EXPLORING THE INFLUENCE OF EXECUTIVE MANAGEMENT DIVERSITY ON IT GOVERNANCE

As all organizations are attaching more strategic importance to information technology (IT), IT governance has gained researchers’ interest. In fact, a large body of literature focuses on firm-specific or executive management attributes such as leadership as determinants of IT governance. However, it is still relevant to identify other factors influencing IT governance. Since executive management demographics and demographic diversity have an impact on strategic decisions, we explore the influence of executive management diversity on IT governance. Results suggest that IT governance for a high educational-high tenure diversity profile differs significantly from that for a low industry-moderate tenure diversity profile and a high industry-low tenure diversity profile. Furthermore, IT governance structures differ according to executive management diversity profile more than IT governance processes and relational mechanisms

ACUTA eNews January 2007, Vol. 36, No. 1

In This Issue From ACUTA Headquarters........... Jeri A. Semer, CAE, ACUTA Executive Director Centrex Conversion to PBX.............. Ron Walczak, Walczak Technology Consultants Tech Talk: Duduplication Reduces Storage Needs............. Kevin Tanzillo, Dux PR DC Update............... Jeanne Jansenius, Sewanee, The University of the South ACUTA Alert: Federal Rules Governing Destruction of Electronically Stored Information FYI: Useful Information from the Campus.............. Student Monitor Setting Priorities............... Geoff Tritsch, Vantage Technology Consulting Group Web Tip: Members Post Job Openings........... Aaron Fuehrer, ACUTA Information Technology Manager Board Report............... Riny Ledgerwood, San Diego State Univ. of Northern Iowa Thanks to Sponsors for 2006 A Moment in Time: First Words Spoken on the Phone Welcome New Members Committee Profile: Vendor Liaison Committe

Pengembangan Sistem Informasi Manajemen Persuratan di Badan Informasi Geospasial

A business organization certainly really needs an information system as an application of information technology in bridging the problems that occur, information systems have several types including Management, Accounting, Finance, Manufacturing, Human Resources, Marketing, and Executive information systems. CV APJ Meat Shop Bogor until now does not have a sufficiently qualified promotional media, with plans to build a web-based company profile, hopefully it can make this company better known and make it easier for the public to find information about this company. The purpose of this research is to provide information to the wider community about APJ MEAT SHOP and make it easier for APJ MEAT SHOP in introducing the products being sold. The research method used is Waterfall. What can be taken from the creation of the Company Profile Website on the CV APJ MEAT SHOP are as follows: (i) The website is designed to run well according to the desired needs. (ii) The Company Profile Website is made based on the business processes that occur in the company

Collinsville solar thermal project: energy economics and dispatch forecasting (final report)

