Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH028
Y. Long, F. Nah, Zhanbei Zhu
In response to increasing competition and technological advancement, Shanghai Bell Co., Ltd., a leading telecommunications enterprise located in Shanghai, China, carried out a major initiative to develop its next generation Information Technology/Information Systems (IT/IS) strategic plan. The initiative was prompted by limitations of its current enterprise application systems where the systems were neither able to keep up with the evolving needs due to organizational change nor satisfy the increasing demands for information sharing and data analysis. This case describes the environmental and organizational context of Shanghai Bell Corporation, and the problems and challenges it encountered in developing an enterprise-wide strategic IT/IS plan. The issues covered include alignment of IT strategy with evolving business needs, application of a methodology to develop the strategic IT/IS plan, and evaluation of strategic planning project success.
{"title":"Enterprise-wide strategic information systems planning for Shanghai Bell corporation","authors":"Y. Long, F. Nah, Zhanbei Zhu","doi":"10.4018/978-1-59140-061-5.CH028","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH028","url":null,"abstract":"In response to increasing competition and technological advancement, Shanghai Bell Co., Ltd., a leading telecommunications enterprise located in Shanghai, China, carried out a major initiative to develop its next generation Information Technology/Information Systems (IT/IS) strategic plan. The initiative was prompted by limitations of its current enterprise application systems where the systems were neither able to keep up with the evolving needs due to organizational change nor satisfy the increasing demands for information sharing and data analysis. This case describes the environmental and organizational context of Shanghai Bell Corporation, and the problems and challenges it encountered in developing an enterprise-wide strategic IT/IS plan. The issues covered include alignment of IT strategy with evolving business needs, application of a methodology to develop the strategic IT/IS plan, and evaluation of strategic planning project success.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"46 1","pages":"431-446"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436433","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH027
Hamid R. Nemati, S. Stewart, Faye Sherrill-Huffman
Managed care, Medicare reform and skyrocketing costs have forced health care providers to take a closer look IT and how it can help in providing a competitive advantage. Prior to the 1990s, most computer systems designed for health care were mission-specific. By the early to mid 1990s, many hospitals had begun to search the market for tools to integrate their aging transactional systems, since an integrated environment could provide more business-oriented functions such as decision support. However, for many medical centers achieving a seamless integration proved to be a daunting task.Enterprise Application Integration (EAI) was a response to decades of organizations creating distributed stand-alone applications resulting in an overabundance of platforms and development approaches. Enterprise Application Integration (EAI) techniques provided the interface layer to allow the systems to act as one "seamless" whole. This case provides an overview of EAI and examines the technical and organizational challenges faced by a major medical center in North Carolina attempting to integrate its enterprise applications and discusses how the project team responded to those challenges. An appendix featuring a complete list of products covered in this case, as well as a brief glossary of healthcare IT terms, follows the case.
{"title":"Rx for integration: lessons learned in health care EAI","authors":"Hamid R. Nemati, S. Stewart, Faye Sherrill-Huffman","doi":"10.4018/978-1-59140-061-5.CH027","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH027","url":null,"abstract":"Managed care, Medicare reform and skyrocketing costs have forced health care providers to take a closer look IT and how it can help in providing a competitive advantage. Prior to the 1990s, most computer systems designed for health care were mission-specific. By the early to mid 1990s, many hospitals had begun to search the market for tools to integrate their aging transactional systems, since an integrated environment could provide more business-oriented functions such as decision support. However, for many medical centers achieving a seamless integration proved to be a daunting task.Enterprise Application Integration (EAI) was a response to decades of organizations creating distributed stand-alone applications resulting in an overabundance of platforms and development approaches. Enterprise Application Integration (EAI) techniques provided the interface layer to allow the systems to act as one \"seamless\" whole. This case provides an overview of EAI and examines the technical and organizational challenges faced by a major medical center in North Carolina attempting to integrate its enterprise applications and discusses how the project team responded to those challenges. An appendix featuring a complete list of products covered in this case, as well as a brief glossary of healthcare IT terms, follows the case.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"414-430"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436810","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH016
P. Kanellis, Peggy Papadopoulou, D. Martakos
This teaching case describes the effects of privatization on a large industrial organization and sets the context for illustrating the vulnerability of information systems in turbulent environments. Upon privatization, the company put in place a number of business information systems that crippled them with respect to their initial purpose. At the same time, the policy of the company gave users almost complete autonomy and freedom with respect to meeting their own systems and informational needs. Using this freedom, business unit users developed their own small applications, and cannibalized the overarching systems to give themselves a system that worked by adapting it to their needs. The case presents a detailed, factually accurate chronology of the events, raising awareness to the issue of information systems flexibility by detailing the ensuing repercussions on an organization whose information systems were incapable of dealing with a frantic pace of environmental contingencies.
