This study aims to investigate the naturalistic decision-making role of business intelligence (BI) in the oil and gas (O&G) industry. O&G organisations spend a lot of time, effort and resources in maximising their operations to gain a competitive advantage. With the introduction of technological solutions, BI provides organisations with the ability to collect, sort, analyse and transform data into timely intelligence. However, the industry is characteristically competitive, difficult to predict and continuously changing with decision-makers sometimes faced with naturalistic decisions necessitating quick decisions under pressure, strict timeframes and with incomplete data. Literature on the role BI in the O&G industry has been minimal, with the focus being on how BI is used to assist rational decision-making. This study relies on data collected from two O&G organisations operating in different streams of the industry. Using a dynamic model of situated cognition, this study employs an interpretive, qualitative approach to data analysis in an attempt to fill the gap in the literature and determine whether BI plays any role in facilitating the decision-making process in response to naturalistic decisions. A dynamic model of situated cognition has been employed because of its strong correlation with naturalistic decision-making (NDM). The findings of this study indicate that different naturalistic decisions exist in the two streams of the industry and these decisions vary in their levels of complexity and domains. Furthermore, the findings show that while BI plays a major role NDM, this role is mitigated by the cognitive capabilities of individual decision-makers and their areas of expertise.

Business-Information Technology (IT) convergence is increasingly becoming a source of competitive advantage in the global economy and its importance has been widely discussed and documented in recent years. The management question that remains unanswered is: what are critical success factors for business-IT convergence in the South African banking sector?This report seeks to explore critical success factors for business-IT convergence in the South African banking sector via a quantitative data analysis approach which aims to incorporate leading theories and frameworks on business-IT governance. In analysing the critical success factors for business-IT convergence, it attempts to provide the South African banking sector with recommendations that should be considered within the framework of a generic business-technology maturity model. Furthermore challenges to the value of business-IT convergence research, divergent views and new perspectives on business-IT convergence are presented.In the research, the motivation for business-IT convergence research is first discussed. Next, business-IT convergence is defined and key dimensions and levels of the business-IT convergence construct are presented. Lastly a review of factor models of business-IT convergence is presented and outcomes of assessment within the four banking clusters are presented.The goal is to be inclusive of many different perspectives. It is hoped that the research will spark helpful conversation on the merits of continued investigation of business-IT convergence. In closing, reflections on the business-IT convergence research stream are provided and key implications for research and practice are provided. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references.

This study looks at the impact of E-commerce on direct selling companies, and examines how the direct selling companies react to the effects of E-commerce business.

This study looks at the impact of E-commerce on direct selling companies, and examines how the direct selling companies react to the effects of E-commerce business.

Thesis (MBA)--Stellenbosch University, 2012. / There is no doubt as to the important role of small businesses in the creation of employment and development of the South African economy. Unfortunately support services for the small business are generally hard to come by and expensive if not sponsored by government, an NGO or corporate entity. For the small business owner who has been operating for a number of years and knows what is required to operate successfully, it is difficult and time consuming to find an affordable solution. This paper aimed to find a business model framework that would bring support services closer to small and medium enterprises (SMEs) in the services industry in South Africa. It must have the capability to relieve an SME of resource-intensive support burdens (administrative and otherwise) and thereby allow an increased focus on its core service-delivery value proposition. Based on systems theory it is safe to say that all entities in the economy are somehow interrelated and exert some influence on each other. It is therefore well within reason to conclude that the output of this research could be beneficial to SMEs on the supply- and demand- side of the service industry. For the purpose of this report, an SME was defined as a company that had the following