ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments.
{"title":"IT Investment in ABC Textile and Dyeing: Asia Pacific Perspective","authors":"H. Pham, N. Sriratanaviriyakul, M. Nkhoma","doi":"10.28945/1873","DOIUrl":"https://doi.org/10.28945/1873","url":null,"abstract":"ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124057791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
John Burger, the founding member of house4hack, despite his passion for social good using practical innovation, was fully aware of the cost of getting people and organizations actively involved in social enterprises. The successful electrical and electronics engineer with a number of academic (PhD and Masters – cum laude) and corporate accolades (executive in a top firm) had already been at the top of the corporate ladder. But despite the success, his stronger desire to see South Africa become a net producer of IT and technical artifacts rather than a net importer had led him to rethink his entire life strategy. After deep discussions on the merits of free and open source software development with two friends, they decided to start house4hack as a non-profit organization. The main purpose of house4hack was to provide an innovative environment, a hacker space, where members could conceptualise and create innovative technical artifacts which are well suited for the South African and African environment. The emphasis of house4hack was on making available technical equipment and working space so that members had an environment in which they could experiment and develop technical artifacts. An example of a technical artefact that emerged from house4hack is Robohand. Robohand is a mechanically driven artificial hand printed using 3D technology. Robohand has depended exclusively on donations to develop and distribute artificial hands to people who cannot afford them, such as in the war torn areas of South Sudan.
{"title":"House4hack: Stimulating Technical and Practical Innovation for Social Good","authors":"H. Twinomurinzi, S. Heunis","doi":"10.28945/2131","DOIUrl":"https://doi.org/10.28945/2131","url":null,"abstract":"John Burger, the founding member of house4hack, despite his passion for social good using practical innovation, was fully aware of the cost of getting people and organizations actively involved in social enterprises. The successful electrical and electronics engineer with a number of academic (PhD and Masters – cum laude) and corporate accolades (executive in a top firm) had already been at the top of the corporate ladder. But despite the success, his stronger desire to see South Africa become a net producer of IT and technical artifacts rather than a net importer had led him to rethink his entire life strategy. After deep discussions on the merits of free and open source software development with two friends, they decided to start house4hack as a non-profit organization. The main purpose of house4hack was to provide an innovative environment, a hacker space, where members could conceptualise and create innovative technical artifacts which are well suited for the South African and African environment. The emphasis of house4hack was on making available technical equipment and working space so that members had an environment in which they could experiment and develop technical artifacts. An example of a technical artefact that emerged from house4hack is Robohand. Robohand is a mechanically driven artificial hand printed using 3D technology. Robohand has depended exclusively on donations to develop and distribute artificial hands to people who cannot afford them, such as in the war torn areas of South Sudan.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127586527","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Dr. J. K. Suresh, Vice President and Principal Knowledge Manager at Infosys Limited (Infosys), pondered a question that continually needed to be addressed, but never could be truly answered. For a number of years, he had been responsible for overseeing the internal knowledge management (KM) activities of the large, global IT-services company, headquartered in Bangalore, India. The existing system was widely recognized—in case studies, articles and books—for its excellence. But the company, whose revenues for FY 2013 were in excess of $7 billion, was evolving rapidly in its business model. What changes to the KM system, if any, would improve the company’s ability to move its services to the next level?
印孚瑟斯有限公司(Infosys)副总裁兼首席知识经理j·k·苏雷什博士(Dr. J. K. Suresh)思考了一个一直需要解决，但从未得到真正回答的问题。多年来，他一直负责监督总部位于印度班加罗尔的大型全球it服务公司的内部知识管理(KM)活动。在案例研究、文章和书籍中，现有体系因其卓越而得到广泛认可。但这家2013财年收入超过70亿美元的公司，其商业模式正在迅速演变。KM系统的哪些变化(如果有的话)将提高公司将其服务提升到下一个水平的能力?
{"title":"Infosys: Meeting the Knowledge Management Challenge","authors":"K. Chari, T. Gill","doi":"10.28945/2132","DOIUrl":"https://doi.org/10.28945/2132","url":null,"abstract":"Dr. J. K. Suresh, Vice President and Principal Knowledge Manager at Infosys Limited (Infosys), pondered a question that continually needed to be addressed, but never could be truly answered. For a number of years, he had been responsible for overseeing the internal knowledge management (KM) activities of the large, global IT-services company, headquartered in Bangalore, India. The existing system was widely recognized—in case studies, articles and books—for its excellence. But the company, whose revenues for FY 2013 were in excess of $7 billion, was evolving rapidly in its business model. What changes to the KM system, if any, would improve the company’s ability to move its services to the next level?","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"500 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123415875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Business Critical Application: An IT Investment Dilemma at a Securities Company","authors":"H. Pham, N. Sriratanaviriyakul, M. Nkhoma","doi":"10.28945/1874","DOIUrl":"https://doi.org/10.28945/1874","url":null,"abstract":"","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122312713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
John Dionne, Director of software development at Vology, one of the fastest-growing companies in the Tampa Bay area, had been thinking hard the last few days about different options for developing mobile applications. While he was proud of his existing application portfolio and the way his team supported the company’s business, it seemed that all everybody – customers, suppliers, even internal employees – wanted from him was mobile apps. And this had been driving most of his thinking and research the last few weeks.
