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Essentials of MIS
Over the past two decades, mass adoption of information technology and systems has revolutionized
the way business is conducted across the world. Essentials of MIS takes an in-depth look at how
companies use the latest technologies to achieve their objectives and solve key business challenges.
Its rich coverage includes up-to-date case studies from familiar names, such as Uber, Facebook, and
Amazon, and the Career Opportunities section in every chapter illustrates how the skills discussed
are relevant to employers.
Covering the most current and essential topics in MIS, the fifteenth edition features cases, figures,
and tables that have been revised and updated to offer a cohesive and comprehensive view of this
rapidly changing field.
Key Highlights
• Cloud computing, Big Data, and the Internet of Things: The coverage of these topics now
includes more details on cloud services, private and public clouds, hybrid clouds, and managing
Essentials of MIS
cloud services.
FIFTEENTH
EDITION
• Sustainability and ESG: This edition features new coverage of how information systems
promote sustainability and environmental, social, and governance (ESG) goals. Chapter 1 now
includes ESG leadership as a major objective of information systems, while many of the case
studies discuss sustainability issues.
• Updated and expanded coverage of AI: Chapter 11 has been rewritten to include expanded
FIFTEENTH EDITION
coverage of machine learning, deep learning, natural language systems, computer vision systems,
and robotics, reflecting the surging interest in business uses of AI and “intelligent” techniques.
Laudon • Laudon • Traver

• Impact of the coronavirus pandemic: This edition examines the impact of the coronavirus Kenneth C. Laudon
pandemic on business uses of information systems through up-to-date coverage of topics such as
working remotely, supply chain disruptions, and global supply chains. Jane P. Laudon
Available separately for purchase is MyLab MIS for Essentials of Management Information Systems, the Carol G. Traver
teaching and learning platform that empowers instructors to personalize learning for every student.
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Integrating Business with Technology
By completing the projects in this text, students will be able to demonstrate business knowledge, appli-
cation software proficiency, and Internet skills. These projects can be used by instructors as learning
assessment tools and by students as demonstrations of business, software, and problem-solving skills to
future employers. Here are some of the skills and competencies students using this text will be able to
demonstrate:
Business Application skills: Use of both business and software skills in real-world business applications.
Demonstrates both business knowledge and proficiency in spreadsheet, database, and web page/blog
creation tools.
Internet skills: Ability to use Internet tools to access information, conduct research, or perform online
calculations and analysis.
Analytical, writing and presentation skills: Ability to research a specific topic, analyze a problem, think
creatively, suggest a solution, and prepare a clear written or oral presentation of the solution, working either
individually or with others in a group.
* Dirt Bikes Running Case in MyLab MIS
Business Application Skills

Business Skills Software Skills Chapter
Finance and Accounting

Payroll accounting Spreadsheet formulas Chapter 1
SUM, AVERAGE functions
Absolute and relative addressing
Financial statement analysis Spreadsheet formulas Chapter 2*
Spreadsheet charts
Budgeting Spreadsheet formulas Chapter 2
Spreadsheet charts
Pricing hardware and software Spreadsheet formulas Chapter 5
Technology Rent vs. Buy Decision Spreadsheet formulas Chapter 5*
Total Cost of Ownership (TCO) analysis SUM, VLOOKUP
Analyzing wireless services and costs Spreadsheet formulas Chapter 7
Financial statement analysis Spreadsheet formulas Chapter 10
Spreadsheet downloading and formatting
Human Resources
Analyzing security events Spreadsheet sorting, data filtering Chapter 8
Employee training and skills tracking Database design Chapter 12*
Database querying and reporting
Manufacturing and Production

Inventory management Database design, querying, and reporting Chapter 6
Analyzing supplier performance and pricing Spreadsheet date functions Chapter 9
Data filtering, AVERAGE function
Bill of materials cost sensitivity analysis Spreadsheet data tables Chapter 11*
Spreadsheet formulas
Sales and Marketing

Sales trend analysis Database querying and reporting Chapter 3
Blog creation and design Blog creation tool Chapter 4
Marketing decisions Spreadsheet pivot tables Chapter 11

Customer reservation system Database querying and reporting Chapter 12
Customer profiling Database design Chapter 6*
Database querying and reporting
Internet Skills
Using online software tools for job hunting and career development Chapter 1
Using online interactive mapping software to plan efficient transportation routes Chapter 2
Researching product information Chapter 3

Evaluating websites for auto sales
Analyzing web browser privacy protection Chapter 4
Researching travel costs using online travel sites Chapter 5
Searching online databases for products and services Chapter 6
Using web search engines for business research Chapter 7
Researching and evaluating business outsourcing services Chapter 8
Researching and evaluating supply chain management services Chapter 9
Evaluating e-commerce hosting services Chapter 10
Using shopping bots to compare product price, features, and availability Chapter 11
Analyzing websites design Chapter 12
Analytical, Writing, and Presentation Skills*

Business Problem Chapter
Management analysis of a business Chapter 1
Value chain and competitive forces analysis Chapter 3

Business strategy formulation
Formulating a corporate privacy policy Chapter 4
Employee productivity analysis Chapter 7
Disaster recovery planning Chapter 8
Locating and evaluating suppliers Chapter 9

Developing an e-commerce strategy Chapter 10

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Fifteenth Edition Global Edition
Essentials of
Management
Information Systems
Kenneth C. Laudon
New York University
Jane P. Laudon
Azimuth Information Systems
Carol Guercio Traver

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Brief Contents
Preface 18
I Information Systems in the Digital Age 31

1 Business Information Systems in Your Career 32
2 Global E-business and Collaboration 70
3 Achieving Competitive Advantage with Information Systems 110
4 Ethical and Social Issues in Information Systems 146
II Information Technology Infrastructure 185

5 IT Infrastructure: Hardware and Software 186
6 Foundations of Business Intelligence: Databases and Information Management 224
7 Telecommunications, the Internet, and Wireless Technology 260
8 Securing Information Systems 302
III Key System Applications for the Digital Age 345

9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 346
10 E-commerce: Digital Markets, Digital Goods 378
11 Improving Decision Making and Managing Artificial Intelligence 420
IV Building and Managing Systems 461

12 Making the Business Case for Information Systems and Managing Projects 462
Glossary 500
Index 515

Contents
Preface 18 Review Summary 62 •
Key Terms 63 • Review
I Information Systems in the Questions 63 • Discussion
Digital Age 31 Questions 64 • Hands-On
MIS Projects 64
Management Decision
1 Business Information Systems in Your
Problem 64 • Achieving Operational Excellence:
Career 32 Creating an Executive Payroll Register with Spreadsheet
Chapter-Opening Case Software 65 • Improving Decision Making: Using
Smart Shelves Reinvent the Retail Space 33 the Internet to Locate Jobs Requiring Information
1-1 Understand why information systems are essential Systems Knowledge 65 • Collaboration and Teamwork
for running and managing a business. 35 Project 65
How Information Systems are Transforming Business Problem-Solving Case
Business 35 • Key Challenges in Management Adyen and Fintech: Driving Change in the Financial
Information Systems 36 • Globalization Challenges Services Industry 66
and Opportunities: A Flattened World 36 • Business Chapter 1 References 68
Drivers of Information Systems 38
1-2 Define an information system, explain how it
works, and identify its people, organizational, 2 Global E-business and
and technology components. 41 Collaboration 70
What is An Information System? 41 • It Isn’t Chapter-Opening Case
Simply Technology: The Role of People and
Organizations 43 • Dimensions of Information
Microsoft Teams Helps Toyota Motor North
Systems 44
America (TMNA) Do Even Better 71
Spotlight On: Technology 2-1 Identify the major features of a business that
UPS Competes Globally with Information are important for understanding the role of
Technology 48 information systems. 73
Organizing a Business: Basic Business Functions 73 •
1-3 Apply a four-step method for business problem Business Processes 74 • Managing a Business and
solving to solve information system-related Firm Hierarchies 76 • The Business Environment 77
problems. 49 • The Role of Information Systems in a Business 78
The Problem-Solving Approach 50 • A Model of the 2-2 Explain how information systems serve
Problem-Solving Process 50 • The Role of Critical different management groups in a business, and
Thinking in Problem Solving 53 • The Connections how systems that link the enterprise improve
among Business Objectives, Problems, and Solutions 53 organizational performance. 78
1-4 Describe the information systems skills and Systems for Different Management Groups 79
knowledge that are essential for business
careers. 54 Spotlight On: Organizations
How Information Systems Will Affect Business
Carbon Lighthouse Lights Up with the
Careers 54 • Information Systems and Business
Internet of Things (IoT), Big Data, and Cloud
Careers: Wrap-Up 57 • How This Book Prepares You
Computing 83
for the Future 57 Systems for Linking the Enterprise 85 • E-business,
E-commerce, and E-government 87
Spotlight On: People
Will a Robot Steal Your Job? 58 2-3 Understand why systems for collaboration,
social business, and knowledge management are
1-5 Understand how MIS can help your
so important and the technologies they use. 88
career. 61
What is Collaboration? 88 • What is Social Business?
The Company 61 • Position Description 61 • Job
89 • Business Benefits of Collaboration and Social
Requirements 61 • Interview Questions 61 • Author
Business 90 • Building a Collaborative Culture and
Tips 62
Business Processes 90 • Tools and Technologies for
Collaboration and Social Business 92
9

Spotlight On: Technology The Internet and Globalization 127 • Global
Zoom: Quality Videoconferencing for Every Budget 94 Business and System Strategies 127 • Global System
Systems for Knowledge Management 97 Configuration 128
2-4 Describe the role of the information systems 3-3 Describe how information systems help
function in a business. 98 businesses compete using quality and
The Information Systems Department 98 • design. 129
Information Systems Services 99 What is Quality? 129 • How Information Systems
2-5 Understand how MIS can help your Improve Quality 130
career. 100 3-4 Explain the role of business process
The Company 100 • Position Description 100 • Job management (BPM) in enhancing
Requirements 100 • Interview Questions 101 • competitiveness. 132
Author Tips 101 What is Business Process Management? 132
Review Summary 101 • Spotlight On: Organizations
Key Terms 102 • Review GCB Bank: A Digital Transformation 135
Questions 103 • 3-5 Understand how MIS can help your
Discussion Questions 103 career. 136
• Hands-On MIS The Company 136 • Position Description 136 •
Projects 104 Job Requirements 137 • Interview Questions 137 •
Management Decision Problem 104 • Improving Author Tips 137
Decision Making: Using a Spreadsheet to Review Summary 137 •
Create a Town Budget 104 • Achieving Operational Key Terms 138 •
Excellence: Using Internet Software to Plan Efficient Review Questions 139 •
Transportation Routes 105 • Collaboration and Discussion Questions 139 •
Teamwork Project 105 Hands-On MIS
Business Problem-Solving Case Projects 140
How Much Does Technology Help Management Decision Problem 140 • Improving
Collaboration? 106 Decision Making: Using a Database to Analyze Sales
Chapter 2 References 108 Performance 140 • Improving Decision Making: Using
Web Tools to Configure and Price an Automobile 141
• Collaboration and Teamwork Project 141
3 Achieving Competitive Advantage with Business Problem-Solving Case
Information Systems 110 Offline, Online, and Back: The Evolution of the UK
Chapter-Opening Case Grocery Market 142
N26: A Bank Without Branches 111 Chapter 3 References 144
3-1 Demonstrate how Porter’s competitive forces
model, the value chain model, synergies, core 4 Ethical and Social Issues in Information
competencies, and network-based strategies
help companies use information systems for
Systems 146
competitive advantage. 113 Chapter-Opening Case
Porter’s Competitive Forces Model 113 • Apps That Track: A Double-Edged Sword 147
Information System Strategies for Dealing
4-1 Identify the ethical, social, and political issues
with Competitive Forces 114
raised by information systems. 149
Spotlight On: People A Model for Thinking about Ethical, Social, and
Customer Experience Management: A New Strategic Political Issues 150 • Five Moral Dimensions of the
Weapon 117 Information Age 151 • Key Technology Trends that
The Internet’s Impact on Competitive Raise Ethical Issues 152
Advantage 119 • The Business Value Chain 4-2 Describe principles for conduct that can be
Model 120 • Synergies, Core Competencies, used to guide ethical decisions. 154
and Network-Based Strategies 123 • Disruptive Basic Concepts: Responsibility, Accountability,
Technologies: Riding the Wave 125 Liability, and Due Process 154 • Ethical
3-2 Describe how information systems help Analysis 155 • Ethical Principles 155 • Professional
businesses compete globally. 126 Codes of Conduct 156 • Some Real-World Ethical
Dilemmas 156
10

4-3 Explain how contemporary information IT Infrastructure Components 189
systems technologies and the Internet pose 5-2 Describe the major computer hardware, data
challenges to the protection of individual storage, input, and output technologies used
privacy and intellectual property. 157 in business and major hardware trends. 191
Information Rights: Privacy and Freedom in the Types of Computers 191 • Storage, Input, and Output
Internet Age 157 • Property Rights: Intellectual Technology 193 • Contemporary Hardware Trends 193
Property 163 Spotlight On: People
4-4 Discuss the issues that contemporary The Mobile Platform Visits Disney Theme Parks 195
information systems raise with respect to
system quality, accountability and control, and Spotlight On: Technology
the quality of everyday life. 166 “Smart” Cities Become Smarter with Edge
System Quality: Data Quality and System Computing 201
Errors 166 • Accountability and Control: Software 5-3 Describe the major types of computer
and Internet Liability Issues 167 software used in business and major software
Spotlight On: Organizations trends. 204
Section 230: Should the Law That “Created” Today’s Operating System Software 204 • Application Software
Internet Be Repealed or Revised? 168 and Desktop Productivity Tools 206 • HTML
and HTML5 207 • Web Services 208 • Software
Quality of Life: Equity, Access, Boundaries, and
Trends 209
Health 170
5-4 Identify the principal issues in managing
hardware and software technology. 211
career. 174
Capacity Planning and Scalability 211 • Total Cost
The Company 174
of Ownership (TCO) of Technology Assets 211 •
potlight On: Technology
S Using Technology Service Providers 212 • Managing
Immersed in the Metaverse: What Will It Mean for Mobile Platforms 213 • Managing Software
the Future? 175 Localization for Global Business 214
Position Description 176 • Job Requirements 177 • 5-5 Understand how MIS can help your
Interview Questions 177 • Author Tips 177 career. 214
Review Summary 177 • The Company 214 • Position Description 214 • Job
Key Terms 178 • Review Requirements 214 • Interview Questions 215 •
Questions 178 • Discussion Author Tips 215
Questions 179 • Hands-On Review Summary 215 •
MIS Projects 179 Key Terms 217 • Review
Management Decision Problem 179 • Achieving Questions 217 • Discussion
Operational Excellence: Creating a Simple Blog 179 • Questions 218 • Hands-On
Improving Decision Making: Analyzing Web Browser MIS Projects 218
Privacy 180 • Collaboration and Teamwork Project 180 Management Decision Problem 218 • Improving
Business Problem-Solving Case Decision Making: Using a Spreadsheet to Evaluate
Facebook’s Many Ethical Challenges 181 Total Cost of Ownership (TCO) for PC Desktop
Systems 218 • Improving Decision Making: Using
Chapter 4 References 183 Web Research to Budget for a Sales Conference 219 •
Collaboration and Teamwork Project 219
II Information Technology Business Problem-Solving Case
Infrastructure 185 How Green Is the Cloud? 220
Chapter 5 References 222
5 IT Infrastructure: Hardware and
Software 186 6 Foundations of Business Intelligence:
Chapter-Opening Case Databases and Information
Southeast Asia’s Grab Leverages Information Management 224
Technology to Enhance Its Services 187
Chapter-Opening Case
5-1 Identify the components of IT Data Insights Send Envision Virgin Racing to the
infrastructure. 188 Finish Line 225
11

6-1 Define a database and explain how a relational 7-1 Identify the principal components of
database organizes data. 227 telecommunications networks and key
Entities and Attributes 228 • Organizing Data networking technologies. 263
in a Relational Database 228 • Establishing Networking and Communication Trends 263 •
Relationships 230 What is a Computer Network? 264 • Key Digital
6-2 Describe the principles of a database Networking Technologies 266
management system. 233 7-2 Compare the different types of networks. 268
Operations of a Relational DBMS 234 • Capabilities Signals: Digital Versus Analog 268 • Types of
of Database Management Systems 234 • Nonrelational Networks 269 • Transmission Media and
Databases, Cloud Databases, and Blockchain 236 Transmission Speed 270
Spotlight On: Technology 7-3 Explain how the Internet and Internet
New Cloud Database Tools Help Vodafone Fiji Make technology work, and how they support
Better Decisions 238 communication and e-business. 270
What is the Internet? 271 • Internet Addressing and
6-3 Identify the principal tools and technologies for
Architecture 271
accessing information from databases to improve
business performance and decision making. 240 potlight On: Technology
S
The Challenge of Big Data 241 • Business Intelligence Can Low Earth Orbit (LEO) Satellite Internet
Technology Infrastructure 241 • Analytical Tools: Systems Solve the Digital Divide? 274
Relationships, Patterns, Trends 244 • Databases and Internet Services and Communication Tools 275
the Web 247 Spotlight On: People
6-4 Explain why data governance and data quality Monitoring Employees on Networks: Unethical or
assurance are essential for managing a firm’s Good Business? 278
data resources. 248
The Web 281
Ensuring Data Quality 248
7-4 Identify the principal technologies
6-5 Understand how MIS can help your career. 249
and standards for wireless networking,
The Company 249 • Position Description 249
communication, and Internet access. 287
Spotlight On: Organizations Cellular Systems 287 • Wireless Computer Networks
Higher Data Quality Helps Vyaire Save Lives 250 and Internet Access 288 • RFID and Wireless Sensor
Job Requirements 251 • Interview Questions 251 • Networks 290
Author Tips 251 7-5 Understand how MIS can help your
Review Summary 252 • career. 292
Key Terms 253 • The Company 292 • Position Description 292 • Job
Review Questions 253 • Requirements 293 • Interview Questions 293 •
Discussion Questions 254 Author Tips 293
• Hands-On MIS Review Summary 294 •
Projects 254 Key Terms 295 • Review
Management Decision Problem 254 • Achieving Questions 296 • Discussion
Operational Excellence: Building a Relational Database Questions 296 •
for Inventory Management 254 • Improving Decision Hands-On MIS
Making: Searching Online Databases for Overseas Business Projects 296
Resources 255 • Collaboration and Teamwork Project 255 Management Decision Problem 296 • Improving
Business Problem-Solving Case Decision Making: Using Spreadsheet Software
Pursuing Sustainability with Blockchain 256 to Evaluate Wireless Services 297 • Achieving
Operational Excellence: Using Search Engines
Chapter 6 References 258 for Business Research 297 • Collaboration and
Teamwork Project 297
7 Telecommunications, the Internet, and Business Problem-Solving Case
Wireless Technology 260 Google, Apple, and Meta Battle for Your Internet
Experience 298
Digital Twin Helps Doosan Optimize Its Wind Chapter 7 References 300
Farms 261
12

