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  • × theme_ss:"Information Resources Management"
  1. Dimond, G.: ¬The evaluation of information systems : a protocol for assembling information auditing packages (1996) 0.10 
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    Abstract
    Information auditing has a distinct and increasingly important role in information systems management. Reexamines the nature of autditing and identifies a variety of features which an information auditing methodology should contain and standards should demonstrably attain. Examines descriptions of auditing techniques. Notes the breadth of auditing techniques. Proposes a protocol by existing techniques can be used to assemble coherent and purposeful audits in a variety of applications
    Source
    International journal of information management. 16(1996) no.5, S.353-368
  2. Vishik, C.; Farquhar, A.; Smith, R.: Enterprose information space : user's view, developer's view, and market approach (1999) 0.05 
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    Abstract
    The paper discusses the experiences of Schlumberger in designing and deploying knowledge management (KM) systems and outlines the empathic design techniques that are appropriate and productive for such applications. The user requirements for novel applications, such as Web-based KM systems, are difficult to establish using traditional research tools. It is challenging to determine the utility of innovative ways to access information prior to implementation and deployment. KM applications frequently serve as a testing ground for new business processes and models of communication and collaboration. Through the observation of the usage patterns, the empathic design approach facilitates the creation of more flexible systems that can be adapted to the real needs of the users. In the pre-Intranet environment, electronic information systems were designed for specially trained users, and this level of specialization was justified. The first Intranet navigation tools and systems were built on the principles of the pre-Intranet design, continuing the tradition of specialization. The global character of the Schlumberger Intranet led to the emergence of the new population of "occasional" users, who use many applications as their projects require. These users may never learn an application in depth, but they need to be efficient online. As a result, a "market" approach to designing the Schlumberger KM solutions became more popular, leading to the simplification of systems and interfaces, creation of a new classification system, and a better awareness of the users' needs. The new approach to the Intranet information systems in Schlumberger is reflected in the Schlumberger Knowledge Hub
    Series
    Proceedings of the American Society for Information Science; vol.36
    Source
    Knowledge: creation, organization and use. Proceedings of the 62nd Annual Meeting of the American Society for Information Science, 31.10.-4.11.1999. Ed.: L. Woods
  3. Scheer, A.-W.: ARIS toolset : a software product is born (1994) 0.05 
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    Abstract
    The ARIS Toolset represents an internationally successful software system for analyzing, modelling and navigating business processes. It is the result of interlinking the findings of conceptual research, research prototypes, and professional software development. The ARIS Toolset integrates manifold ideas for the description of information systems, repository structures - right up to automated customizing of standard software. These ideas emerged from the work of many people in different research projects. Narrates how the lengthy and difficult conceptual work created a foundation of knowledge and experience which in turn produced as 'explosion' of numerous prototypes; it also tries to elaborate on the effort it takes to convert prototypes into marketable products
    Source
    Information systems. 19(1994) no.8, S.607-624
  4. Kocamustafaogullari, K.: Computer aided management for information processing projects (1995) 0.05 
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    Abstract
    Describes a study of the nature of information processing projects and some of the project management programming packages used. Also describes an in house interface program developed to utilize a selected project management package, TIMELINE, by using ORACLE Data Base Management System tools and the Pascal programming language for the management of information system projects. Studies a sample application by using the developed system
    Date
    22. 7.1996 19:40:59
  5. Distributed information systems in business (1996) 0.05 
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    Abstract
    Answering to the question how distributed information systems can serve management, especially lean management, the autors develop new theoretical insights for the future of decentralized firms and offer concepts for creating and maintaining distributed information systems. The book contains interesting prototypes in logistics and financial indistries and shows designs and applications of workflow systems. A state-of-the-art survey of the subject
  6. Haley, B.J.; Watson, H.J.: Using Lotus Notes in executive information systems (1996) 0.05 
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    Abstract
    Describes the use of Lotus Notes groupware for executive information systems (EIS). Explains the functions that it offers and how they compensate for the weaknesses of existing EIS software. Reports on a survey of companies using Lotus Notes in EIS carries out in USA and Canada
  7. Srinivasan, U.; Ngu, A.H.H.; Gedeon, T.: Managing heterogeneous information systems through discovery and retrieval of generic concepts (2000) 0.05 
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    Abstract
