B
Bernard C. Y. Tan
Researcher at National University of Singapore
Publications - 145
Citations - 11916
Bernard C. Y. Tan is an academic researcher from National University of Singapore. The author has contributed to research in topics: Information system & The Internet. The author has an hindex of 44, co-authored 139 publications receiving 10859 citations.
Papers
More filters
Proceedings Article
Leveraging EDIS to Improve Organizational and Interorganizational Productivity: Findings from the World's Busiest Port
TL;DR: Results show that Portnet participants with a strong need for high quality information and strong CEO support benefitted greatly in terms of organizational and interorganizational productivity.
Journal Article
Maximizing the gains from strategic information systems through an integrated planning approach
TL;DR: In this article, the authors present a literature review of factors that facilitate the use of strategic information systems in organizations and discuss corporate planning issues that address such factors in the integrated framework.
Journal ArticleDOI
Electronic Pedagogy and Future University Business Models
TL;DR: In this article, the authors present varied experiences and views on using electronic pedagogy and report on both the conclusions and new questions raised about adopting these technologies for universities, and discuss the relationship between evolving university business models and the adoption of e-learning.
Journal ArticleDOI
Managing Knowledge Workers: A Technological Perspective
TL;DR: This research attempts to throw some light on the distinctive features of knowledge workers with a view to drawing out the implications of managing knowledge workers better and looks at current technological trends and suggests techniques for managingknowledge workers with the use of technology.
Proceedings Article
Web Aesthetics: How Does it Influence the Sales Performance in Online Marketplaces
TL;DR: This study is one of the first empirical studies to evaluate web aesthetics quantitatively and directly measure its effects on sales performance by using real-life transaction data and draws on cognitive dissonance and confirmation bias theory.