
and cancellations, and respond effectively in real-time to such events. To enable enterprises in general,
and the airline industry in particular, to improve their sense-and-respond capabilities and ensure better
resource utilization, a number of software vendors are offering event stream processing and Business
Activity Monitoring (BAM) solutions. This case examines a longitudinal set of real-world implementa-
tion projects using such a solution at a major US airline (referred to as Southern International Airlines)
and the results and lessons gained from this deployment.
Section III
Tools and Technologies
Chapter IX
Intelligent Design Advisor: A Knowledge-Based Information System Approach for Product
Development and Design.................................................................................................................... 112
Quangang Yang, University of South Wales, Australia
Carl Reidsema, University of South Wales, Australia
The rapid development of computing technology has facilitated its use in engineering design and manufac-
turing at an increasing rate. To deliver high quality, low cost products with reduced lead times, companies
are focusing their efforts on leveraging this technology through the development of knowledge-based
systems such as an IDA. An IDA, which can also be referred to as a design information system, is a
part of the overall enterprise information system framework, and plays an important role in improving
competitiveness in product development oriented companies. This chapter discusses the structure and
development of a knowledge-based design information system that can convert this descriptive informa-
tion into forms that are suitable for embedding within decision-making algorithms.
Chapter X
Data Quality-Based Requirements Elicitation for Decision Support Systems...................................128
Alejandro Vaisman, Universidad de Buenos Aires, Argentina
Today, information and timely decisions are crucial for an organization s success. A decision support
system (DSS) is a software tool that provides information allowing its users to make decisions timely and
cost effectively. This is highly conditioned by the quality of the data involved, usually stored in a data
warehouse, and by a sound and complete requirements analysis. This chapter shows that conventional
techniques for requirements elicitation cannot be used in DSS, and presents a methodology denoted
DSS-METRIQ, aimed at providing a single data quality-based procedure for complete and consistent
elicitation of functional (queries) and nonfunctional (data quality) requirements.
Chapter XI
A Knowledge Integration Approach for Organizational Decision Support........................................150
Kee-Young Kwahk, Kookmin University, Korea
Hee- Woong Kim, National University of Singapore, Singapore
Hock Chuan Chan, National University of Singapore
This study proposes a new methodology that facilitates organizational decision support through knowl-
edge integration across organizational units. For this purpose, this study develops a decision support loop
and explains how to organize individual knowledge related to a specific business problem and formulate
and test the organized knowledge using cognitive modeling techniques for decision support. This study
discusses the proposed approach in the context of an application case involving a beverage company.
The application case shows the validity and usefulness of the proposed approach.
Chapter XII
Beyond Intelligent Agents: E-Sensors for Supporting Supply Chain Collaboration and
Preventing the Bullwhip Effect...........................................................................................................170
Walter Rodriguez, Florida Gulf Coast University, USA
Janusz Zalewski, Florida Gulf Coast University, USA
Elias Kirche, Florida Gulf Coast University, USA
This chapter presents a new concept for supporting electronic collaboration, operations, and relationships
among trading partners in the value chain without hindering human autonomy. Although autonomous
intelligent agents, or electronic robots (e-bots), can be used to inform this endeavor, the chapter advocates
the development of e-sensors, i.e., software based units with capabilities beyond intelligent agent s func-
tionality. E-sensors are hardware-software capable of perceiving, reacting and learning from its interac-
tive experience through the supply chain, rather than just searching for data and information through the
network and reacting to it and can help to avoid the bullwhip effect. This chapter briefly reviews the
related intelligent agent and supply chain literature and the technological gap between fields.
Section IV
Utilization and Application
Chapter XIII
Making Decisions with Data: Using Computational Intelligence within a Business
Environment........................................................................................................................................183
Kevin Swingler, University of Stirling, Scotland
David Cairns, University of Stirling, Scotland
This chapter identifies important barriers to the successful application of Computational Intelligence
(CI) techniques in a commercial environment and suggests a number of ways in which they may be
overcome. It identifies key conceptual, cultural and technical barriers and describes the different ways
in which they affect both the business user and the CI practitioner. The authors aim to highlight to tech-
nical and business readers how their different expectations can affect the successful outcome of a CI
project. The authors hope that by enabling both parties to understand each other s perspective, the true
potential of CI can be realized.
Chapter XIV
EBBSC: A Balanced Scorecard-Based Framework for Strategic E-Business Management..............200
Fen Wang, University of Maryland, Baltimore County, USA
Guisseppi Forgionne, University of Maryland, Baltimore County, USA
E-business is far more about strategy than technology, and the strategy of e-business is very important in
today s dynamic and competitive environment. This chapter describes a balanced scorecard-based frame-
work in detail and discusses its potential e-business uses. This framework enables e-business managers
to plan and allocate resources more effectively and align strategic objectives with performance results.
It also provides a stable point of reference for e-businesses to understand and manage the fundamental
changes introduced by e-business initiatives.
