1 IS Seminar 1 Global Information Systems & Knowledge Management in Organizations - Introduction
2 Introductions – Me! In HK since 1991; Travels in 88 countries.Teaching non-technical IS courses to MSc and MBA students Research involves China-focused knowledge sharing in SMEs virtual work IT-enabled organisational change Web
3 Your Expectations for the Course
4 Before we get to the IS/KM, what about Global and Globalisation?What exactly is global? How is global different from international? What globalisation is not. Can a country or a business process be globalised? What contribution do individual countries make to globalisation?
5 East or West? Many academics and pundits assume an East-West split (dichotomy) There has long been a Western hegemony! Globally, it is a little more complex! There is also North and South Developing and Developed There are multiple, competing perspectives There are few “correct” practices, but many cultural alternatives
6 Information Information is critical to us as individuals, as well as to organisations Without information, business would be impossible Anything Internet-related depends on information So, systems that help us manage information are also rather important
7 And Systems…? All organisations operate through systems.There are systems for: Ordering supplies, tracking inventory, manufacturing, locating customers, selling goods, hiring and paying employees, handling auctions, coordinating supply chains, spying, etc. These systems are premised on information flows about designs, products, orders, shipments, finances, stories, people… These systems can integrate and align different parts of an organisation, locally and globally.
8 So, an Information System is…An integrated set of computer-based components that can be used to … analyse data, and deliver information to support people in their … operations, management, and decision-making functions …in a personal or organisational context.
9 Information System ComponentsHardware Software Databases Decision models Procedures Management Communications Information People
10 The Impact of IS on OrganisationsTransaction processing systems. Information processing efficiency Databases Any-time access; organizational memory. Network & Internet Anyplace access to multiple resources. Decision/executive support technologies Organizational intelligence. Organisation changing applications (e.g. KM, SCM, CRM) Re-engineering of processes; Competitive Advantage Sensors (e.g. RFID) Information gathering without presence. Communication and Social Systems Social Media, ubiquitous systems Disruptive systems – for example???
11 Does Anyone Talk about Systems?The more common terms seem to be: Apps (now ubiquitous) Solutions/Services (consultants’ preference) Are systems too scary, oblique and remote Does it matter what terms we use so long as we understand what we are talking about?
12 Major Global IS PlayersBanks: HSBC & BoC Airlines: CX, QF & SQ Shipping/Logistics: OOCL, UPS, SF Express Consumer: P&G, Philips, Samsung, Sony, Oil: Shell, Exxon, BP, CNOC Governments & Agencies: NSA, GCHQ Intermediaries: Alibaba, eBay, Amazon, Others: Monsanto, Unilever, Li & Fung
13 But What are Global IS? Systems used by single organisations across two or more nations? Systems used individually by many different organisations – in many nations around the world? Systems that track the online activities globally for a single customer? And what issues do these GIS encounter?
14 IS and the Future Transaction costs drop to ~0; ‘free’ goods.Instant delivery of digital goods. Distance, location and time can be bridged easily, but misunderstandings still occur. Customers, suppliers and criminals can be anywhere. Information about anything is available in almost unlimited quantities. Interpersonal interactivity becomes the norm. Work is virtualized and globalized.
15 Global Spam We all get spam emails – 70+% of email is spamSpam is a global phenomenon Nigerian 419, scams, etc. Spam is a global business (opportunity) If you can get a 0.2% response rate… Combatting spam needs global solutions
16 The Route Behind the Spam“In 2011, researchers analysing the money trail behind one , advertising Viagra-style drugs, found that the web domain involved was registered in Russia, hosted in Brazil and managed in China, taking payments through a Turkish server to an Azerbaijani bank, with the product eventually dispatched from Chennai in India”. How much more global could that be?!
