Chapter 2

Global E-business and

Collaboration
 Learning Objectives

 What are business processes? How are they

related to information systems?
 How do systems serve the different
management groups in a business and how do
systems that link the enterprise improve
organizational performance?
 Why are systems for collaboration and social
business so important and what technologies
do they use?
 What is the role of the information systems
function in a business?
 Business Processes and Information Systems

 Business process refer to the manner in which work is

organized, coordinated, and focused to produce a
valuable product or service.
 Business processes:
 Flows of material, information, knowledge
 Sets of activities, steps
 May be tied to functional area or be cross-functional
 Businesses: Can be seen as collection of business
processes
 Business processes may be assets or liabilities
 Business Processes and Information Systems

 Examples of functional business processes

 Manufacturing and production
 Assembling the product
 Sales and marketing
 Identifying customers
 Finance and accounting
 Creating financial statements
 Human resources
 Hiring employees
 The Order Fulfillment Process

Fulfilling a customer order involves a complex set of steps that requires the
close coordination of the sales, accounting, and manufacturing functions.
 Business Processes and Information Systems

 Information technology enhances business

processes by:
 Increasing efficiency of existing processes
 Automating steps that were manual
 Enabling entirely new processes
 Change flow of information
 Replace sequential steps with parallel steps
 Eliminate delays in decision making
 Support new business models
KEY SYSTEM APPLICATIONS IN THE ORGANIZATION

Types of Information Systems

7
 Types of Information Systems
(Systems for Managers)

 Transaction Processing Systems (TPS)

 Business intelligence systems
 Management information systems
 Decision support systems
 Executive support systems
 Types of Information
Systems
• Transaction Processing Systems (TPS) is
a computerized system that performs and
records the daily routine transactions
necessary to the conduct business.
• record and process data resulting from
business transactions, update operational
databases, and produce business documents
(sales order entry, hotel reservation, payroll,
shipping, employee record keeping)
 Types of Information Systems

 Transaction processing systems

 Serve operational managers and staff
 Perform and record daily routine transactions
necessary to conduct business
 Examples: sales order entry, payroll, shipping
 Allow managers to monitor status of operations
and relations with external environment
 Serve predefined, structured goals and decision
making
 A Payroll TPS

A TPS for payroll

processing captures
employee payment
transaction data
(such as a time
card). System
outputs include
online and hard-
copy reports for
management and
employee
paychecks.
 Types of Information Systems

 Business intelligence
 Business intelligence is a contemporary term for data
and software tools for organizing, analyzing and
providing access to data to help managers and other
enterprise users make improved decisions.
 Business intelligence systems
 Management information systems
 Decision support systems
 Executive support systems
 Types of Information
Systems
 Management Information Systems is the
study of information systems in business and
management.
 MIS summarize and report on the company’s
basic operations using data supplied by
transaction processing systems.
 Management Information Systems (MIS) –
provide information in the form of pre-
specified reports and displays to support
business decision making.
 Types of Information Systems

 Management information systems

 Serve middle management
 Provide reports on firm’s current performance, based on
data from TPS
 The output of MIS is used to monitor and control the
business and predict future performance.
 Provide answers to routine questions with predefined
procedure for answering them
 Typically have little analytic capability
 Summarize transaction
 How MIS Obtain Their Data from the Organization’s TPS

In the system illustrated by this diagram, three TPS supply summarized transaction data to the MIS reporting system at the
end of the time period. Managers gain access to the organizational data through the MIS, which provides them with the
appropriate reports.
 Sample MIS Report

This report, showing summarized annual sales data, was produced by the MIS in Figure 2-3.
 Types of Information
Systems
 Decision Support Systems (DSS) focus on
problem that are unique and rapidly
changing, for which the procedure for
arriving at a solution may not be fully
predefined in advance.
 Decision Support Systems (DSS) – give
direct computer support to managers during
the decision making process.
 Types of Information Systems

 Decision support systems

 Serve middle management

 Support nonroutine decision making

 Example: What is the impact on production

schedule if December sales doubled?
 May use external information as well TPS / MIS data