{"title":"Information systems development and business fit in dynamic environments","authors":"P. Kanellis, Peggy Papadopoulou, D. Martakos","doi":"10.4018/978-1-59140-061-5.CH016","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH016","url":null,"abstract":"This teaching case describes the effects of privatization on a large industrial organization and sets the context for illustrating the vulnerability of information systems in turbulent environments. Upon privatization, the company put in place a number of business information systems that crippled them with respect to their initial purpose. At the same time, the policy of the company gave users almost complete autonomy and freedom with respect to meeting their own systems and informational needs. Using this freedom, business unit users developed their own small applications, and cannibalized the overarching systems to give themselves a system that worked by adapting it to their needs. The case presents a detailed, factually accurate chronology of the events, raising awareness to the issue of information systems flexibility by detailing the ensuing repercussions on an organization whose information systems were incapable of dealing with a frantic pace of environmental contingencies.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"250-261"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70435896","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH029
David T. Croasdell, A. Fox, Suprateek Sarker
Business organizations and global partners are increasing their utilization of "virtual project teams to enhance competitive advantages in the global market. More than ever, organizations are using virtual teamwork to bridge time zones and geographic distances. The use of virtual work environments has spurred interest in understanding how team members interact and collaborate over the life of a project. Not surprisingly, organizations are trying to understand what factors are determinants of success with respect to virtual teams. Increasing network bandwidth, continuously improving communication technologies, shifting global economies, and changes in social practices have caused business managers to reconsider traditional practices. This paper provides a comparative case study of four cross-cultural virtual project teams as they analyze, design, and develop information systems.
{"title":"Systems development by virtual project teams: a comparative study of four cases","authors":"David T. Croasdell, A. Fox, Suprateek Sarker","doi":"10.4018/978-1-59140-061-5.CH029","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH029","url":null,"abstract":"Business organizations and global partners are increasing their utilization of \"virtual project teams to enhance competitive advantages in the global market. More than ever, organizations are using virtual teamwork to bridge time zones and geographic distances. The use of virtual work environments has spurred interest in understanding how team members interact and collaborate over the life of a project. Not surprisingly, organizations are trying to understand what factors are determinants of success with respect to virtual teams. Increasing network bandwidth, continuously improving communication technologies, shifting global economies, and changes in social practices have caused business managers to reconsider traditional practices. This paper provides a comparative case study of four cross-cultural virtual project teams as they analyze, design, and develop information systems.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"447-463"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436546","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH037
P. Pale, Jasenka Gojsic
This paper describes ten years of efforts in introducing the state-of-the-art information and communication technologies (ICT) and development of ICT infrastructure on the national level. The aim of the project was to build Internet in Croatia and to foster its leverage in the broad range of activities of public interest in the society as a whole. The prime target group was academic and research community, as a vehicle for the overall development in the society.Croatian Academic and Research Network (CARNet) had been started as a project in 1991, and, after five years, it was transformed into a government agency. A broad range of activities had been started, from building and maintaining private nationwide communication and computer network to information services, user support, education, pilot projects and promotion.The academic community has been treated not only as the main customer, but also as an active partner in developing and providing services.CARNet has been fully funded by the state budget for ten years, without any participation of the commercial sector, domestic donations or international financial support.Although CARNet is treated as Croatian success story, recognized inside and outside of the country, the question is whether the initial goals have been realistic and achievements sufficient, considering the low penetration of ICT into the Croatian society.Likewise, budget cuts, continuous struggle for political recognition and authority, as well as fights with national telecommunication monopoly, have created an array of questions to be answered at the beginning of the second decade of this highly ambitious endeavour.