17 Look at the Cloud! Cloud computing customers generally do not own the physical infrastructure They reduce capital costs by renting resources (hardware, software, network bandwidth) from a third-party provider and pay only for what they use. Customers can be billed on a subscription basis (like electricity, water) Major Cloud Providers Microsoft, IBM, HP, Amazon, Google,…
18 Cloud Components SaaS – Software as a ServiceOffice, analytical or enterprise software Purchasing, sales, project management,… PaaS – Platform as a Service Application design or development E-business hosting, Team collaboration IaaS – Infrastructure as a Service Hardware, netware, storage, …
19 Why Use Clouds? A key motivation to rely on cloud-based resources is cost It can save a lot of money Rent software, networks as you need them Store data without the trouble of maintaining the hardware Outsource non-core activities Let other people do it better and cheaper P&G saved US$800M over 7 years by outsourcing basic IT services to the cloud
20 Cloud Problems Some data is just too sensitiveKey client data Would HSBC want to store details of its VIP customers in the same cloud as BEA or Bank of America? How quickly can you access data if it is ‘in the cloud’? You need to have a good Service Level Agreement (SLA)
21 Cloud Consequences As more firms relocate IT services to cloud providers, the traditional technology ecosystem faces disruption and challenges. There are opportunities for the cloud masters to become bigger and stronger Niche-players will have to rethink what they do, how and who for. Non-US-based firms may enjoy an advantage Why? Disruption is good for some, bad for others.
22 Cloud Players 1 Masters: Enterprise Software SpecialistsAmazon, Google, Microsoft Huge data centres and services for mostly smaller businesses Enterprise Software Specialists Oracle, SAP Traditional providers to large firms Trying to bridge to the SME market, with SaaS and PaaS services. MySAP.
23 Cloud Players 2 Independent Software Vendors Integrated Giants AdobeGoing beyond simple software sales to software hosting for clients Integrated Giants IBM, HP Cost-effective, large scale, scalable, private, secure solutions across IaaS, PaaS and SaaS domains.
24 Cloud Consumer ExamplesDropbox is simple and popular (though not very secure) SugarSync Box Google Drive / MS Sky Drive Spider Oak (very secure) Recommended by Edward Snowden
25 Culture Patterned ways of thinking, feeling and reactingBehaviour styles Negotiating techniques Protocol Business practices Cultural misunderstandings can threaten or even destroy your efforts in a foreign country Where and who is foreign these days? Are some of us more foreign than others?!
26 Understanding Culture… is not just about observing. “the same behaviour can have different meanings and different behaviours can have the same meaning” [Schneider & Barsoux, 1997] Why do people behave in this way? What are their underlying values and beliefs? Do we really live in a global village? “We do not see things as they are – we see them as we are” (Anais Nin)
27 The Problem of RelativismDescribe the “typical” American” Brazilians say: always in a hurry serious, reserved cautious restrained composed methodical naïve Japanese say: relaxed friendly spontaneous reckless uninhibited emotional impulsive
28 What is Culture? CULTURE HUMAN NATURE PERSONALITY universalto laugh to cry CULTURE group level construct When is it appropriate to laugh? to cry? Where is it appropriate to laugh? to cry? way of life passed down from one generation to the next through education and experience – Concise Columbia Encyclopedia collective programming of the mind – Geert Hofstede PERSONALITY individual each of us laughs / cries at different times / places
29 Iceberg Model of CultureBehaviour Attitudes Assumptions Values Beliefs
30 Culture Above the SurfaceGreetings How should you greet someone? kiss, hug, bow, shake hands or knock skulls? Does it depend on who they are, who you are? Dress What is appropriate attire at work? At a funeral? Punctuality What does it mean to be “on time”? How quickly should you/I reply to an ? Gift giving Should you give gifts to business associates? What should you give? How much? Corporate Logos What projects the “right” or “wrong” image?
31 Culture Below the SurfaceAttitudes “If I am not online, I am not alive!” Assumptions “Women are better negotiators than men”” Values “Modesty and humbleness are core values” Beliefs “My purpose in life is to be happy”
32 Colours in Different CulturesRed Blue Green Yellow White Anglo Danger Strong; reliable Success Coward Purity French Aristocrat Freedom; peace Crime Lucky; temporary Neutral Chinese Happy; Heaven Hats = Cuckoldry Wealthy; powerful Death; purity Japanese Anger; danger Villain Young; energetic Grace; nobility Death Arab Virtue Fertile Wealthy Joy Indian Life --- Islam Adapted from Russo & Boor (1993)
33 Corporate eLogos
34 Global Google
35 Culture and IS What has IS got to do with Culture?Does the technology change in different cultures? Do people’s cultural values cause them to use technology differently? Compare the culture of digital natives with digital dinosaurs!