 Model driven DSS

 Voyage-estimating systems
 Data driven DSS

 Intrawest’s marketing analysis systems

 Voyage-Estimating Decision Support System

This DSS operates on a powerful PC. It is used daily by managers who must develop bids on
shipping contracts.
 Types of Information
Systems
 Executive support Systems (ESS) address
non-routine decision requiring judgement,
evaluation, and insight because there is no
agreed-on procedure for arriving at a solution.
 Executive support Systems (ESS) –
provide critical information from a wide variety
of internal and external sources (MIS, DSS,
and other sources) in easy-to-use displays to
executives and managers and tailored to the
information needs of executives.
 Types of Information Systems

 Executive support systems

 Support senior management
 Address nonroutine decisions
 Requiring judgment, evaluation, and insight
 Incorporate data about external events (e.g., new tax
laws or competitors) as well as summarized
information from internal MIS and DSS
 Example: Digital dashboard with real-time view of
firm’s financial performance: working capital, accounts
receivable, accounts payable, cash flow, and inventory
INTERRELATIONSHIPS AMONG SYSTEMS
 Types of Information
Systems (Functions)

Marketing Information Systems

Human Resource Information Systems

Financial Management Information

Systems
Production Management Information
Systems
 Types of Information
Systems (Functions)

 Marketing information systems process

data such as sales figures, past trends and
government policies to get the useful
information that can be utilized by managers
for taking decisions.
 Marketing information systems provide
information that relates to the firm’s marketing
activities. It help manager identify key
customers.
 INFORMATION SYSTEMS FROM A FUNCTIONAL
PERSPECTIVE

Marketing Systems

SYSTEM DESCRIPTION ORGANIZATIONAL LEVEL

ORDER PROCESSING ENTER, PROCESS, TRACK ORDERS OPERATIONAL

MARKET ANALYSIS IDENTIFY CUSTOMERS & MARKETS KNOWLEDGE

PRICING ANALYSIS DETERMINE PRICES MANAGEMENT

SALES TRENDS PREPARE 5-YEAR FORECASTS STRATEGIC

25
 Types of Information
Systems (Functions)
 Human resource information systems (HRIS)
aids HR managers perform different activities
related to the human resources of their
organizations.
 HRIS uses information technology to perform
various HR process, so as to eliminate the
complexity of performance of those tasks
manually.
 HRIS provide information to managers throughout the firm
concerning the firm’s human resources.
 INFORMATION SYSTEMS FROM A FUNCTIONAL
PERSPECTIVE

Human Resource Systems

SYSTEM DESCRIPTION ORGANIZATIONAL LEVEL

TRAINING & DEVELOPMENT TRACK TRAINING, SKILLS, APPRAISALS OPERATIONAL

CAREER PATHING DESIGN EMPLOYEE CAREER PATHS KNOWLEDGE

COMPENSATION ANALYSIS MONITOR WAGES, SALARIES, BENEFITS MANAGEMENT

HUMAN RESOURCES PLANNING PLAN LONG-TERM LABOR FORCE NEEDS STRATEGIC

27
 Types of Information
Systems (Functions)
 Financial Management Information
Systems (FMIS) finds extensive application
in managing the financial matters of an
organization. The finance department of a
firm handles function related to capital
structuring, budgeting and control of funds.
 FMIS provide information to managers
throughout the firm concerning the firm’s
financial activities.
 Types of Information
Systems (Functions)

 Production Management Information

Systems (PMIS) provide information to
managers throughout the firm concerning the
firm’s manufacturing operations.
 Production management is concerned with the
planning and control of all those activities that
transform input into output, by adding some
value. PMIS helps a firm accomplish these
objectives.
 INFORMATION SYSTEMS FROM A FUNCTIONAL
PERSPECTIVE
Manufacturing and Production Systems