Chapter XV
An Application of Multi-Criteria Decision-Making Model to Strategic Outsourcing for
Effective Supply-Chain Linkages.......................................................................................................223
N. K. Kwak, Saint Louis University, USA
Chang Won Lee, Jinju National University, Korea
An appropriate outsourcing and supply-chain planning strategy needs to be based on compromise and
more objective decision-making procedures. Although factors affecting business performance in manu-
facturing firms have been explored in the past, focuses are on financial performance and measurement,
neglecting intangible and nonfinancial factors in the decision-making planning process. This study pres-
ents development of an integrated multi-criteria decision-making (MCDM) model. This model aids in
allocating outsourcing and supply-chain resources pertinent to strategic planning by providing a satisfying
solution. This developed model will reinforce a firm s ongoing outsourcing strategies to meet defined
requirements while positioning the supply-chain system to respond to a new growth and innovation.
Chapter XVI
The Cognitive Process of Decision Making.......................................................................................237
Yingxu Wang, University of Calgary, Canada
Guenther Ruhe, University of Calgary, Canada
Decision making is one of the basic cognitive processes of human behaviors by which a preferred option
or a course of actions is chosen from among a set of alternatives based on certain criteria. This chapter
presents a fundamental cognitive decision making process and its mathematical model, which is described
as a sequence of Cartesian-product based selections. A rigorous description of the decision process in
real-time process algebra (RTPA) is provided. Real-world decisions are perceived as a repetitive applica-
tion of the fundamental cognitive process. The result shows that all categories of decision strategics fit
in the formally described decision process. The cognitive process of decision making may be applied in
a wide range of decision-based systems such as cognitive informatics, software agent systems, expert
systems, and decision support systems.
Section V
Critical Issues
Chapter XVII
Information System Development Failure and Complexity: A Case Study.......................................251
Abou Bakar Nauman, COMSATS Institute of Information Technology, Pakistan
Romana Aziz, COMSATS Institute of Information Technology, Pakistan
A. EM. Ishaq, COMSATS Institute of Information Technology, Pakistan
This chapter examines the causes of failure in a Web-based information system development project
and finds out how complexity can lead a project towards failure. Learning from an Information System
Development Project (1SDP) failure plays a key role in the long-term success of any organization desir-
ous of continuous improvement via evaluation and monitoring of its information systems (IS) develop-
ment efforts. This study reports on a seemingly simple (but only deceptively so) failed ISDP to inform
the reader about the various complexities involved in ISDPs in general, and in developing countries
in particular. An existing framework from contemporary research is adopted to map the complexities
found in the project under study and the critical areas, which lead to the decreased reliability and failure
in Web-based information system development, are highlighted.
Chapter XVIII
Empirical Assessment of Factors Influencing Success of Enterprise Resource Planning
Implementations..................................................................................................................................276
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zahidul Islam, Independent University, Bangladesh
Mathew Tan, Agilent Technologies, Malaysia
Enterprise resource planning (ERP) implementations in multinational manufacturing companies have
experienced various degrees of success. This chapter investigates factors influencing the success of ERP
implementations in multinational manufacturing companies in the Malaysian Free Trade Zone. The
results indicate that enterprise-wide communication and a project management program are key factors
influencing the success of ERP implementations, while other factors such as top management support
as well as teamwork and composition are not as critical to the outcome.
Chapter XIX
IT Training as a Strategy for Business Productivity in Developing Countries...................................300
Shirish C. Srivastava, National University of Singapore, Singapore
Thompson S. H. Teo, National University of Singapore, Singapore
Most existing studies on technology training address the operational issues of training process (e.g.,
training needs assessment, learning, delivery methods, etc.). The strategic concerns of IT training for
enhancing business productivity largely are not addressed by the current literature. This chapter explores
the strategic concerns of IT training in hierarchical organizations, which are typically prevalent in devel-
oping countries. Various ideas in the literature on change management, training needs analysis, and IT
adoption are synthesized in order to evolve a strategic IT training framework for hierarchical organiza-
tions. The proposed framework recognizes the differences in IT training requirements for different levels
of employees and suggests a differentiated training content for different segments of employees.
Chapter XX
Customer Relationship Management (CRM) Metrics: What s the Holdup?......................................311
Timothy Shea, University of Massachusetts Dartmouth, USA
Aherhn Brown, HDR Inc., USA
D. Steven White, University of Massachusetts Dartmouth, USA
Catherine Curran-Kelly University of Massachusetts Dartmouth, USA
Michael Griffin, University of Massachusetts Dartmouth, USA
Adopting a focus on CRM has been an industry standard for nearly two decades. While evidence sug-
gests that a majority of the attempts to implement CRM systems fail, no single reason for the failures
has been identified. Assuming that CRM implementation is an extension of a customer-oriented business
strategy and assuming successful integration with Enterprise Information Systems such as Enterprise
Resource Planning (ERP) systems, the authors contend that the lack of valid and reliable CRM metrics
leads to the perception of failed CRM implementation. Only through the development, application, and
use of CRM metrics can organizations hope to achieve their CRM goals.
Chapter XXI
Supply Chain Risk Management: A Game Theoretic Analysis..........................................................318
Thorsten Blecker, Hamburg University of Technology, Germany
Wolfgang Kersten, Hamburg University of Technology, Germany
Hagen Spath, Hamburg University of Technology, Germany
Birgit Koeppen, Hamburg University of Technology, Germany
This chapter introduces a game-theoretic approach to supply chain risk management. The focus of this
study lies on the risk of a single supply chain member defecting from common supply chain agreements,
thereby jeopardizing the overall supply chain performance. The chapter goes on to introduce a manual
supply chain game, by which dynamic supply chain mechanisms can be simulated and further analyzed
using a game-theoretic model. With the help of the game-theoretic model, externalities are identified that
negatively impact supply chain efficiency. The conclusion drawn from this chapter is that incentives are
necessary to overcome these externalities in order to align supply chain objectives.