{"title":"Mobile Application Development Strategy at Vology","authors":"M. Agrawal, T. Gill","doi":"10.28945/1918","DOIUrl":"https://doi.org/10.28945/1918","url":null,"abstract":"John Dionne, Director of software development at Vology, one of the fastest-growing companies in the Tampa Bay area, had been thinking hard the last few days about different options for developing mobile applications. While he was proud of his existing application portfolio and the way his team supported the company’s business, it seemed that all everybody – customers, suppliers, even internal employees – wanted from him was mobile apps. And this had been driving most of his thinking and research the last few weeks.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121412688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
E. Biel, Norma Gonedes, Darin Peachee, Edgar Ramirez, Jing Yang, Brian Murphy
The sun set on another long day at the headquarters of ReliaQuest where Brian Murphy leaned back in his chair and exhaled deeply as he considered the cyber security breaches that had consumed the media in recent weeks. Retail giants like Target, Lowe’s and Home Depot had fallen victim to serious data breaches. He pondered how his company, ReliaQuest, could make a difference in a world saturated with an invisible army of hackers. Companies had to fend off attacks 100% of the time, but the hackers only had to be successful once.
{"title":"The Quest for Reliable Cyber Security","authors":"E. Biel, Norma Gonedes, Darin Peachee, Edgar Ramirez, Jing Yang, Brian Murphy","doi":"10.28945/3669","DOIUrl":"https://doi.org/10.28945/3669","url":null,"abstract":"The sun set on another long day at the headquarters of ReliaQuest where Brian Murphy leaned back in his chair and exhaled deeply as he considered the cyber security breaches that had consumed the media in recent weeks. Retail giants like Target, Lowe’s and Home Depot had fallen victim to serious data breaches. He pondered how his company, ReliaQuest, could make a difference in a world saturated with an invisible army of hackers. Companies had to fend off attacks 100% of the time, but the hackers only had to be successful once.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"15 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114107845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Huawei’s development is an extraordinary transformation. Its founder, Mr Ren Zhengfei, a veteran of China’s Liberation Army, started Huawei as a one-man sales agent selling PBXs (Private Branch Exchange) in 1987. By 1993, Ren had built a Research and Development (R&D) team, and Huawei designed its very own digital PBX. From 1995, Huawei started entering overseas markets. Today, 25 years since Huawei started, this little known electronics manufacturer has reached sales revenue of US$35.35 billion, employing over 150,000 staff around the world, and having a product presence in over 140 countries, serving more than one third of world’s population (Huawei, 2013). From an unknown one-man sales agent to an international telecommunications equipment giant, this transformation is a quantum leap. One clear observation can be made about this case: Huawei is a Master of Change.
{"title":"Huawei: An Exemplar for Organizational Change in a Modern Environment","authors":"H. Zhu, Michael Jones","doi":"10.28945/1967","DOIUrl":"https://doi.org/10.28945/1967","url":null,"abstract":"Huawei’s development is an extraordinary transformation. Its founder, Mr Ren Zhengfei, a veteran of China’s Liberation Army, started Huawei as a one-man sales agent selling PBXs (Private Branch Exchange) in 1987. By 1993, Ren had built a Research and Development (R&D) team, and Huawei designed its very own digital PBX. From 1995, Huawei started entering overseas markets. Today, 25 years since Huawei started, this little known electronics manufacturer has reached sales revenue of US$35.35 billion, employing over 150,000 staff around the world, and having a product presence in over 140 countries, serving more than one third of world’s population (Huawei, 2013). From an unknown one-man sales agent to an international telecommunications equipment giant, this transformation is a quantum leap. One clear observation can be made about this case: Huawei is a Master of Change.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"778 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116414322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Implementing MRP sounds like a good decision but would it really solve my business problems?
实施MRP听起来是个不错的决定，但它真的能解决我的业务问题吗?
{"title":"Kinik-Thai: Material Requirement Planning System","authors":"N. Sriratanaviriyakul, M. Nkhoma, H. Pham","doi":"10.28945/1878","DOIUrl":"https://doi.org/10.28945/1878","url":null,"abstract":"Implementing MRP sounds like a good decision but would it really solve my business problems?","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129259161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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