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- Volume 5, Issue 4, 2003
South African Journal of Information Management - Volume 5, Issue 4, 2003
Volumes & issues
Volume 5, Issue 4, 2003
Author Henri MoolmanSource: South African Journal of Information Management 5 (2003)More Less
Portal technologies integrate information, content and enterprise applications. Executive information systems (EIS) grew out of the information needs of top executives. Web-based technologies are causing a revisit to existing IT implementation models, including those for EIS. Some technologies include: intranet, internet, extranet, e-commerce business-to-business (B2B), e-commerce business-to-consumer (B2C), wireless application protocol (WAP) and other mobile and portal technologies. The authors conducted a survey of 31 well-established organizations in KwaZulu-Natal, which successfully implemented EIS. A validated survey instrument was administered to an EIS stakeholder in each organization surveyed. This article is a report on (a) on the activity sectors of organizations surveyed; (b) an analysis of the different commercially purchased EIS software tools and/or enterprise resource planning (ERP) software with EIS features used by stakeholders in organizations surveyed; and (c) the impact level of portal technologies on EIS implementation. The authors report that after the Intranet and Internet, portal technologies have the third highest impact on EIS implementations in organizations surveyed in KwaZulu-Natal.
Legal guidelines for the collection of information in the competitive intelligence process in South AfricaAuthor S.P. Le R. De la HarpeSource: South African Journal of Information Management 5 (2003)More Less
The concept of competitive intelligence (CI) as a process has long been proposed as an effort to increase a firm's competitiveness and its strategic planning process. The core objective in CI is to predict what is going to happen in an environment and then develop appropriate responses to either take advantage of it or help to shape the environment. Because of the nature of the collecting of information in the CI process and the sphere of competitive rights in which this activity operates, the participants in the process must ensure that they act in accordance with the law. The values enshrined in the Constitution, Act 108 of 1996, are also relevant to this process. They include, among other things, the right to information, to freely participate in the economy and the right to privacy. The law of delict determines when the gathering of information in this process becomes illegal and in particular when it amounts to unlawful competition. The difficulty with the legal aspects of the CI process is that the legality of each and every aspect of the CI process has to be determined in view of the particular circumstances. A thorough knowledge of the legal implications of the CI process is therefore crucial. Such knowledge is to the advantage of the particular business, both in preventing unlawful actions and in utilizing the right to information to its full extent.
Author M.M.M. SnymanSource: South African Journal of Information Management 5 (2003)More Less
The concept of knowledge management may not be as widely recognised as is perceived. The pressures of remaining competitive in the rapidly changing world of business at a time when too many organizational change efforts have not delivered their promised results, entails that any new initiative needs to be aligned to the strategic business of the organization. Although unconsciously producing and acting upon knowledge on a daily basis, knowledge management is still a relatively new concept for many organizations. One of the reasons is the nature of tacit knowledge, which is difficult to identify and is not seen as a revenue-earning product or commodity. This research aimed to find a way of successfully capturing and sharing organizational knowledge (especially tacit) and to create an awareness of the value of knowledge to employees in an organization. The implementation of a community of practice is proposed as the first step in the knowledge management process. The theories found in the literature were put to the test by applying them in a case study done in an organization within the corporate environment. Guidelines were offered on the planning and implementation stages. An evaluation was done by conducting semi-structured interviews and analysing the results.
Development of a case study methodology in the information technology (IT) field in South Africa : a step-by-step approachAuthor S. LubbeSource: South African Journal of Information Management 5 (2003)More Less
An important step any researcher should take is establishing a framework in which to conduct research. This article assists with the setup of a case study methodology in information technology (IT) by explaining the different phases that could be followed. Quite a number of approaches are available but established research often argues for its own research. In this article the author therefore discusses the case study and grounded theory approach that can be used to investigate IT in South Africa.