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This research investigates the impact created by the use of videoconferencing technology in a large MIS class where, traditionally, the lecture had been used. The teacher presented a lecture on DSS from his office and collaborated with a colleague on solving a spreadsheet problem. A questionnaire was administered to measure the perceptions of the students. Even though 85 percent of the students who participated in the classes were non-MIS majors, students in the section where videoconferencing was used perceived it to be more useful, challenging, attractive, and clear compared to the section where videoconferencing was not used. The students preferred the videoconferencing method irrespective of their GPA or computer ownership. These results show that desk-top videoconferencing technologies could be effectively used to train those who are not familiar with information technologies. Videoconferencing technologies might show the potential for collaborative work to those workers even though they may not be very familiar with computer hardware and software.

The textile industry is slowly developing expert system applications to increase production, improve quality, and reduce costs. Such systems are surfacing in a variety of areas throughout the textile manufacturing process. This paper describes an expert system developed to support an important decision scenario in the textile industry. The scenario concerns a sequence of production planning decisions necessary to produce a specific category of end product. This sequence is described as follows: given the decision to produce a particular type of end product, the appropriate fiber type is chosen; next, the appropriate yarn count group is chosen; next, the appropriate spinning system is chosen; and finally, the appropriate preparation method is chosen. Each decision in the sequence depends on the combination of decisions made in the preceding stages. The resulting system is described and its application is illustrated through the presentation of a sample consultation. The integration of the expert system into a broader environment for textile manufacturing decision support is also discussed.

Despite a growing number and variety of information security threats, many organizations continue to neglect implementing information security policies and procedures. The likelihood that an organization’s information systems can fall victim to these threats is known as information systems risk (Straub & Welke, 1998). To combat these threats, an organization must undergo a rigorous process of self-analysis. To better understand the current state of this information security risk analysis (ISRA) process, this study deployed a questionnaire using both open-ended and closed ended questions administered to a group of information security professionals (N=32). The qualitative and quantitative results of this study show that organizations are beginning to conduct regularly scheduled ISRA processes. However, the results also show that organizations still have room for improvement to create idyllic ISRA processes.

Taking a sequential qualitative-quantitative methodological approach, the authors propose and test a theoretical model that includes four variables through which top management can positively influence security effectiveness: user training, security culture, policy relevance, and policy enforcement. During the qualitative phase of the study, the authors generated the model based on textual responses to a series of questions given to a sample of 220 information security practitioners. During the quantitative phase, we analyzed survey data collected from a sample of 740 information security practitioners. After data collection, we analyzed the survey responses using structural equation modeling and found evidence to support the hypothesized model. They also tested an alternative, higher-order factor version of the original model that demonstrated an improved overall fit and general applicability across the various demographics of the sampled data. They then linked the finding of this study to existing top management support literature, general deterrence theory research, and the theoretical notion of the dilemma of the supervisor.

Knowledge-based systems support for the consulting/troubleshooting function within information centers was investigated. This function is defined and characteristics are identified which make it an appropriate target for knowledge-based systems support. A general architecture for a troubleshooting expert system was developed and its elements are described. A case is described which illustrates the application of an expert system in the provision of troubleshooting service by the information center of a major state university. The results illustrate the impact that such a knowledge-based system approach can have in the troubleshooting area, especially in relation to the efficient utilization of information center personnel.

This chapter provides a new perspective on the competitive advantage of electronic mail within organizations. Essentially, e-mail assists individuals with efficiency and effectiveness. It improves the overall productivity of the firm and provides better coordination of internal processes. Electronic mail has been considered an important channel of communication. Since quality, time and cost are considered the main means of competition in today’s global market, this study investigated the relationship between the strategic uses and competitive benefits of electronic mail in contemporary organizations. A sample of 99 management-level staff members in 41 companies responded to a questionnaire assessing their e-mail usage and their perceived e-mail benefits. The results suggested that e-mail usage could augment the competitive posture of the firm.

The increased cost of doing business domestically and the impact of global competition are two reasons companies establish plants in foreign locations. To have a successful global business, manufacturers must have an effective global supply chain infrastructure, which requires effective information technology. Firms now routinely consider remote domestic and international locations when evaluating potential sites. Many factors must be considered when choosing the right location for manufacturing facilities. These include: physical infrastructure, proximity to suppliers and customers, tax considerations, international trade conditions, and as this research explored, telecommunications infrastructure. This study examined the degree to which the telecommunications infrastructure impacts the decision to select a specific foreign manufacturing site for the organisation. The results of four case studies of electronics firms indicated that telecommunications is a necessity to conduct business. Two of the firms indicated that telecommunications was considered in their most recent site selection. Although the other two firms did not overtly consider telecommunications in the site selection criteria, they did indicate that it is critical to the success of the company in a global market.

The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS manager, or is there truly a new and significantly different function? How has the role of the information systems manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS managers. The findings suggest that the CIO operates as an executive rather than a functional manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.