Section VI
Emerging Trends
Chapter XXII
The Future of Supply Chain Management: Shifting from Logistics Driven to a Customer
Driven Model......................................................................................................................................344
Ketan Vanjara, Microsoft, India
This chapter initiates the concept of a customer-centric model in supply chain systems. It discusses various
constraints of present-day supply chain systems resulting from their roots being in logistics management
and suggests an alternative next-level paradigm of a customer-centric matrix model. This chapter further
demonstrates how this model would add value to the customer by taking the example of a healthcare
information management system. The chapter also delves into the limitations of and anticipated issues
and challenges in implementing the suggested model. Finally, the chapter hints at some broad directions
for future research and action in the field.
Chapter XXIII
Enterprise Resource Planning (ERP): Past, Present and Future.........................................................359
Ronald E. McGaughey, University of Central Arkansas, USA
Angappa Gunasekaran, University of Massachusetts Dartmouth, USA
Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP)
systems. Intra-enterprise integration was a driving force in the design, development, and use of early
ERP systems, but increased globalization, intense competition, and technological change have shifted to
focus to inter-enterprise integration. Current and evolving ERP systems thus reflect the expanded scope
of integration, with greater emphasis on things like supply chain management and customer relationship
management. This manuscript explores the evolution of ERP, the current status of ERP, and the future
of ERP, with the objective of promoting relevant future research in this important area.
Chapter XXIV
A Multi-Agent Decision Support Architecture for Knowledge Representation and Exchange..........372
Rahul Singh, University of North Carolina at Greensboro, USA
Organizations rely on knowledge-driven systems for delivering problem-specific knowledge over In-
ternet-based distributed platforms to decision-makers. Recent advances in systems support for problem
solving have seen increased use of artificial intelligence (AI) techniques for knowledge representation
in multiple forms. This chapter presents an Intelligent Knowledge-based Multi-agent Decision Support
Architecture (IKMDSA) to illustrate how to represent and exchange domain-specific knowledge in
XML-format through intelligent agents to create, exchange and use knowledge in decision support.
Chapter XXV
Mission-Critical Group Decision-Making: Solving the Problem of Decision Preference
Change in Group Decision-Making Using Markov Chain Model......................................................390
Huizhang Shen, Shanghai Jiaotong University, China
Jicli Zhao, University of New Brunswick, Canada
Wayne W. Huang, Ohio University, USA
A review of group decision support systems (GDSS) indicates that traditional GDSS are not specifically
designed to support mission-critical group decision-making tasks that require group decision-making
to be made effectively within a short time. In addition, prior studies in the research have not considered
group decision preference adjustment as a continuous process and neglected its impact on group deci-
sion-making. This chapter intends to address this neglected group decision-making research issue in the
literature by proposing a new approach based on the Markov chain model. Furthermore, a new group
decision weight allocation approach is also suggested.
Index...................................................................................................................................................416
|
| adam_txt |
Table of Contents
Prologue .xviii
Section I
Fundamental Concepts and Theories
Chapter I
The Nature of Strategic Intelligence: Current Practice and Solutions.
MarkXu, University of Portsmouth, UK
Roland Kay e, University of East Anglia, UK
Chapter II
Developing and Analysing Core Competencies for Alignment with Strategy .20
Keith Sawyer, Alpha Omega International, UK
John Gammack, Griffith University, Australia
Chapter III
Implementing Supply Chain Management in the New Era: A Replenishment Framework for
the Supply Chain Operations Reference Model.34
William Y. C. Wang, University of South Australia, Australia
Michael S. H. Heng, Universitas 21 Global, Singapore
Patrick Y. K. Chau, The University of Hong Kong, Hong Kong
Chapter IV
Behavioral Factors and Information Technology Infrastructure Considerations in Strategic
Alliance Development .52
Purnendu Mandal, Lamar University, USA
Section II
Development and Design Methodologies
Chapter V
A Methodology for Developing an Integrated Supply Chain Management System .66
Ti-chen Lan, University of Western Sydney, Australia
Bhuvan Unhelkar, University of Western Sydney, Australia
Chapter VI
Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force
Material Command.76
Summer E. Bartczak, University of Central Arkansas, USA
Jason M. Turner, Air Force Institute of Technology, USA
Ellen C. England, ISN Software Corporation and Kaplan University, USA
Chapter VII
Developing a Global CRM Strategy.81
Michael Shumanov, Monash University, Australia
Michael Ewing, Monash University, Australia
Chapter VIII
Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity
Monitoring at Southern International Airlines.94
Richard Welke, Georgia State University, USA
Gabriel Cavalheiro, Ernst Young, NL
Ajantha Dahanayake, Georgia College State University, USA
Section III
Tools and Technologies
Chapter IX
Intelligent Design Advisor: A Knowledge-Based Information System Approach for Product
Development and Design. 112
Quangang Yang, University of South Wales, Australia
Carl Reidsema, University of South Wales, Australia
Chapter X
Data Quality-Based Requirements Elicitation for Decision Support Systems.128
Alejandro Vaisman, Universidad de Buenos Aires, Argentina
Chapter XI
A Knowledge Integration Approach for Organizational Decision Support.150
Kee-Young Kwahk, Kookmin University, Korea
Hee-Woong Kim, National University of Singapore, Singapore
Hock Chuan Chan, National University of Singapore
Chapter XII
Beyond Intelligent Agents: E-Sensors for Supporting Supply Chain Collaboration and
Preventing the Bullwhip Effect.170
Walter Rodriguez, Florida Gulf Coast University, USA
Janusz Zalewski, Florida Gulf Coast University, USA
Elias Kirche, Florida Gulf Coast University, USA
Section IV
Utilization and Application
Chapter XIII
Making Decisions with Data: Using Computational Intelligence within a Business
Environment.183
Kevin Swingler, University of Stirling, Scotland
David Cairns, University of Stirling, Scotland
Chapter XIV
EBBSC: A Balanced Scorecard-Based Framework for Strategic E-Business Management.200
Fen Wang, University of Maryland, Baltimore County, USA
Guisseppi Forgionne, University of Maryland, Baltimore C aunty, USA
Chapter XV
An Application of Multi-Criteria Decision-Making Model to Strategic Outsourcing for
Effective Supply-Chain Linkages.223
N. K. Kwak, Saint Louis University, USA
Chang Won Lee, Jinju National University, Korea
Chapter XVI
The Cognitive Process of Decision Making.237
Yingxu Wang, University of Calgary, Canada
Guenther Ruhe, University of Calgary, Canada
Section V
Critical Issues
Chapter XVII
Information System Development Failure and Complexity: A Case Study.251
Abou Bakar Nauman, COMSATS Institute of Information Technology, Pakistan
Romano Aziz, COMSATS Institute of Information Technology, Pakistan
A.KM. Ishaq, COMSATS Institute of Information Technology, Pakistan
Chapter XVIII
Empirical Assessment of Factors Influencing Success of Enterprise Resource Planning
Implementations.276
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zahidul Islam, Independent University, Bangladesh
Mathew Tan, Agilent Technologies, Malaysia
Chapter XIX
IT Training as a Strategy for Business Productivity in Developing Countries.300
Shirish C. Srivastava, National University of Singapore, Singapore
Thompson S. H. Teo, National University of Singapore, Singapore
Chapter XX
Customer Relationship Management (CRM) Metrics: What's the Holdup?.311
Timothy Shea, University of Massachusetts Dartmouth, USA
Aherhn Brown, HDRInc, USA
D. Steven White, University of Massachusetts Dartmouth, USA
Catherine Curran-Kelly, University of Massachusetts Dartmouth, USA
Michael Griffin, University of Massachusetts Dartmouth, USA
Chapter XXI
Supply Chain Risk Management: A Game Theoretic Analysis.318
Thorsten Blecker, Hamburg University of Technology, Germany
Wolfgang Kersten, Hamburg University of Technology, Germany
Hagen Spdth, Hamburg University of Technology, Germany
Birgit Koeppen, Hamburg University of Technology, Germany
Section VI
Emerging Trends
Chapter XXII
The Future of Supply Chain Management: Shifting from Logistics Driven to a Customer
Driven Model.344
Ketan Vanjara, Microsoft, India
Chapter XXIII
Enterprise Resource Planning (ERP): Past, Present and Future.359
Ronald E. McGaughey, University of Central Arkansas, USA
Angappa Gunasekaran, University of Massachusetts Dartmouth, USA
Chapter XXIV
A Multi-Agent Decision Support Architecture for Knowledge Representation and Exchange.372
Rahul Singh, University of North Carolina at Greensboro, USA
Chapter XXV
Mission-Critical Group Decision-Making: Solving the Problem of Decision Preference
Change in Group Decision-Making Using Markov Chain Model.390
Huizhang Shen, Shanghai Jiaotong University, China
Jidi Zhao, University of New Brunswick, Canada
Wayne W. Huang, Ohio University, USA
Index.416
Detailed Table of Contents
Prologue .xviii
Section I
Fundamental Concepts and Theories
Chapter I
The Nature of Strategic Intelligence: Current Practice and Solutions.
Mark Xu, University of Portsmouth, UK
Roland Kay e, University of East Anglia, UK
This chapter discusses the nature of strategic intelligence and the challenges of systematically scanning
and processing strategic information. It reveals that strategic intelligence practice concentrates on com-
petitive intelligence gathering, non-competitive related intelligence have not yet been systematically
scanned and processed. Much of the intelligence is collected through informal and manual based sys-
tems. The chapter proposed a corporate intelligence solution, which comprises of three key intelligence
functions, namely organizational-wide intelligence scanning, knowledge enriched intelligent refining,
and specialist support. The chapter develops insight of strategic intelligence, and the solution could
significantly enhance a manager's and a company's sensibility and capability in dealing with external
opportunities and threats.