SYSTEM DESCRIPTION ORGANIZATIONAL LEVEL

MACHINE CONTROL CONTROL ACTIONS OF EQUIPMENT OPERATIONAL

COMPUTER-AIDED-DESIGN DESIGN NEW PRODUCTS KNOWLEDGE

PRODUCTION PLANNING DECIDE NUMBER, SCHEDULE OF PRODUCTS MANAGEMENT

FACILITIES LOCATION DECIDE WHERE TO LOCATE FACILITIES STRATEGIC

30
 Systems For Linking the
Enterprise Systems
 Getting all the different kinds of systems in a
company to work together has proven a major
challenge. Typically, corporations are put together
both through normal “organic” growth and through
acquisition of smaller firms. Over a period of time,
corporations end up with a collection of systems,
most of them older, and face the challenge of
getting them all to “talk” with one another and
work together as one corporate system. There are
several solutions to this problem.
 Systems For Linking the
Enterprise Systems

 One solution is to implement

enterprise applications, which are
systems that span functional areas,
focus on executing business processes
across the business firm, and include
all levels of management.
 Types of Information Systems (Enterprise)

 Enterprise applications
 Systems for linking the enterprise
 Span functional areas
 Execute business processes across firm
 Include all levels of management
 Four major applications:
 Enterprise systems
 Supply chain management systems
 Customer relationship management systems
 Knowledge management systems
 Types of Information Systems
(Major Enterprise Application)

There are four major enterprise

applications:
Enterprise Systems,

Supply Chain Management Systems

Customer Relationship Management

Knowledge Management Systems.

 Enterprise Application Architecture

Enterprise applications
automate processes that
span multiple business
functions and organizational
levels and may extend
outside the organization.
 Enterprise Systems/ERP

 Enterprise Systems is also known as

enterprise resource planning (ERP) systems.
 Enterprise systems integrate business
process in manufacturing and production,
finance and accounting, sales and marketing,
and human resources into a single software
systems
 Information entered in one process is
immediately available for other processes
 Enterprise Systems/ERP

 Enterprise systems
 Collects data from different firm functions and
stores data in single central data repository
 Resolves problem of fragmented data
 Enable:
 Coordination of daily activities
 Efficient response to customer orders (production,
inventory)
 Help managers make decisions about daily operations
and longer-term planning
 Enterprise Systems/ERP
• Enterprise systems provide a technology
platform where organization can integrate
and coordinate their major internal business
process.
• ERP integrate business processes in
manufacturing and production, finance and
accounting, sales and marketing, and human
resources into a single software system.
Traditional View of Systems
Enterprise Systems/ERP
How Enterprise Systems Work
 Enterprise Systems/ERP

• Enterprise Software
• Built around thousands of predefined business
processes that reflect best practices
• Finance/accounting: General ledger, accounts payable,
etc.
• Human resources: Personnel administration, payroll, etc.
• Manufacturing/production: Purchasing, shipping, etc.
• Sales/marketing: Order processing, billing, sales planning,
etc.
 Benefits /Business Value of Enterprise
Systems
 Firm structure and organization: One
organization. Increase operational efficiency
 Management: Firm-wide knowledge-based
management processes
 Technology: Unified platform
 Business: More efficient operations and
customer-driven business processes.
Enable rapid responses to customer
requests for information or products
 Challenges of
Enterprise Systems
 Difficult to build: Require fundamental
changes in the way the business operates
 Technology: Require complex pieces of
software and large investments of time,
money, and expertise
 Centralized organizational
coordination and decision making:
Not the best way for the firms to operate

44
 Supply chain management
systems
 Supply chain management is the close linkage and
coordination of activities involved in buying, making and
moving a product.
 Firms use supply chain management (SCM) systems
to help manage relationships with their suppliers.
These systems help suppliers, purchasing firms,
distributors, and logistics companies share information
about orders, production, inventory levels, and delivery
of products and services so that they can source,
produce, and deliver goods and services efficiently.
 Supply Chain Management (SCM) Systems

 Firms use Supply Chain Management (SCM)

Systems to help manage relationships with their
suppliers. These systems help suppliers, purchasing
firms, distributors and logistics companies share
information about orders, production, inventory
levels, and delivery of products and services so they
can source, produce, and deliver goods and services
efficiently.
 SCM is one type of interorganizational systems because
they automate the flow of information across organizational
boundaries
 Supply Chain Management (SCM)

