Introducing a new hobby for other people may inspire them to join with you. Reading, as one of mutual hobby, is considered as the very easy hobby to do. But, many people are not interested in this hobby. Why? Boring is the reason of why. However, this feel actually can deal with the book and time of you reading. Yeah, one that we will refer to break the boredom in reading is choosing the myth of the paperless office as the reading material.

The Myth of the Paperless Office

Artificial intelligence in business: state of the art and future research agenda

Debate abounds over whether the virtual team is an effective substitute for the traditional F2F team and can sustain itself. Drawing upon literature on leadership, trust, computer-mediated communication, and teams, we propose a theoretical model of online learning team effectiveness. A quasi-experiment was conducted to empirically test the impact of trust, trust propensity, leadership effectiveness, and communication frequency on virtual learning team satisfaction and performance. The results of PLS support the majority of our hypotheses. Trust serves a mediating role in the relationship between leadership effectiveness and team satisfaction and performance. Theoretical and managerial implications are discussed at the end of the paper.

Enhancing virtual learning team performance: A leadership perspective

Information technology continues to play an increasingly significant role in the development of firms competing in the vast array of markets from those classified as global markets, such as the automotive industry, to the smaller nationally-based markets such as retailing. An objective of electronic commerce is to assist organisations to remain competitive and gain entry to markets which were previously unattainable. This study focuses on the organisational impact of one form of electronic commerce (electronic data interchange) on the component sector of the Australian automotive industry and examines the extent to which trading partner relationships have been affected. The research investigates the extent to which the integration of electronic data interchange (EDI) with an organisation’s internal application system may facilitate specific net benefits. The automotive industry became the first Australian industry to cooperatively adopt EDI. Research to date has not adequately examined the organisational impact of the nature and extent of net benefits gained from EDI adoption. To achieve the objective of assessing EDI net benefits, a conceptual model was developed. The model proposed that the level of EDI net benefits expected is influenced by the size of the organisation and the concentration of trade achieved within the industry via intervening links through (a) the level of senior management commitment and (b) the extent of system integration. Nine empirically testable research propositions are derived from the model, each testing the relationship between model constructs. Data was collected from 114 component suppliers to Ford Australia in 1992 and 1994 using a repeated cross-sectional longitudinal design. Structural equation modelling using partial least squares was adopted in the analysis of the data. A pure longitudinal model together with 12 case studies of selected component manufacturers supplemented the research design. The results of the research showed that the proposed conceptual model is a good description of the data. In particular, net benefits obtained from EDI adoption are directly determined by the size of the organisation, and the extent to which firms integrate EDI into their internal application systems. The level of net benefits is only indirectly influenced by the level of senior management commitment to the EDI project through (a) management commitment’s direct effect on integration, and (b) the direct effect the volume of trade a supplier achieves with the automotive industry on senior management commitment and system integration. The major benefits organisations experienced from EDI were enhanced productivity, clerical staff savings, improved data accuracy, enhanced customer service and reduced administration costs. The research showed that few suppliers gained inventory savings from EDI, a frequently claimed benefit from EDI adoption. Evidence of small improvements in product quality emerged from the results. In summary, this research attempts to make two primary contributions to knowledge, first in providing a method by which net benefits from electronic commerce can be measured within an industry adopting electronic trading, and second, by providing organisations with the knowledge of the specific net benefits organisations could expect from EDI adoption, together with the four major factors affecting these benefits. The research concludes with possible directions for future research, in particular an assessment of the impact of incorporating financial EDI into electronic trading.