Chapter II
Developing and Analysing Core Competencies for Alignment with Strategy .20
Keith Sawyer, Alpha Omega International, UK
John Gammack, Griffith University, Australia
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date
there have been few clear statements on what a knowledge strategy looks like and how it may be practi-
cally implemented. The current study is representative of similar studies carried out across a range of
organisations using a novel and practically proven method. This method, StratAchieve, was used here in
a client situation to show how the core competencies were identified and tested for incorporation or not in
the strategy. The paper concludes by considering the value of the approach for managing knowledge.
Chapter III
Implementing Supply Chain Management in the New Era: A Replenishment Framework, for
the Supply Chain Operations Reference Model.34
William Y. C. Wang, University of South Australia, Australia
Michael S. H. Heng, Universitas 21 Global, Singapore
Patrick Y K. Chau, The University of Hong Kong, Hong Kong
This chapter reviews the literature of Supply Chain Management (SCM) from several paths that can
be the basis of a proposed framework for SCM within academic and managerial contexts. In addition,
it includes the approaches of supply chain operations reference (SCOR) model, which was developed
by the Supply Chain Council and is recognised as a diagnostic tool for SCM worldwide. This chapter
also summarises the literature of performance control and risk issues in SCM and the SCOR Model and
discusses a proposed framework for the future research.
Chapter IV
Behavioral Factors and Information Technology Infrastructure Considerations in Strategic
Alliance Development .52
Purnendu Mandal, Lamar University, USA
Since behavioral and cultural factors play a major role in strategic alliances between partners, IT managers
must understand the intricacies involved in the development of resultant IT infrastructure in satisfying
both business requirements and cultural fit of the aligned partnering units. This chapter first highlights
the IT-related issues and cultural issues which are important in the process of developing a strategic
alliance between partners. Then, a case study involving a major telecommunications organization and
several retail electricity organizations is presented to illustrate the IT requirements and human-related
considerations. The analysis focuses on the requirements of pre-strategic alliance phase of the negotia-
tion process.
Section II
Development and Design Methodologies
Chapter V
A Methodology for Developing an Integrated Supply Chain Management System .66
Yi-chen Lan, University of Western Sydney, Australia
Bhuvan Unhelkar, University of Western Sydney, Australia
Integrated Supply Chain Management (ISCM) involves the linking of suppliers and customers with
the internal business processes of an organization. ISCM solutions allow organizations to automate
workflows concerning the execution and analysis of planning, sourcing, making, delivering, returns
handling, and maintenance, to name but a few. Many of today's ISCM systems use primarily Web tech-
nology as the supporting infrastructure. Though electronic (Internet-based) ISCM systems deliver the
enterprises with a competitive advantage by opening up opportunities to streamline processes, reduce
costs, increase customer patronage, and enable thorough planning abilities, there has been significant
customer backlash concerning the inability of software vendors to deliver easy integration and promised
functionality. Although various researchers have suggested strategies to overcome some of the failures
in operating ISCM systems, there appears to be a lacunae in terms of architectural investigations in the
analysis stage. The methodology proposed in this chapter seeks to resolve these gaps and provides a
fundamental framework for analyzing ISCM systems.
Chapter VI
Challenges in Developing a Knowledge Management Strategy: A Case Study of the Air Force
Material Command.76
Summer E. Bartczak, University of Central Arkansas, USA
Jason M. Turner, Air Force Institute of Technology, USA
Ellen C. England, ISN Software Corporation and Kaplan University, USA
It is widely acknowledged that knowledge management (KM) strategy is a desired precursor to devel-
oping specific KM initiatives. Strategy development is often difficult due to a variety of influences and
constraints. Using KM influences as a foundation, this case study describes issues involved in developing
a KM strategy for the Air Force Material Command, including issues to be considered for future strategy
development such as leadership support and understanding, conflicts with IT organizations, funding,
technology usage and configuration, and outsourcing.
Chapter VII
Developing a Global CRM Strategy.81
Michael Shumanov, Monash University, Australia
Michael Ewing, Monash University, Australia
While the managerial rationale for adopting customer relationship management (CRM) has been fairly
well articulated in the literature, research on strategy development is scant. Moreover, reports of "CRM
failures" in the popular business press have done little to inspire confidence. To date, what little research
has been conducted in the area of CRM strategy development has been confined to a single country (often
the U.S.). Global CRM strategy development issues have yet to be specifically addressed, particularly
which elements of CRM strategy should be centralised/decentralised. The present study examines the
complexities of global CRM strategy using the case of a leading financial services company. Interviews are
conducted in 20 countries. Global Head Office and external IT consultant perspectives are also considered.
Our findings confirm that a hybrid approach has wide practical appeal and that subsidiary orientation
towards centralisation/decentralisation is moderated by firm/market size and sophistication.
Chapter VIII
Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity
Monitoring at Southern International Airlines.94
Richard Welke, Georgia State University, USA
Gabriel Cavalheiro, Ernst Young, NL
Ajantha Dahanayake, Georgia College State University, USA
Commercial airlines face an extremely challenging operating and competitive environment. Increasingly,
airlines are realizing that a "'plan-execute" mode of operation must give way to a "sense-respond'" mode
of operation; in other words they must become a real-time (agile) organization, capable of sensing the
occurrence of unforeseen events such as the placement of a last-minute shipping order, flight delays,
and cancellations, and respond effectively in real-time to such events. To enable enterprises in general,
and the airline industry in particular, to improve their sense-and-respond capabilities and ensure better
resource utilization, a number of software vendors are offering event stream processing and Business
Activity Monitoring (BAM) solutions. This case examines a longitudinal set of real-world implementa-
tion projects using such a solution at a major US airline (referred to as Southern International Airlines)
and the results and lessons gained from this deployment.