The primary aim of this report is to help negotiate a Power Purchase Agreement (PPA) for the proposed hybrid gas-Linear Frensel Reflector (LFR) plant at Collinsville, Queensland, Australia.  The report’s wider appeal is the discussion of the current situation in Australian National Electricity Market (NEM) and techniques and methods used to model the NEM’s demand and wholesale spot prices for the lifetime of the proposed plant. Executive Summary 1        Introduction This report primarily aims to provide both dispatch and wholesale spot price forecasts for the proposed hybrid gas-solar thermal plant at Collinsville, Queensland, Australia for its lifetime 2017-47.  These forecasts are to facilitate Power Purchase Agreement (PPA) negotiations and to evaluate the proposed dispatch profile in Table 3.  The solar thermal component of the plant uses Linear Fresnel Reflector (LFR) technology.  The proposed profile maintains a 30 MW dispatch during the weekdays by topping up the yield from the LFR by dispatch from the gas generator and imitates a baseload function currently provided by coal generators.  This report is the second of two reports and uses the findings of our first report on yield forecasting (Bell, Wild & Foster 2014b). 2        Literature review The literature review discusses demand and supply forecasts, which we use to forecast wholesale spot prices with the Australian National Electricity Market (ANEM) model. The review introduces the concept of gross demand to supplement the Australian Electricity Market Operator’s (AEMO) “total demand”.  This gross demand concept helps to explain the permanent transformation of the demand in the National Electricity Market (NEM) region and the recent demand over forecasting by the AEMO.  We also discuss factors causing the permanent transformation.  The review also discusses the implications of the irregular ENSO cycle for demand and its role in over forecasting demand. Forecasting supply requires assimilating the information in the Electricity Statement of Opportunities (ESO) (AEMO 2013a, 2014c).  AEMO expects a reserve surplus across the NEM beyond 2023-24.  Compounding this reserve surplus, there is a continuing decline in manufacturing, which is freeing up supply capacity elsewhere in the NEM.  The combined effect of export LNG prices and declining total demand are hampering decisions to transform proposed gas generation investment into actual investment and hampering the role for gas as a bridging technology in the NEM.  The review also estimates expected lower and upper bounds for domestic gas prices to determine the sensitivity of the NEM’s wholesale spot prices and plant’s revenue to gas prices. The largest proposed investment in the NEM is from wind generation but the low demand to wind speed correlation induces wholesale spot price volatility.  However, McKinsey Global Institute (MGI 2014) and Norris et al. (2014a) expect economically viable energy storage shortly beyond the planning horizon of the ESO in 2023-24.  We expect that this viability will not only defer investment in generation and transmission but also accelerate the growth in off-market produced and consumed electricity within the NEM region. 2.1     Research questions The report has the following overarching research questions: What is the expected dispatch of the proposed plant’s gas component given the plant’s dispatch profile and expected LFR yield? What are the wholesale spots prices on the NEM given the plant’s dispatch profile? The literature review refines the latter research question into five more specific research questions ready for the methodology: What are the half-hourly wholesale spots prices for the plant’s lifetime without gas as a bridging technology? Assuming a reference gas price of between $5.27/GJ to$7.19/GJ for base-load gas generation (depending upon nodal location;) and for peak-load gas generation of between $6.59/GJ to$8.99/GJ; and given the plant’s dispatch profile What are the half-hourly wholesale spots prices for the plant’s lifetime with gas as a bridging technology? Assuming some replacement of coal with gas generation How sensitive are wholesale spot prices to higher gas prices? Assuming high gas prices are between $7.79/GJ to$9.71/GJ for base-load gas generation (depending upon nodal location); and for peak-load gas generation of between $9.74/GJ to$12.14/GJ; and What is the plant’s revenue for the reference gas prices? How sensitive is the plant’s revenue to gas as a bridging technology? How sensitive is the plant’s revenue to the higher gas prices? What is the levelised cost of energy for the proposed plant? 3        Methodology In the methodology section, we discuss the following items: dispatch forecasting for the proposed plant; supply capacity for the years 2014-47 for the NEM; demand forecasting using a Typical Meteorological Year (TMY); and wholesale spot prices calculation using ANEM, supply capacity and total demand define three scenarios to address the research questions: reference gas prices; gas as a bridging technology; and high gas prices. The TMY demand matches the solar thermal plant’s TMY yield forecast that we developed in our previous report (Bell, Wild & Foster 2014b).  Together, these forecasts help address the research questions. 4        Results In the results section we will present the findings for each research question, including the TMY yield for the LFR and the dispatch of the gas generator given the proposed dispatch profile in Table 3; Average annual wholesale spot prices from 2017 to 2047 for the plant’s node for: Reference gas prices scenario from $18/MWh to$38/MWh Gas as a bridging technology scenario from $18/MWh to$110/MWh High gas price scenario from $20/MWh to$41/MWh The combined plants revenue without subsidy given the proposed profile: Reference gas price scenario $36 million Gas as a bridging technology scenario$52 million High gas price scenario $47 million 5        Discussion In the discussion section, we analyse: reasons for the changes in the average annual spot prices for the three scenarios; and the frequency that the half-hourly spot price exceeds the Short Run Marginal Cost (SRMC) of the gas generator for the three scenarios for: day of the week; month of the year; and time of the day. If the wholesale spot price exceeds the SRMC, dispatch from the gas plant contributes towards profits.  Otherwise, the dispatch contributes towards a loss.  We find that for both reference and high gas price scenarios the proposed profile in Table 3 captures exceedances for the day of the week and the time of the day but causes the plant to run at a loss for several months of the year.  Figure 14 shows that the proposed profile captures the exceedance by hour of the day and Figure 16 shows that only operating the gas component Monday to Friday is well justified.  However, Figure 15 shows that operating the gas plant in April, May, September and October is contributing toward a loss.  Months either side of these four months have a marginal number of exceedances.  In the unlikely case of gas as a bridging scenario, extending the proposed profile to include the weekend and operating from 6 am to midnight would contribute to profits. We offer an alternative strategy to the proposed profile because the proposed profile in the most likely scenarios proves loss making when considering the gas component’s operation throughout the year.  The gas-LFR plant imitating the based-load role of a coal generator takes advantage of the strengths of the gas and LFR component, that is, the flexibility of gas to compensate for the LFR’s intermittency, and utilising the LFR’s low SRMC.  However, the high SRMC of the gas component in a baseload role loses the flexibility to respond to market conditions and contributes to loss instead of profit and to CO2 production during periods of low demand. The alternative profile retains the advantages of the proposed profile but allows the gas component freedom to exploit market conditions.  Figure 17 introduces the perfect day’s yield profile calculated from the maximum hourly yield from the years 2007-13.  The gas generator tops up the actual LFR yield to the perfect day’s yield profile to cover LFR intermittency.  The residual capacity of the gas generator is free to meet demand when spot market prices exceed SRMC and price spikes during Value-of-Lost-Load (VOLL) events.  The flexibility of the gas component may prove more advantageous as the penetration of intermittent renewable energy increases. 6        Conclusion We find that the proposed plant is a useful addition to the NEM but the proposed profile is unsuitable because the gas component is loss making for four months of the year and producing CO2 during periods of low demand.  We recommend further research using the alternative perfect day’s yield profile. 7        Further Research We discuss further research compiled from recommendation elsewhere in the report. 8        Appendix A Australian National Electricity Market Model Network This appendix provides diagrams of the generation and load serving entity nodes and the transmission lines that the ANEM model uses.  There are 52 nodes and 68 transmission lines, which make the ANEM model realistic.  In comparison, many other models of the NEM are highly aggregated. 9        Appendix B Australian National Electricity Market Model This appendix describes the ANEM model in detail and provides additional information on the assumptions made about the change in the generation fleet in the NEM during the lifetime of the proposed plant