Analyze Security Events 338 • Improving Decision
8 Securing Information Systems 302 Making: Evaluating Security Outsourcing Services 339 •
Ransomware Everywhere: Cyberattacks in the Asia- Business Problem-Solving Case
Pacific 303 Solarwinds Shines a Light on Software Supply Chain
Attacks 340
8-1 Explain why information systems are vulnerable
to destruction, error, and abuse. 304 Chapter 8 References 342
Why Systems Are Vulnerable 305 • Malicious
Software (Malware) 307 • Hackers and Computer III Key System Applications for
Crime 309 • Internal Threats: Employees 314 • the Digital Age 345
Software Vulnerability 314
Spotlight On: Technology
Race Against Time: The Scramble to Fix the 9 Achieving Operational Excellence
Log4Shell Zero-Day Vulnerability 315 and Customer Intimacy: Enterprise
8-2 Describe the business value of security and Applications 346
control. 317 Chapter-Opening Case
Legal and Regulatory Requirements for Electronic Lenzing Sustainably Balances Supply and Demand 347
Records Management 317 • Electronic Evidence and 9-1 Explain how enterprise systems help businesses
Computer Forensics 318 achieve operational excellence. 348
8-3 Identify the components of an organizational What are Enterprise Systems? 349 • Enterprise
framework for security and control. 319 Software 350 • Business Value of Enterprise
Information Systems Controls 319 • Risk Systems 351
Assessment 320 • Security Policy 321 • Disaster 9-2 Describe how supply chain management
Recovery Planning and Business Continuity systems coordinate planning, production, and
Planning 322 • The Role of Auditing 322 logistics with suppliers. 352
8-4 Identify the most important tools and technologies The Supply Chain 352 • Information Systems and
for safeguarding information resources. 323 Supply Chain Management 353 • Supply Chain
Identity and Access Management and Management Software 355 • Global Supply Chains
Authentication 323 • Firewalls, Intrusion Detection and and the Internet 355 • Business Value of Supply Chain
Prevention Systems, and Anti-Malware Software 324 • Management Systems 357
Securing Wireless Networks 326 • Encryption and 9-3 Explain how customer relationship
Public Key Infrastructure 327 • Securing Tran management systems help firms achieve
sactions with Blockchain 328 • Ensuring System customer intimacy. 357
Availability 329 • Achieving Digital Resiliency 329 • What is Customer Relationship Management? 358 •
Internet of Things, Cloud Computing, and Mobile Customer Relationship Management Software 358 •
Platform Security Issues 330 Operational and Analytical CRM 362 • Business Value
Spotlight On: Organizations of Customer Relationship Management Systems 362
DHL: Digital Resilience Strategy 331 Spotlight On: Organizations
Ensuring Software Quality 334 MillerKnoll Uses Salesforce.com to Transform Its
8-5 Understand how MIS can help your career. 334 Business Strategy 363
The Company 334 • Position Description 334 • 9-4 Describe the challenges that enterprise
Job Requirements 335 • Interview Questions 335 • applications pose and how enterprise
Author Tips 335 applications are taking advantage of new
Review Summary 335 • technologies. 364
Key Terms 336 • Review Enterprise Application Challenges 364 •
Questions 337 • Next-Generation Enterprise Applications 365
Discussion Questions 338 Spotlight On: Technology
• Hands-On MIS Versum’s ERP Transformation 367
Projects 338
Management Decision Problem 338 • Improving career. 368
Decision Making: Using Spreadsheet Software to
13

The Company 368 • Position Description 369 • Job Location-Based Services and Applications 407 •
Requirements 369 • Interview Questions 369 • Mobile App Payment Systems 407
Author Tips 369 10-6 Identify the issues that must be addressed when
Review Summary 370 • building an e-commerce presence. 408
Key Terms 371 • Review Develop an E-commerce Presence Map 409 • Develop
Questions 371 • Discussion a Timeline: Milestones 410
Questions 371 • Hands-On 10-7 Understand how MIS can help your career. 410
MIS Projects 372 The Company 410 • Position Description 410 •
Job Requirements 411 • Interview Questions 411 •
Management Decision Problem 372 • Improving Author Tips 411
Decision Making: Using Spreadheet Software to Select Review Summary 411 • Key Terms 412 • Review
Suppliers 372 • Achieving Operational Excellence: Questions 413 • Discussion Questions 413 •
Evaluating Supply Chain Management Services 373 • Hands-On MIS Projects 414
Management Decision
Business Problem-Solving Case Problem 414 • Improving
The Coronavirus Pandemic Disrupts Supply Chains Decision Making: Using
Around the World 374 Spreadsheet Software to
Chapter 9 References 376 Analyze an E-commerce
Business 414 • Achieving
Operational Excellence:
10 E-commerce: Digital Markets, Digital Evaluating E-commerce Hosting Services 415 •
Goods 378 Collaboration and Teamwork Project 415
Chapter-Opening Case: Business Problem-Solving Case
Chewy Blends B2C and B2B E-commerce 379 Uber Discovers That Becoming the Uber of
10-1 Identify the unique features of e-commerce, Everything Is Not So Easy 416
digital markets, and digital goods. 380 Chapter 10 References 418
E-commerce Today: Social, Local, Mobile 381 •
Why E-commerce is Different 383 • Key Concepts
in E-commerce: Digital Markets and Digital Goods in 11 Improving Decision Making and
a Global Marketplace 386 • Digital Markets 387 • Managing Artificial Intelligence 420
Digital Goods 388
10-2 Compare the principal e-commerce business
Big Data Analytics: A New Way to Fight Wildfires 421
and revenue models. 389
Types of E-commerce 389 • E-commerce Business 11-1 Identify the different types of decisions and explain
Models 389 how the decision-making process works. 423
Business Value of Improved Decision
Spotlight On: Technology
Making 423 • Types of Decisions 423 • The
Lemonade Disrupts the Insurance Industry with
Decision-Making Process 425 • High-Velocity
“Insurtech” 392
Automated Decision Making 426 • Quality of
E-commerce Revenue Models 394 Decisions and Decision Making 426
10-3 Explain how e-commerce has transformed 11-2 Describe how business intelligence and business
marketing. 395 analytics support decision making. 426
Behavioral Targeting 396 • Social Network Marketing What is Business Intelligence? 427 • The Business
and Social E-commerce 399 Intelligence Environment 427 • Business Intelligence
Spotlight On: Organizations and Analytics Capabilities 430 • Business
Engaging “Socially” with Customers on TikTok 401 Intelligence Users 433
10-4 Describe how e-commerce has affected 11-3 Define artificial intelligence (AI) and explain
business-to-business transactions. 403 how it differs from human intelligence. 437
Electronic Data Interchange (EDI) 403 • New Ways of Evolution of AI 437
B2B Buying and Selling 404 11-4 Identify the major types of AI techniques and
10-5 Describe the role m-commerce has in business show how they benefit organizations. 437
and the most important m-commerce Expert Systems 438 • Machine Learning 439 •
applications. 406 Neural Networks 442 • Genetic Algorithms 445
14

• Natural Language Processing, Computer Vision Defining and Understanding the Problem 471 •
Systems, and Robotics 446 Developing Alternative Solutions 472 • Evaluating
Spotlight On: Technology and Choosing Solutions 473 • Implementing the
What Happened to Watson Health? 447 Solution 473
12-3 Compare the alternative methods for building
Spotlight On: People
information systems. 475
Do You Know Who Is Using Your Face? 449
Traditional Systems Development Life Cycle 476 •
Intelligent Agents 450 Prototyping 476 • E nd-User Development 477 •
11-5 Understand how MIS can help your career. 451 Application Software Packages, Software Services, and
The Company 451 • Position Description 451 • Outsourcing 478 • Mobile Application Development:
Job Requirements 451 • Interview Questions 452 • Designing for a Multiscreen World 480 • Rapid
Author Tips 452 Application Development for E-business 481
Review Summary 452 • Spotlight On: Technology
Key Terms 453 • Review McAfee Turns to Automated Software Testing 482
Questions 454 • Discussion
12-4 Describe how information systems projects
Questions 454 •
should be managed. 483
Hands-On MIS
Project Management Objectives 484 • Managing
Projects 455
Project Risk and System-Related Change 484
Management Decision Problem 455 • Improving 12-5 Understand how MIS can help your
Decision Making: Using Pivot Tables to Analyze career 488
Sales Data 455 • Improving Decision Making: Using The Company 488 • Position Description 488 • Job
Intelligent Agents for Comparison Shopping 455 • Requirements 488
Spotlight On: Organizations
Business Problem-Solving Case Sauder Woodworking Gets ERP Implementation
Should an Algorithm Make Our Decisions? 457 Right 489
Chapter 11 References 459 Interview Questions 490 • Author Tips 490
Review Summary 491 •
IV Building and Managing Key Terms 492 • Review
Questions 492 • Discussion
Systems 461 Questions 493 •
Hands-On MIS
12 Making the Business Case for Projects 493
Information Systems and Managing Management Decision Problem 493 • Improving
Projects 462 Decision Making: Using a Database to Clarify
Business Strategy 494 • Achieving Operational
Chapter-Opening Case: Excellence: Analyzing Website Design and Information
Al-Asasyah Implements a Modern ERP Requirements 494 • Collaboration and Teamwork
Solution 463 Project 494
12-1 Explain how managers should build a business Business Problem-Solving Case
case for the acquisition and development of a Can Blockchain Digitize the Global Supply
new information system. 465 Chain? 495
The Information Systems Plan 466 • Portfolio Analysis
and Scoring Models 467 • Determining Solution Costs Chapter 12 References 498
and Benefits 468
Glossary 500
12-2 Identify the core problem-solving steps
for developing a new information system. 471 Index 515
15

Business Cases
Here are some of the business firms described in the cases in this book:
Chapter 1: Business Information Systems in Your Career
Smart Shelves Reinvent the Retail Space
UPS Competes Globally with Information Technology
Will a Robot Steal Your Job?
Adyen and Fintech: Driving Change in the Financial Services Industry
Chapter 2: Global E-business and Collaboration
Microsoft Teams Helps Toyota Motor North America (TMNA) Do Even Better
Carbon Lighthouse Lights Up with the Internet of Things (IoT), Big Data, and Cloud
Computing
Zoom: Quality Videoconferencing for Every Budget
How Much Does Technology Help Collaboration?
Chapter 3: Achieving Competitive Advantage with Information Systems
N26: A Bank Without Branches
Customer Experience Management: A New Strategic Weapon
GCB Bank: A Digital Transformation
Offline, Online, and Back: The Evolution of the UK Grocery Market
Chapter 4: Ethical and Social Issues in Information Systems
Apps That Track: A Double-Edged Sword
Section 230: Should the Law That “Created” Today’s Internet Be Repealed or Revised?
Immersed in the Metaverse: What Will It Mean for the Future?
Facebook’s Many Ethical Challenges
Chapter 5: IT Infrastructure: Hardware and Software
Southeast Asia’s Grab Leverages Information Technology to Enhance Its Services
The Mobile Platform Visits Disney Theme Parks
“Smart” Cities Become Smarter with Edge Computing
How Green Is the Cloud?
Chapter 6: Foundations of Business Intelligence: Databases and Information
Management
Data Insights Send Envision Virgin Racing to the Finish Line
New Cloud Database Tools Help Vodafone Fiji Make Better Decisions
Higher Data Quality Helps Vyaire Save Lives
Pursuing Sustainability with Blockchain
Chapter 7: Telecommunications, the Internet, and Wireless Technology
Digital Twin Helps Doosan Optimize Its Wind Farms
Can Low Earth Orbit (LEO) Satellite Internet Systems Solve the Digital Divide?
Monitoring Employees on Networks: Unethical or Good Business?
Google, Apple, and Meta Battle for Your Internet Experience
16

Chapter 8: Securing Information Systems
Ransomware Everywhere: Cyberattacks in the Asia-Pacific
Race Against Time: The Scramble to Fix the Log4Shell Zero-Day Vulnerability
DHL: Digital Resilience Strategy
SolarWinds Shines a Light on Software Supply Chain Attacks
hapter 9: Achieving Operational Excellence and Customer Intimacy:
C
Enterprise Applications
Lenzing Sustainably Balances Supply and Demand
MillerKnoll Uses Salesforce.com to Transform Its Business Strategy
Versum’s ERP Transformation
The Coronavirus Pandemic Disrupts Supply Chains Around the World
Chapter 10: E-commerce: Digital Markets, Digital Goods
Chewy Blends B2C and B2B E-commerce
Lemonade Disrupts the Insurance Industry with “Insurtech”
Engaging “Socially” with Customers on TikTok
Uber Discovers That Becoming the Uber of Everything Is Not So Easy
Chapter 11: Improving Decision Making and Managing Artificial Intelligence
Big Data Analytics: A New Way to Fight Wildfires
What Happened to Watson Health?
Do You Know Who Is Using Your Face?
Should an Algorithm Make Our Decisions?
Chapter 12: Making the Business Case for Information Systems and Managing
Projects
Al-Asasyah Implements a Modern ERP Solution
McAfee Turns to Automated Software Testing
Sauder Woodworking Gets ERP Implementation Right
Can Blockchain Digitize the Global Supply Chain?
17

Preface
New to This Edition
Essentials of Management Information Systems, 15th edition, has been thoroughly
updated to cover the latest industry and technology changes that impact the course
and to provide new interactive learning opportunities.
MyLab MIS
The goal of Essentials of Management Information Systems is to provide students and
instructors with an authoritative, up-to-date, interactive, and engaging introduction
to the MIS field. MyLab MIS for Essentials of Management Information Systems is an
extension of this goal in an interactive digital environment.
MyLab is the teaching and learning platform that empowers you to reach every stu-
dent. By combining trusted author content with digital tools and a flexible platform,
MyLab personalizes the learning experience and improves results for each student.
MyLab MIS features videos, animations, and interactive quizzes to foster stu-
dent comprehension of concepts, theories, and issues. The MyLab MIS environment
reflects the new learning styles of students, which are more social, interactive, and
usable on digital devices such as smartphones and tablets.
WHAT’S INCLUDED
• Pearson eTextbook – Enhances learning both in and out of the classroom. Stu-
dents can highlight, take notes, and review key vocabulary all in one place, even
when offline. Seamlessly integrated interactivities and Figure Videos bring con-
cepts to life via MyLab or the app.
• Figure Videos – Have author Ken Laudon walk students through important con-
cepts in each chapter (23 total) using a contemporary animation platform.
• New Video Cases – A brand new collection of video cases (one per chapter) draws
from Pearson’s extensive library of business and technology video clips. The cases
cover key concepts and experiences in the MIS world, illustrating how real-world
businesses and managers are using information technology and systems. Video cases
are listed at the beginning of each chapter.
• MIS Simulations – Foster critical decision making skills with these interactive
exercises that allow students to play the role of a manager and make business
decisions.
• Chapter Warm Ups, Chapter Quizzes – These objective-based quizzes evaluate
comprehension.
• Excel & Access Activities provided inside MyLab MIS support classes covering
Office tools. In addition, Hands-On MIS Projects from the book are available.
• Running Case on Dirt Bikes USA provides additional hands-on projects for each
chapter.
• Dynamic Study Modules help students study chapter topics and the language of
MIS on their own by continuously assessing their knowledge application and per-
formance in real time. These are available as graded assignments prior to class,
and are accessible on smartphones, tablets, and computers.
• Learning Catalytics is a student response tool that helps you generate class discussion,
customize your lecture, and promote peer-to-peer learning based on real-time analytics.
Learning Catalytics uses students’ devices to engage them in more interactive tasks.
18

PEARSON eTEXTBOOK
Essentials of Management Information Systems is also available as a stand-alone
eTextbook which extends the learning experience, anytime and anywhere: The mobile
app lets students use their eTextbook whenever they have a moment in their day, on
Android and iPhone mobile phones and tablets. Students can also take notes and
highlight or bookmark important content. Both the MyLab MIS and eTextbook
platforms provide an affordable, simple-to-use mobile reading experience that lets
instructors and students extend learning beyond class time.
NEW AND UPDATED TOPICS

