Information and Knowledge Management using ArcGIS ModelBuilder

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Roslina Othman and Siti Rohimi Hamedon Kourtely, L., (2000). Scanning the business environment: Some conceptual Issues. Benchmarking: An international journal, 7(6), 406-413. Kourtely, L. (2005). Scanning the business external environment for information: Evidence from Greece. Information Research, 11(1). Miller, G. P. (1995). Environmental Scanning: A Person-Situation Interaction Perspective. PhD Dissertation. USA: University of Michigan Press. Nastanski, M. (2004). The value of active scanning to senior executives: Insight from key decision-makers. Journal of Management, 23(5): 426-436. Ngamkroeckjoti, C., & Johri, M, L. (2000). Scanning Processes in Thailand. Business Process Management Journal, 6(4), 331-41. Sawyer, O.O., Ebharimi, B. P., & Thibodeaux, M. S. (2000). Executive environmental scanning, information source utilization, and firm performance. Journal of applied Management Studies, 9(1), 95-116. Simard, C., & Rice, C. E. (2006). Managerial information behaviour: Relationships among Total Quality Management orientation, information use environments, and managerial roles. Total Quality Management and Business Excellence, 17 (1), 79-95. SMIDEC. (2009). Annual Report. Kuala Lumpur: Percetakan Nasional Malaysia Berhad Temtine, Z. T. (2006). Monitoring environmental complexities and changes: Some lessons from small firm. International Journal of Globalisation and Small Business, 1(3), 286-300. 382
Understanding Financial and non-Financial Information to Assess Listed Johannesburg Stock Exchange (JSE) Companies’ Performances Elmarie Papageorgiou 1 and Herman de Bruyn 2 1 University of the Witwatersrand, Johannesburg, South Africa 2 University of Johannesburg, South Africa Elmarie.Papageorgiou@wits.ac.za hdebruyn@uj.ac.za Abstract: Today there is an urgent need for companies to adapt to the constantly changing business conditions as the business environment exposes executives to so much data that data needs to be converted into useful information. Executives of companies need to understand what information is available since recent research has shifted to a broader, more profitable focus on the global business environment and competitive forces. The purpose of the paper is to investigate the reality of financial and non-financial information in listed Johannesburg Stock Exchange (JSE) companies. An exploration is undertaken to see what financial and non-financial information are available, how it is used (or not) to make decisions and to solve problems to assess the company’s performance and the role played by executives in that process by using Executive Information Systems (EISs). A mixed method was used; quantitative and qualitative in nature. An empirical study and observations derive from a questionnaire to executives of 334 listed JSE companies. Thereafter structured interviews were undertaken with executives in listed JSE companies, focusing on the understanding of financial and non-financial information to enhance the performance of companies. The findings of the study conclude that several factors have served to enhance the demand and increasing awareness of EISs activities to assess the performance of listed JSE companies. The three most important elements in upgrading information on EISs by respondents are as follow: financial information: Income statement, comparative figures, Balance sheet and nonfinancial information: director’s information, logo, contact details of the company. Companies portray a positive image by upgrading all crucial information that is important for companies to have a competitive advantage. The role played by executives in the process concluded that respondents selected executives as the main decisionmaker for implementing EISs and as the responsible person to define the requirements of an EIS. Executives must work together with the developers to discuss the requirements of the EIS and to ensure that the information is made available to the system. It is noted that respondents also selected executives as the main decision makers in deciding the content of EISs, to add new features, to ensure the integrity and to assure ownership to an EIS. The findings from the interviews concluded that successful EISs provide executives with the necessary real-time information and is a trusted source of information to provide financial and non-financial information. The value of the study explains that the trend has increasingly shifted towards management empowerment to improve the reality in understanding financial and non-financial information of companies to assess their performances. Keywords: development of executive information systems, executives, financial information, management information, non-financial information, South Africa, use of executive information systems 1. Introduction and background The changing business landscape creates new challenges for Information Technology (IT) as top management expects technology to drive immediate results to subsequently deliver a world-class business while focussing on innovations that are the building blocks for the future (Cramm 2010:124). Wessels (2008:149) states that IT changes at a rapid pace and businesses need to adapt to incorporate theses changes to remain competitive. According to Cramm (2010:124) the next wave of innovation is in connecting companies, people, computers and systems, a system top management and other users can use to understand financial and non-financial information. Cramm (2010:124) states that 90 percent of employees who are not employed in IT, definitively work with IT and are a key source for innovation as they are on the front-lines dealing with customers, suppliers, competitors and shareholders. 2. Research objective and research questions The purpose of the paper is to investigate the reality of financial and non-financial information in listed Johannesburg Stock Exchange (JSE) companies used to assess the company’s performance and the role played by executives in that process by using Executive Information Systems (EISs). The research questions investigated were to establish what financial and non financial information are available on listed JSE company’s Web sites and EISs, how is it used to make decisions and solve problems and to determine the role of executives by using EISs to ensure a sustainable strategic competitiveness for listed JSE companies. 383
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Proceedings of the 5th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Cont
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Preface The 5th European Conference
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Dr Jorge Ricardo da Costa Ferreira
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LSE while working at the British St
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Minna Isomursu, PhD, is a research
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Elmarie Papageorgiou is a Senior Le
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Information and Knowledge Managemen
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João Agrela et al. So modeling bec
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João Agrela et al. ETRS 89 project
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João Agrela et al. (accidents) tha
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Figure 8: Final model João Agrela
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João Agrela et al. outputs and res
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System Integration Model Based on O
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Kamsuriah Ahmad, Azwan Mohamed and
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Kamsuriah Ahmad, Azwan Mohamed and
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Building Virtual Communities on top
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Cuneyt Gurcan Akcora, Barbara Carmi
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References Cuneyt Gurcan Akcora, Ba
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Karen Anderson, Göran Samuelsson a
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Developing a Model for Assessing IT
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Mohammad Abooyee Ardakan et al. Fig
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Mohammad Abooyee Ardakan et al. cor
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Investigating the Relationship of M
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Mohammad Abooyee Ardakan, Babak Soh
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Table 3: Goodness of fit indices Mo
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Evaluation of ICT Investment in Hea
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Figure 1: Search strategy for syste
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A. Arviansyah, Egon Berghout and Ch
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Managerial A. Arviansyah, Egon Berg
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The Uses of Business Outcomes for I
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Dawit Asmelash Measurability of th
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Dawit Asmelash affected business pr
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Business Units HR Sales Step 2 Iden
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Dawit Asmelash In this case, at thi