36 Culture and Workplace IssuesGlobal transfer of IS applications (across cultures) is problematic at best. Few researchers have investigated these issues - probing the iceberg. Most textbooks assume a monocultural, ethnocentric and universalist perspective “If it works for us, it’ll work for them” “They are ‘human’ aren’t they?!”
37 Culture and Workplace IssuesLimited understanding of why failures occur beyond a generic “culture” explanation. Descriptions of successful global IS stories – but little in the way of detailed understanding. Few empirically-tested prescriptions or experiences.
38 The Global Flavour of IS6600Studying IS in different contexts Analyzing the opportunities for IS with some cultural and contextual sensitivity Identifying lessons learned in one context that may (not) be transferable to other contexts This does not mean American lessons for everyone else. Quite the opposite. Sharing your global experiences I hope that you have some!
39 Key Components of IS6600 Internet, Web technologies & E-commerceThese are at least superficially global Culture This varies considerably around the world It should influence Global IS use Strategic management issues Including BPR, BSC, BPO/ISO Green IS Application areas: ESS, ERP, KM, Security/Surveillance
40 IS6600 - Activities 3-hour Seminars (not Lectures)Background material to read in advance, to be referred to as we go along Discussion, argument, interaction Case studies to analyse Experiences to recount, share and learn from Facilitated knowledge seeking
41 My Suggested Learning StylesLearning together, not just me talking So you have a role to play, a responsibility to engage with your own learning The more you participate, listen, criticise, challenge… so the more you will learn. Each class will have Opportunities for interaction, discussion, debate, as well as your own work-life examples There will be some hands-on exercises
42 How to Pass the Exam?! This is a very common question, so let me answer now: Come to class and participate, actively Prepare for classes by reading materials in advance Develop a sense of intellectual curiosity Ask questions, share thoughts, challenge norms, create new opportunities
43 Assessment 50% - courseworkA small group case write up based on one firm’s Global IS experiences (25%) 4000-word essay Continuous assessment of class contributions (25%) 50% - exam Application & integration of skills from seminar materials, our discussions and your own practical experience
44 Grading Definitions A: Excellent B: Good C: AdequateStrong evidence of original thinking, analysis & synthesis; extensive knowledge base B: Good Good awareness of the importance of the subject; some analytic ability; reasonable understanding of issues & literature C: Adequate Understanding is reasonable, but much room for improvement D: Marginal, basic familiarity with the subject F: Very weak, few critical/analytical skills; plagiarism
45 Sources and Consequences...There are no specific GIS textbooks I’ll draw material from a variety of sources Note: Passing is optional! Failing is possible! You must pass both exam and coursework to pass the course as a whole.
46 Course Outline Week 1: IntroductionWeek 2: Global E-Commerce & Digital Enablement Week 3: Social Media in (and Around) the Enterprise Week 4: Knowledge Management Week 5: Strategic Knowledge Mapping Week 6: Global ERP Cases: The Extended Enterprise Week 7: Global IS Outsourcing & Offshoring Week 8: Global IS for Work Week 9: The CIO / CKO and Strategic Planning Week 10: CSR & Green IT Week 11: Big Data, Intelligence & Surveillance Week 12: Project Presentations Week 13: Revision
47 Seminar Materials Notes & ppts are available on the web: These notes are not comprehensive, i.e. if you come to class, you will hear, see and do many things that are not visible in the notes. So please do come to class. On time if possible, but late is better than never.
48 Coursework There is a document on the class website that describes the coursework This is a single group project There is no weekly ‘homework’ There are no other ‘tests’ during the semester Please form groups now! Start thinking about topics.