    Autonomy of operations combined with decentralized management of data gives rise to a number of hetegrogeneous databases or information systems within an enterprise. These systems are often incompatible in structure as well as content and, hence, difficult to integrate. Depsite heterogeneity, the unity of overall purpose within a common application domain, nevertheless, provides a degree of semantic similarity that manifests itself in the form of similar data structures and common usage patterns of existing information systems. This article introduces a conceptual integration approach that exploits the similarity in metalevel information in existing systems and performs 'metadata mining' on database objects to discover a set of concepts that serve as a domain abstraction and provide a conceptual layer is further uitlized by an information reengineering framework that customizes and packages information to reflect the unique needs of differnt user groups within the application domain. The architecture of the information reengineering framework is based on an object-oriented model that represents the discovered concepts as customized application objects for each distinct user group
    Source
    Journal of the American Society for Information Science. 51(2000) no.8, S.707-723
  8. Rowley, J.: Strategic information systems planning (1995) 0.05 
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    Abstract
    All information systems should contribute to the competitive position of an organization and should therefore be strategic. Strategic Information Systems Planning (SISP) is the process of establishing a programme for the implementation and use of information systems so theat the effectiveness of the firm's information resources are optimized and used to support the objectives of the organization as much as possible. SISP involves matching computer applications with the objectives and corporate strategy of the organization. Starts by exploring the nature of a strategic information system and then process to outline the basic steps and features of an SISP. Reviews the criteria to be applied in the selection of an SISP
  9. Information systems outsourcing in theory and practice (1995) 0.04 
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    Abstract
    A special issue devoted to outsourcing information systems
    Date
    22. 7.1996 10:51:56
    Source
    Journal of information technology. 10(1995) no.4, S.203-221
  10. English, L.P.: Redefining information management : IM as an effective business enabler (1996) 0.04 
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    Abstract
    Sets out that information systems managers can follow to exploit the power of information technology as they transform information system into a strategic information management function. Suggests: development of a quick but explicit self assessment of the orgnization's information health; development of a rapport with senior management; enablement of a paradigm shift; analysis of key strenths and weaknesses; reviewing current information management processes to identify and define core processes; elimination of non value adding processes; redefinition of the applications development process; use of multidisciplinary teams for development; investment in and exploitation of the right technology; development of a plan to move to a shared information resources; management of change effectively; and updating of reward mechanisms
    Source
    Information systems management. 13(1996) no.1, S.65-67
  11. Information systems and the economies of innovation (2003) 0.04 
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    Footnote
    Rez. in: JASIST 56(2005) no.8, S.889-890 (J. Warner): "This work is a collection of papers, reflective and theoretical, rather than primarily empirical, from scholars in information systems and economies, with discursive rather than formal modes of argument and presentation. The discipline of information systems (IS) is understood to have developed as codified knowledge about appropriate procedures for the development of customized information and communication technology (ICT) applications. The editors recognize that, with the displacement of customized applications by purchased packages, IS lost its main utility as a prescription for professional practice in the 1990s. The need for the scholarly community to establish its continuing value and to survive might be orte motivation for the increasing resort to theory. A difference in perspective between IS and economies is acknowledged: economiet take an outside-in approach to the results of innovation while IS focuses an the process of innovation. Recognition does not extend to synthesis, and a dynamic by which the process of Innovation both generates and is compelled by the resulting sociotechnical environment is not isolated. The literature of information science is not cited-other writers have noted the analogies between the subjects and disjunctions between the disciplines of IS and information science (Ellis, Allen, & Wilson, 1999)-but interdisciplinary dialogue is advocated. For information science readers, the interest of the work lies in the analogies between topics treated and the emerging theoretical reflection an them. Theory seems to have emerged primarily as a response to empirical difficulties, particularly contradictions between expectations and reality, and can reproduce the divides which motivated it. Empirical generalizations are not distinguished from the motivating forces which created the phenomena covered by those generalizations. For instance, the social constructivist perspective which argues that impact of technology is a matter of interpretation by human actors according to their social conditions, and which acknowledges the interpretive flexibility of a technology in use, is introduced, but technology is not fully recognized as a radical human construction, "organs of the human brain, created by the human hand" (Marx, 1973, p. 706; Warner, 2004), and the notion of impact is retained. The productivity paradox, understood as the weak correlation between investment in ICT and commercial success, forms a recurrent concern. A simple response might that the commercial value of a technology lies in the way it is used. More sophisticatedly the paradox could be regarded as an artifact of the apparent rigor and closeness, particularly temporal closeness, of studies and could be reinterpreted as a productivity effect, corresponding to a transition cost. The conclusion does not recall the distinction between invention, innovation, and diffusion, promised in the preface, and invention tends to be treated as if it were exogenous. The most interesting insights emerge from accounts of cited papers, particularly Ciborra's view of technology as being assimilated to the social by the device of hospitality and Orlikowski's reflections an technology.