 Supply chain management (SCM)

systems
 Manage firm’s relationships with suppliers
 Share information about:
 Orders, production, inventory levels,
delivery of products and services
 Goal:
 Right amount of products to destination
with least amount of time and lowest cost
Supply Chain Management
Nike’s Supply Chain
 Nike’s Supply Chain

 This figure illustrates the major entities in

Nike’s supply chain and the flow of
information upstream and downstream to
coordinate the activities involved in buying,
making, and moving a product. Shown
here is a simplified supply chain, with the
upstream portion focusing only on the
suppliers for sneakers and sneaker soles.
Benefits/Business Value of Supply
Chain Management Systems
• Match supply to demand
• Reduce inventory levels
• Improve delivery service
• Speed product time to market
• Use assets more effectively
• Reduced supply chain costs
• Increased sales
 How Information Systems
Facilitate Supply Chain
Management

 Decide when, what to produce, store,

move
 Rapidly communicate orders
 Communicate orders, track order
status
 Check inventory availability, monitor
levels
 How Information Systems
Facilitate Supply Chain
Management
 Track shipments
 Plan production based on actual demand
 Rapidly communicate product design
change
 Provide product specifications
 Share information about defect rates,
returns
 Demand-driven supply chains

• Demand-driven supply chains

• Push-based model (build-to-stock)
• Schedules based on best guesses of demand
• Pull-based model (demand-driven)
• Customer orders trigger events in supply chain
• Sequential supply chains
• Information and materials flow sequentially from company to company
• Concurrent supply chains
• Information flows in many directions simultaneously among members of
a supply chain network
Push- Versus Pull-Based
Supply Chain Models
 Customer Relationship
Management (CRM) Systems

 Firms use customer relationship

management (CRM) systems to help
manage their relationships with their
customers. CRM systems provide
information to coordinate all of the business
processes that deal with customers in sales,
marketing, and service to optimize revenue,
customer satisfaction, and customer
retention.
 Customer Relationship Management (CRM) Systems

 Customer relationship management

systems:
 Provide information to coordinate all of the
business processes that deal with customers
 Sales
 Marketing
 Customer service
 Helps firms identify, attract, and retain most
profitable customers
 Customer relationship
management
• Knowing the customer
• In large businesses, too many customers and too
many ways customers interact with firm
• Customer relationship management (CRM)
systems
• Capture and integrate customer data from all over
the organization
• Consolidate and analyze customer data
• Distribute customer information to various
systems and customer touch points across
enterprise
• Provide single enterprise view of customers
Customer Relationship
Management (CRM)
 CRM software packages

• CRM software packages

• More comprehensive packages have
modules for:
• Partner relationship management (PRM)
• Employee relationship management (ERM)
 Benefits/ Business value of
customer relationship management
(CRM)
• Increased customer satisfaction
• Reduced direct-marketing costs
• More effective marketing
• Lower costs for customer
acquisition/retention
• Increased sales revenue
• Reduced churn rate
 Knowledge Management
Systems
 Knowledge Management Systems: Some firms
perform better than others because they have better
knowledge about how to create, produce, and
deliver products and services. This firm knowledge
is unique, difficult to imitate, and can be leveraged
into long-term strategic benefits. Knowledge
management systems (KMS) enable organizations
to better manage processes for capturing and
applying knowledge and expertise.
 Knowledge Management Systems (KMS)

 Knowledge management systems (KMS)

 Support processes for capturing and applying
knowledge and expertise
 How to create, produce, deliver products and
services
 Collect internal knowledge and experience
within firm and make it available to employees
 Link to external sources of knowledge
 Knowledge Management
Systems
 These systems collect all relevant
knowledge and experience in the firm,
and make it available wherever and
whenever it is needed to improve
business processes and management
decisions. They also link the firm to
external sources of knowledge.
 Intranets and Extranets