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Data Governance in Practice: The SM
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Carolyn Begg and Tom Caira Our rese
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Carolyn Begg and Tom Caira In the f
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Carolyn Begg and Tom Caira Decision
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Carolyn Begg and Tom Caira SMEs nee
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Fergal Carton et al. The language u
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Fergal Carton et al. 2008) to abstr
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Payment integration (payment produc
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Fergal Carton et al. Kim,C., Mirsob
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Walter Castelnovo devised for, have
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Walter Castelnovo the potential ris
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Walter Castelnovo allow the informa
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Walter Castelnovo Risk assessment,
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Embedding Human Values Into Informa
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Sunil Choenni, Peter van Waart and
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Evaluating the Role and Potential o
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Renata Paola Dameri For these reaso
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Final assessment and evaluation. Re
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Renata Paola Dameri STRATEGIC GOALS
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Renata Paola Dameri To clearly com
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ICT and PA: A Marriage Made in Heav
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Maria Concetta De Vivo, Alberto Pol
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Jan Devos, Hendrik Van Landeghem an
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References Jan Devos, Hendrik Van L
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Luciana Duranti and Adam Jansen Dig
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Luciana Duranti and Adam Jansen A
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References Luciana Duranti and Adam
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Kate Dymoke-Bradshaw and Ann Brown
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Graham Fletcher and Marie Cahillane
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How Open Source Software Products:
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Chiara Friso, Valentina Lenarduzzi,
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Il giornale elettronico (Trivella,
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Yuwanuch Gulatee and Barbara Combes
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Table 1: Wholly online participants
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Florian Hamel, Thomas Ph. Herz, Fal
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Martin Hill, John Salt and Graham F
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Transforming Information to Knowled
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Vered Holzmann and Ben Holzmann Tot
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Vered Holzmann and Ben Holzmann kno
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Vered Holzmann and Ben Holzmann Prz
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Grant Howard and Sam Lubbe High-lev
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3. Theoretical discussion 3.1 Green
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Grant Howard and Sam Lubbe 3.6 Envi
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Grant Howard and Sam Lubbe Easterbr
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Evaluating ICT Based Services for O
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Minna Isomursu and Marja Harjumaa t
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4.2 Challenges with research method
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Minna Isomursu and Marja Harjumaa b
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The Geography of Criminality - Info
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Intelligence Paulo João, Jorge Fer
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4.1 Crime hot-spots Paulo João, Jo
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Paulo João, Jorge Ferreira and Jos
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Mobile Virtual Network Operator Inf
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Hallur Leivsgarð Joensen and Torbe
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Björn Johansson and Linda Bergkvis
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A Fair Partnership Model by Sharing
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Ghassan Kbar 2. Partnership and VC
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Ghassan Kbar Entering state of the
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Dong-Hyun Kim and Hyun-Joo Kim We i
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Dong-Hyun Kim and Hyun-Joo Kim As a
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Portfolio Management in Non-Profit
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Why is an IS Project Late? - A Case
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2. The project 2.1 Background and r
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Juha Kontio Phase In stallation Ope
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Table 2: Identified reason of the p
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Juha Kontio There are also reasons
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2. Performance review model for NDP
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Misoo Kwon Among the review indicat
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Type Average time saved Misoo Kwon
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Luigi Lavazza In conclusion, when a
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Luigi Lavazza The former can be de
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Luigi Lavazza For each process, we
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6. Conclusions Luigi Lavazza When e
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eBusiness Model Design and Evaluati
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Monika Magnusson categories of busi
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Monika Magnusson Business Model Ele
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5.2 Guiding questions Monika Magnus
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Monika Magnusson Hay, M. and Kamsha
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Monika Magnusson and Marie-Therese
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4.3 Goals at the project level Moni
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Alignment in Enterprise Architectur
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3.4 Infological alignment Thanos Ma
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Reflections on the Role of the Lect
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3. Reflective practice Elsje Scott,
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Elena Serova traditional ERP manage
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Elena Serova Increase in percentag
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9. Conclusion Elena Serova At prese
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Sharina Tajul Urus, Alemayehu Molla
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4.2 Description of feral systems Sh
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Type Sharina Tajul Urus, Alemayehu
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Open Source Disease Control Softwar
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Jose Teixeira and Reima Suomi do no
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Jose Teixeira and Reima Suomi from
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Jose Teixeira and Reima Suomi Futur
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Value of Knowledge Management Syste
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Nelly Todorova Human capital repres
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Nelly Todorova IT value from pure f
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Nelly Todorova unique and inimitabl
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Accountability and the Reconstructi
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The Question of Selecting Appropria
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PhD Research Papers 501
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Information Systems for Production
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The Specification of Competency Que
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Challenges in Business Case Develop
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An Enterprise Ontology Approach for
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National ICT Strategy and its Imple
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João Soares, José Tribolet and An
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