characteristics: active owner involvement on all levels, a relatively small market share, had a staff complement of between 3 and 50 employees and provided a service (i.e. solving a problem). In creating an appropriate solution, it was important to understand the target audience, the business owner, much better. The data source for this research was the data gathered during the Finscope South Africa Small Business Survey 2010. Underlying the research was a hybrid approach that utilised both quantitative and qualitative methodologies. The data was gathered throughout South Africa by means of a structured questionnaire created by a team of experts. It focused on measuring specific perceptions, attitudes and behaviour of SMEs and SME owners. A multi-sided platform or catalyst showed the most potential for satisfying the need to reduce the barriers between SMEs and service providers. A catalyst has three primary activities – building, stimulating and governing. These activities create and sustain a successful catalytic reaction and partnership. The research provided a wide range of South African SME and owner characteristics that were most beneficial in developing a business model framework.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The effort and costs to achieve alignment between Business and IT have plagued executives for more than 15 years. More recently, from 2005 and 2006, Gartner EXP CIO survey reported that the top 3 management priorities of CIOs have shifted from security breaches and Business disruption to: • Linking Business and IT strategies • Building Business skills in the IT organization • Delivering Business growth Gartner's EXP survey also reported on organizations top 3 barriers to alignment and growth as being: • The Business not knowing what it wants • Business professionals not collaborating with IT • Business leaders trying to circumvent Business problems by using technology. Other studies have expanded Gartner's list of 3 barriers, adding: • Ineffective communication • Lack of understanding the other's perspective • Untimely or lack of involvement To improve the relationship between Business and IT, organisations continue to strategise and researchers continue to write prolifically about alignment and bridging the gap. Much of the literature regarding alignment focuses on becoming better at hardware, information systems, and infrastructure, or emphasizing Business improvement. It is unlikely that this elusive goal will be achieved in an exclusive silo mentality by either IT or Business in isolation of each other. An alternative approach of the gap is a resolution from both ends - for Business to become more 'IT friendly' and for IT to become more 'Business friendly'. This collaborative approach is by definition a knowledge approach - it frames the construct whereby this research is based. It requires of either side to recognize the shortcomings in a mature manner, to acknowledge the gaps, to educate, to communicate, share their domain knowledge so that the cross pollination of proficiencies result in Business-savvy IT resources and IT-sawy Business resources emerge. A knowledge approach recognises knowledge management (KM) enablers such as leadership, culture, technology and measurements that act in a dynamic relationship with KM processes, namely, creating, identifying, collecting, adapting, organizing, applying, and sharing. Enabling a knowledge approach is a worthy goal of sharing, of collaborating by blending of Business-IT experiences in a cauldron of disciplines and expertise to achieve improvements and to add value to the objective of narrowing the gap between Business and IT. This research is developed to: • Investigate the extent of knowledge sharing in and across Business and IT, with a view of assessing its impact on the Business IT gap. • Assess ~ demographics (personal or situational) predispose Business and IT to sharing knowledge. • Establish if domain knowledge of the respective groups per se influences the gap between Business and IT. KM, although relatively youthful, is entering its fourth generation with evidence of two paradigms emerging - that of mainstream thinking and that of the complex adaptive system theory. This research uses pertinent and relevant extracts from both paradigms appropriate to gain an improved understanding and an informed opinion in responding to narrowing the gap. The research shows that both Business and IT evidence a strong willingness to share knowledge and both groups overwhelmingly acknowledge the value of sharing. Two distinct groups of knowledge sharers emerge, a proactive opportunistic group and a large reactive 'after-stimulus' group. The importance of domain knowledge in transcending mediocrity becomes evident in narrowing the gap between Business and IT. The research further demonstrates that there is no strongly distinct affiliation between demographics (personal or situational) and knowledge sharing. / AFRIKAANSE OPSOMMING: Die koste en inspanning om belyning tussen sakebelange en IT (inligtingstegnologie) te bereik, is alreeds die afgelope 15 jaar 