Section III
Tools and Technologies
Chapter IX
Intelligent Design Advisor: A Knowledge-Based Information System Approach for Product
Development and Design. 112
Quangang Yang, University of South Wales, Australia
Carl Reidsema, University of South Wales, Australia
The rapid development of computing technology has facilitated its use in engineering design and manufac-
turing at an increasing rate. To deliver high quality, low cost products with reduced lead times, companies
are focusing their efforts on leveraging this technology through the development of knowledge-based
systems such as an IDA. An IDA, which can also be referred to as a design information system, is a
part of the overall enterprise information system framework, and plays an important role in improving
competitiveness in product development oriented companies. This chapter discusses the structure and
development of a knowledge-based design information system that can convert this descriptive informa-
tion into forms that are suitable for embedding within decision-making algorithms.
Chapter X
Data Quality-Based Requirements Elicitation for Decision Support Systems.128
Alejandro Vaisman, Universidad de Buenos Aires, Argentina
Today, information and timely decisions are crucial for an organization's success. A decision support
system (DSS) is a software tool that provides information allowing its users to make decisions timely and
cost effectively. This is highly conditioned by the quality of the data involved, usually stored in a data
warehouse, and by a sound and complete requirements analysis. This chapter shows that conventional
techniques for requirements elicitation cannot be used in DSS, and presents a methodology denoted
DSS-METRIQ, aimed at providing a single data quality-based procedure for complete and consistent
elicitation of functional (queries) and nonfunctional (data quality) requirements.
Chapter XI
A Knowledge Integration Approach for Organizational Decision Support.150
Kee-Young Kwahk, Kookmin University, Korea
Hee- Woong Kim, National University of Singapore, Singapore
Hock Chuan Chan, National University of Singapore
This study proposes a new methodology that facilitates organizational decision support through knowl-
edge integration across organizational units. For this purpose, this study develops a decision support loop
and explains how to organize individual knowledge related to a specific business problem and formulate
and test the organized knowledge using cognitive modeling techniques for decision support. This study
discusses the proposed approach in the context of an application case involving a beverage company.
The application case shows the validity and usefulness of the proposed approach.
Chapter XII
Beyond Intelligent Agents: E-Sensors for Supporting Supply Chain Collaboration and
Preventing the Bullwhip Effect.170
Walter Rodriguez, Florida Gulf Coast University, USA
Janusz Zalewski, Florida Gulf Coast University, USA
Elias Kirche, Florida Gulf Coast University, USA
This chapter presents a new concept for supporting electronic collaboration, operations, and relationships
among trading partners in the value chain without hindering human autonomy. Although autonomous
intelligent agents, or electronic robots (e-bots), can be used to inform this endeavor, the chapter advocates
the development of e-sensors, i.e., software based units with capabilities beyond intelligent agent's func-
tionality. E-sensors are hardware-software capable of perceiving, reacting and learning from its interac-
tive experience through the supply chain, rather than just searching for data and information through the
network and reacting to it and can help to avoid the "bullwhip" effect. This chapter briefly reviews the
related intelligent agent and supply chain literature and the technological gap between fields.
Section IV
Utilization and Application
Chapter XIII
Making Decisions with Data: Using Computational Intelligence within a Business
Environment.183
Kevin Swingler, University of Stirling, Scotland
David Cairns, University of Stirling, Scotland
This chapter identifies important barriers to the successful application of Computational Intelligence
(CI) techniques in a commercial environment and suggests a number of ways in which they may be
overcome. It identifies key conceptual, cultural and technical barriers and describes the different ways
in which they affect both the business user and the CI practitioner. The authors aim to highlight to tech-
nical and business readers how their different expectations can affect the successful outcome of a CI
project. The authors hope that by enabling both parties to understand each other's perspective, the true
potential of CI can be realized.
Chapter XIV
EBBSC: A Balanced Scorecard-Based Framework for Strategic E-Business Management.200
Fen Wang, University of Maryland, Baltimore County, USA
Guisseppi Forgionne, University of Maryland, Baltimore County, USA
E-business is far more about strategy than technology, and the strategy of e-business is very important in
today's dynamic and competitive environment. This chapter describes a balanced scorecard-based frame-
work in detail and discusses its potential e-business uses. This framework enables e-business managers
to plan and allocate resources more effectively and align strategic objectives with performance results.
It also provides a stable point of reference for e-businesses to understand and manage the fundamental
changes introduced by e-business initiatives.
Chapter XV
An Application of Multi-Criteria Decision-Making Model to Strategic Outsourcing for
Effective Supply-Chain Linkages.223
N. K. Kwak, Saint Louis University, USA
Chang Won Lee, Jinju National University, Korea
An appropriate outsourcing and supply-chain planning strategy needs to be based on compromise and
more objective decision-making procedures. Although factors affecting business performance in manu-
facturing firms have been explored in the past, focuses are on financial performance and measurement,
neglecting intangible and nonfinancial factors in the decision-making planning process. This study pres-
ents development of an integrated multi-criteria decision-making (MCDM) model. This model aids in
allocating outsourcing and supply-chain resources pertinent to strategic planning by providing a satisfying
solution. This developed model will reinforce a firm's ongoing outsourcing strategies to meet defined
requirements while positioning the supply-chain system to respond to a new growth and innovation.