    Could a dynamic be constructed, in dialectical response to the theorizing presented, which draws an classic sources in political economy and which links micro-processes and macro-results? For Marx, the "basic logie of the capitalist mode of production ... [was] expansion, growth, enlarged reproduction, through a substitution of living by dead labour" (Marx, 1981, p. 13). With ICTs, we are dealing primarily with semiotic rather than physical labor, but a similar substitution of machine for direct human labor can be detected. The individual actors engaged in innovation encounter considerable risks, but collectively produce advances in social productivity: The much greater costs that are always involved in an enterprise based an new inventions, compared with later establishments that rise up an its ruins, ex suis ossibus. The extent of this is so great that the pioneering entrepreneurs generally go bankrupt, and it is only their successors who flourish.. . . Thus it is generally only the most worthless and wretched kind of money-capitalists that draw the greatest profit from all new developments of the universal labour of the human spirit and their social application by combined labour. (Marx, 1981, p. 199). Acknowledging the risks of innovation reveals the resistance of small entities to innovation as more rational for their survival than the scholarly prescriptions of the value of innovation for competitive advantage. The comparative advantage derivable from innovation can itself be understood from the relation of machinery to the direct human labor it supplants: As machinery comes into general use in a particular branch of production, the social value of the machinery product sinks down to its individual value, and the following law asserts itself: surplus-value does not arise from the labour-power that has been replaced by the machinery, but from the labour-power actually employed in working with the machinery. (Marx, 1976, p. 530) The more sophisticated theoretical and historical framework can both explain and dissolve the productivity paradox. The risks of Innovation limit rewards to pioneers, but, over time, their activities raise the productivity of labor: Consider, for instance, the contrast between the amount of direct human labor and the costs of that labor involved in Che copying of documents by hand, with a subsequent oral collation, in a mid-19th century legal practice (Melville, 1997) with modern technologies for copying files. In conclusion, the interest of the collection to information science lies in the further revelation of analogous concerns in another discipline, in the internal realization of the theoretical poverty of that discipline, and even, at points, that the control over processes of innovation offered by standard approaches was illusory, and in the emergence, not yet in fully articulated form, of a more sophisticated perspective."
  12. Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994) 0.04 
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    Date
    8. 3.1997 13:34:22
    Source
    International journal of information management. 14(1994) no.6, S.397-410
  13. Van Slype, G.: ¬Les systèmes intégrés de gestion de l'information documentaire dans les enterprises (1989) 0.03 
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    Abstract
    Until the 1980s, the handling of documentary information in business was usually split up among 4 unrelated independent departments: the library; archives; secretarial services; and reproduction/printing. The introduction of new technology allows the integration of these operations into a single system; comprising subsystems for: production of internal documents; acquisition and storage of external documents; information retrieval; archive creation and maintenance; and circulation of information between departments, based on local computer networks. In reality, not many businesses are making use of technology available to set up such integrated systems because of the lack of common standards for equipment and software, which makes internal and external communication unreliable. This problem may be resolved in the near future, as a result of discussions now in progress at international level.
  14. Valentine, I.: Document management and workflow systems : how they research the SME and workgroup (1997) 0.03 
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    Abstract
    Examines the practicalities of introducing document management and workflow technology, based on commercially available software products, in a small-to-medium sized business. Produces a workflow model for a hypothetical organization to purchase goods or services associated with its business and examines the enabling technology, and set up costs. There are no generic solutions. Each process needs to be evaluated to determine the automation needs
  15. Scott, J.E.: Organizational knowledge and the Intranet (2002) 0.03 
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    Abstract
    The Intranet has been hailed as the solution to organizational technology issues as far reaching as faster information systems development, access to legacy system data, integration of incompatible systems, and progress toward the "paperless office." Moreover, intranets enable work-flow management and project management and are a platform for process redesign. Yet possibly the most far-reaching impact of the Intranet is an organizational knowledge. Intranets are providing institutions and organizations with opportunities to create knowledge. A large proportion of the pioneers are high-technology companies making use of intranets for knowledge-intensive new product development. Intranets enable community expertise to develop, as engineers brainstorm and give each other feedback in discussion groups and share product specifications and product test result queries. The scope of interest in intranets is evidenced by diverse articles and applications in the medical, legal, engineering, training, travel, technical, computer-related, and manufacturing industries. Although some definitions restrict intranets to internal information an internal webs accessed exclusively by internal users, in this article, we adopt a broader definition that includes customers and suppliers in the extended enterprise [also