'n kopseer vir bestuurshoofde. Die Gartner EXP CIO opname van 2005 en 2006 toon dat die top drie bestuursprioriteite vir die CIO geskuif het vanaf sekuriteitsbreuke en onderbrekings in sakebelange na: • die daarstelling van raakvlakke tussen sakebelange en IT-strategiee, • die ontwikkeling van besigheidsvaardighede in die IT -organisasie, en • die daarstelling van organisatoriese groei. Volgens Gartner se opname is die top drie hindernisse vir die belyning en groei van 'n organisasie as volg: • Die ondememing weet nie wat hulle wil he nie. • Daar is nie samewerking tussen die onderneming se professionele persona en IT nie. • Besigheidsleiers gebruik tegnologie om die onderneming se probleme te verskalk. Ander studies het op Gartner se Iys van drie hindernisse uitgebrei en die volgende bygevoeg: • ondoeltreffende kommunikasie, • 'n gebrek aan insig in ander se perspektief, en • 'n gebrek aan en/of ontydige betrokkenheid. Om die verhouding tussen sakebelange en IT te verbeter, sal organisasies aanhou om strategies te beplan en navorsers sal voortgaan om te skryf oor die belyning en oorbrugging van die gaping. Baie van die literatuur oor belyning fokus op die verbetering van kennis van apparatuur, inligtingstelsels en infrastruktuur of benadruk die verbetering van die onderneming. Dit is onwaarskynlik dat hierdie ontwykende doel met 'n eksklusiewe silo-mentaliteit deur IT of die onderneming in afsondering bereik sal word. 'n Alternatiewe benadering is om hierdie gaping van albei kante te probeer oorbrug: Die onderneming moet meer 'IT-vriendelik' raak en IT moet meer 'besigheidsvriendelik' raak. Hierdie samewerkingsbenadering is per definisie 'n kennisbestuurs- (KB)benadering - dit beklemtoon die raamwerk waarop hierdie navorsing gebaseer is. Dit is nodig dat albei kante die tekortkominge op 'n bekwame manier herken en die gapings erken. Opleiding, kommunikasie en die deel van kennis deur die kruisbestuiwing van kundigheid sal lei tot 'besigheid-vindingryke-IT-persone' en 'IT-vindingryke-besigheidspersone'. 'n Kennisgebaseerde benadering herken ondersteunende faktore vir KB soos leierskap, kultuur, tegnologie en maatstawwe om in 'n dinamiese verhouding met die KB-proses te staan; naamlik skepping, identifisering, versameling, aanpassing, organisering, toepassing en verspreiding. Die daarstelling van 'n KB-benadering is 'n verdienstelike doel om die vermenging van sakebelange-IT -ondervinding in 'n kookpot van dissiplines en ondervinding te ondersteun ten einde tot die vernouing van die gaping tussen sakebelange en IT by te dra. Hierdie navorsing is ontwikkel om: • ondersoek in te stel na die omvang van kundigheidsverdeling tussen sake belange en IT met 'n bepaling van die impak (indien enige) op die sakebelange-IT-gaping, • te bepaal of demografiese faktore (persoonlik en situasioneel) impakteer op die ingesteldheid van sakebelange en IT om kundigheid te deel, en • te bepaal of domeinkundigheid van die onderskeie groepe 'n invloed het op die gaping tussen sakebelange en IT. KB, alhoewel nog in sy kinderskoene, is alreeds in sy vierde generasie met 'n groeiende bewuswording van twee paradigmas, naamlik hoofstroomdenke en die meer komplekse aanpasbare stelselteorie ("adaptive system theory"). Hierdie navorsing gebruik toepaslike uittreksels uit albei paradigmas om 'n hoer vlak van insig te bereik en 'n ingeligte opinie te vorm ten einde 'n bydrae te maak tot die vernouing van die gaping. Die navorsing toon dat sakebelange sowel as IT 'n sterk gewilligheid toon om kennis te deel. Albei groepe het 'n ongelooflike erkenning van die waarde van die deel van kennis. Twee duidelike groepe van kennisverdeling bestaan, naamlik 'n pro-aktiewe opportunistiese groep en 'n grootliks reaktiewe 'na-'n-insentief-groep. Die belangrikheid van omgewingskennis in oortreffende middelmatigheid word sigbaar in die vernouing van die gaping tussen sakebelange en IT. Die navorsing toon verder dat daar geen sterk verwantskap tussen die onderskeie demografiese faktore (persoonlik en situasioneel) en kennisverdeling is nie.

The thesis deals with the economic crisis and financial crisis of 2007 -- 2010. There is described the development of the economic situation during the economic crisis and the impact on individual sectors. The main attention is paid to the IT industry and specifically the market with business information systems. As a specific example demonstrating the impact of current crisis is selected company SAP, which operates in the field of business information systems nearly 40 years and is a world leader in business information systems. Various situations were analyzed during several economic recessions and compared with the current economic situation. Aim is to analyze the current situation, the impact on specific sectors, especially in the IT industry and producers of business information systems. You can find here the analysis of effect on SAP and what is its response to the crisis. There are most common anti-crisis measures taken and their impact on business and also recommendation that companies should watch out in times of economic crisis.