The 15th edition features all new opening, closing, and “Spotlight on” cases as well
as new in-text examples of organizations using IT applications. There are 4 cases per
chapter. The text, figures, tables, and cases have been updated through July 2022 with
the latest sources from industry and MIS research. New topics and coverage include:
• Cloud computing, Big Data, and the Internet of Things (IoT): We have added more
coverage of these topics throughout the text and learning package because of their
importance in the MIS world. Chapter 1 now contains an introduction to these
topics, followed by in-depth coverage in Chapters 2, 5, 6, 7, and 11. Case studies
on Big Data can be found in Chapters 1, 4, 6, 7, and 11. There are case studies on
IoT in Chapters 1, 2, 5, 6, and 7.
We have updated and expanded coverage of cloud computing in Chapter 5 (IT
Infrastructure) with more detail on types of cloud services, private and public clouds,
hybrid clouds, and managing cloud services. Cloud computing is also covered in
Chapter 6 (databases in the cloud), Chapter 8 (cloud security), Chapter 9 (cloud-
based CRM and ERP), Chapter 10 (e-commerce), and Chapter 12 (cloud software
services). There are case studies on cloud computing in Chapters 2, 5, 6, and 12.
• Sustainability and ESG: We have added new coverage of how information systems
promote sustainability and Environmental, Social, and Governance (ESG) goals.
Chapter 1 now includes ESG leadership as a major objective of information sys-
tems. Case studies on sustainability can be found in Chapters 2, 5, 6, 9, and 11.
• Updated and expanded coverage of artificial intelligence (AI): Chapter 11 has been
rewritten to include new expanded coverage of machine learning, “deep learn-
ing,” natural language systems, computer vision systems, and robotics, reflecting
the surging interest in business uses of AI and “intelligent” techniques.
• System impacts of the coronavirus pandemic: Up-to-date coverage of the impact of
the coronavirus pandemic on business uses of information systems. Two “Spotlight
on” cases (Chapters 2 and 6) and the Chapters 9 and 12 ending cases cover topics
such as working remotely, supply chain disruptions, and rethinking global supply
chains.
• Expanded coverage of blockchain, including a new Chapter 6 case study on block-
chain and sustainability. New and/or expanded coverage of the following topics:
• Digital resiliency
• Cryptocurrencies
• Metaverse
• Customer experience management
• Low-code and no-code development
• Automated testing
• Windows 11
• JavaScript
• Zero trust
The Laudon text, MyLab MIS, and eTextbook provide the most up-to-date and
comprehensive overview of information systems used by business firms today. After
using this learning package, we expect students will be able to participate in, and
even lead, management discussions of information systems for their firms and under-
19

stand how to use information technology in their jobs to achieve bottom-line busi-
ness results. Regardless of whether students are accounting, finance, management,
operations management, marketing, or information systems majors, the knowledge
and information in this book will be valuable throughout their business careers.
NEW VIDEO CASES

The Video Cases are all new to this edition and based on Pearson’s collection of busi-
ness and technology video clips. They are available in MyLab MIS.
Chapter Video
1. Business Information Systems in Your Career The New HQ Is in the Cloud: Salesforce President
2. Global E-business and Collaboration How Slack Is Preparing for the Future of Work
3. Achieving Competitive Advantage with Information Systems Celonis Tops $11 Billion Valuation with New Round of Funding
4. Ethical and Social Issues in Information Systems Australia Passes Law Forcing Tech Giants to Pay for News
5. IT Infrastructure: Hardware and Software IBM Expands Cloud to Daimler
6. Foundations of Business Intelligence: Databases and Information Management Stitch Fix CEO Sees Business of Personalization as Key to Success;
Stitch Fix President on Booming Growth Amid Pandemic
7. Telecommunications, the Internet, and Wireless Technology Nokia CEO Suri Sees 5G Market Maturity in 2021
8. Securing Information Systems Fastly Internet Outage Exposes Vulnerability of Major Websites; Ransomware Is a Worldwide
Problem: Palo Alto Networks
9. Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Software Startup Freshworks Not in a Rush to Raise Capital
10. E-commerce: Digital Markets, Digital Goods Shopify Earnings Soar Even as Economies Reopen;
Shopify is Writing the Future of Commerce, Says President
11. Improving Decision Making and Managing Artificial Intelligence Predictive Tech Can Save $3B-$4B A Year: Tom Siebel
12. M aking the Business Case for Information Systems and Managing Projects Software Design Is “Really on a Tear,” Figma CEO Says
Solving Teaching and Learning Challenges

MyLab MIS is the teaching and learning platform that empowers you to reach every stu-
dent. By combining trusted authors’ content with digital tools and a flexible platform,
MyLab MIS personalizes the learning experience and improves results for each student.
And with MIS Sims and Excel and Access Activities, students understand how MIS con-
cepts will help them succeed in their future careers.
MyLab MIS and the Pearson eTextbook offer unique digital interactive features
that hold student attention spans longer and make learning more effective, including
23 Figure Videos that walk students through key concepts in each chapter, a collection
of online video cases, and interactive quizzes. All of this is available anytime, any-
where, on any digital device. The result is a comprehensive learning environment that
will heighten student engagement and learning in the MIS course.
The Laudon learning package is more current, real-world, and authoritative than
competitors’. Essentials of MIS, 15e; MyLab MIS; and Pearson eTextbook help students
20

understand MIS concepts and issues through extensive use of real-world company exam-
ples, a wide variety of text and video cases based on real-world organizations, and numer-
ous line art illustrations, interactive animations, and hands-on software projects.
The Laudons are known for their outstanding real-world case studies, which describe
how well-known business firms are using IT to solve problems and achieve objectives. Stu-
dents are often asked to analyze the business problem and propose alternative solutions.
The Laudons also provide hands-on MIS software and management decision-making
problems in each chapter that are based on real-world companies and business scenarios.
The Laudon text and learning package now has a very strong career focus, which
incentivizes students to learn by showing exactly how each chapter will help them pre-
pare for future jobs. In addition to Career Opportunities, MyLab MIS features Career
Resources, including how to incorporate MIS knowledge into resumes, cover letters, and
job interviews.
THE CORE TEXT

The Core text provides an overview of fundamental MIS concepts using an integrated
framework for describing and analyzing information systems. This framework shows
information systems composed of people, organization, and technology elements and is
reinforced in student projects and case studies. The Core text consists of 12 chapters with
hands-on projects covering the most essential topics in MIS. An important part of the
Core text are the Video Cases, a case study for each chapter built around one or two videos
available on the Pearson Clips platform. Videos are keyed to the topics of each chapter.
Chapter Organization
Each chapter contains the following elements:
• A list of Learning Objectives
• Lists of the Case Studies and Video Cases for each chapter
• A chapter-opening case describing a real-world organization to establish the
theme and importance of the chapter
• A diagram analyzing the opening case in terms of the people, organization, and
technology model used throughout the text
• Two “Spotlight on” case studies with Case Study Questions
Business
Challenges
• Devise technology • Mounting competition from

strategy online retailers
People • Opportunities from new
• Select technologies
technology
• Revise job functions

• Revise business Information Business
processes Organization System Solutions
AWM Smart Shelf • Increase sales

• View and track products • Improve service
in real time • Improve operations
• Smartphones • Personalize shopper
• Object-recognition experiences
technology Technology
• HD cameras
• Sensors
A diagram accompanying each chapter-opening case graphically illustrates how people, organization, and technology elements work together to create an
information system solution to the business challenges discussed in the case.
21

•A Career Opportunities section showing students how to use the text for job hunt-
ing and career preparation
• A Review Summary keyed to the Student Learning Objectives
• A list of Key Terms that students can use to review concepts
• Review questions for students to test their comprehension of chapter material
• Discussion questions raised by the broader themes of the chapter
• A series of Hands-on MIS Projects consisting of one Management Decision Prob-
lem, a hands-on application software project, and a project to develop Internet skills
• A Collaboration and Teamwork Project to develop teamwork and presentation
skills with options for using open source collaboration tools
• A chapter-ending case study for students to apply chapter concepts
• Chapter references
Student Learning-Focused
Student Learning Objectives are organized to focus student attention. Each major
chapter section is based on a Learning Objective and each chapter concludes with a
Review Summary and Review Questions organized around these Learning Objectives.
KEY FEATURES
We have enhanced the text to make it more interactive, leading edge, and appealing
to both students and instructors. The features and learning tools are described in the
following sections.
Business-Driven with Real-World Business Cases and Examples

The text helps students see the direct connection between information systems and
business performance. It describes the main business objectives driving the use of
information systems and technologies in corporations all over the world: operational
excellence, new products and services, customer and supplier intimacy, improved
decision making, competitive advantage, survival and promoting ESG leadership. In-
text examples and case studies show students how specific companies use informa-
tion systems to achieve these objectives.
We use current (2022) examples from business and public organizations through-
out the text to illustrate the important concepts in each chapter. Most of the case stud-
ies describe companies or organizations that are familiar to students, such as Uber,
Facebook, Tesco, Amazon, PayPal, Coca Cola, Disney, DHL, and Zoom.
Hands-On Text Activities

Real-world business scenarios and data help students to learn firsthand what MIS is
all about. These projects heighten student involvement in this exciting subject.
• “Spotlight on” Cases. Two short cases in each chapter can be used to stimulate stu-
dent interest and active learning. Each case concludes with case study questions.
The case study questions provide topics for discussion or written assignments.
• Hands-On MIS Projects. Every chapter concludes with a Hands-On MIS Projects
section containing three types of projects: one Management Decision Problem; a
hands-on application software exercise using Microsoft Excel, Access, or web page
and blog creation tools; and a project that develops Internet business skills. Files for
these projects are available in MyLab MIS. As mentioned, the Dirt Bikes USA run-
ning case in MyLab MIS provides additional hands-on projects for each chapter.
• Collaboration and Teamwork Projects. Each chapter features a collaborative proj-
ect that encourages students working in teams to use Google Drive, Google Docs,
or other open source collaboration tools. The first team project in Chapter 1 asks
students to build a collaborative Google site.
22

Carbon Lighthouse Lights Up with the Internet of
SPOTLIGHT ON: ORGANIZATIONS Things (IoT), Big Data, and Cloud Computing
According to the US Environmental Protection better. Internet of Things (IoT) sensors, Big Data,
Agency (EPA), more carbon emissions come from cloud computing, and powerful data analysis soft-
operating commercial, residential, and commercial ware rather than expensive capital upgrades allow
properties than from transportation. Emissions Carbon Lighthouse to unlock hidden returns in
from cars, trucks, and aircraft account for only existing building mechanical systems and translate
energy efficiency into tangible long-term savings.
comes from generation of electric power, (manu- One of Carbon Lighthouse’s clients is L&B
facturing) industry, commercial and residential Realty Advisors, a Dallas-based real estate invest-
property, and agriculture. ment advisor with $9 billion under management.
San Francisco–based Carbon Lighthouse is L&B has over 50 years’ experience acquiring,
tackling this problem head-on by focusing on re- managing, and selling real estate for its clients.
Each chapter contains ducing carbon emissions produced by commer- For L&B, sustainability is a key consideration
cial and industrial buildings. The company offers when evaluating and managing investments.
two Spotlight on energy savings services that make it profitable L&B worked with Carbon Lighthouse on its One
cases on People, for building owners to reduce their energy con- Biscayne Tower property. The building was al-
sumption using their existing equipment. Carbon ready rated as highly energy-efficient, with engi-
Organizations, or Lighthouse has reduced more than 260,000 met- neering staff using a dashboard to track overall
Technology, using ric tons of emissions, equivalent to the energy utility consumption.
produced by 18 power plants, while providing Carbon Lighthouse first established a data
real-world companies stream that fed detailed heating, ventilation, and
to illustrate chapter How is this possible? Many businesses com- air conditioning (HVAC); lighting; and occupancy
plain that it costs more money to be environmen- data into the CLUES platform. The company then
concepts and issues. tally responsible. This does not have to be so. worked with the L&B property and engineering
Acting on findings from advanced data analytics, teams to assess One Biscayne Tower’s existing build-
commercial and building owners can reduce car- ing systems and look for energy savings and opera-
bon emissions while producing cost savings. tional improvements. CLUES analysis of the data
Carbon Lighthouse uses a software platform stream identified and quantified new HVAC control
called Carbon Lighthouse Unified Engineering optimizations as well as lighting retrofits that prop-
erty and building engineering teams had long sought
square feet of clients’ commercial and industrial to implement. (A lighting retrofit is an upgrade to
real estate and 5 billion data points. CLUES col- light fixtures or lamps, increasing energy efficiency.)
lects the building data in real time as it is gener- The annual expense savings from these energy
ated. It then develops models that lead to insights conservation measures for One Biscayne Tower
about how to reduce the client’s carbon emis- are financially guaranteed by Carbon Lighthouse.
sions and how much money will be saved. Carbon And as CLUES collects more data, its algorithms
Lighthouse uses Amazon’s cloud services to run become more accurate and provide additional
its computers and store data such as building ad- zone isolation and central plant measures for One
dresses and square footage, along with time-series Biscayne Tower, generating more energy efficiency
data such as the data collected on-site at buildings. and cost savings than projected.
When a new client contracts for Carbon The building engineering and property man-
Lighthouse services, the company sends a sen- ager knew what lighting fixtures and aesthetic
sor kit to start new data streaming from the cli- output they wanted, but they did not have the
Case Study Questions

encourage students
CASE STUDY QUESTIONS
to apply chapter 1. Identify the problem described in this case 3. Describe Carbon Lighthouse’s problem-
concepts to real-world study. Is it a people problem, an organizational solving methodology for reducing both carbon
problem, or a technology problem? Explain emissions and costs.
companies in class your answer.
discussions, student 2. What role have the IoT, Big Data analytics,
presentations, or and cloud computing played in developing a
solution for this problem?
writing assignments.
Students can practice

using software in real-
world settings for
achieving operational
excellence and
enhancing decision
making.
23

Chapter 111
IMPROVING DECISION MAKING: USING WEB TOOLS TO CONFIGURE

AND PRICE AN AUTOMOBILE
Software skills: Internet-based software
Each chapter features Business skills: Researching product information and pricing
a project to develop 3-10 In this exercise, you will use software at car-selling websites to find product in-
Internet skills for formation about a car of your choice and then use that information to make an
accessing information, important purchase decision. You will also evaluate two of these sites as selling
tools.
conducting research, You are interested in purchasing a lightly used, low-mileage Honda CR-V (or
and performing online some other car of your choice). Go to the Carsdirect.com website, and begin your
calculations and investigation. Research the various used Honda CR-V models for sale; choose
one you prefer in terms of price, features, and safety ratings. Then visit the
analysis. Carvana.com website. Compare the information on pricing and available inven-
tory at Carvana’s website with that of Carsdirect for the Honda CR-V. Try to
locate the lowest price for the car you want in inventory along with financing
and vehicle pickup or delivery. Compare the buying experience at both websites.
Which website do you prefer for this type of purchase? Explain your answer.
Developing Career Skills

For students to succeed in a rapidly changing job market, they should be aware of
their career options and how to go about developing a variety of skills. With MyLab
MIS and Essentials of Management Information Systems 15e, we focus on these skills
in the following ways.
CAREER OPPORTUNITIES AND RESOURCES

Every student who reads this text wants to know: How will this book help my career?
The Career Opportunities feature shows how to use this book and MyLab MIS as tools
for job-hunting and career-building. Job interviewers will typically ask about why you
want the job, along with your ability to communicate, multitask, work in a team, show
leadership, solve problems, and meet goals. These are general skills and behaviors
you’ll need to succeed in any job, and you should be prepared to provide examples from
your course work and job experiences that demonstrate these skills. But there are also
business knowledge and professional skills that employers will ask you about. Career
Opportunities will show you how to use what you have learned in this text to demon-
strate these skills.
The Career Opportunities section, identified by this icon is the last major sec-
tion of each chapter under the heading “Understand how MIS can help your career”.
There you will find a description of an entry-level job for a recent college graduate
based on a real-world job description from major online job sites related to the top-
ics covered in that chapter. The name of the company offering the job and its loca-
tion have been changed. Each chapter’s job posting describes the required educational
background and specific job skills, and suggests some of the business-related ques-
tions that might arise during the job interview. The authors provide tips for answering
the questions and preparing for the interview. Career Opportunities also show where
students can find out more information about the technical and business knowledge
required for the job in this text and on the web and social media.
Below are the job descriptions covered by the Career Opportunities sections. They are
based on real-world job postings from both large and small businesses. Many are new to
this edition. A few of these jobs call for an MIS major, others for MIS course work, but
many postings are not that specific. Some require some previous internship or job experi-
ence, but many are entry-level positions suitable for new college graduates, and some of
these positions provide on-the-job training. However, all require knowledge of business
information systems and applications and the ability to work in a digital environment.
24

Chapter Career Opportunity Job Description
1. Business Information Systems in Your Career Client Support Assistant
2. Global E-business and Collaboration Customer Success Analyst
3. Achieving Competitive Advantage with Information Systems Entry Level Business Development Representative
4. Ethical and Social Issues in Information Systems Junior Privacy Analyst
5. IT Infrastructure: Hardware and Software Coordinating Product Manager
6. Foundations of Business Intelligence: Databases and Information Management Entry Level Data Analyst
7. Telecommunications, the Internet, and Wireless Technology Web Developer
8. Securing Information Systems Identity and Access Management Support Specialist
9. Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Supply Chain Analyst
10. E-commerce: Digital Markets, Digital Goods Junior E-Commerce Associate
11. Improving Decision Making and Managing Artificial Intelligence Sales Coordinator
12. M aking the Business Case for Information Systems and Managing Projects Junior Business Systems Analyst
Students can use Career Opportunities to shape their resumes and career plans as
well as to prepare for interviews. For instructors, Career Opportunities are potential
projects for student research and in-class discussion.
In MyLab MIS we have provided additional Career Resources, including
job-hunting guides and instructions on how to build a Digital Portfolio demonstrating
the business knowledge, application software proficiency, and Internet skills acquired
from using the text. The portfolio can be included in a resume or job application or
used as a learning assessment tool for instructors.
Instructor Teaching Resources
Supplements available to Features of the Supplement
instructors at
www.pearson.com
Instructor’s Manual • Chapter-by-chapter summaries