https://dro.deakin.edu.au/eserv/DU:30023374/mackay-impactofelectronic-1995.pdf

Impact of electronic data interchange in the Australian automotive industry

The impact of electronic data interchange on the australian automotive industry

This paper discusses experiences of a prominent mid-size CPA firm in a large Southern U.S. city as the Principals of the firm worked to implement a widely adopted accounting practice information system. The goal was to achieve a “paperless office” to realize the highly touted benefits of such an office. However, this implementation quickly met obstacles. The results, over time, were acceptable, but were quite different from the original expectations. The article discusses this firm’s experience with confronting resistance to change and managing this implementation to a successful outcome. Recommendations to increase chances of a successful automation effort are included. BACKGROUND Accounting is a paper intensive business, with well-established standards for retention of documents. The profession is steeped in a history focused on record-keeping. For those firms engaged in tax work and accounting for client organizations, the record-keeping trail begins at the client corporation itself, with extensive records, often manual, of all transactions, expenses, income, etc. These records are copied and shared with the tax preparation and accounting firm that prepares the financial statements, the taxes and other required reporting documents for the client. As computing technology has become ubiquitous, accounting firms are often the intermediary. They are trying to deal with manual, or incompatible automated documents submitted by clients, managing their own manual or automated work processes to fulfill obligations to clients and finally reporting, often through governmentally mandated automated systems, to various governmental and professional entities (Sledgianowski et al. 2010). The elusive goal of the “paperless office” may be within reach given today’s advanced technology. Manzelli (2010), writing in the Journal of Accountancy, recognized that the adoption of technology in an accounting practice was relatively uncomplicated; however, adapting the culture and practices of the firm to successfully use the technology is the really hard part. This study discusses the journey of one mid-size accounting firm in a large southern U.S. city as it worked to automate its tax and accounting practices.

/pdf/addressing-resistance-to-workflow-automation-3czlbge57s.pdf

Addressing Resistance to Workflow Automation

Increasing Integration in Information Technology and Communication Systems

CASE DESCRIPTION The primary subject matter of this case concerns corporate mergers in the Information Technology industry. The secondary issues are strategic management and assessment of merger approaches. This case can be used in several different courses within a typical business curriculum. It is probably best suited for a class in Business Strategy or Strategic Management, at the advanced undergraduate or graduate levels. This case study works well in a General Finance course when discussing mergers and acquisitions. This case study can also be effectively used in Information Systems or Information Technology courses where the goal is to better understand the IT industry and the major players and strategies within the industry. The case has a difficulty level of upper level undergraduate (3 or 4) or graduate (5, 4, or 7) students. The case is designed to be taught in two or three class hours and is expected to require four hours of outside preparation by students. CASE SYNOPSIS This case concerns the strategic management of corporate mergers and reviews the Compaq Computer Corporation's acquisitions of Tandem Computers and Digital Equipment Corporation (DEC) and the subsequent Hewlett-Packard (HP) acquisition of the resulting expanded Compaq firm. This latter merger was handled very differently from the first two and facilitated the integration of these latter two computer industry behemoths. The case study discusses the differences in approaches and outcomes. We all know that business mergers involve a complicated financial integration that often takes years to implement as merging companies struggle with regulatory issues, customer and vendor relationships, internal complexities, and with each other. Too often, very little attention is given to the processes involved in making this corporate marriage work out for the longer term. This case study is focused on key processes and how the mergers were handled differently. These mergers occurred in the Information Technology industry and appeared, on the surface, to be following a similar progression after the initial decisions were made to merge. The focus is on evaluating the approaches and processes that were used and seeking general principles that may be applied in future mergers to help assure positive results. This case highlights the strategic aspects of the mergers and gives insight into the cultural and human factors in these monumental events. THE H-P EXPERIENCE Josephine (Jo) Kopis knew that she was facing a daunting new assignment and one that she was not certain she was prepared to address. She was a career employee with Hewlett- Packard, a veteran of numerous positions in the firm over a period of twenty years. Born in Poland and raised in Ireland, Jo had begun her career with HP in Ireland and had moved up the ladder based on her technical, analytical, and managerial skills. She had moved to the United States several years prior along with her husband and two children. She had just completed an MBA at a prestigious private university and had come to the attention of the highest levels of management at HP. The merger with Compaq Computer Company (which itself was a product of a recent mergers of Compaq with Tandem and DEC) had just been completed and management wanted Jo to evaluate the entire process and give them an assessment of the strengths and weakness of the interesting and novel approach that HP had taken to help assure strong integration of the two large corporations. Jo knew that she really needed to begin her assessment with the beginning. She needed to better understand the two companies, the combined Compaq Computer Corporation, and Hewlett-Packard, their histories and backgrounds and exactly what it was that had brought them to the merger table. At the time of the Compaq Computer Corporation and Hewlett-Packard merger in 2001, both were very large firms, with the latter being the second largest computer company, behind IBM, which then had the lead. …

Charlene A. Dykman

Papers

Addressing Resistance to Workflow Automation

Increasing Integration in Information Technology and Communication Systems

A Case of Mergers: The H-P Experience