 Also used to increase integration and

expedite the flow of information
 Intranets:
 Internal company Web sites accessible only by
employees
 Extranets:
 Company Web sites accessible externally only
to vendors and suppliers
 Often used to coordinate supply chain
 Intranets and Extranets

• Intranets:
• Intranets are simply internal company
website that are accessible only by
employees.
• The term intranet refers to an internal
network, in contrast to the Internet, which is
a public network linking organizations and
other external networks.
• Intranets use the same technologies and
techniques as the larger Internet
 Intranets and Extranets

• Intranets:
• Internal networks built with same tools
and standards as Internet
• Used for internal distribution of
information to employees
• Typically utilize private portal providing
single point of access to several systems
• May connect to company’s transaction
systems
 Intranets and Extranets

• Extranets:
• Intranets extended to authorized
users outside the company
• Expedite flow of information between
firm and its suppliers and customers
• Can be used to allow different firms to
collaborate on product design,
marketing, and production
 Types of Information Systems

 E-business
 Use of digital technology and Internet to drive major
business processes
 E-commerce
 Subset of e-business
 Buying and selling goods and services through Internet
 E-government:
 Using Internet and networking technologies to deliver
information and services to citizens, employees, and
businesses
 Electronic business
 Electronic business, or e-business,
refers to the use of digital technology and
the Internet to execute the major business
processes in the enterprise. E-business
includes activities for the internal
management of the firm and for
coordination with suppliers and other
business partners. It also includes
electronic commerce, or e-commerce.
 E-commerce

 E-commerce is the part of e-business that

deals with the buying and selling of goods and
services over the Internet. It also encompasses
activities supporting those market transactions,
such as advertising, marketing, customer
support, security, delivery, and payment.
 Online buying, selling and paying for product
and services is known as e-commerce.
 E-government
 Governments on all levels are using Internet
technology to deliver information and
services to citizens, employees, and
businesses with which they work. E-
government refers to the application of
the Internet and networking technologies
to digitally enable government and public
sector agencies’ relationships with citizens,
businesses, and other arms of government.
 Types of Information
Systems (User)

 Individual information systems

 Workgroup information systems
 Organizational information systems
 Interorganizational information systems
 Global information systems
 Types of Information
Systems
 Individual information systems: Many
information systems affect the work of only a
single person, so they are called individual or
personal information systems. Usually these
types of systems operate on personal
computers used by one person at a time.
 Word Processing
 Spreadsheet or financial analysis
 Database
 Graphics or presentation software
 Types of Information
Systems
 Workgroup information systems: Information
systems often affect group of individuals
work together, such as the employees on a
team or in a department of a business. Such
workgroup, or group, information systems often
operate on nearby personal computers that that
are connected in a LAN so that people at
different computers can work with each other.
 Local area network (LAN)
 Types of Information
Systems
 Organizational information systems:
An information systems that affects
many people throughout a business or
organization, not just an individual or the
people in a single group, is called
organizational or enterprise information
system.
 Mainframe computers
 Types of Information
Systems
 Interorganizational information systems:
Interorganizational information systems
operate on groups of computers located in
different organizations and connected in
an inteorganizational network.
 Electronic Data Interchange (EDI)
 Electronic Funds Transfer (EFT)
 Types of Information
Systems

 Global information systems: Many

businesses, however, have facilities in
more than one country. Such
international business often have
information systems that span national
borders. These systems are called Global
information systems.
 World Wide Web
 Collaboration
 Collaboration is working with others to
achieve shared and explicit goals.
Collaboration focuses on task or mission
accomplishment and usually takes place in a
business, or other organization, and between
businesses. You collaborate with a colleague
in Tokyo having expertise on a topic about
which you know nothing. You collaborate with
many colleagues in publishing a company blog.
 Collaboration

 If you’re in a law firm, you collaborate with

accountants in an accounting firm in
servicing the needs of a client with tax
problems.
 Collaboration can be short-lived, lasting a
few minutes, or longer term, depending on
the nature of the task and the relationship
among participants. Collaboration can be
one-to-one or many-to-many.
 Collaboration