Supporting decision making process with "Ideal" software agents: what do business executives want?

According to Simon’s (1977) decision making theory, intelligence is the first and most important phase in the decision making process. With the escalation of information resources available to business executives, it is becoming imperative to explore the potential and challenges of using agent-based systems to support the intelligence phase of decision-making. This research examines UK executives’ perceptions of using agent-based support systems and the criteria for design and development of their “ideal” intelligent software agents. The study adopted an inductive approach using focus groups to generate a preliminary set of design criteria of “ideal” agents. It then followed a deductive approach using semi-structured interviews to validate and enhance the criteria. This qualitative research has generated unique insights into executives’ perceptions of the design and use of agent-based support systems. The systematic content analysis of qualitative data led to the proposal and validation of design criteria at three levels. The findings revealed the most desirable criteria for agent based support systems from the end users’ point view. The design criteria can be used not only to guide intelligent agent system design but also system evaluation

CAHRS hrSpectrum (May - June 2006)

HRSpec06_06.pdf: 114 downloads, before Oct. 1, 2020

Maximizing the Impact of CSR in China

The past five years have seen a growing number of Corporate Social Responsibility (CSR) conferences in China, increasing participation by Chinese businesses in international multi-stakeholder processes, and the development of China-specific CSR standards.The launch of the Global Compact's China network in 2001 in particular signals a growing willingness among Chinese business and government actors to engage international values on the environment, human rights, labor rights and transparency. Although CSR is currently the focus of mainly corporate, government and international policy actors, this growing interest in CSR activities, and references to international economic and social, as well as civil and political human rights standards in CSR debates and discussion, may suggest some openings for advancing human rights concerns. What CSR may offer China, therefore, may be the opportunity not only to raise the awareness of local businesses of international CSR business practice, but also to reinforce protection of human rights in China, and create greater room for local actors working on rights defense (weiquan) and human rights issues. This IR 2008 update will examine the recent development of CSR in China and its relationship to Olympic Games preparations, as well as the challenges and opportunitythat the popularity of CSR presents for expanding civil space for promotion of human right-related issues

Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

CAHRS hrSpectrum (May - June 2004)

HRSpec04_06.pdf: 146 downloads, before Oct. 1, 2020