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- South African Journal of Information Management
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- Volume 5, Issue 1, 2003
South African Journal of Information Management - Volume 5, Issue 1, 2003
Volumes & issues
Volume 5, Issue 1, 2003
Author A.S.A. Du ToitSource: South African Journal of Information Management 5 (2003)More Less
Dramatic advances in communication technology have transformed the way companies provide corporate annual report information to the investment community. The number of companies with investor relations information on the Internet has increased exponentially over the last five years. The inadequacies of hard copy paper-based annual reports are encouraging companies to take advantage of the interactive nature and benefits of the Internet as a distribution medium. Businesses use the Web to disseminate information about activities, performance, news items and financial and accounting material. These on-line annual reports are creating challenges and problems for companies, auditors and regulatory and standard setting bodies. The Internet is unregulated and global. Governments and other authorities are finding it increasingly difficult to regulate the Internet environment. Companies in South Africa are not legally required to place annual reports on the Web. Any company that does so is doing it voluntarily. There are no specific laws and rules that govern what companies must disclose on the Web. Companies are free to include as much or as little as they deem appropriate. In this article, the different development stages of Web-based annual reports on the Internet are assessed. The various electronic formats currently used by companies to present digital annual reports are identified and the current state of adoption of the Internet as a delivery and communication mechanism for annual reports in the largest companies in South Africa is determined.
Author A.J. SwanepoelSource: South African Journal of Information Management 5 (2003)More Less
The use of action research as a method to solve behavioural problems in an information centre setting is descriptionbed. First the assumptions and processes of action research are introduced. Then follows a descriptionption of how the staff of a large information centre was guided through a process of visualizing the outcomes of a project, exploring the context in which the process would be followed and formulating objectives to achieve the vision. In the remainder of the article, the focus is on how the action research process was used by a group of staff to address work-related behavioural problems, with special reference to attitude problems. This experiment showed that action research is a viable research option to address and solve interpersonal related problems in an organization with a large and diverse staff component.
Integrating the Internet and enterprise resource planning (ERP) systems in South African electricity utility companiesAuthor M. JakovljevicSource: South African Journal of Information Management 5 (2003)More Less
As in other developing countries, South Africa is in the process of commercializing the formally state controlled electricity industry. The Internet and enterprise resource planning (ERP) systems are becoming an integral part of many business operations, including commercialized electricity utility companies. Information systems practitioners are striving to understand how the Internet and ERP systems could be integrated to give better service to customers in the electricity utility industry. Deise, Nowikov, King and Wright state: 'By opening internal information to selected partners and customers over the Internet, or extranet, suppliers can speed up delivery of necessary supplies, and customers can make orders faster and easier. Not only will time be saved, but costs will be reduced as well.' The aim of the research reported in this article was to explore the requirements of successfully integrating the Internet and ERP systems in commercialized electricity utility companies.
Position and role of the chief knowledge officer in South Africa - a discrepancy between theory and practice?Author M.M.M. SnymanSource: South African Journal of Information Management 5 (2003)More Less
In the knowledge economy, it is not products and services that give enterprises a competitive advantage, but how well they manage their knowledge, in other words, what they know and whether they know how to do new things quickly. This process requires a senior executive, the chief knowledge officer (CKO), who is responsible for focusing and driving the knowledge management initiatives in the enterprise. The aim of this article is to report on an investigation of the South African business world's perspective of the role and responsibilities of the CKO and the analysis of the findings against a theoretical background. It was found that although the position of CKO is still unique and relatively new in South Africa, it compares very well with the literature review on other countries.