• Examples and activities not in the main book
• Teaching outlines
• Teaching tips
• Solutions to all questions and problems in the book
Test Bank The authors have worked closely with skilled test item writers to ensure that higher-level cognitive skills are tested. Test bank
authored by Professor Kenneth Laudon, New York University multiple-choice questions include questions on content but also include many questions that require analysis, synthesis, and
evaluation skills.
AACSB Assessment Guidelines
As a part of its accreditation activities, the AACSB has developed an Assurance of Learning Program designed to ensure that
schools do in fact teach students what they promise. Schools are required to state a clear mission, develop a coherent business
program, identify student learning objectives, and then prove that students do in fact achieve the objectives.
We have attempted in this book to support AACSB efforts to encourage assessment-based education. The end papers of this
edition identify student learning objectives and anticipated outcomes for our Hands-On MIS projects. The authors will provide
custom advice on how to use this text in colleges with different missions and assessment needs. Please email the authors or
contact your local Pearson representative for contact information.
25

Supplements available to Features of the Supplement
instructors at
www.pearson.com
Computerized TestGen TestGen allows instructors to:

• Customize, save, and generate classroom tests
• Edit, add, or delete questions from the Test Item Files
• Analyze test results
• Organize a database of tests and student results
PowerPoints The authors have prepared a comprehensive collection of PowerPoint slides for each chapter to be used in your lectures. Many
authored by Professor Kenneth Laudon, New York University of these slides are the same as used by Ken Laudon in his MIS classes and executive education presentations. Each of the slides
is annotated with teaching suggestions for asking students questions, developing in-class lists that illustrate key concepts, and
recommending other firms as examples in addition to those provided in the text. The annotations are like an Instructor’s Manual
built into the slides and make it easier to teach the course effectively.
PowerPoints meet accessibility standards for students with disabilities. Features include but are not limited to:
• Keyboard and Screen Reader access
• Alternative text for images
• High color contrast between background and foreground colors
26

About the Authors
Kenneth C. Laudon has been a Professor of Information Systems at New
York University’s Stern School of Business. He holds a B.A. in Economics from Stan-
ford and a Ph.D. from Columbia University. He has authored twelve books dealing
with electronic commerce, information systems, organizations, and society. Professor
Laudon has also written more than forty articles concerned with the social, organiza-
tional, and management impacts of information systems, privacy, ethics, and multime-
dia technology. At NYU’s Stern School of Business, Ken Laudon has taught courses
on Managing the Digital Firm, Information Technology and Corporate Strategy, Pro-
fessional Responsibility (Ethics), and Electronic Commerce and Digital Markets.
Jane Price Laudon is a management consultant in the information systems

area and the author of seven books. Her special interests include systems analysis, data
management, MIS auditing, software evaluation, and teaching business professionals
how to design and use information systems. Jane received her Ph.D. from Columbia
University, her M.A. from Harvard University, and her B.A. from Barnard College.
She has taught at Columbia University and the New York University Stern School of
Business. She maintains a lifelong interest in languages and civilizations of Asia.
Carol Guercio Traver is a graduate of Yale Law School and Vassar Col-
lege. She has had many years of experience representing major corporations, as well
as small and medium-sized businesses, as an attorney with a leading international
law firm, with specific expertise in technology law, Internet law, privacy law, intellec-
tual property law, and general corporate law. Carol is the co-author of E-commerce:
business. technology. society (Pearson), as well as several other texts on information
technology, and has been the lead project manager/editor on a number of technology-
related projects. Carol is the co-founder and president of Azimuth Interactive, one of
the first edtech firms and a provider of digital media and publisher services for the
education industry.
27

Acknowledgments
The production of any book involves valued contributions from a number of persons.
We would like to thank all of our editors for encouragement, insight, and strong sup-
port for many years. We thank our editors, Ellen Thibault, Jenifer Niles, and Con-
tent Producer, Purnima Narayanan, for their roles in managing the project. Thanks
also to Product Manager Marcus Scherer for his contributions and to Gowthaman
Sadhanandham and his Integra team for their production work.
We want to thank our supplement authors for their work, including the follow-
ing MyLab MIS content contributors: Robert J. Mills, Utah State University; Chris
Parent, Rivier University; Maureen Steddin; Roberta Roth, University of Northern
Iowa; Gipsi Sera, Indiana University; and John Hupp, Columbus State University.
We are indebted to Todd Traver for his help with security topics, to Erica Laudon
for her contributions to Career Opportunities, and to Megan Miller for her help
during production. We thank Christopher Traver for his help with database topics and
software projects.
Special thanks to Professor Mark Gillenson, Fogelman College of Business and
Economics, University of Memphis for his contributions to the discussion of agile
development and testing.
We also want to especially thank all our reviewers whose suggestions helped
improve our texts. Reviewers for recent editions include:
Abdullah Albizri, Montclair State University Channa J. Kumarage, Saint Cloud State
Robert M. Benavides, Collin College University
Gordon Bloom, Virginia Commonwealth Weiqi Li, University of Michigan-Flint
University Liu Liu, Old Dominion University
Brett Cabradillia, Coastal Carolina Susan Mahon, Collin College
Community College Robert Morphew, Texas Woman’s University
Qiyang Chen, Montclair State University John Newman, Coppin State University
Amita Chin, Virginia Commonwealth Jose Ng, Montclair State University
University Richard Peterson, Montclair State
Lynn Collen, St. Cloud State University University
Reet Cronk, Harding University Robin Poston, University of Memphis
Uldarico Rex Dumdum, Marywood University Dr. Michael Raisinghani, Texas Woman’s
Mahmoud Elhussini, Montclair State University
University Patricia Ryan, Southeast Missouri State
Anne Formalarie, Plymouth State University University
Sue Furnas, Collin College Ethné Swartz, Montclair State University
Scott Hamerink, Oakland University Amir Talaei-Khoei, University of Nevada
Terry Howard, University of Detroit Mercy Reno
Dae Youp Kang, University of Memphis Paulus Van Vliet, University of Nebraska at
Rajkumar Kempaiah, College of Mount Omaha
Saint Vincent
Global Edition Acknowledgments

Pearson would like to thank the following people for their work on the Global Edition:
Contributors Reviewers
Bernard Bouwman Nash Milic, American University of Sharjah
Joyce Chan, City University of Hong Kong Bernd Schenk, University of Liechtenstein
June Clarke, Sheffield Hallam University Yuen Yee Yen, Multimedia University
Imran Medi, Asia Pacific University of
Technology and Innovation
Yasser Mohamed Ibrahim Sabri, Cairo
University
Bernd Schenk, University of Liechtenstein
PK Senyo, University of Southampton
Jon and Diane Sutherland
28

29
Essentials of
Management
Information
Systems

P A R T
I
Chapter 1
Business Information Systems in
Your Career
Chapter 2
Information
Global E-business and
Collaboration Systems in the
Chapter 3
Achieving Competitive
Advantage with Information
Digital Age
Systems Part I introduces the major themes and the problem-solving
Chapter 4 approaches that are used throughout this book. While surveying
Ethical and Social Issues in
the role of information systems in today’s businesses, this part
Information Systems
examines a series of major questions: What is an information
system? Why are information systems so essential in businesses
today? What are the different types of information systems that
can be found in organizations? How can information systems
help businesses become more competitive? What do I need to
know about information systems to succeed in my business
career? What ethical and social issues do widespread use of
information systems raise?
31
M01_LAUD0360_15_GE_C01.indd 31 3/16/2023 3:41:12 PM

1
C H A P T E R
Business Information
Systems in Your Career
L EARNING OBJECTIVES
After completing this chapter, you will be able to:
1-1 Understand why information systems are essential for running and
managing a business.
1-2 Define an information system, explain how it works, and identify its
people, organizational, and technology components.
1-3 Apply a four-step method for business problem solving to solve
information system-related problems.
1-4 Describe the information systems skills and knowledge that are
essential for business careers.
1-5 Understand how MIS can help your career.
CHAPTER CASES
■ Smart Shelves Reinvent the Retail Space
■ UPS Competes Globally with Information Technology
■ Will a Robot Steal Your Job?
■ Adyen and Fintech: Driving Change in the Financial Services
MyLab MIS Industry
■ Video Case:
The New HQ Is in
the Cloud: Salesforce
President
■ Hands-on MIS Projects:
1-8, 1-9, 1-10, 1-11
32
M01_LAUD0360_15_GE_C01.indd 32 3/16/2023 3:41:12 PM

SMART SHELVES REINVENT THE RETAIL SPACE
Although there has been an upsurge in online shopping, physical retail stores
are not going away. Some traditional retailers are fighting back by using innova-
tive information technologies such as computer vision, facial recognition, artifi-
cial intelligence, Big Data analysis, and the Internet of Things (IoT) to provide
new ways to entice people into physical stores as well as enhance their in-store
experiences. Retailers are also employing many of the same technologies to make
the process used to fulfill online orders for curbside pickup or home delivery
more efficient.
Shelves have become more than just a surface for storing and displaying
objects. New systems for “smart” shelves use proximity sensors, 3D cameras,
microphones, RFID tags and readers, and weight sensors to enable interactions
between shoppers in physical stores and the shelves they’re standing in front of.
These systems can create a highly personalized shopping experience that funda-
mentally improves the way shoppers move inside physical stores.
For instance, retailers such as Walmart, ShopRite, and Stop & Shop and
brands such as Pepsi, Hasbro, and Hershey are using Smart Shelf by AWM to
replicate the benefits of the online experience in physical retail environments.
Smart Shelf is powered by an integrated set of physical products, including
super-wide-angle low-light HD cameras and LED displays, coupled with AWM’s
Automated Inventory Intelligence, Product Mapper, Content Management, and
Retail Data Engine (RDE) software solutions. Smart Shelf can be implemented in
a wide range of store sizes and formats, from micromarkets to convenience stores
to larger-format retailers.
Smart Shelf enables retailers to provide real-time on-shelf marketing to consum-
ers, with up-to-the-minute advertising and pricing. The shelves’ LED digital displays
use dynamic video and animation to create an immersive environment, drawing
shoppers toward them. As the shopper moves nearer, proximity sensors shift the dis-
play to content-specific promotions and then, as the shopper gets even closer, change
the display again to show price tags and product information directly beneath the
product. Retailers can choose the spe-
cific distances that trigger the shifts in
display.
Smart Shelf is also able to per-
sonalize shoppers’ experiences when
they are in stores based on the items
they pick up, even if they don’t pur-
chase them. For example, if a cus-
tomer picks up a box of cookies and
© Monopoly1919/Shutterstock
then puts it back, the retailer can

use the system to offer a discount
on the shelf beneath that item the
next time the shopper encounters it
in the store. When retailers connect
Smart Shelf to their mobile apps,
33
M01_LAUD0360_15_GE_C01.indd 33 3/16/2023 3:41:13 PM

34 Part I: Information Systems in the Digital Age
they can help shoppers locate products themselves through their mobile devices.
According to AWM, Smart Shelf has helped some retailers increase sales by more
than 30 percent.
AWM also offers a consumer behavior tracking application it calls a Demographic
Engine, which includes facial recognition technology, that triggers delivery of content
based on demographic criteria like age, gender, and ethnicity. To protect consumer
privacy, the system does not collect images or tie data to personally identifiable in-
formation. Nonetheless, some remain alarmed about the privacy implications of such
software.
Smart Shelf also helps retailers improve operational efficiencies. Retailers deploy-
ing Smart Shelf can view and track their products in real time, highlighting specific
shelves that need restocking. It also can be employed by stores to make the process of
fulfilling online orders more efficient, directing pickers to items even if the products
have been moved from their proper location. The system also helps retailers track
how long pickers take to retrieve items. According to AWM Chief Executive Kevin
Howard, it can cut stores’ fulfillment costs by 60 percent. However, labor experts note
that the system raises concerns about employee monitoring.
The global market for smart shelves such as those offered by AWM is expected
to grow from $3 billion in 2022 to more than $8 billion by 2027, as physical retail-
ers strive to offer a better shopping experience and compete more effectively with
online retailers. In the process, technology is redefining the role of the shelf in retail
marketing.
Sources: Smartshelf.com, accessed November 30, 2022; MarketsandMarkets, “Smart Shelves Market Worth
$8.3 Billion by 2027,” Marketsandmarkets.com, August 16, 2022; Caroline Hayes, “The Doors Never Close
on Digital Shopping,” Eandt.theiet.org, August 16, 2021; Sapna Maheshwari, “It’s Hard Work to Make
Ordering Groceries Online So Easy,” New York Times, June 4, 2021; Brian Wreckler, “The Definitive Guide
to Interactive Retail Smart Shelves,” Perchinteractive.con, January 11, 2021; Jared Council, “Retailers Hope
In-Store Tech Will Keep Shoppers in Stores,” Wall Street Journal, January 15, 2020.
The companies and technologies described here show how essential information
systems are today. Today, retail stores are struggling to stay alive and relevant as
more shoppers gravitate to online shopping and the Internet. One solution is to use
leading-edge innovative information technology to provide new ways of drawing buy-
ers into physical stores and making the in-store buying experience more efficient, safe,
and pleasant. The information flows that drive these reimagined retail businesses
have become much more digital, making use of mobile tools and object-recognition
technology.
The chapter-opening diagram calls attention to important points raised by this
case and this chapter. To compete more effectively against online retailers and take
advantage of new technology solutions, brick-and-mortar retail stores are using inno-
vative systems based on artificial intelligence, Big Data analysis, computer vision and
facial recognition technology, IoT sensors, and smartphones. The use of leading-edge
digital technologies to drive business operations and management decisions is a key
topic today in the management information systems (MIS) world and will be discussed
throughout this text. At the same time, the use of some of these technologies raises
ethical concerns, in this case, about consumer privacy and employee monitoring, top-
ics that also will be further discussed throughout the text.
It is also important to note that deploying information technology has changed
the way retailers using AWM Smart Shelf run their businesses. To effectively use new
digital tools, these companies had to redesign jobs and procedures for gathering, in-
putting, and accessing information. These changes had to be carefully planned to
make sure they enhanced efficiency, service, and profitability.
M01_LAUD0360_15_GE_C01.indd 34 3/16/2023 3:41:13 PM

Chapter 1: Business Information Systems in Your Career 35
Business
Challenges
• Devise technology • Mounting competition from

strategy online retailers
People • Opportunities from new
• Select technologies
technology
• Revise job functions

• Revise business Information Business
Organization
processes System Solutions
AWM Smart Shelf • Increase sales

• View and track products • Improve service
in real time • Improve operations
• Smartphones • Personalize shopper
• Object-recognition experiences
technology Technology
• HD cameras
• Sensors
Here are some questions to think about: How do AWM’s systems change retail
operations? How do they improve the customer experience? What ethical concerns do
they raise?
1-1 Understand why information systems are

essential for running and managing a business.
Over the past two decades, tremendous changes have taken place in the way business
is conducted, driven in large part by investments in information technology and infor-
mation systems. Global spending on information technology (IT) and IT services was
estimated to reach about $4.4 trillion in 2022. In addition, businesses worldwide were
expected to spend an additional $975 billion on business and management consulting
and information technology services, much of which involves redesigning firms’ busi-
ness operations to take advantage of these new technologies (Gartner, 2023; Statista,
2022).
HOW INFORMATION SYSTEMS ARE TRANSFORMING

BUSINESS
You can see the results of this spending around you every day. Smartphones, tablet
computers, email, and online videoconferencing have all become essential tools of
business. In 2022, around 175 million businesses worldwide had registered .com or
.net Internet sites. More than 2.6 billion people worldwide bought something online,
spending about $5.7 trillion. What this means is that if you and your business aren’t
connected to the Internet and the mobile platform, chances are you are not being as
effective as you could be (VeriSign, 2022; Insider Intelligence/eMarketer, 2022a).
United Parcel Service (UPS) moves more than 25 million packages a day world-
wide; FedEx moves more than 16.5 million, with 6.3 million of those overnight. The
growth of e-commerce has had a significant impact on shipping volume, particularly
in the wake of the pandemic. For instance, Amazon accounted for about 12 percent
of UPS’s revenue in 2021. Businesses are attempting to sense and respond to rap-
idly changing customer demand, reduce inventories to the lowest possible levels, and
achieve higher levels of operational efficiency. Supply chains have become faster
paced, with companies of all sizes depending on the delivery of just-in-time inventory
M01_LAUD0360_15_GE_C01.indd 35 3/16/2023 3:41:13 PM

to help them compete. Companies today manage their inventories in near real time
to reduce their overhead costs and get to market faster. If you are not part of this new
supply chain management economy, chances are your business is not as efficient as it
could be. The importance of supply chains and supply chain management has been
highlighted even further by supply chain disruptions introduced by the pandemic.
More than 3.6 billion people worldwide use a social network such as Facebook,
Twitter, Instagram, or Pinterest, including 97 percent of Fortune 500 firms, who use
them to communicate with their customers. This means your customers are empow-
ered and able to talk to each other about your business products and services. Do you
have a solid online customer relationship program in place? Do you know what your
customers are saying about your firm? Is your marketing department listening?
Digital advertising spending worldwide was expected to reach almost $570 billion
in 2022, growing at more than 20 percent a year from 2014 through 2021. Almost
three-quarters of this spending was expected to be for mobile advertising. In contrast,
traditional advertising during this period either declined or was flat. Is your advertis-
ing reaching web and mobile customers?
Various laws require many businesses to retain email messages for a specified pe-
riod, depending on the law. These and similar laws, as well as all of the data being
generated by billions of Internet-linked sensors comprising the Internet of Things
(IoT), online consumer data, and social media data, are spurring the explosive growth
of digital information known as Big Data. At the same time, the retention of all this
data has created privacy concerns and has led to the passage of laws about how such
data must be safeguarded. Does your compliance department meet the minimal re-
quirements for storing financial, health, and occupational information? If it doesn’t,
your entire business may be at risk (Insider Intelligence/eMarketer, 2022b, 2022c;
Porteous, 2021; TitanHQ, 2021).
Briefly, it’s a constantly evolving world of doing business, one that will greatly
affect your future career. Along with the changes in business come changes in jobs
and careers. No matter whether you are a finance, accounting, management, market-
ing, operations management, or information systems major, how you work, where you
work, and how well you are compensated will all be affected by business information
systems. The purpose of this book is to help you understand and benefit from today’s
business realities and opportunities.
KEY CHALLENGES IN MANAGEMENT INFORMATION