Checkland developed Soft Systems Methodology (SSM) to address problem situations from a systems perspective; however, SSM needs to be extended with other methods to find superior solutions that overcome the need for a compromise or trade-off between conflicting or contradictory elements. This thesis extends Checkland’s SSM approach to resolve problems with conflicting or contradictory elements. This work integrates the powerful benefits of TRIZ-based analysis into SSM and provides a means for systemic resolution of business problems with conflicting sub-system elements. Furthermore, this study acknowledges that soft problems can have conflicting relationships among their elements, compares the strengths and weaknesses of SSM and TRIZ in problem structuring, and presents a collaborative SSM-TRIZ approach for problem structuring. Finally, this thesis applies the joint methodology to examine the business problem of customer needs assessment for a certain market segment of INCOSE’s planned Professional Development initiative. Although SSM-TRIZ helps structure problems with opposing requirements, it does not always provide definitive, prescriptive solution implementations for technical and business issues. Hence, hard thinking approaches cannot be discarded in practice after implementing SSM-TRIZ. Text mining was selected for providing a final and definite solution to the problem situation of interest.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2017-06-20T12:21:32Z No. of bitstreams: 1 Carlos de Amorim Levita.pdf: 2652328 bytes, checksum: e3f7e47bcfe57544619b85c39afdef7e (MD5) / Made available in DSpace on 2017-06-20T12:21:32Z (GMT). No. of bitstreams: 1 Carlos de Amorim Levita.pdf: 2652328 bytes, checksum: e3f7e47bcfe57544619b85c39afdef7e (MD5) Previous issue date: 2017-05-22 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / This work aims to identify how large organizations that use DevOps approach structure themselves to achieve agility in applications deployment. For this purpose, a case study was performed in companies that are using techniques to enable the DevOps approach implementation. This is a key initiative to address the new digital business requirements at the speed currently needed by internal users and clients, while keeping the controls required by Information Technology. To better understand the DevOps movement, this research aimed to map the main DevOps practices, based on literature review, in order to outline a theory that demonstrates its use. Furthermore, it was also intended to present a DevOps maturity assessment model, based on questions with structured answers about each of the previously described practices. The fieldwork methodology was based on a case study, in order to apply the DevOps maturity assessment model that was developed. As a result, a detailed description was presented, with the path chosen by each company to implement the DevOps practices in the IT department. After that, a comparative analysis was made between the researched cases to show possible improvement points, indicated by means of the notes achieved with the use of the DevOps maturity assessment model. The conclusion allowed to highlight two practical paths for IT reorganization, proven by the field research, in order to successfully implement a joint approach of DevOps practices and agile methodology for application development / Este trabalho visa identificar como organizações de grande porte, que utilizam a abordagem DevOps, estruturam-se para obter agilidade na implementação de aplicações. Para tanto, foi feito um estudo de caso em empresas que estão usando técnicas para viabilizar a implementação da aborgadem DevOps. Trata-se de uma iniciativa essencial para conseguir atender aos novos requisitos de negócios digitais com a velocidade atualmente exigida pelos usuários internos e clientes, mantendo ao mesmo tempo os controles requeridos pela Tecnologia da Informação. Para melhor entender o movimento DevOps, esta pesquisa teve por objetivo mapear as principais práticas DevOps, com base na revisão da literatura, de modo a traçar uma teoria que demonstre a sua utilização. Além disso, este trabalho pretendeu também apresentar um modelo de avaliação da maturidade DevOps, baseado em questões com respostas estruturadas sobre cada uma das práticas previamente descritas. A metodologia para o trabalho de campo foi baseada em um estudo de caso, com o intuito de aplicar o modelo de avaliação de maturidade que foi desenvolvido. Como resultado, apresentou-se uma descrição detalhada sobre o caminho escolhido por cada empresa para implementar as práticas DevOps em seu departamento de TI. Em seguida, foi feita uma análise comparativa entre os casos estudados, de modo a mostrar possíveis pontos de melhoria, apontados por meio das notas obtidas com a aplicação do modelo de avaliação da maturidade DevOps. A conclusão do trabalho permitiu evidenciar dois caminhos práticos para reorganização da TI, comprovados pela pesquisa de campo, de modo a implementar com sucesso uma abordagem conjunta de práticas DevOps e metodologia ágil para o desenvolvimento de aplicações