 Employees may collaborate in informal groups that are

not a formal part of the business firm’s organizational
structure or they may be organized into formal teams.
Teams are part of the organization’s business structure
for getting things done. Teams have a specific
mission that someone in the business assigned to
them. They have a job to complete. The members of
the team need to collaborate on the accomplishment of
specific tasks and collectively achieve the team mission
 Systems for Collaboration and Social Business

 Collaboration:
 Short lived or long term
 Informal or formal (teams)
 Growing importance of collaboration:
 Changing nature of work
 Growth of professional work—“interaction jobs”
 Changing organization of the firm
 Changing scope of the firm
 Emphasis on innovation
 Changing culture of work
 Importance of collaboration

 Changing nature of work

 Growth of professional work –
“interaction jobs”
 Changing organization of the firm
 Changing scope of the firm
 Emphasis on innovation
 Changing culture of work
 Requirements for Collaboration

Successful
collaboration
requires an
appropriate
organizational
structure and
culture, along with
appropriate
collaboration
technology.
 Systems for Collaboration and Social Business

 Social business
 Use of social networking platforms, including
Facebook, Twitter, and internal corporate social tools-
to Engage employees, customers, and suppliers
 Goal is to deepen interactions and expedite information
sharing
 “Conversations”
 Requires information transparency
 Driving the exchange of information without intervention
from executives or others
 Systems for Collaboration and Social Business

 Building a collaborative culture and business

processes
 “Command and control” organizations
 No value placed on teamwork or lower-level
participation in decisions
 Collaborative business culture
 Senior managers rely on teams of employees.
 Policies, products, designs, processes, and systems
rely on teams.
 The managers purpose is to build teams.
 Application of Social Business

Social Business Description

Application
Social Network Connect through personal
and business profile
Crowdsourcing Harness collective knowledge
to generate new ideas and
solution
Shared Workspaces Coordinate project and tasks;
co-create content
Blogs and Wikis Publish and rapidly access
knowledge; discuss opinions
and experience
 Application of Social Business

Social Business Description

Application
Social Commerce Share opinions about purchasing
or purchase on social platforms
File Sharing Upload, share, and comment on
photos, videos, audio, text
documents.
Social Marketing Use social media to interact with
customers; derive customer
insights
Communities Discuss topics in open forums;
share expertise
 Crowdsourcing
 Crowdsourcing is the process of obtaining needed services,
ideas, or content by soliciting contributions from a large group
of people, and especially from an online community, rather
than from traditional employees or suppliers.
 Wikipedia – perhaps the pioneers of crowdsourcing. The not-
for-profit Wikipedia Foundation launched its free, web-based,
multilingual and collaborative encyclopedia in 2001. It has
over 17m articles written collaboratively by the community
and is the most popular reference site on the internet.
 Crowdsourcing

 Top brands like Pepsi, Coca-Cola and Oreo are turning to

the crowd. It’s not only the popular (and cheap) thing to do.
It’s good marketing.
 Last year Coke made a big splash when it announced that
it would shift it’s business model to be more open. Since
then the company has been working with customers to
enhance communications and even rely on consumers for
product development. Last year the company asked its 50
million fans on Facebook (at the time) to suggest an
invention, cause or social app that could spread
happiness.
 Crowdsourcing

 Starbucks – an ideas forum where

customers are invited to share, vote, discuss
and see – “You know better than anyone
else what you want from Starbucks. So tell
us. What’s your Starbucks Idea?
Revolutionary or simple – we want to hear it.
Share your ideas, tell us what you think of
other people’s ideas and join the discussion.
We’re here, and we’re ready to make ideas
happen. Let’s get started.”
Big Brand Crowdsourcing
Campaigns
Types of Crowdsourcing
 Business benefits of
collaboration and teamwork

 Investments in collaboration technology can

produce organizational improvements returning
high ROI
 Benefits:
 Productivity
 Quality
 Innovation
 Customer service
 Financial performance
 Profitability, sales, sales growth
Tools and Technologies for
Collaboration/Methods

