SESSION 9: Information and E-Business Systems-3


Matching the Revenue Model and Content of Horizontal Portals

Stephen Burgess(1)(2), Scott Bingley(2), and Arthur Tatnall(1)

(1)Centre for International Corporate Governance Research Victoria University, Australia

(2)School of Information Systems, Victoria University, Australia


A simple definition of a portal describes it simply as a gateway, and a Web portal as a gateway to a corporate intranet or to the Internet. In this paper we will compare a number of differing views of what constitutes a portal, and offer a definition of our own. There are also several different categorizations used to describe the various types of portal. In this paper we begin with one that considers only two: horizontal or public portals and vertical (corporate or enterprise) portals. This done, in the main part of the paper we review the literature on business models for horizontal portals and describe one consisting of players, strategies and content.


CMM for Small Organizations in Iran

Z. Abbassi

Computer Engineeringm Department
Sharif University of Technology


CMM (Capability Maturity Model) for software developed by the Software Engineering Institute has had a major influence on software process and quality improvement around the world, especially in the United States and Europe. But until 2002 no software organization in Iran had its certificate. This and similar problems have put Iran away from the competitive business world. The software CMM is focused on large projects and large organizations. 75% of organizations in Iran have fewer than 20 staff. So, we define organization who have between 5 and 20 staff as small organizations. It seems that CMM must become customized to small organizations both in scale and the application procedure. This paper proposes a five step model according to CMM and also appropriate for small organizations. It is concluded that, CMM as a successful model with the basic idea of continuous process improvement, can be applied to small organizations with making some changes.


IT Outsourcing as an Innovative Strategy: The Experience of a Malaysian Bank

M.A. Suhaimi, M.S. Mustaffa, and H. Hussin

Department of Information Systems

Faculty of Information and Communication Technology

International Islamic University Malaysia, MALAYSIA


The outsourcing of IT services is growing rapidly and becoming more complex. This study centers on the IT outsourcing decision and its initial implementation at one of the top commercial banks in Malaysia. Being among the few local banks to undertake such a bold step, the bank is fully aware of the high level of uncertainty whether the strategy will bring the desired outcome or not. The scope of the study includes the motivating factors for the IT outsourcing decision, implementing the IS outsourcing strategy and managing the strategy. The study adopts a case study approach where forty interviews were conducted among the staff, covering the management as well as non-management group. The findings of the study indicate that the motivating factors are the focus on core competencies, turning non-profit activities into profit-generating activities, and cost reduction. The model involves the set up of a two-tier relationship between the bank and the service provider. The challenges include managing the partnership and handling the staff transition and motivation. The study provides a real life example of IT outsourcing practice in the banking sector of a developing country.


Innovating Business Through E-Commerce: Exploring the Willingness of Malaysian SMEs

Husnayati Hussin and Rafidah Mohamad Noor

Department of Information System
Kulliyyah of Information and Communication Technology International Islamic University, Malaysia


E-commerce adoption amongst SMEs has received much attention lately, as many believed that such a new way of doing commerce can open up endless opportunity for SMEs to be more competitive. In Malaysia, the government has introduced various initiatives to promote E-commerce adoption among businesses; however, the uptake is still slow. This study represents an empirical survey on the factors that influence E-commerce adoption amongst Malaysian SMEs in the manufacturing sector. An analysis was done on 107 responses from the CEOs/managers of Malaysian SMEs. The findings indicate that perceived relative advantage, perceived complexity, perceived observability of E-commerce influence such adoption decision. In addition, the study also provides evidence that CEO commitment to IT is a major influencing factor.


Information Systems Development Failure: A Case Study to Highlight the IS Development Complexities in Simple, Low Risk Projects in Developing Countries

Abou Bakar Nauman(1), Romana Aziz(2), and A.F.M. Ishaq(1)

Department of Computer sciences COMSATS Institute of Information Technology, Pakistan

Foundation University of Information and Management Sciences, Pakistan


Learning from an Information System Development Project (ISDP) failure plays a key role in the long term success of any organization desirous of continuous improvement via evaluation and monitoring of its information systems (IS) development efforts. This factor of learning from failure assumes a higher level of significance in the context of developing countries. In developing countries it is very important that the scarce resources are optimally utilized. This study reports on a seemingly simple (but only deceptively so), failed ISDP to inform the reader about the various complexities involved in information systems development projects in general and in developing countries in particular. An existing framework from contemporary research is adopted to map the complexities found in the project under study. The research is qualitative in nature and interview approach is used for investigations. The research is of significance to a wide audience in the IS community who are interested in understanding the impact and influence of various factors on failure of an ISDP in the peculiar environment of a developing country.


Maximizing Return on Investment (ROI) in a global Market: Chief Knowledge Officer (CKO) Adding Value by Connecting People, Technology, and Processes

M. M. Nadeem

Department of Management, Marketing, and E-Business School of Business & Management National University, USA


The objective of this study is to provide organizations with a pragmatic understanding of how the role and position of Chief Knowledge Officer (CKO) is connecting people, technology & processes in a competitive environment to achieve maximum return on investment (ROI) ahead of the competition in a global market. The main research question addressed by this study is whether the role and position of a CKO has an effect on the outcome of the return on investments, and specifically whether the CKO affects the process of organizational structure. Various issues are considered including, what the concept of knowledge management (KM) entails in a growing knowledge economy, and what the KM trends are in the global market? An in-depth review of theory, research, and practice is undertaken to understand the current organizational structure with the CKO?s developing role and position. The study also explains how the strategic gaps between technology, and knowledge processes, could be connected in strengthening the organizational business model. Five years of KM research, case studies and surveys, and interviews of KM leadership from corporations are used to provide real world understanding of the value add of the CKO?s to the organization?s bottom-line. The study also considers the effect the changing competitive environment has which includes an investigation of the reasons why the global market can and should support a CKO in the organizational structure. Specifically, this study considers the skills and competencies of CKO as a leader and manager in the 21st century. This study investigates whether the current global market offers sufficient accommodation to the CKO role and position. Lastly, this study investigates how information technology applications and KM systems and strategies can support the CKO strategic role and position in strengthening both the tangible and intangible benefits of KM to the organization.