{"title":"Nationwide ICT infrastructure introduction and its leverage for overall development","authors":"P. Pale, Jasenka Gojsic","doi":"10.4018/978-1-59140-061-5.CH037","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH037","url":null,"abstract":"This paper describes ten years of efforts in introducing the state-of-the-art information and communication technologies (ICT) and development of ICT infrastructure on the national level. The aim of the project was to build Internet in Croatia and to foster its leverage in the broad range of activities of public interest in the society as a whole. The prime target group was academic and research community, as a vehicle for the overall development in the society.Croatian Academic and Research Network (CARNet) had been started as a project in 1991, and, after five years, it was transformed into a government agency. A broad range of activities had been started, from building and maintaining private nationwide communication and computer network to information services, user support, education, pilot projects and promotion.The academic community has been treated not only as the main customer, but also as an active partner in developing and providing services.CARNet has been fully funded by the state budget for ten years, without any participation of the commercial sector, domestic donations or international financial support.Although CARNet is treated as Croatian success story, recognized inside and outside of the country, the question is whether the initial goals have been realistic and achievements sufficient, considering the low penetration of ICT into the Croatian society.Likewise, budget cuts, continuous struggle for political recognition and authority, as well as fights with national telecommunication monopoly, have created an array of questions to be answered at the beginning of the second decade of this highly ambitious endeavour.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"585-607"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70437267","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH011
A. Okunoye
Information technology (IT) transfer to developing countries is often affected by various problems. Most available application packages are too expensive and were originally designed to work in a developed economy. The international features of the application packages reduced the problems associated with long duration and huge cost of customization. Nevertheless, there are still some processes that require many peculiar requirements that customization of the off-the-shelf applications cannot meet. With the rapid changes in IT and the business environment, it is becoming essential to rely on information system that can be sustained and upgraded without much cost in order to meet those changes. This case describes a project for the development of such a system.We present the background of the IT company and an Islamic bank as the customer. We highlight the circumstances that led to their decision to develop the systems locally. We discuss the facts that surround the development of the system: the outsourcing decision made by the African Arab Islamic Bank (AFAIB), the project management and systems development at Technology Associates Ltd. (TA), and other information system issues related to developing countries and their effect on the project's success.
{"title":"Large-scale sustainable information systems development in a developing country: the making of an Islamic banking package","authors":"A. Okunoye","doi":"10.4018/978-1-59140-061-5.CH011","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH011","url":null,"abstract":"Information technology (IT) transfer to developing countries is often affected by various problems. Most available application packages are too expensive and were originally designed to work in a developed economy. The international features of the application packages reduced the problems associated with long duration and huge cost of customization. Nevertheless, there are still some processes that require many peculiar requirements that customization of the off-the-shelf applications cannot meet. With the rapid changes in IT and the business environment, it is becoming essential to rely on information system that can be sustained and upgraded without much cost in order to meet those changes. This case describes a project for the development of such a system.We present the background of the IT company and an Islamic bank as the customer. We highlight the circumstances that led to their decision to develop the systems locally. We discuss the facts that surround the development of the system: the outsourcing decision made by the African Arab Islamic Bank (AFAIB), the project management and systems development at Technology Associates Ltd. (TA), and other information system issues related to developing countries and their effect on the project's success.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"168-183"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436033","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH023
G. Campbell, C. Huntley, Michael R. Anderson
Greenfield Online, the first online market research company, is an example of an e-business that has continued to be successful despite recent retrenchments in the Internet sector. Their core business involves developing and implementing customized market research studies. At the time of this case, they also sold "off-the-shelf" reports related to online shopping trends for specific groups of products. This case describes operations at Greenfield Online's "Digital Consumer Score" using three modeling techniques--process mapping, data flow diagramming, and entity-relationship diagramming. The simultaneous use of these techniques illustrates how they relate to each other, and demonstrates their applicability within an e-business environment. After the descriptive models set the stage, the economics of manually-performed back office processes are evaluated through a present value analysis of labor costs. The organization is left with open questions regarding how to improve the Digital Consumer Store's back office operations.
{"title":"Modeling back office operations at greenfield online's digital consumer store","authors":"G. Campbell, C. Huntley, Michael R. Anderson","doi":"10.4018/978-1-59140-061-5.CH023","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH023","url":null,"abstract":"Greenfield Online, the first online market research company, is an example of an e-business that has continued to be successful despite recent retrenchments in the Internet sector. Their core business involves developing and implementing customized market research studies. At the time of this case, they also sold \"off-the-shelf\" reports related to online shopping trends for specific groups of products. This case describes operations at Greenfield Online's \"Digital Consumer Score\" using three modeling techniques--process mapping, data flow diagramming, and entity-relationship diagramming. The simultaneous use of these techniques illustrates how they relate to each other, and demonstrates their applicability within an e-business environment. After the descriptive models set the stage, the economics of manually-performed back office processes are evaluated through a present value analysis of labor costs. The organization is left with open questions regarding how to improve the Digital Consumer Store's back office operations.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"358-369"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436586","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH010
V. Sridhar, B. Bhasker
As organizations continue to deploy mission-critical, network-centric information systems, managing the security of such systems has become very critical. Building and managing such security infrastructure can be potentially very expensive, especially for small and medium-sized organizations. The Indian Institute of Management, Lucknow (IIML), the premier teaching and research business school in India, embarked on implementing a robust security management infrastructure with a limited budget on hand. The case examines, how IIML successfully implemented the security infrastructure by appropriately developing security policies and selecting a proper combination of freeware and proprietary software components. Since security management is not a one-time activity and uses intensive technology, a careful analysis is required to assess whether the maintenance of the security infrastructure can be done in-house or outsourced. The case illustrates the trade-offs involved and presents experiences of IIML in outsourcing the post-implementation phase to a Security Service Provider. The case also highlights the challenges organizations face while implementing freeware security products and outsourcing security services.