called an "Extranet"] and industrywide applications. Thus, an intranet is a "powerful tool for institution-wide communications, collaborative projects, and the establishment of a sense of community an a manageable scale". Despite the fact that many organizations have adopted the Intranet with great enthusiasm and there has been an avalanche of Web and journalistic articles an the Intranet since the end of 1995, theoretical research has been lacking. Evidence of the business value of the Intranet has been convincing but largely anecdotal. In addition, negative reports have surfaced an hidden costs, performance limitations, and organizational resistance. Such issues have been researched with political theories that explain how some constituents gain and others lose when there is organizational change associated with information technology (IT) implementation. Organizational learning theories also explain such contradictions by examining what affects the creation, integration, and management of knowledge and the facilitation of organizational memory. For example, the theory of organizational knowledge creation posits that autonomy, intention, redundancy, fluctuation and creative chaos, and requisite variety are conditions that induce the transfer of tacit and explicit knowledge in a spiral from individual to group, to organization levels. The findings from this analysis of reported implementations of intranets generate a theoretically based model relating organizational kowledge to the Intranet phenomenon. We extend the inductive concepts by analyzing example of enabling conditions and organizational knowledge creation modes an intranets, using Nonaka's theory of organizational knowledge creation as a guide. Our contribution is to develop a theoretical understanding of the Intranet phenomenon, with an initial framework to guide further conceptual and empirical research an the impacts and business value of the Intranet and to present implications for information systems (IS) developers, IS departments, management, and researchers.
    Source
    Encyclopedia of library and information science. Vol.70, [=Suppl.33]
  16. Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996) 0.03 
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    Abstract
    This paper proposes a framework for analyzing management processes of inter-firm competence. Effective and efficient management of inter-firm competence is suggested to depend an a balance between knowledge systems and enabling information technologies. Knowledge processes comprise processes to collect, generate, diffuse, utilize and dispose knowledge. Managing these processes in an inter-firm environment poses some new challenges both to knowledge and information system development as well.
    Date
    12. 8.2002 13:22:13
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
  17. Rowley, J.: Marketing information systems (1994) 0.02 
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    Abstract
    Examines the changing role of marketing information systems (MKIS). Identifies the types of questions to which MKIS need to respond and the range of types of MKIS systems
  18. Foster, A.: Using the Internet for business information (1994) 0.02 
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    Abstract
    Update of an earlier article. Examines recent trends in the development of the Internet with particular reference to their applications to the dissemination and use of business information. Includes details of some of the more significant sources of business data
  19. Gershenfeld, N.; Hover, K.: Processing and disseminating information in a networked environment (1994) 0.02 
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    Abstract
    The mission of the Information Services Department at Microsoft is to link users with information services and resources that facilitate Microsoft's product development, sales and support. This paper ia a discussion of how that mission is fulfilled by integrating Microsoft products, leveraging off of company product development and developing new information delivery systems to satisfy the individual information needs of employees world wide. Information Services is integrating its own products into the business of information retrieval and delivery. Included in the discussion is a description of the processing of an information request, beginning with how the employee makes the request, continuing with the routing of the request to the proper party within Information Services, the information retrieval procedure and the delivery mechanism utilized to present the completed information request to the employee. Using the company profile as an example, the steps in the process are reviewed, including generation of the request via electronic form, searching via communications software and networked CD-ROMs, downloading results and reformatting using various Microsoft Word macros and delivering the profile via an object package in Microsoft Mail over the corporate network. Future plans for information tools and workflow changes are also discussed
    Source
    Proceedings of the 15th National Online Meeting 1994, New York, 10-12 May 1994. Ed. by M.E. Williams
  20. DeRoure, D.: ¬An open framework for collaborative distributed information management (1998) 0.02 
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    Abstract
    The MEMOIR project supports researchers working with a vast quantity of distributed information, by assisting them in finding both relevant documents and researchers with related interests. It is an open architecture based on the existing Web infrastructure. Key to the architecture is the use of proxies: to support message routing for dynamic reconfiguration and extension of the system, to collect information about the trail of documents that a user visits, and to insert links on the fly. Presents the MEMOIR framework and its rationale, and discusses early experiences with the system
    Date
    1. 8.1996 22:08:06
    Footnote
    Contribution to a special issue devoted to the Proceedings of the 7th International World Wide Web Conference, held 14-18 April 1998, Brisbane, Australia
    Source
    Computer networks and ISDN systems. 30(1998) nos.1/7, S.624-625

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