African
Journals Online
South African Journal of Information Management
Volume 5, Issue 1, 2003
ABSTRACTS
Importance of digital annual reports
Haasbroek, F.; Du Toit, A.S.A.
Abstract: Dramatic advances in communication technology have
transformed the way companies provide corporate annual report
information to the investment community. The number of companies with
investor relations information on the Internet has increased
exponentially over the last five years. The inadequacies of hard copy
paper-based annual reports are encouraging companies to take advantage
of the interactive nature and benefits of the Internet as a
distribution medium. Businesses use the Web to disseminate information
about activities, performance, news items and financial and accounting
material. These on-line annual reports are creating challenges and
problems for companies, auditors and regulatory and standard setting
bodies. The Internet is unregulated and global. Governments and other
authorities are finding it increasingly difficult to regulate the
Internet environment. Companies in South Africa are not legally
required to place annual reports on the Web. Any company that does so
is doing it voluntarily. There are no specific laws and rules that
govern what companies must disclose on the Web. Companies are free to
include as much or as little as they deem appropriate. In this
article, the different development stages of Web-based annual reports
on the Internet are assessed. The various electronic formats currently
used by companies to present digital annual reports are identified and
the current state of adoption of the Internet as a delivery and
communication mechanism for annual reports in the largest companies in
South Africa is determined.
Action research to improve the effectiveness of an
information centre
Pretorius, S.M.; Swanepoel, A.J.
Abstract: The use of action research as a method to solve
behavioural problems in an information centre setting is described.
First the assumptions and processes of action research are introduced.
Then follows a description of how the staff of a large information
centre was guided through a process of visualizing the outcomes of a
project, exploring the context in which the process would be followed
and formulating objectives to achieve the vision. In the remainder of
the article, the focus is on how the action research process was used
by a group of staff to address work-related behavioural problems, with
special reference to attitude problems. This experiment showed that
action research is a viable research option to address and solve
interpersonal related problems in an organization with a large and
diverse staff component.
Integrating the Internet and enterprise resource
planning (ERP) systems in South African electricity utility companies
Simpande, J.; Jakovljevic, M.
Abstract: As in other developing countries, South Africa is
in the process of commercializing the formally state controlled
electricity industry. The Internet and enterprise resource planning
(ERP) systems are becoming an integral part of many business
operations, including commercialized electricity utility companies.
Information systems practitioners are striving to understand how the
Internet and ERP systems could be integrated to give better service to
customers in the electricity utility industry. Deise, Nowikov, King
and Wright state: 'By opening internal information to selected
partners and customers over the Internet, or extranet, suppliers can
speed up delivery of necessary supplies, and customers can make orders
faster and easier. Not only will time be saved, but costs will be
reduced as well.' The aim of the research reported in this article was
to explore the requirements of successfully integrating the Internet
and ERP systems in commercialized electricity utility companies.
Position and role of the chief knowledge officer in
South Africa - a discrepancy between theory and practice?
Chauke, K.C.; Snyman, M.M.M.
Abstract:
In the knowledge economy, it is not products and services that give
enterprises a competitive advantage, but how well they manage their
knowledge, in other words, what they know and whether they know how to
do new things quickly. This process requires a senior executive, the
chief knowledge officer (CKO), who is responsible for focusing and
driving the knowledge management initiatives in the enterprise. The
aim of this article is to report on an investigation of the South
African business world's perspective of the role and responsibilities
of the CKO and the analysis of the findings against a theoretical
background. It was found that although the position of CKO is still
unique and relatively new in South Africa, it compares very well with
the literature review on other countries
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