SYSTEMS
What makes management information systems the most exciting topic in business today
is the continual change in technology, management use of the technology, and the impact
on business success. New start-up firms arrive in traditional industries using the latest
technologies and business models. These changes present challenges to all business man-
agers who need to decide how to adapt their firm to new developments. What are the ben-
efits and costs of these new developments in hardware, software, and business practice?
Table 1.1 summarizes the major challenges in business uses of information systems.
These challenges confront all managers, not just information systems professionals.
These challenges will appear throughout the book in many chapters, so it might be a
good idea to take some time now to discuss them with your professor and classmates.
GLOBALIZATION CHALLENGES AND OPPORTUNITIES:

A FLATTENED WORLD
Prior to 1500 CE, there was no truly global economic system of trade that connected
all the continents, although there were active regional trade markets. After the six-
teenth century, a global trading system began to emerge based on advances in naviga-
tion and ship technology. The world trade that ensued after these developments has
M01_LAUD0360_15_GE_C01.indd 36 3/16/2023 3:41:13 PM

TABLE 1.1
Key Challenges in MIS
Change Management Challenge

Technology
Cloud computing platform Companies are increasingly turning to a flexible collection of computers on the Internet to perform tasks
emerges as a major business traditionally performed at corporate data centers. Major business applications can be delivered online as an
area of innovation. Internet service (software as a service [SaaS]). What are the costs and benefits of cloud computing and how
much of the firm’s IT infrastructure should be moved to cloud providers?
Big Data and the Internet of Businesses look for insights in huge volumes of data from web traffic, email messages, social media content,
Things (IoT) and Internet-connected devices (sensors). More powerful data analytics and interactive dashboards can
provide real-time performance information to managers to enhance decision making. Does your firm have
the ability to analyze and use Big Data and analytics? How can you use IoT to provide better products and
services?
Artificial intelligence (AI) Computer programs can find patterns in large databases that can help managers understand their business
and provide better products. Where could your company use AI, and where can you find the expertise? What
benefits can you expect? How much will it cost?
The mobile platform Business and personal computing is increasingly moving to smartphones, tablet computers, car infotainment
systems, and wearable devices. Thousands of applications are now available to support collaboration, coordi-
nation of work, communication with colleagues and customers, and online purchases on mobile devices. More
than 90 percent of Internet users access the web with mobile devices. Is your firm making the best use of
mobile capabilities for its employees and customers? How could your firm improve? What are the costs and
benefits?
Management and People
Return on investment (ROI) Although firms spend millions on information systems and services, they typically have little understanding of
how much benefit they receive. How can your firm measure and understand the benefit it is receiving from
IS/IT expenditures? Are there alternative sources of these services that would cost less?
Online collaboration and social Millions of business professionals use Google Apps, Google Drive, Microsoft 365, Yammer, Zoom, and IBM
networking Connections to support blogs, project management, online meetings, personal profiles, and online communi-
ties. Is your firm making a coordinated effort to use new technologies to improve coordination, collaboration,
and knowledge sharing? Which of the many alternatives should it be using?
Organizations
Security and privacy Security lapses and protecting customer privacy are major public issues that affect all businesses. How does
your company know its data are secure? How much does it spend on security now? What privacy policies
does your firm have in place? How should the firm expand its privacy protections as new laws emerge?
Social business Businesses use social network platforms, including Facebook, Twitter, Instagram, and internal corporate social
tools, to deepen interactions with employees, customers, and suppliers. What use is your company making of
social business tools? Where should it go from there? Is your company getting real value from these platforms?
Remote work (telework) surges The Internet, cloud computing, smartphones, and tablet computers make it possible for growing numbers of
people to work away from the traditional office. This ability proved critical during the height of the Covid-19 pan-
demic, when more than 70 percent of workers worked from home. Going forward, what will your firm’s policies
and technologies be for remote work, and what are the risks for productivity?
brought the peoples and cultures of the world much closer together. The Industrial
Revolution was a worldwide phenomenon energized by expansion of trade among na-
tions, making nations both competitors and collaborators in business. The Internet
has greatly heightened the competitive tensions among nations as global trade
expands and strengthened the benefits that flow from trade and also created signifi-
cant dislocations in labor markets.
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In 2005, journalist Thomas Friedman wrote an influential book declaring that the
world was now flat, by which he meant that the Internet and global communications
had greatly expanded the opportunities for people to communicate with one another
and reduced the economic and cultural advantages of industrialized countries. The
United States and European countries were in a fight for their economic lives, accord-
ing to Friedman, competing for jobs, markets, resources, and even ideas with highly
educated, motivated populations in emerging economies (Friedman, 2007). This glo-
balization presents you and your business with both challenges and opportunities.
A growing percentage of the economy of the United States and other industrial-
ized countries in Europe and Asia depends on imports and exports. In 2021, 26 percent
of the US economy resulted from foreign trade of goods and services, both imports
and exports. In certain countries in Europe and Asia, the number exceeds 50 percent
(Organisation for Economic Co-operation and Development [OECD], 2022).
It’s not just goods that move across borders. So too do jobs, some of them high-level
jobs that pay well and require a college degree. Between 1991 and 2019, the United States
lost a net 3.5 million manufacturing jobs to offshore, low-wage producers, so manufac-
turing is now a much smaller part of US employment than it once was. US multinational
companies employ more than 14 million people outside the United States, many of them
in service jobs in information technology, customer call centers, human resources, finan-
cial services, consulting, engineering, architecture, and even medical services, such as
radiology (Amadeo, 2021; U.S. Bureau of Economic Analysis, 2021; Rose, 2021).
On the plus side, the US economy has continued to create millions of new jobs, es-
pecially in 2021 as the country began to emerge from the pandemic. From 2020 to 2030,
employment is projected to grow by almost 12 million jobs. Employment in information
systems and the other service occupations listed previously has rapidly expanded in sheer
numbers, wages, productivity, and quality of work. Outsourcing has actually accelerated
the development of new information systems by reducing the cost of building and main-
taining them. In 2021, job openings in information systems and technologies far exceeded
the supply of applicants (U.S. Bureau of Labor Statistics, 2021a).
The challenge for you as a business student is to develop high-level skills through
education and on-the-job experience that cannot be outsourced. The challenge for
your business is to avoid markets for goods and services that can be produced offshore
much less expensively. The opportunities are equally immense. You can learn how to
profit from the lower costs available in world markets and the chance to serve a mar-
ketplace with billions of customers. You have the opportunity to develop h igher-level
and more profitable products and services. Throughout this book, you will find ex-
amples of companies and individuals who either failed or succeeded in using informa-
tion systems to adapt to this new global environment.
What does globalization have to do with management information systems? The
answer is simple: everything. The emergence of the Internet into a full-blown inter-
national communications system has drastically reduced the costs of operating and
transacting on a global scale. Communication between a factory floor in South Korea
and a distribution center in Belgium is now instant and virtually free. Customers now
can shop in a worldwide marketplace, obtaining price and quality information reli-
ably 24 hours a day. Firms producing goods and services on a global scale achieve
extraordinary cost reductions by finding low-cost suppliers and managing produc-
tion facilities in other countries. Firms such as Google and eBay can replicate their
business models and services in multiple countries without having to redesign their
expensive, fixed-cost information systems infrastructure.
BUSINESS DRIVERS OF INFORMATION SYSTEMS

What makes information systems so essential today? Why are businesses investing so
much in information systems and technologies? They do so to achieve seven impor-
tant business objectives: operational excellence; new products, services, and business
M01_LAUD0360_15_GE_C01.indd 38 3/16/2023 3:41:13 PM

models; customer and supplier intimacy; improved decision making; competitive ad-
vantage; and survival. In addition, businesses today are increasingly being pressured
by various stakeholders, such as employees, customers, governmental authorities, and
investors, to show leadership in pursuing broader environmental, social, and gover-
nance (ESG) goals. ESG is becoming a strategic business imperative, and information
systems are central in enabling companies to meet their ESG goals.
Operational Excellence
Businesses continuously seek to improve the efficiency of their operations to achieve
higher profitability. Information systems and technologies are some of the most im-
portant tools available to managers for achieving higher levels of efficiency and pro-
ductivity in business operations, especially when coupled with changes in business
practices and management behavior.
Walmart, the largest retailer on earth, exemplifies the power of information systems
coupled with sophisticated business practices and supportive management to achieve
world-class operational efficiency. In fiscal 2022, Walmart generated $600 billion in
worldwide sales—in large part because of its Retail Link and Global Replenishment
System, which digitally links its suppliers to every one of Walmart’s stores worldwide. As
soon as a customer purchases an item, the supplier monitoring the item knows to ship a
replacement to the shelf. Walmart is the most efficient retail store in its industry.
Amazon, the world’s largest online retailer, which was expected to generate an
estimated $655 billion in retail e-commerce sales worldwide in 2022, invested an as-
tounding $56 billion in technology and content in 2021 so that it can continue to en-
hance the customer experience and improve process efficiency while operating at an
ever-increasing scale (Amazon.com Inc., 2022; Insider Intelligence/eMarketer, 2022d).
New Products, Services, and Business Models

Information systems and technologies are a major enabling tool for firms to create
new products and services as well as entirely new business models. A business model
describes how a company produces, delivers, and sells a product or service to cre-
ate wealth. Today’s music industry is vastly different from the industry a decade ago.
Apple transformed an old business model of music distribution based on vinyl re-
cords, tapes, and CDs into an online, legal download distribution model based on
its own operating system and iTunes store. Apple has prospered from a continuing
stream of innovations, including the iPod, iTunes and Apple Music music services,
iPhone, and iPad.
Customer and Supplier Intimacy

When a business really knows its customers and serves them well, the way they want
to be served, its customers generally respond by returning and purchasing more. This
raises revenues and profits. Likewise with suppliers: the more a business engages its
suppliers, the better the suppliers can provide vital inputs. This lowers the business’s
costs. How really to know your customers, or suppliers, is a central problem for busi-
nesses with millions of offline and online customers.
High-end hotel chains such as Ritz-Carlton exemplify the use of information
systems and technologies to achieve customer intimacy. Every time a new prospect
shares their information or a guest checks into a Ritz-Carlton hotel, their information
is stored in a cloud-based relationship management system. When that guest returns
to the hotel or logs into their online account, the system cross-references their data
profile and tailors that customer’s guest experience to their exact preferences (such
as room temperature, check-in and check out times, and room location) and history.
This highly personalized experience makes the customer feel valued, included, and
part of the Ritz-Carlton brand. The hotels also analyze their customer data to iden-
tify their best customers and develop individualized marketing campaigns based on
customers’ preferences.
M01_LAUD0360_15_GE_C01.indd 39 3/16/2023 3:41:13 PM

Hong Kong–headquartered TAL Apparel, one of the world’s largest contract ap-
parel manufacturers, exemplifies the use of information systems to enable supplier
intimacy. TAL Apparel produces shirts, blouses, knits, pants, outerwear, and suits for
many of the most famous garment brands, including UK retailer Charles Tyrwhitt,
US retailer Brooks Brothers, and global online retailer and catalog merchant L.L.
Bean. The company also helps its clients manage their supply chains. Every time its
clients sell a dress shirt, for example, the record of the sale appears immediately on
TAL’s computers in Hong Kong. TAL runs the numbers through a computer model
it developed and decides how many replacement shirts to make and in what styles,
colors, and sizes. TAL then sends the shirts to the retailer. TAL’s systems reduce in-
ventory costs and ensure that what customers want is actually on retailers’ shelves.
Improved Decision Making

Many business managers operate in an information fog bank, never really having the
right information at the right time to make an informed decision. Instead, managers
rely on forecasts, best guesses, and luck. The result is over- or underproduction of
goods and services, misallocation of resources, and poor response times. These poor
outcomes raise costs and lose customers. Information systems and technologies have
now made it possible for managers to use real-time data from the marketplace when
making decisions.
For instance, Privi Organics Ltd., a leading Indian company that manufactures
and exports aroma chemical products worldwide, uses the Oracle Human Capital
Management system for real-time insight into individual employee information. The
system helps managers make faster human resource decisions by integrating all em-
ployee records across the organization. A digital dashboard helps management moni-
tor hiring status in multiple locations, such as the number of open positions and the
time taken to fill these positions.
Competitive Advantage
When firms achieve one or more of these business objectives—operational excel-
lence; new products, services, and business models; customer/supplier intimacy; and
improved decision making—chances are they have already achieved a competitive
advantage. Doing things better than your competitors, charging less for superior
products, and responding to customers and suppliers in real time all add up to higher
sales and higher profits that your competitors cannot match. Apple, Walmart, and
UPS are industry leaders because they know how to use information systems for this
purpose.
Survival
Business firms also invest in information systems and technologies because they are
necessities of doing business. Sometimes these necessities are driven by industry-level
changes. For instance, after Barclays introduced the first automated teller machines
(ATMs) in London to attract customers through higher service levels, its competitors
rushed to provide ATMs to their customers to keep up. Today, virtually all banks
around the world have regional ATMs and link to national and international ATM
networks, such as CIRRUS. Providing ATM services to retail banking customers is
simply a requirement of being in and surviving in the retail banking business.
Most nations have statutes and regulations that create a legal duty for compa-
nies and their employees to retain records, including digital records. For instance,
the European Council’s Regulation on Registration, Evaluation, Authorization,
and Restriction of Chemicals (REACH) and the U.S. Toxic Substances Control Act,
which regulates the exposure of employees to toxic chemicals, require firms to retain
records on employee exposure for a certain period of time. The US Sarbanes–Oxley
Act requires public companies to retain audit working papers and records, including
all email messages, for five years. Many other governments throughout the world also
M01_LAUD0360_15_GE_C01.indd 40 3/16/2023 3:41:13 PM

impose significant information retention and reporting requirements on businesses.

Firms turn to information systems and technologies to provide the capability to re-
spond to information retention and reporting requirements.
Environmental, Social, and Governance (ESG) Leadership

Over the past decade or so, there has been a growing awareness of the important role
that businesses play in, and the impact that they have, on society. With that growing
awareness has come pressure from employees, customers, investors, and governmen-
tal authorities with respect to business conduct in three primary areas: the environ-
ment, social responsibility, and corporate governance, often referred to as ESG.
Environmental criteria encompass such aspects as energy use, carbon footprint,
sustainability, recycling practices, pollution, and natural resource conservation.
Social criteria focus on whether the company is a good corporate citizen and social
actor in terms of its employees, suppliers, customers, and the community. Governance
criteria relate primarily to the actions of the company’s leadership, executive pay, in-
ternal controls, and shareholder rights. ESG also includes a company’s actions with
respect to diversity, equity, and inclusion (DEI). Many aspects of ESG are intertwined
with one another.
Showing leadership in these areas can add business value by facilitating growth,
reducing costs, minimizing regulatory and legal issues, increasing employee produc-
tivity, and optimizing assets and investments. For instance, many consumers are no
longer willing to support companies that don’t prioritize ESG. Many investors are
now basing investment decision on an assessment of a company’s ESG performance.
Information systems are central in enabling companies to achieve ESG goals. For
instance, a major industrial company advised by consulting firm PWC has elevated
sustainability to being a strategic priority. One step it recently took to achieve its
goal of zero net emissions by 2050 was to implement a cloud-based ERP system for
its entire supply chain, which is helping its suppliers to track, report, and reduce their
carbon impact. This was an important step because the bulk of the company’s car-
bon footprint is in its supply chain, not within the company itself. We discuss other
instances of information systems being used for ESG purposes throughout the text.
1-2 Define an information system, explain how it

works, and identify its people, organizational, and
technology components.
So far we’ve used information systems and technologies informally without defining
the terms. Information technology (IT) consists of all the hardware and software that
a firm needs to use to achieve its business objectives. This includes not only comput-
ers, storage technology, and mobile devices but also software, such as the Windows
or Linux operating systems, the Microsoft Office desktop productivity suite, and the
many thousands of computer programs that can be found in a typical large firm.
Information systems are more complex and can be understood best by looking at
them from both a technology and a business perspective.
WHAT IS AN INFORMATION SYSTEM?