Chapter XVI
The Cognitive Process of Decision Making.237
Yingxu Wang, University of Calgary, Canada
Guenther Ruhe, University of Calgary, Canada
Decision making is one of the basic cognitive processes of human behaviors by which a preferred option
or a course of actions is chosen from among a set of alternatives based on certain criteria. This chapter
presents a fundamental cognitive decision making process and its mathematical model, which is described
as a sequence of Cartesian-product based selections. A rigorous description of the decision process in
real-time process algebra (RTPA) is provided. Real-world decisions are perceived as a repetitive applica-
tion of the fundamental cognitive process. The result shows that all categories of decision strategics fit
in the formally described decision process. The cognitive process of decision making may be applied in
a wide range of decision-based systems such as cognitive informatics, software agent systems, expert
systems, and decision support systems.
Section V
Critical Issues
Chapter XVII
Information System Development Failure and Complexity: A Case Study.251
Abou Bakar Nauman, COMSATS Institute of Information Technology, Pakistan
Romana Aziz, COMSATS Institute of Information Technology, Pakistan
A. EM. Ishaq, COMSATS Institute of Information Technology, Pakistan
This chapter examines the causes of failure in a Web-based information system development project
and finds out how complexity can lead a project towards failure. Learning from an Information System
Development Project (1SDP) failure plays a key role in the long-term success of any organization desir-
ous of continuous improvement via evaluation and monitoring of its information systems (IS) develop-
ment efforts. This study reports on a seemingly simple (but only deceptively so) failed ISDP to inform
the reader about the various complexities involved in ISDPs in general, and in developing countries
in particular. An existing framework from contemporary research is adopted to map the complexities
found in the project under study and the critical areas, which lead to the decreased reliability and failure
in Web-based information system development, are highlighted.
Chapter XVIII
Empirical Assessment of Factors Influencing Success of Enterprise Resource Planning
Implementations.276
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zahidul Islam, Independent University, Bangladesh
Mathew Tan, Agilent Technologies, Malaysia
Enterprise resource planning (ERP) implementations in multinational manufacturing companies have
experienced various degrees of success. This chapter investigates factors influencing the success of ERP
implementations in multinational manufacturing companies in the Malaysian Free Trade Zone. The
results indicate that enterprise-wide communication and a project management program are key factors
influencing the success of ERP implementations, while other factors such as top management support
as well as teamwork and composition are not as critical to the outcome.
Chapter XIX
IT Training as a Strategy for Business Productivity in Developing Countries.300
Shirish C. Srivastava, National University of Singapore, Singapore
Thompson S. H. Teo, National University of Singapore, Singapore
Most existing studies on technology training address the operational issues of training process (e.g.,
training needs assessment, learning, delivery methods, etc.). The strategic concerns of IT training for
enhancing business productivity largely are not addressed by the current literature. This chapter explores
the strategic concerns of IT training in hierarchical organizations, which are typically prevalent in devel-
oping countries. Various ideas in the literature on change management, training needs analysis, and IT
adoption are synthesized in order to evolve a strategic IT training framework for hierarchical organiza-
tions. The proposed framework recognizes the differences in IT training requirements for different levels
of employees and suggests a differentiated training content for different segments of employees.
Chapter XX
Customer Relationship Management (CRM) Metrics: What's the Holdup?.311
Timothy Shea, University of Massachusetts Dartmouth, USA
Aherhn Brown, HDR Inc., USA
D. Steven White, University of Massachusetts Dartmouth, USA
Catherine Curran-Kelly University of Massachusetts Dartmouth, USA
Michael Griffin, University of Massachusetts Dartmouth, USA
Adopting a focus on CRM has been an industry standard for nearly two decades. While evidence sug-
gests that a majority of the attempts to implement CRM systems fail, no single reason for the failures
has been identified. Assuming that CRM implementation is an extension of a customer-oriented business
strategy and assuming successful integration with Enterprise Information Systems such as Enterprise
Resource Planning (ERP) systems, the authors contend that the lack of valid and reliable CRM metrics
leads to the perception of failed CRM implementation. Only through the development, application, and
use of CRM metrics can organizations hope to achieve their CRM goals.
Chapter XXI
Supply Chain Risk Management: A Game Theoretic Analysis.318
Thorsten Blecker, Hamburg University of Technology, Germany
Wolfgang Kersten, Hamburg University of Technology, Germany
Hagen Spath, Hamburg University of Technology, Germany
Birgit Koeppen, Hamburg University of Technology, Germany
This chapter introduces a game-theoretic approach to supply chain risk management. The focus of this
study lies on the risk of a single supply chain member defecting from common supply chain agreements,
thereby jeopardizing the overall supply chain performance. The chapter goes on to introduce a manual
supply chain game, by which dynamic supply chain mechanisms can be simulated and further analyzed
using a game-theoretic model. With the help of the game-theoretic model, externalities are identified that
negatively impact supply chain efficiency. The conclusion drawn from this chapter is that incentives are
necessary to overcome these externalities in order to align supply chain objectives.