• E-mail and instant messaging (IM)

• Cell phones and smartphones
• Social networking
• Wikis
• Virtual worlds
• Internet-based collaboration environments
 Tools and Technologies for
Collaboration/Methods
 E-mail and instant messaging (IM): E-mail and
instant messaging have been embraced by
corporations as a major communication and
collaboration tool supporting interaction jobs.Their
software operates on computers, cell phones, and
other wireless handheld devices and includes
features for sharing files as well as transmitting
messages. Many instant messaging systems allow
users to engage in real-time conversations with
multiple participants simultaneously.
 Tools and Technologies for
Collaboration/Methods
 15 categories of collaborative software tools
Email and instant messaging
White boarding
Collaborative writing Web presenting
Collaborative reviewing
Work scheduling
Event scheduling
Document sharing /wikis
 Tools and Technologies for
Collaboration/Methods
 15 categories of collaborative software tools
File sharing
Mind mapping
Screen sharing
Large audience
Webinars
Audio conferencing
Co-browsing
Video conferencing
 Mobile Phone Users

Almost 7 billion cell phones (6,800,000,000).

More than 48.9% of mobile phone users, go online via mobile
at least monthly in 2014.
The global smartphone audience surpassed 1.75 billion
worldwide this year.
2 Billion Consumers Worldwide to Get Smart(phones) by 2016.
Over half of mobile phone users globally will have smartphones
in 2018
There are 1 million apps available, which have been
downloaded more than 100 billion times.
More than 48.9% of mobile phone users, go online via mobile
at least monthly in 2014.
Mobile Phone Users
Mobile Phone Internet Users
Smart Phone Users
 Tools and Technologies for
Collaboration/Methods

 Social networking: We’ve all visited social networking

sites such as MySpace and Facebook, which feature
tools to help people share their interests and interact.
Social networking tools are quickly becoming a
corporate tool for sharing ideas and collaborating among
interaction-based jobs in the firm. Social networking
sites such as Linkedin.com provide networking services
to business professionals, while other niche sites have
sprung up to serve lawyers, doctors, engineers, and
even dentists.
 Tools and Technologies for
Collaboration/Methods
 Wikis: Wikis are a type of Web site that makes it
easy for users to contribute and edit text content
and graphics without any knowledge of Web page
development or programming techniques. The most
well-known wiki is Wikipedia, the largest
collaboratively edited reference project in the world.
It relies on volunteers, makes no money, and
accepts no advertising. Wikis are ideal tools for
storing and sharing company knowledge and
insights.
 Tools and Technologies for
Collaboration/Methods
 Virtual worlds: Virtual worlds, such as
Second Life, are online 3-D environments
populated by “residents” who have built
graphical representations of themselves
known as avatars. Organizations such as IBM
and INSEAD, an international business school
with campuses in France and Singapore, are
using this virtual world to house online
meetings, training sessions, and “lounges.”
 Tools and Technologies for
Collaboration/Methods
 Internet-based collaboration environments: There
are now suites of software products providing multi-
function platforms for workgroup collaboration among
teams of employees who work together from many
different locations. Numerous collaboration tools are
available, but the most widely used are Internet-based
audio conferencing and video conferencing systems,
online software services such as Google Apps/Google
Sites, and corporate collaboration systems such as
Lotus Notes and Microsoft SharePoint.
 Tools and Technologies for
Collaboration/Methods
 GOOGLE APPS/GOOGLE SITES CAPABILITY
DESCRIPTION
 Google Calendar Private and shared calendars; multiple
calendars
 Google Gmail Google’s free online e-mail service, with
mobile access capabilities
 Google Talk Instant messaging, text and voice chat
 Google Docs Online word processing, presentation,
spreadsheet, and drawing software; online editing and
sharing
 Tools and Technologies for
Collaboration/Methods
 GOOGLE APPS/GOOGLE SITES CAPABILITY
DESCRIPTION
 Google Sites Team collaboration sites for sharing
documents, schedules, calendars; searching documents
and creating group wikis
 Google Video Private hosted video sharing
 Google Groups User-created groups with mailing
lists, shared calendars, documents, sites, and video;
searchable archives
 Tools and Technologies for
Collaboration/Methods
 OTHER POPULAR ONLINE
COLLABORATION TOOLS
 Socialtext An enterprise server-based collaboration
environment which provides social networking, Twitter-
like micro-blogging , wiki workspaces, with integrated
weblogs, distributed spreadsheets, and a personal
home page for every user. Delivered in a variety of
hosted cloud services, as well as on-site appliances to
provide enterprise customers with flexible deployment
options that meet their security requirements.
 Tools and Technologies for
Collaboration/Methods
 OTHER POPULAR ONLINE
COLLABORATION TOOLS
 Zoho Collecting and collaborating on text, line
drawings, images,Web pages, video, RSS feeds.
Project management (includes task management, work
flow, reports, time tracking, forums, and file sharing).
Free or monthly charge for premium service.
 BlueTie Online collaboration with e-mail, scheduling,
to-do lists, contact management, file sharing. $4.99 per
user per month.
 Tools and Technologies for
Collaboration/Methods
 OTHER POPULAR ONLINE
COLLABORATION TOOLS
 Basecamp Sharing to-do lists, files, message boards,
milestone tracking. Free for a single project, $24/month
for 15 projects with 5 gigabytes of storage.
 Onehub Sharing documents, calendars, Web
bookmarks; e-mail integration and IM. Manage hub
resources; bulletin board.
 WorkZone Collaboration with file sharing; project
management; customization; security.
 Collaboration and social business platforms