An information system (IS) can be defined technically as a set of interrelated compo-
nents that collect (or retrieve), process, store, and distribute information to support
decision making, coordinating, and control in an organization. In addition, informa-
tion systems may also help managers and workers analyze problems, visualize com-
plex subjects, and create new products.
Information systems contain information about significant people, places, and
things within the organization or in the environment surrounding it. By information,
M01_LAUD0360_15_GE_C01.indd 41 3/16/2023 3:41:13 PM

331 Brite Dish Soap 1.29

863 BL Hill Coffee 4.69 Sales Region: Northwest
173 Meow Cat .79 Store: Superstore #122
331 Brite Dish Soap 1.29 Information ITEM NO. DESCRIPTION UNITS SOLD
663 Country Ham 3.29 System 331 Brite Dish Soap 7,156
524 Fiery Mustard 1.49
113 Ginger Root .85 YTD SALES
331 Brite Dish Soap 1.29 $9,231.24
.
.
. Inf
orm
ati
D ata on
Figure 1.1
Data and Information
Raw data from a supermarket checkout counter can be processed and organized to produce meaningful information, such
as the total unit sales of dish detergent or the total sales revenue from dish detergent for a specific store or sales territory.
we mean data that have been shaped into a form that is meaningful and useful to
human beings. Data, in contrast, are streams of raw facts representing events occur-
ring in organizations or the physical environment before they have been organized
and arranged into a form that people can understand and use.
A brief example contrasting information and data may prove useful. Examine
Figure 1.1, which provides an example of an information system used by a super-
market. Supermarket checkout counters scan bar codes on products. The bar codes
contain data about the product, such as a numerical identifier, name, and price
(“331 Brite Dish Soap, 1.29), shown in the left portion of the diagram. An informa-
tion system enables these pieces of data to be totaled and analyzed to provide mean-
ingful information, displayed in the right portion of the diagram, such as the total
number of bottles of dish detergent sold at a particular store, which brands of dish
detergent were selling the most rapidly at that store or sales territory, or the total
amount spent on that brand of dish detergent at that store or sales region.
Three activities in an information system produce the information that organiza-
tions need to make decisions, control operations, analyze problems, and create new
products or services. These activities are input, processing, and output. Examine
Figure 1.2, which illustrates how these activities work together within an informa-
tion system. Input captures or collects raw data from within the organization or
from its external environment. Processing converts this raw input into a meaningful
form by classifying, arranging, and performing calculations on it. Output transfers
the processed information to the people who will use it or to the activities for which
it will be used. Information systems also provide feedback, which is output that is
returned to appropriate members of the organization to help them evaluate or cor-
rect the input stage. Figure 1.2 also illustrates that an organization’s information
systems do not operate within a vacuum: they are impacted by various elements in
the environment that surround them, such as the organization’s suppliers, custom-
ers, competitors, and stockholders as well as governmental agencies that regulate
the organization.
In the AWM Smart Shelf system, input includes the digital results from scanning
on-shelf products and store shelf identification codes, along with scanned images of
items customers have selected for purchase. A computer stores and processes these
data to keep track of the items on each shelf, the items each customer purchases or
examines, and a history of the customer’s purchases and items of interest. The system
then determines what items on what shelves need restocking and what items should be
M01_LAUD0360_15_GE_C01.indd 42 3/16/2023 3:41:13 PM

Figure 1.2
ENVIRONMENT Functions of an
Suppliers Customers Information System
An information system
contains information about
ORGANIZATION an organization and its
surrounding environment.
INFORMATION SYSTEM
Three basic activities—input,
processing, and output—
Processing produce the information
Classify organizations need.
Input Output
Arrange Feedback is output returned
Calculate to appropriate people or
activities in the organization
Feedback
to evaluate and refine the
input. Environmental actors,
such as customers, suppliers,
competitors, stockholders,
and regulatory agencies,
Regulatory Stockholders Competitors interact with the organization
Agencies and its information systems.
recommended to each customer. The system provides meaningful information such

as all the items sold in a particular store or on a particular store shelf on a specific
day, what items have been purchased by a specific customer, and which items need
restocking.
Although computer-based information systems use computer technology to pro-
cess raw data into meaningful information, there is a sharp distinction between a com-
puter and a computer program and an information system. Computers and related
software programs are the technical foundation, the tools and materials, of modern
information systems. Computers provide the equipment for storing and processing
information. Computer programs, or software, are sets of operating instructions that
direct and control computer processing. Knowing how computers and computer pro-
grams work is important in designing solutions to organizational problems, but com-
puters are only part of an information system.
A house is an appropriate analogy. Houses are built with hammers, nails, and
wood, but these alone do not make a house. The architecture, design, setting, land-
scaping, and all of the decisions that lead to the creation of these features are part of
the house and are crucial for solving the problem of putting a roof over one’s head.
Computers and programs are the hammer, nails, and lumber of computer-based
information systems, but alone they cannot produce the information a particular
organization needs. To understand information systems, you must understand the
problems they are designed to solve, their architectural and design elements, and the
organizational processes that lead to these solutions.
I T ISN’T SIMPLY TECHNOLOGY: THE ROLE OF PEOPLE

AND ORGANIZATIONS
To understand information systems fully, you will need to be aware of the broader
organizational, people, and information technology dimensions of systems and their
power to provide solutions to challenges and problems in the business environment.
Examine Figure 1.3, which highlights the interconnected nature of these dimensions,
showing that organizations, technology, and people are all interrelated components
underlying the effective use of information systems. We refer to this broader under-
standing of information systems, which encompasses an understanding of the people
M01_LAUD0360_15_GE_C01.indd 43 3/16/2023 3:41:14 PM

Figure 1.3
Information Systems
Are More Than
Computers
Using information systems
effectively requires an
understanding of the Organizations Technology
organization, people, and
information technology Information
shaping the systems. An Systems
information system provides
a solution to important
business problems or
challenges facing the firm. People
and organizational dimensions of systems as well as the technical dimensions of

systems, as information systems literacy. Information systems literacy includes a be-
havioral as well as a technical approach to studying information systems. Computer
literacy, in contrast, focuses primarily on knowledge of information technology.
The field of management information systems (MIS) tries to achieve this broader
information systems literacy. MIS deals with behavioral issues as well as technical
issues surrounding the development, use, and impact of information systems that
managers and employees in the firm use.
DIMENSIONS OF INFORMATION SYSTEMS

Let’s examine each of the dimensions of information systems—organizations, people,
and information technology.
Organizations
Information systems are an integral part of organizations, and although we tend to
think about information technology changing organizations and business firms, it is,
in fact, a two-way street. The history and culture of business firms also affect how the
technology is used and how it should be used. To understand how a specific business
firm uses information systems, you need to know something about the structure, his-
tory, and culture of the company.
Organizations have a structure that is composed of different levels and specialties.
Their structures reveal a clear-cut division of labor. A business firm is organized as
a hierarchy, or a pyramid structure, of rising authority and responsibility. The upper
levels of the hierarchy consist of managerial, professional, and technical employees,
whereas the lower levels consist of operational personnel. Experts are employed and
trained for different business functions, such as sales and marketing, manufacturing
and production, finance and accounting, and human resources. The firm builds in-
formation systems to serve these different specialties and levels of the firm. Chapter 2
provides more detail on these business functions and organizational levels and the
ways in which information systems support them.
An organization accomplishes and coordinates work through this structured hier-
archy and through its business processes, which are logically related tasks and behaviors
for accomplishing work. Developing a new product, fulfilling an order, and hiring a
new employee are examples of business processes.
Most organizations’ business processes include formal rules that have been devel-
oped over a long time for accomplishing tasks. These rules guide employees in a variety
of procedures, from writing an invoice to responding to customer complaints. Some of
M01_LAUD0360_15_GE_C01.indd 44 3/16/2023 3:41:14 PM

Another random document with
no related content on Scribd:
met A l i n c t h u n in Artesië. Andere plaatsnamen, in hunne
patronymica eenzelvig met A l l i n g t o n en A l i n c t h u n , zijn nog
A l l i n c o u r t (Allinkhove) in de Champagne, en A l l i g n y
(Allingen) in Burgundie, Frankrijk. Verder A l l i n g a w i e r , dorp in
Friesland; A l l i n g a s a t e , boerenhofstede bij het dorp Tietjerk in
Friesland; A l l i n g a h u i z e n , gehucht bij het dorp Winsum in
Groningerland; A l i n g e w o l d e , de oorspronkelijke en volledige
naam, zooals hij in middeneeuwsche oorkonden voorkomt, van het
hedendaagsche A y e n w o l d e , een dorp in Oost-Friesland;
A l l i n g h a u s e n , geh. bij Wald-Broel in Rijn-Pruissen; A l k o f e n ,
oudtijds voluit A l l i n c h o v a , het hof der Allingen, een dorp in
Beieren, enz. Zoo als men ziet, kinderen of afstammelingen van
mannen, die A l e of A l l e geheeten hebben, zijn er in alle
Germaansche landen, Engeland en de Germaansche gewesten van
Frankrijk niet buiten gesloten, overal geweest; en ze zijn daar
blijkens de levende geslachtsnamen, in menigvuldig aantal, nog in
wezen. Even zoo de plaatsnamen, naar A l l e en A l e genoemd.
Maar keeren wij tot de tunnamen terug. Andere zulke namen, als
plaatsnamen zoo veelvuldig in Engeland voorkomende, zijn nog
Eckington, Edington, Alkington, Kensington,
B e n n i n g t o n , S h e r r i n g t o n , en honderden anderen, schier
allen patronymicale namen.
Hoogst opmerkelijk is het, dat plaatsnamen met het woord tun

samengesteld, in andere Germaansche landen bijna geheel
ontbreken, althans zoo hoogst zeldzaam zijn, dat de onvermoeide en
geleerde navorscher Förstemann in zijn Altdeutsches Namenbuch
er slechts een zevental weet aan te wijzen—terwijl zulke namen juist
in Engeland zoo ruimschoots en overtalrijk [106]voorkomen, en ook in
Artesië, het kleine grondgebied in aanmerking genomen, betrekkelijk
even talrijk zijn. Bij de Angel-Sassen maakten deze plaatsnamen wel
een achtste gedeelte uit van alle namen over het geheele land van
dezen volksstam verspreid. Uit dit samentreffen der tunnamen in het
Angelsassische Engeland en in Artesië (terwijl wij die namen te
vergeefs zoeken in het landschap Angelen (in Sleeswijk), in al de
Sassische landen en gouwen van Noordwestelijk Duitschland en
Oostelijk Nederland, in geheel Friesland en Vlaanderen, 4 alle landen
wier ingezeten ten nauwsten met de Angel-Sassen en de Artesiërs
verwant waren of zijn)—uit dit samentreffen mogen wij wel besluiten,
dat er eene nauwe bloedverwantschap, eene oorspronkelijke
eenheid van afkomst bestaan heeft tusschen het Sassische volk dat
in Engeland, en dat hetwelk in Noordwestelijk Frankrijk, aan het later
zoogenoemde Litus saxonicum, dus in het hedendaagsche Artesië
zich heeft neêrgezet.
En even opmerkelijk is het dat de patronymica, voorkomende in de

Artesische tunnamen, met inc (ink) zijn samengesteld
(A l i n c t h u n , To d i n c t h u n ), terwijl de enkelvoudige
patronymica (R i c m a n i n g h e n , W a c q u i n g h e n ) en die welke
hem tot achtervoegsel hebben (L o t t i n g h e m , R u m i n g h e m ),
juist door den vorm ing zijn gekenmerkt. Hiervan is mij geene
uitzondering bekend. Nu weten wij (op bladzijde 98 hiervoren is het
ook reeds vermeld), dat juist de Sassische patronymicaal-vorm ink
is, terwijl de Frankische ing en de Friesche inga is. De patronymica
op ink zijn bijzonder eigen, zoo in geslachts- als in plaatsnamen, aan
de Sassische gouwen van Nederland, terwijl ze in de Frankische en
Friesche gewesten ontbreken, en door ing en inga vervangen zijn.
Het ligt dus voor de hand om aan te nemen, dat het Germaansche,
het Dietsche volk dat Artesië bewoont, [107]en dat de bijzonderheden
zijner oorspronkelijke taal ons in de Artesische plaatsnamen heeft
nagelaten, van tweeërlei stam was, van Sassischen en van
Frankischen of van Frieschen bloede. En tevens dat de Sassen de
tunnamen, de Franken en de Friezen daarentegen de hemnamen,
met de enkelvoudige patronymicale plaatsnamen, hebben in ’t leven
geroepen. Daar is niets, voor zoo verre mij bekend is, dat zich tegen
deze stelling verzet; integendeel, daar is buiten dien nog veel, dat
haar aannemelijk maakt. En zoo straalt hier de namenkunde,
versterkt door de kennis van de eigenheden der volkstaal bij de
verschillende stammen waaruit ons Dietsche volk bestaat, een
verrassend licht uit op de geschiedenis van die volken in die
overoude tijden, waarvan de geschiedboeken zwijgen of slechts
schaars eene spaarzame getuigenis afleggen—overoude tijden,
waaruit geene schriftelijke oorkonden, ter nauwernood enkele vage
overleveringen bestaan. Een licht, dat ons de wegen doet kennen,
die de wandelende volksstammen in dien grauwen voortijd gegaan
zijn, en de landstreken die zij doorgetrokken zijn—een licht, dat de
plaatsen ons doet kennen, waar zij zich eindelijk in vaste
woonsteden blijvend hebben gevestigd, de Sas in zijnen tun, de
Frank en de Fries in zijn hem.
Het moet ons niet verwonderen, dat wij in Artesië, even als ook in
Engeland, de Sassische tun- en de Frankische en Friesche
hemnamen thans naast en nevens elkanderen, als ’t ware onder
elkanderen vermengd vinden. Wij weten immers, dat de benden
volks, de volkplanters of landverhuizers, de uitwijkelingen die
Brittannië veroverden en bevolkten, uit maagschappen, gezinnen en
enkelingen van verschillenden volksaard, uit Sassen, Angelen,
Jutten (of Noord-Friezen) en Friezen waren samengesteld.
Ik stel mij deze zaak aldus voor. In de vijfde eeuw voornamelijk,

maar ook reeds vroeger in de derde en vierde eeuw na Christi
geboorte, trokken lieden uit de verschillende volken die in
Noordwestelijk Germanië waren gezeten, om lotsverbetering te
erlangen, over de Noordzee naar het rijke en vruchtbare, door de
Kelten slechts dun bevolkte Brittannië. Juist zoo, en om de zelfde
redenen, als in deze negentiende eeuw [108]lieden uit allerlei volken
van Europa naar Noord-Amerika trekken. Westwaarts was de leuze,
toen zoowel als nu. Geheele benden volks trokken uit hunne
oorspronkelijke woonsteden aan den zuidelijken oever der Noordzee
en van de meer binnenlands gelegene heidevelden, te scheep
gaande in de monden van Eider, Elve en Weser, van Eems, Lauwers
en Flie, dwars over de Noordzee naar Brittannië, in die tijden het
Land van Beloften. Die reize ging met groote moeilijkheden gepaard,
in aanmerking genomen de kleine en gebrekkige schepen (kielen,
ceola’s of tsjalken), waarmede men zich behelpen moest. Om dit
bezwaar, aan dien tocht over de veelal onstuimige Noordzee
verbonden, zooveel mogelijk te ontgaan, koos men den kortsten
overgang, het nauwste gedeelte der zee, de plek waar de vaste wal
het dichtste tot de oevers van het eiland Brittannië naderde. Met
andere woorden, men koos dat gedeelte van het Engelsche Kanaal,
’t welk de Friesche en Hollandsche zeelieden van onze dagen de
Haden of de Hoofden noemen, en dat in de boeken als het Nauw
van Calais bekend is. Om daar te komen, moesten die uitwijkelingen
uit hunne oostelijke woonsteden langs den zuidelijken oever der
Noordzee west- en zuid-westwaarts voorttrekken. En zoo deden zij.
Zooals boven reeds gezegd is, bestonden die benden

landverhuizers uit allerlei volk, uit leden van verschillende, maar
verwante volksstammen, die elkanderen onderling, met meer of
minder moeite, in ’t spreken verstaan konden. Sassen vormden
zekerlijk wel het hoofdbestanddeel van deze benden, die slechts los
onderling samenhingen, die slechts door den gemeenschappelijk
ondernomen tocht, slechts door het gemeenschappelijke doel
verbonden waren.
Op hunnen tocht door de gewesten, die heden ten dage Holland,