{"title":"Managing information security on a shoestring budget","authors":"V. Sridhar, B. Bhasker","doi":"10.4018/978-1-59140-061-5.CH010","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH010","url":null,"abstract":"As organizations continue to deploy mission-critical, network-centric information systems, managing the security of such systems has become very critical. Building and managing such security infrastructure can be potentially very expensive, especially for small and medium-sized organizations. The Indian Institute of Management, Lucknow (IIML), the premier teaching and research business school in India, embarked on implementing a robust security management infrastructure with a limited budget on hand. The case examines, how IIML successfully implemented the security infrastructure by appropriately developing security policies and selecting a proper combination of freeware and proprietary software components. Since security management is not a one-time activity and uses intensive technology, a careful analysis is required to assess whether the maintenance of the security infrastructure can be done in-house or outsourced. The case illustrates the trade-offs involved and presents experiences of IIML in outsourcing the post-implementation phase to a Security Service Provider. The case also highlights the challenges organizations face while implementing freeware security products and outsourcing security services.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"151-167"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436024","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH012
M. Fong
An efficient payment system is necessary to support efficient trading in goods and services within open market economies. Information technology has been used by many of these economies to achieve efficiency in their payment systems. The People's Republic of China, an emerging market economy, regards an efficient electronic payment system as imperative for economic liberalization, for supporting low cash usage and improving monetary control within the economy. By means of the "Golden Card" project, it aimed for a flexible, convenient, fast, secure and seamless electronic payment system beneficial to economic performance. Although efficiencies in the electronic payment system were achieved in some of the developed regions, there have been teething problems such as low public confidence in the system, weak technological support and inadequate regulatory framework that prevent the full realization of a supportive payment system for overall economic development.
{"title":"Bankcard payment system in the people's republic of China","authors":"M. Fong","doi":"10.4018/978-1-59140-061-5.CH012","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH012","url":null,"abstract":"An efficient payment system is necessary to support efficient trading in goods and services within open market economies. Information technology has been used by many of these economies to achieve efficiency in their payment systems. The People's Republic of China, an emerging market economy, regards an efficient electronic payment system as imperative for economic liberalization, for supporting low cash usage and improving monetary control within the economy. By means of the \"Golden Card\" project, it aimed for a flexible, convenient, fast, secure and seamless electronic payment system beneficial to economic performance. Although efficiencies in the electronic payment system were achieved in some of the developed regions, there have been teething problems such as low public confidence in the system, weak technological support and inadequate regulatory framework that prevent the full realization of a supportive payment system for overall economic development.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"184-200"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436091","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}
Pub Date : 2003-01-01DOI: 10.4018/978-1-59140-061-5.CH013
G. Newby
A large, highly ranked public university implemented a requirement for all incoming undergraduates to own a laptop computer starting in Fall 2000. To control increased expenditures for information technology, this requirement has shifted some of the cost of technology to students by decreasing the need for centralized general-purpose computing laboratories.At the same time, a shift towards centralized academic computing support occurred. This shift was away from information technology resources, services and support based in individual departments. This shift, engineered by the newly formed office of the Chief Information Officer (CIO), was envisioned to generate cost savings through economies of scale.The educational impact of the laptop requirement is starting to be felt, but adoption is not widespread in daily classroom use. Envisioned cost savings have not yet become apparent. However, laptop ownership has enabled some new classroom activities and helped to reinforce the leading-edge image of the university.
{"title":"Student laptop ownership requirement and centralization of information technology services at a large public university","authors":"G. Newby","doi":"10.4018/978-1-59140-061-5.CH013","DOIUrl":"https://doi.org/10.4018/978-1-59140-061-5.CH013","url":null,"abstract":"A large, highly ranked public university implemented a requirement for all incoming undergraduates to own a laptop computer starting in Fall 2000. To control increased expenditures for information technology, this requirement has shifted some of the cost of technology to students by decreasing the need for centralized general-purpose computing laboratories.At the same time, a shift towards centralized academic computing support occurred. This shift was away from information technology resources, services and support based in individual departments. This shift, engineered by the newly formed office of the Chief Information Officer (CIO), was envisioned to generate cost savings through economies of scale.The educational impact of the laptop requirement is starting to be felt, but adoption is not widespread in daily classroom use. Envisioned cost savings have not yet become apparent. However, laptop ownership has enabled some new classroom activities and helped to reinforce the leading-edge image of the university.","PeriodicalId":43384,"journal":{"name":"Journal of Cases on Information Technology","volume":"5 1","pages":"201-212"},"PeriodicalIF":1.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70436107","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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