 Collaboration and social business

platforms
 Virtual meeting systems (telepresence)
 Cloud collaboration services (Google
Tools, cyberlockers)
 Microsoft SharePoint
 IBM Notes
 Enterprise social networking tools
 Enterprise social networking software capabilities

 Enterprise social networking software

capabilities
 Profiles
 Content sharing
 Feeds and notifications
 Groups and team workspaces
 Tagging and social bookmarking
 Permissions and privacy
 Systems for Collaboration and Social Business

 Two dimensions of collaboration technologies

 Space (or location)—remote or co-located
 Time—synchronous or asynchronous
 Six steps in evaluating software tools
1. What are your firm’s collaboration challenges?
2. What kinds of solutions are available?
3. Analyze available products’ cost and benefits.
4. Evaluate security risks.
5. Consult users for implementation and training issues.
6. Evaluate product vendors.
 The Time/Space Collaboration Tool Matrix

Collaboration technologies can be classified in terms of whether they support interactions

at the same or different time or place or whether these interactions are remote or co-
located.
 Information Systems
Department

• Formal organizational unit responsible for information

technology services
• Often headed by chief information officer (CIO)
• Other senior positions include chief security officer
(CSO), chief knowledge officer (CKO), chief
privacy officer (CPO)
• Programmers are highly trained technical specialists
who write the software instructions for computers.
 Information Systems
Department

• Systems analysts constitute the principal liaisons

between the information systems groups and the
rest of the organization.
• Information systems managers are leaders of
teams of programmers and analyst, project
managers, physical facility managers,
telecommunications managers, or database
specialist.
 Information Systems
Department

• Chief Information Officer The CIO is a senior

manager who oversees the use of information
technology in the firm.
• Chief Security Officer is in charge of information
systems security for the firm and is responsible for
enforcing the firm’s information security policy .
• Chief privacy Officer is responsible for ensuring
that the company complies with existing data
privacy laws.
 Information Systems
Department

• Chief Knowledge Officer is responsible for the

firm’s knowledge management program.
• Chief data Officer is responsible for enterprise
wide governance and utilization of information to
maximize the value the organization can realize
from its data.
 The Information Systems Function in Business

 End users
 Representatives of other departments for whom
applications are developed
 Increasing role in system design, development
 IT Governance:
 Strategies and policies for using IT in the
organization
 Decision rights
 Accountability
 Organization of information systems function
 Centralized, decentralized, and so on
Thank
You