Zeeland, Vlaanderen heeten, kwamen zij hier en daar door weinig
bevolkte of geheel eenzame oorden, die hun genoegzaam
levensonderhoud aanboden, en die, door verlatenheid zoowel als
door vruchtbaarheid, den armen landverhuizers noopten daar voor
goed te blijven. Zoo deed dan ook deze of gene maagschap, dit of
dat gezin, versterkt met den een of anderen, of met meerdere
bevriende enkelingen. Dit is waarschijnlijk de oorsprong, bij
voorbeeld, van het dorp S a s s e n h e i m (woonstede der Sassen,
eene Sassische volkplanting?) in Holland tusschen [109]Haarlem en
Leiden. En tevens van de talrijke sporen van Sassen en Friezen en
Sweven, die de opmerkzame navorscher nog heden in Zeeland en in
West-Vlaanderen en Zee-Vlaanderen ontmoet. Zoo kwamen de
landverhuizers, wier scharen onder weegs reeds aanmerkelijk
gedund waren, wier aantal reeds verminderd was door de
achterblijvers in Holland, Zeeland en Vlaanderen, eindelijk in het
gewest, later Artesië genoemd, waar zij, in hoofdmassa, uit de
overoude havens van Kales en Boonen (Calais en Boulogne sur
Mer), eenen korten en gemakkelijken overtocht naar Brittannië
vonden. Maar geenszins allen trokken over. Het schijnt wel, dat dit
gewest van Gallië, (zoo nabij Brittanië gelegen, en in der daad, in
menig opzicht, wat bodem- en luchtsgesteldheid, ligging, enz.
aangaat, veel overeenkomst met het begeerde Brittenland
aanbiedende) den volke bijzonderlijk behaagde, en hen tot blijven,
tot duurzame vestiging noopte. In der daad, het onderscheid
tusschen dit liefelijke, vruchtbare, heuvelachtige land, langs den
zeeoever zich uitstrekkende, en met eene zachte luchtsgesteldheid
gezegend, was groot tegenover het duistere, voor een goed deel
onvruchtbare, met groote moerassen, sombere venen en met
onafzienbare dorre heiden bedekte, door onophoudelijke
overstroomingen van zee en van riviermonden, en door eene ruwe
luchtsgesteltenis geteisterde land in Noordwestelijk Germanië en op
het Kimbrische schiereiland, het erf van Friezen en Sassen en
Angelen. Hier in Artesië draalden velen eer zij tot den overtocht naar
Brittannië besloten, en velen bleven daar voor goed achter en
vestigden zich in verspreide woonsteden, in tunnen en hemmen over
het geheele land. Dit gezonde, krachtige en eenvoudiglijk levende
volk vermeerderde zich weldra aanmerkelijk in zijne nieuwe
woonstede, op deze vruchtbare velden, die rijkelijk levensonderhoud
verschaften. Het werd het stamvolk van de Dietsche Artesiërs, die
van de jaren 500 en eerder tot 1500 en later, dat geheele land
overdekten, en hunne Dietsche taal alomme deden hooren, wier
plaatsnamen nog heden getuigenis afleggen van den volksaard der
stichters.
Sommige benden uitwijkelingen—waarschijnlijk zij die in wat lateren

tijd kwamen, en Artesië reeds door hunne voorgangers
[110]ingenomen en bezet vonden, trokken nog verder westwaarts
voort, zonder naar Brittannië over te steken, aangelokt door het
schoone en vruchtbare land van Gallië. Al verder en verder
westwaarts, tot zij eindelijk in het hedendaagsche Normandië goede
gelegenheid tot duurzame vestiging vonden. Daar, in de
hedendaagsche Départements Calvados en La Manche vinden wij
bij eenen schrijver van het jaar 843 eene gouw genoemd Otlinga
Saxonica, en Gregorius van Tours meldt, dat aldaar de Saxones
bajocassini wonen. Bajocassini noemt hij deze Sassen, naar de stad
Bajoccas, thans Bayeux geheeten, in die Sassische gouw gelegen,
even als de stad die hedendaags den zeer verbasterden naam van
Caen draagt, maar oudtijds in het oorspronkelijke Germaansch
Catheim of Cathem heette. Hoe langen tijd deze Sassische
volksplanting in het hedendaagsche Normandië nog de
oorspronkelijke Sassische volksspraak in stand heeft gehouden, is
ons niet bekend. Maar de plaatsnamen in deze streek leggen nog
heden ten dage eene onwederlegbare getuigenis af van den
volksaard der lieden, die deze plaatsen gesticht en genoemd
hebben. Als enkele voorbeelden noemen wij, behalven het
bovengenoemde C a t h e m of C a e n nog: S a s s e t o t ,
H e r m a n v i l l e , E t r e h a m voormaals O u i s t r e h a m
genoemd, met L e H a m , C o t t u n , E t a i n h u s , H e u l a n d ,
D o u v r e s , enz. Verder vele patronymicale namen als:
B e r e n g e v i l l e , H a r d i n v a s t , T h o r i g n y, P o t i g n y,
I s i g n y , C a r t i g n y , en anderen.
S a s s e t o t beteekent: woonplaats der Sassen; tot, een aanhangsel

bij plaatsnamen, dat in geheel Normandië veelvuldig voorkomt, is
voluit toft, en behoort bijzonderlijk tot het Skandinavische taaleigen.
Het achtervoegsel ville in H e r m a n v i l l e , B e r e n g e v i l l e ,
B e l l e n g r e v i l l e , B a z e n v i l l e , en meer andere namen in
deze Oud-Sassische gouw, is geenszins het Latijnsche woord villa,
het heden daagsche Fransche ville. Het is eene verbastering van het
Oud-Germaansche woord wiler, hedendaagsch Hoogduitsch weiler,
’t welk een gehucht beteekent. In andere Oud-Germaansche
gouwen van Frankrijk leeft dit woord eveneens nog in plaatsnamen,
onder den vorm villiers; bij voorbeeld H a r d i v i l l i e r s . In
Duitschland zijn de namen die op weiler uitgaan, nog zeer talrijk; die
van de Elsate worden op verschillende wijzen verfranscht:
R a p p o l t s w e i l e r [111]tot R i b e a u v i l l é , G e b w e i l e r tot
G u e b w i l l e r . Dit zelfde algemeen Germaansche aardrijkskundige
woord leeft nog in België als de naam van het dorp W i l d e r e n in
Limburg. En als W y l r e in Nederlandsch-Limburg, tusschen
Maastricht en Aken. Verder nog W y l e r , een dorp tusschen
Nijmegen en Kleef, enz.—O u i s t r e h a m is oorspronkelijk
W e s t e r h a m , de westelijke woonplaats; C o t t u n of C o t u n is
K o e t u i n , omheinde plaats waar binnen men koeien houdt. Ons
woord huis leeft in E t a i n h u s (Steenhuis); H e u l a n d is
Hoogland; D o u v r e s is D e O e v e r s , enz.
Overigens is geheel Normandië overdekt met Germaansche

plaatsnamen; echter zijn dezen niet van Sassischen of anderen
Dietschen oorsprong, maar van de Noormannen afkomstig. De
Noormannen, die dit deel van Gallië veroverden en bevolkten,
hebben de Sassen, welke reeds sedert de derde eeuw daar zaten,
ongemoeid gelaten, als zijnde een verwant Germaansch volk. Zoo
vinden wij heden ten dage Noorsche namen over geheel Normandië,
met uitzondering van de Sassische gouw rondom Bayeux en Caen.
Langs de geheele Fransche kust tusschen Boonen en Bayeux, en

min of meer diep landwaarts in, vinden wij Germaansche
plaatsnamen, waarvan het soms twijfelachtig is of zij van
Noordschen (Skandinavischen), dan wel van Dietschen oorsprong
zijn. Een enkel aardig voorbeeld hier van, moge den lezer voldoende
zijn.
Etretat is de naam van eene badplaats op de kust van Normandië,

die jaarlijks door duizenden weelderige en vermaakzoekende
Parijsenaars bezocht wordt, waarvan wel niemand er aan denkt dat
de namen der plaatsen, die hem daar omringen, niet Fransch, maar
oorspronkelijk Germaansch, Noorsch zijn. Even als in Holland en
Vlaanderen het binnenland door eene duinreeks is afgescheiden van
het zeestrand, zoo neemt in Normandië eene reeks rotsen de plaats
onzer duinen in. Die rotsen heeten daar, en ook in Artesië, les
Falaises, een verfranscht, maar oorspronkelijk Germaansch woord,
dat nog leeft in het Hoogduitsche Fels, rots, steenklip. Door de zee,
door de hevige golfslag, die eeuw uit eeuw in tegen die rotsen of
falaises beukt en dondert, die ze beknaagt en uitspoelt, zijn hier en
daar groote holen en gaten, als poorten, in die steenklippen
gemaakt. De mannen, de visscherliên, maken wel van deze zeer
groote [112]en ruime gaten gebruik, om daar door heen op het strand
en in zee te komen. Twee van die holen, de bijzondersten en
grootsten, dragen te Etretat den zelfden naam, maar in twee talen, in
gedeeltelijk Oud-Germaansch, en in Nieuw-Romaansch. De eene
heet le M a n n e porte, en de ingezetenen van Etretat gebruiken dien
naam nog dagelijks, al verstaan zij hem niet. En de andere heet le
Trou à l’Homme.
Hoe aantrekkelijk de studie der Germaansche plaatsnamen in
Normandië ook moge zijn, wij kunnen haar niet verder vervolgen, en
keeren weêr terug naar Artesië, en naar de tunnamen, van waar wij
zijn uitgegaan op onzen uitstap westwaarts.
Het laatste gedeelte dier namen, tun, genoegzaam verklaard zijnde,

blijft ons het eerste gedeelte, het patronymicon, nog over. Die
patronymica, Warinc, Todinc, Olinc, enz. vertoonen allen oorbeeldige
Sassische vormen; maar de mansnamen W a r e , To d e , O l e ,
waarvan zij zijn afgeleid, liggen niet zoo voor de hand. Dat zijn allen
ingekorte, versletene, verbasterde namen, en ze zijn geenszins allen
gereedelijk in hunne volledige, oorspronkelijke gedaanten aan te
toonen. A l e , den mansnaam, waarvan eerst het patronymicon
Alinc, daarna de plaatsnaam A l i n c t h u n is ontleend, hebben wij
hier voren, op bladz. 105 reeds in zijn oorsprong en verband
nagespeurd. Wij willen dit ook met C o l e doen, met den mansnaam
die aan het patronymicon Colinc, aan den plaatsnaam
C o l i n c t h u n ten grondslag ligt.
Een mansnaam C o l e , C o l e n , K o o l e n was oudtijds in

sommige Nederlandsche gewesten zeer wel bekend en in gebruik,
als ingekorte vorm van den volledigen Kerkelijken naam
N i c o l a u s . Maar daar heeft van oudsher buiten dien nog een
andere, een oorspronkelijk Germaansche mansnaam C o l o
bestaan, die nog leeft in sommige geslachts- en plaatsnamen, hier
en daar in Germaansche landen verspreid. Wat deze naam eigentlijk
beteekent, en met welke andere Germaansche namen hij in verband
staat, is mij niet duidelijk. En van gissingen wensch ik mij hier te
onthouden. Genoeg, dat hij ook nog deel uitmaakt van de volledige
mansnamen C o l o b e r t en C o l o m a n . Veelvuldig in gebruik, en
menigvuldig in samenstellingen is de [113]naam C o l o niet. In
Friesland leefde hij, als K o l e , nog in de jaren 1500. Thans komt hij
nog slechts in afgeleide geslachts- en plaatsnamen voor; te weten
als C o o l s m a en K o o l s m a , ook in den enkelen vorm C o o l en
K o o l , in Friesland; elders in de Nederlanden als C o o l s ,
C o l e n , C o l e n s , C o o l e n ; en, in verkleinvorm K o o l t j e s ;
ook C o l i n c k als patronymicon. In Engeland als C o l e s . Dit zijn
allen geslachtsnamen. Verder in de plaatsnamen: C o l e s h i l l ,
eene stad in Warwickshire, Engeland; K o h l s t ä d t in Lippe-
Detmold (Duitschland), in eene oorkonde van de 11de eeuw
voorkomende als C o l s t i d i ; verder in K ö l l i k e n , in het kanton
Aarau (Zwitserland), samengetrokken uit den volledigen vorm
K o l i n k h o v e n , die onder anderen in eene oorkonde van den jare
864 als C h o l i n c h o v a voorkomt, enz. Eindelijk C o o l s k a m p ,
een dorp in West-Vlaanderen; in eene oude oorkonde wordt deze
naam als C o l e s c a m p vermeld. Maar in den naam van een ander
Westvlaamsch dorp, van C o o l k e r k e , schuilt niet deze Oud-
Germaansche mansnaam. De kerk van dit dorp is aan Sint-Nicolaas
gewijd, en ’t is duidelijk dat de dorpsnaam ontleend is aan den
ingekorten naam van den Patroon der Parochie.
Niet alle tunnamen in het Germaansche Frankrijk zijn met

patronymica samengesteld. Daar zijn nog anderen, als de
opgenoemden. C o t t u n of de Koetuin is reeds op bladz. 111
genoemd. En verder liggen daar in Artesië nog plaatsen, die
Fréthun, Offrethun, Hardenthun, Landrethun,
W i t e r t h u n , R o c t h u n , W a d e n t h u n heeten. Deze namen
zijn ook in hun eerste lid van ontwijfelbaar Germaanschen
oorsprong. Bij het grootste deel dezer namen zal ook wel een
mansnaam, op zich zelven en niet als patronymicon, ten grondslag
liggen. Oude namen vinden wij hier terug, die ons evenzeer uit
Friesche namen, patronymicale geslachtsnamen en anderszins,
bekend zijn: O f f r i n g a en V i t r i n g a (voluit W i t h e r i n g a van
den mansnaam W i t h e r i , W i t e r ) bij voorbeeld.
Het getal van Germaansche plaatsnamen in Artesië is zeer groot en
zeer menigvuldig. Wij moeten nog vermelden:
A u d r e s e l l e s , A r i n g z e l e , T r a m e z e l e . De eerste dezer
namen is verfranscht in zijnen hedendaagschen vorm. Is hij
oorspronkelijk [114]O u d e r z e l e (Ter ouder Zele, woonstede bij de
oude zale of halle) geweest? Dus de zelfde naam die nog eigen is
aan het dorp O u d e z e l e in Fransch-Vlaanderen, en aan het stadje
O l d e n z a a l (ook O l d e n z e e l genoemd) in Twente?
Waarschijnlijk wel.—A r i n g z e l e is weêr een oorbeeldig
Germaansche naam, bestaande uit een patronymicon, met het
bekende woord zele daar achter, dat zoo menigvuldig aan
Vlaamsche plaatsnamen eigen is. De mansnaam, die aan dit
patronymicon ten grondslag ligt komt als A r a en A r o , en in
samengestelde vormen als de mansnamen A r a f r i d en A r a g i s ,
en de vrouwennamen A r o h i l d i s en A r o l i n d a in oude
geschriften voor. Ook leefde hij nog, als A r e , bij de Friezen in de
jaren 1500. A r e m a , oudtijds A e r m a geschreven, is nog heden
een Friesche maagschapsnaam, even als het patronymicon in den
Sassischen vorm A r i n k nog elders in de Nederlanden als
geslachtsnaam bestaat.
Zoo het al twijfelachtig is, bij gemis aan bescheiden, of de

bovengenoemde verfranschte naam A u d r e s e l l e s wel werkelijk
O u d e r z e l e zij, bij eenen anderen verfranschten naam, die
eveneens als eerste lid dit Audre heeft, is het wel zeker, dat
oorspronkelijk het Dietsche woord oud, verbogen tot ouder, oudtijds,
en nog heden in sommige onzer oostelijke gouwspraken ald, alder,
aan den hedendaagschen verfranschten vorm ten grondslag ligt.
Namelijk bij den naam van A u d r u i c q , een stedeke, de
hoofdplaats van het Land van Bredenaerde, eene bijzondere gouw
van Artesië. Deze naam is anders niet als O u d e r w ĳ k , in goed
Nederlandsch: ter ouder Wijk. In eene oorkonde van de 12de eeuw
komt deze naam voor als A l d e r W i c k , en in latere eeuwen vindt
men hem geschreven als A u d e r w i c k en O u d e r w i c k . De vorm
aud voor oud, ook in België niet onbekend, komt nog voor in de
Artesische plaatsnamen A u d e l a n d , een gehucht bij Licques;
A u d r e h e m , enz.
Het woord hof, in verbogen vorm hove, komt niet zeldzaam in

Artesische plaatsnamen voor. P o l i n c o v e is de verbasterde naam
van een dorp. In goed Nederlandsch zoude men P o l i n k h o v e
moeten schrijven; dat is, het hof (in den locativus ten hove) der
Polinks of Polingen, der afstammelingen van den man [115]die P o l e
heette. Deze was waarschijnlijk een Sas, te oordeelen naar den
vorm van het patronymicon, ink. Dit zelfde patronymicon leeft nog, in
den Frieschen vorm, als P o h l e n g a , de naam van eene
Oostfriesche maagschap. Verder vinden wij het woord hof nog in de
namen van eenige landhoeven of hofsteden en gehuchten in Artesië.
Bij voorbeeld: W e s t h o v e bij Blendecques (Blendekens of
Blindekens, als in West-Vlaanderen?); W e s t e r h o v e bij
Eperlecques; Z u t h o v e (Zuidhove) bij Boisdinghem;
M o n c k h o v e (de hoeve der monniken), O p h o v e , enz. Alle deze
zuiver Dietsche namen bestaan in gouwen, waar thans geen woord
Dietsch meer gesproken wordt, en waar men dus ook deze namen
niet meer verstaat. Geen wonder dan ook, dat men ze niet meer kan
schrijven, en dat men ze langzamerhand verfranscht, verbasterd.
Zoo is de naam der hoeve O p h o v e in deze eeuw reeds
verbasterd tot „A u P a u v r e ”. Daar zal in de volgende eeuw
misschien een Franschman zijn, die naspoort, hoe deze hofstede
aan zulken vreemden naam, „Aan den Arme” gekomen zij. Waarlijk,
van de namen, zoo wel als van de boeken, mag het oude gezegde
gelden: habent sua fata.
Eene andere verbastering van het woord hove kan men aantoonen
bij den naam van het Artesische dorp O f f e k e r q u e , eene
verbastering die lichtelijk op een dwaalspoor, ter naamsverklaring,
leiden kan. Immers het ligt voor de hand om dezen naam te duiden
als O f f e k e r k e , de kerk (ter kerke in den locativus) van O f f e , van
den man die O f f e heette. O f f e toch (O f f o , O f f a , U f f o ) is
een Oud-Germaansche mansnaam, die nog heden bij de Friezen als
zoodanig in volle gebruik is, en al mede oorsprong gegeven heeft
aan de Friesche geslachtsnamen O f f i n g a , O f f e m a , O f f e s ,
O f f e n , O f k e s , enz. en aan de plaatsnamen O f f i n g a w i e r ,
een dorp in Friesland; O f f e n w a r d e n , een dorp bij Bremen
(Duitschland); O f f i g n i e s (dat is oorspronkelijk het patronymicon
O f f i n g e n ), een dorp in Picardië (Frankrijk); O f f a ’ s D y k e , een
oude grenswal in Engeland, in de 8ste eeuw opgericht door O f f a
den Angel-Sassischen koning van Mercia; enz. Intusschen, het
Artesische O f f e k e r q u e heeft met dezen ouden mansnaam niets
te maken. Deze plaatsnaam is oorspronkelijk H o v e k e r k e (ter
kerke bij den hove), zoo als hij nog in oude geschriften voorkomt. In
eene oorkonde [116]van den jare 1100 heet deze plaats eenvoudig
H o v e ; misschien was daar toenmaals nog geen kerk aanwezig.
Ook nog andere plaatsnamen met kerke samengesteld, komen in