Section VI
Emerging Trends
Chapter XXII
The Future of Supply Chain Management: Shifting from Logistics Driven to a Customer
Driven Model.344
Ketan Vanjara, Microsoft, India
This chapter initiates the concept of a customer-centric model in supply chain systems. It discusses various
constraints of present-day supply chain systems resulting from their roots being in logistics management
and suggests an alternative next-level paradigm of a customer-centric matrix model. This chapter further
demonstrates how this model would add value to the customer by taking the example of a healthcare
information management system. The chapter also delves into the limitations of and anticipated issues
and challenges in implementing the suggested model. Finally, the chapter hints at some broad directions
for future research and action in the field.
Chapter XXIII
Enterprise Resource Planning (ERP): Past, Present and Future.359
Ronald E. McGaughey, University of Central Arkansas, USA
Angappa Gunasekaran, University of Massachusetts Dartmouth, USA
Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP)
systems. Intra-enterprise integration was a driving force in the design, development, and use of early
ERP systems, but increased globalization, intense competition, and technological change have shifted to
focus to inter-enterprise integration. Current and evolving ERP systems thus reflect the expanded scope
of integration, with greater emphasis on things like supply chain management and customer relationship
management. This manuscript explores the evolution of ERP, the current status of ERP, and the future
of ERP, with the objective of promoting relevant future research in this important area.
Chapter XXIV
A Multi-Agent Decision Support Architecture for Knowledge Representation and Exchange.372
Rahul Singh, University of North Carolina at Greensboro, USA
Organizations rely on knowledge-driven systems for delivering problem-specific knowledge over In-
ternet-based distributed platforms to decision-makers. Recent advances in systems support for problem
solving have seen increased use of artificial intelligence (AI) techniques for knowledge representation
in multiple forms. This chapter presents an Intelligent Knowledge-based Multi-agent Decision Support
Architecture (IKMDSA) to illustrate how to represent and exchange domain-specific knowledge in
XML-format through intelligent agents to create, exchange and use knowledge in decision support.
Chapter XXV
Mission-Critical Group Decision-Making: Solving the Problem of Decision Preference
Change in Group Decision-Making Using Markov Chain Model.390
Huizhang Shen, Shanghai Jiaotong University, China
Jicli Zhao, University of New Brunswick, Canada
Wayne W. Huang, Ohio University, USA
A review of group decision support systems (GDSS) indicates that traditional GDSS are not specifically
designed to support mission-critical group decision-making tasks that require group decision-making
to be made effectively within a short time. In addition, prior studies in the research have not considered
group decision preference adjustment as a continuous process and neglected its impact on group deci-
sion-making. This chapter intends to address this neglected group decision-making research issue in the
literature by proposing a new approach based on the Markov chain model. Furthermore, a new group
decision weight allocation approach is also suggested.
Index.416 |
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| discipline | Informatik Wirtschaftswissenschaften |
| discipline_str_mv | Informatik Wirtschaftswissenschaften |
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| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV035098617 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:13:20Z |
| indexdate | 2024-07-09T21:22:10Z |
| institution | BVB |
| isbn | 9781605660905 |
| language | English |
| lccn | 2008020496 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016766631 |
| oclc_num | 227572881 |
| open_access_boolean | |
| owner | DE-703 DE-473 DE-BY-UBG |
| owner_facet | DE-703 DE-473 DE-BY-UBG |
| physical | XXIV, 418 S. graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Information Science Reference |
| record_format | marc |
| series2 | Premier reference source |
| spelling | Selected readings on strategic information systems [ed. by] M. Gordon Hunter Hershey, PA [u.a.] Information Science Reference 2009 XXIV, 418 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Premier reference source "This book offers research articles on key issues concerning information technology in support of the strategic management of organizations"--Provided by publisher. Includes bibliographical references and index Management information systems Strategic planning Managementinformationssystem (DE-588)4074518-1 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Managementinformationssystem (DE-588)4074518-1 s Strategische Planung (DE-588)4309237-8 s DE-604 Hunter, M. Gordon Sonstige oth Erscheint auch als Online-Ausgabe 978-1-60566-091-2 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016766631&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Selected readings on strategic information systems Management information systems Strategic planning Managementinformationssystem (DE-588)4074518-1 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4074518-1 (DE-588)4309237-8 (DE-588)4143413-4 |
| title | Selected readings on strategic information systems |
| title_auth | Selected readings on strategic information systems |
| title_exact_search | Selected readings on strategic information systems |
| title_exact_search_txtP | Selected readings on strategic information systems |
| title_full | Selected readings on strategic information systems [ed. by] M. Gordon Hunter |
| title_fullStr | Selected readings on strategic information systems [ed. by] M. Gordon Hunter |
| title_full_unstemmed | Selected readings on strategic information systems [ed. by] M. Gordon Hunter |
| title_short | Selected readings on strategic information systems |
| title_sort | selected readings on strategic information systems |
| topic | Management information systems Strategic planning Managementinformationssystem (DE-588)4074518-1 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Management information systems Strategic planning Managementinformationssystem Strategische Planung Aufsatzsammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016766631&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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