Artesië voor: O s t k e r k e , N o r d k e r k e , Z u t k e r k e , S t -
M a r i e - k e r k e , die ook wel gelijk D u n k e r q u e en
O f f e k e r q u e , geschreven worden: O s t k e r q u e , enz. Twee
andere dorpen aldaar hebben hunne namen heden ten dage
volkomen verfranscht, als Vieille-Eglise en Nouvelle-Eglise. Maar op
oude landkaarten, zelfs nog uit de vorige eeuw, heeten ze
O u d e r k e r c k e en N i e u w e r k e r c k e . Laatstgenoemde plaats
vinden wij in oorkonden van de 12de eeuw als: N i u k e r k a en
Niwkerka.
Artesië is, vooral in hare zuidelijke helft, eene schoone landstreek,
met zacht glooiende heuvels en liefelijke dalen, met schoone
bosschen en heldere bronnen en beken. Deze eigenheden van den
bodem worden ook in de namen der plaatsen aangeduid. De
heuvels heeten bergen—naardien het woord berg bij alle volken van
het berglooze Neder-Germanië (onze Nederlandsche gewesten,
Noord en Zuid, en die in Frankrijk daarbij inbegrepen) in gebruik is
voor de heuvels en de kleine, soms haast onmerkbare verheffingen
des bodems. Zulke bergnamen als plaatsnamen, zijn
Boulemberg, Colemberg, Brunemberg, Reberg,
F a u q u e m b e r g u e (dit is V a l k e n b e r g e ), enz. Verder heet
een heuvel bij het dorp Tilques: B l a c k e n b e r g . Die bij Journy
gelegen is, komt in oude oorkonden voor als C a l e n b e r g , die bij
Tournehem als V i e r b e r g , en die bij Moulle, ofschoon thans tot
Hautmont verfranscht, komt in een stuk van de 15de eeuw voor als
de H o b e r c h (hooge berg). Aan den naam van het dorp
B r u n e m b e r g bovengenoemd, ligt ongetwijfeld de ouden
algemeen-Germaansche, zeer bekende mansnaam B r u n o ten
grondslag, naardien Lambert van Ardres, een Artesische schrijver
uit de 12de eeuw, dezen naam als B r u n e s b e r g h (de berg van
B r u n e , B r u n o of B r u i n ) vermeldt.
De dorpsnaam C o l e n b e r g of C o l e m b e r g wordt heden ten

dage door de Franschen ook wel als Colembert misschreven. In
oude oorkonden vindt men wel C o l e b e r g , en [117]Lambert van
Ardres bovengenoemd verlatijnscht dezen naam tot
C o l s b e r g i u m . Of de mansnaam C o l e , op bladzijde 112
hiervoren vermeld, de oorsprong aan dezen plaatsnaam gegeven
hebbe, dan wel Sint-Nicolaas, of iemand of iets anders, moet ik in
het midden laten.
Aan den voet der heuvels of bergen strekken de dalen zich uit; en
zoo zoekt men ook, nevens de bergnamen, onder de Artesische
plaatsnamen de dalnamen niet te vergeefs. Deze namen zijn zoo
wel eigen aan de werkelijke dalen zelven, als aan de dorpen,
gehuchten, landhoeven, in die dalen gelegen. Op zich zelven,
zonder bijvoegsel, is het woord dal, als naam, eigen aan D a l l e ,
een gehucht bij Lacre. Met bijvoegsels vinden wij de plaatsnamen
W a t e r d a l , gehucht bij Seninghem; B r a m e n d a l , bij
Boisdinghem; L a n g h e n d a l e ; D i e p e n d a l , geh. bij
Boucquehault. Verder B r u c k d a l , gehucht bij Hesdin-l’Abbé;
G r i s e n d a l e , eene landhoeve bij Wimille; M e r l i n g d a l , hoeve,
bij Verlincthun; P i t t e n d a l , To t e n d a l , W y s q u e d a l ,
K i n e n d a l e , enz. De vier eerstgenoemden van deze dalnamen
zijn nog geheel oorbeeldig Dietsch, en in hunne beteekenis
volkomen duidelijk voor iederen Nederlander. In B r u c k d a l
herkennen wij het woord bruck, broek, moeras, dat ook in den naam
Brussel (oorspronkelijk B r o e k z e l e ) voorkomt; in P i t t e n d a l het
woord put, dat ook in West-Vlaanderen en elders in dezen
bijzonderen vorm wordt uitgesproken. Aan den naam M e r l i n g d a l
ligt een patronymicon ten grondslag.
Aan de hellingen der heuvels en bergen ontspringen bronnen, en het

water van die bronnen vloeit als beken door de dalen. Verschillende
plaatsen in Artesië zijn naar die bronnen en beken genoemd. Het
algemeen Dietsche woord bron komt even menigvuldig voor als
born; Hoogduitsch Brunnen en Born; Engelsch burn, born (in de
plaatsnamen B l a c k b u r n , T y b u r n , O s b o r n e ,
H a c h b o r n ) en bourne (B o u r n e m o u t h , A s h b o u r n e ,
I s b o u r n e , E a s t b o u r n e ). In Noord-Nederland als born, borne,
boorn, in de plaatsnamen B o r n , B o r n e , W a r n s b o r n ,
B o a r n w e r t (B o r n w e r d ), B o a r n (B o o r n ), A l d e b o a r n
(O l d e b o o r n ), E a s t e r b o a r n (O o s t e r b o o r n ),
B o a r n s w e a c h (B o o r n z w a a g ), enz. Zoo wisselt ook dit
woord in beide vormen af, in de Artesische plaatsnamen. Een
gehucht [118]bij Licques heet heden ten dage C o u r t e b o u r n e ,
maar wordt in de middeleeuwsche oorkonden als C u r t e b r o n a en
C u r t e b r u n e vermeld. De naam van een ander gehucht, bij
Audrehem, wordt hedendaags als C o u s e b o u r n e geschreven,
maar oudtijds C u s e b r o n a , dat is: Kuischebron, of born van rein,
helder water. Half verfranscht is tegenwoordig de naam
B e l l e b r u n e , alsof het de schoone bron beteekende. Maar in de
12de eeuw werd deze naam door den geschiedschrijver Lambert
van Ardres vermeld als B e r e b r o n a (de bron van den b e r of
b e e r , den edelman of baron?). Nog vroeger, in de 9de eeuw, droeg
deze zelfde bron den naam van H e l i c h b r u n a , de heilige bron.
Een openbare bornput te Wimille heet L o s e n b r u n e , en een
andere bij Tingry L i e n b r u n e , de Liên- of Liedenbron, de bron
voor alle liên, voor iedereen. Dus als tegenhanger of weêrga van de
bovengenoemde B e r e b r o n ? Dit zelfde woord komt ook voor in
den naam L i e n s t r a t e , openbare straat of weg, zooals in de 17de
eeuw nog eene buurt heette in het stedeke Ouderwijk of Audruicq.
Bij Vieux-Moutier, eene plaats die in eene middeleeuwsche
oorkonde O u d e m o n s t r e heet, is eene R o u s q u e b r u n e
bekend, oudtijds ook als R u s c h e b r u n e geschreven; dat is: de
ruischende bron, waarvan het water, bij het afvloeien, een ruischend,
klaterend gerucht maakt.
E s t i e n b e c q (overeenkomende met S t e e n b e k e in Fransch-

Vlaanderen en met S t e e n b e e k bij Zetten in Gelderland) en
M o r b e c q u e (oorspronkelijk de zelfde naam als M o e r b e k e in
Fransch-Vlaanderen, dat ook wel tot M o r b e c q u e wordt
verwaalscht, met M o e r b e k e in ’t Land van Waas, Oost-
Vlaanderen, en met M o e r b e e k , gehucht bij Niedorp in Noord-
Holland) zijn twee Artesische plaatsnamen, waar het woord beek in
voorkomt. Eene straat in de stad Sint-Omaars, hedendaags Rue de
l’Arbalête geheeten, werd in de middeleeuwen B e c q u e s t r a e t
(Beekstraat) genoemd.
Nevens al de bovengenoemde plaatsnamen, die allen samenhangen
met algemeen aardrijkskundige woorden, zijn daar in Artesië nog
vele plaatsnamen, die elk voor zich meer op zich zelven staan. Uit
het groote aantal dezer namen, allen ook zuiver Dietsch van
oorsprong en beteekenis, allen ook zeer bijzonder en zeer
merkwaardig, en tevens in hunne hedendaagsche geijkte
[119]spelling min of meer verfranscht, kunnen wij hier ook slechts
eenige weinigen den Lezer van dit opstel nader voorstellen. Als voor
de hand opgenomen vermeld ik dan, vooreerst: S a n g a t t e , en
W i s s a n t . Dat deze namen werkelijk in goed Nederlandsch, in
algemeen Dietsch, Z a n d g a t en W i t z a n d zijn, namen geheel
eigenaardig aan plaatsen die aan zee en in het witte duinzand
gelegen zijn, bewijst ons Lambert van Ardres. Deze
middeneeuwsche Artesische geschiedschrijver, reeds meermalen in
deze verhandeling genoemd, schrijft (in Latijn) dat de hooge,
onstuimige zee oudtijds een gat zich had gebaand dwars door de
zandduinen, ter plaatse waar later het dorp S a n g a t t e verrees en
dat de bevolking dieshalve aan die plaats den naam van Arenae
foramen gegeven had. En van het dorp W i s s a n t , dat heden ten
dage, nog meer verbasterd, ook wel als W i s s a n geschreven
wordt, schrijft hij: „Ab albedine arenae vulgari nomine appellatur
Witsant.”
Verder M a r c q (mark of grens), O y e , hedendaags door de

Franschen ten onrechte uitgesproken als hun woord oie, gans (’t is
echter ode of eenzame onbewoonde plaats); W i e r e (Friesch wier
of vluchtheuvel?); l e W a t (wad of doorwaadbare plaats in
waterstroom of beek); W i m i l l e (windmolen), en vele anderen zijn
eveneens zulke bijzondere namen.
Al de plaatsnamen, tot dusverre in deze verhandeling genoemd en
verklaard, zijn eigen aan plaatsen die nog heden ten dage bestaan,
en komen in bovenvermelde, zoowel verbasterde als zuiver Dietsche
vormen, in de hedendaags geldige Fransche taal voor. Deze namen
zijn bij honderdtallen te tellen. Wil men echter in grondboeken en in
oude geschriften, in middeleeuwsche oorkonden, vooral in oude
koopbrieven gaan zoeken, dan vindt men de Dietsche namen van
velden en wegen, van huizen en straten in Oud-Artesië bij
duizendtallen. Ook onder dat zeer groote aantal Oud-Dietsche
namen van dat gewest, die in den loop der eeuwen door den
overheerschenden Franschen invloed zijn verloren gegaan, en die
den hedendaagschen ingezetenen volkomen onbekend zijn, komen
er zeer velen voor die uit een taalkundig oogpunt allermerkwaardigst
zijn, en die ten volsten de aandacht, de opsporing en onderzoeking
der Germaansche [120]taalgeleerden van onzen tijd verdienen. Hoe
gaarne zoude ik dezen schat van oude namen den Lezer nader
ontsluiten, ten volle kenbaar maken. Een geheel boekdeel zoude ik
daarmede kunnen vullen, en—slechts weinige bladzijden hier staan
mij daar voor ten dienste. Zoo moet ik mij tot enkele tientallen van
deze oude namen beperken.
Namen van stukken land, velden, akkers, enz. B r i e d s t i c ,

G r o t s t i c , L a n g s t i c , C r o m s t i c (Breed-, Groot-, Lang-,
Kromstuk), H a n g s t i c (aan de helling van eenen heuvel),
S k e r m e s t i c , V i e r h o r n s t i c en D r i e h o r n s t i c (het stuk
met vier en dat met drie hoeken of hoornen; nog heden is het woord
hoek in ’t Friesch horn of hoarne, en is daar een stuk land te Marsum
in Friesland, dat de T r y e - h o a r n e - f i n n e , de Driehornfenne,
heet). Verder S t r i d l a n d , G e n d e k i n s l a n t (G e n d e k i n is
een mansnaam, in verkleinvorm), M o r l a n t , R o d e l a n t ,
Ta r w e l a n t , B r u n e v e l t , S t i e n v e l t en S a n c t i n g e v e l t
(Sint-Inge-veld? aan den weg van Gisen (Guines) naar Witzand
(W i s s a n t ), heden ten dage tot Saint-Inglevert verfranscht),
S t r i d a k e r, G o m e n a c r e , H o b b e n a k e r, B l e k e n a k e r,
N a n t a c r e , A l v e s m e r s c e n e (Alvesmeerschen; A l f is een
Oud-Germaansche mansnaam), B o n e m e r s e n e , enz.
Namen van bosschen en hout. C o r t e b o s c , M a f f e r b o s c ,

B o c h o u t en B o c h o l t (Beukenhout of bosch; deze naam
bestaat heden nog en is nu tot Boucquehault verfranscht), E k h o u t
(Eekhout, Eikenbosch), M a l s h o u t , S c a p s h o u t ,
Mutshout, Lantershout.
Namen van straten en wegen, dijken, putten, huizen, bruggen.

H o s t r a e t , H o s t r a t , O s t r a e t (Hoogstraat, zeer algemeen in
schier al de steden en dorpen van Oud-Artesië, even als de
Highstreet is in de Engelsche plaatsen). H a g h e s t r a e t ,
Stienstraet, Witestraet, Weststraet, Weetstraet,
W a g h e s t r a e t ; in de stad Sint-Omaars: A r k e s t r a e t (Rue
d’Arques—Arques is een naburig dorp—, hedendaags Rue d’Arras
genoemd), B e c q u e s t r a e t , zie bladzijde 118, P o t e s t r a e t —
Rue du Pot—, W a c k e s t r a e t , V i n c q u e s t r a e t , enz.
M e l l e w o g , O u d e w o g en O u d e w o g h e , S c a l r e w o g e ,
de weg naar S c a l l e , hedendaags tot Escalles verfranscht;
G i s e n e w o g , P a p e n w o g e , H e r e w o g ; K o l d i c [121]
(K o l d y k is ook de naam van eene sate of landhoeve bij den dorpe
Grouw in Friesland, en deze naam komt bij de hedendaagsche
Friezen ook nog veelvuldig als geslachtsnaam voor), S c a r d i c
(Schaardijk; S c h a r e n d ĳ k e is de naam van een dorp op het
eiland Schouwen in Zeeland). C a l k p i t , M a r l e p i t . Pit in plaats
van put is nog hedendaags Westvlaamsch. W o l h u s , W i n t h u s .
Het raadhuis van het stadje Ouderwijk (A u d r u i c q ) heette voor
twee eeuwen nog l e L a n d s h u s , Landshuis, omdat het niet enkel
voor Ouderwijk diende, maar tevens voor het geheele Land van
Breedenaerde, eene kleine gouw in Artesië, waar van dit stedeke
middenpunt en hoofdplaats was. En zoo ook heette het raadhuis van
het Land van den Hoeke, eene andere kleine gouw in dit gewest,
G y s e l h u s .—L e n e b r i g g e . Het dorp H o o g b r u g g e bij Sint-
Omaars heet tegenwoordig Hautpont, maar komt in de geschriften
uit vorige eeuwen als H o b r i g g e voor, en de ingezetenen van dat
dorp als H o b r i g h e n a r d s , Hoogbruggenaren in onze
hedendaagsche taal en spelling. Twee bruggen te, of bij Sint-
Omaars heeten in oorkonden van de 14de en 15de eeuw: L o b r i g h e
en Te x b r i g h e .
Nog enkele Oud-Dietsche namen, uit middeleeuwsche oorkonden

verzameld en allen aan plaatsen in Artesië eigen, mogen hier ten
slotte een plaatsken vinden: H e l d e , S t a p e l e , S t r i p e ,
W i t s t i e n , W a l r i c h o v e (hof van W a l r i k , Germaansche
mansnaam), H o n g e r c o u t r e , B o f f e r s h i l , W o l f h a m ,
Bontun, Riede, Knol, Brocshole, Doetlage,
S t i e n r o k k e s (Steenrots), R a v e n s t i e n e , R o b a r s d a l ,
W a l l e s h o u c k (W a l l e is een mansnaam), H a s e w i n k e l ,
R a m b r e c t e s g a t (van Rambert, Ravenbrecht, volledige oude
mansnaam), enz.
Als aanhangsel noemen wij hier nog de namen van sommige

Artesische wateren, en wel eerstelijk den naam van het riviertje, dat
langs de stad St. Omaars vloeiende, de grensscheiding vormt
tusschen Artesië en Fransch-Vlaanderen, en dat de A a heet. Geen
oorbeeldiger Dietsche waternaam is er bekend, dan juist deze naam
A a , die eigen is aan riviertjes, stroomkes, beken, schier zonder tal,
in alle landen, gewesten en gouwen van geheel Neder-Germanië,
van Artesië langs de kusten van Noord- en Oostzee tot in de
Oostzee-gewesten van Rusland toe. Deze naam, in de Friesche
gewesten als E e of I e en Y e , Y voorkomende, [122]beteekent
eenvoudig water, stroomend water. Een water bij het stedeke
Ouderwijk (A u d r u i c q ), waarschijnlijk eene gegravene vaart,
heette nog in de 17de eeuw S t a v a r t , (S t a ( d e ) , oever? ook

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