List of Figures

Chapter 1: Assessing the Introduction of Electronic Banking in Egypt Using the Technology Acceptance Model

Figure 1: Technology Acceptance Model (TAM)

Figure 2: Effect of Trust as an External Variable

Figure 3: Lower Transaction Costs Through Technology

Figure 4: Technology Acceptance Model and Research Hypotheses

Figure 5: ATM Usage Patterns

Figure 6: Credit Card Usage Patterns.

Figure 7: Phone Banking Usage Patterns

Figure 8: Internet Banking Usage Patterns

Chapter 4: Implementing a Data Mining Solution for an Automobile Insurance Company—Reconciling Theoretical Benefits with Practical Considerations

Figure 1: Balancing Profitability and Market Share

Figure 2: Data Mining Framework for Determining Optimal Premiums

Figure 3: Optimal Profit for Varying Termination Rates

Chapter 7: A Dream Project Turns Nightmare—How Flawless Software Never Got Implemented

Figure 1: Business Flow Model

Chapter 8: Humanware Issues In A Government Management Information Systems Implementation

Figure 1: Organizational Chart of the Office of the Secretary of the Navy to the Program Management Office Functional Lines

Figure 2: The DoD 5000 Acquisition Model

Chapter 9: The Lonely Comate—The Adoption-Failure of an Intranet-Based Consumer and Market Intelligence System

Figure 1: An Adaptation of the BI Cycle

Chapter 10: Managing Information Security on a Shoestring Budget

Figure 1: The Main Elements in Information Security Management

Figure 2: Information Security Architecture at IIML

Chapter 11: Large-Scale Sustainable Information Systems Development in a Developing Country—The Making of an Islamic Banking Package

Figure 1: Phase Structure of Prototyping

Chapter 12: Bankcard Payment System in the People's Republic of China

Figure 1: Accumulated Number of Bankcards on Issues

Figure 2: Number of ATMs Installed in China

Figure 3: Number of POS Terminals Installed in China

Chapter 14: Integration of Third-Party Applications and Web Clients by Means of an Enterprise Layer

Figure 1: Main Business Process

Figure 2: "Stove-Pipe" Architecture Derived from the Information Flow Defined in the Business Process

Figure 3: "Enterprise Layer" Architecture Derived from the Information Flow Defined in the Business Process

Figure 4: Class-Diagram for the Order Handling System

Figure 5: State Machine for Sales Order

Figure 6: Enterprise Layer Integration Approach

Figure 7: Proposed Architecture

Figure 8: Interaction Between Applications and Enterprise Layer

Chapter 15: The Impact of E-Commerce Technology on the Air Travel Industry

Figure 1: The Pre-Computerization Air Travel Industry Structure

Figure 2: The Air Travel Industry Structure as Affected by GDS (e.g., SABRE)

Figure 3: Structure of the Air Travel Industry Following E-Commerce Expansion (Modified from Heartland, 2001)

Figure 4: An Industry Analysis of the Non-Computerized Airline Industry

Figure 5: The Air Travel Industry as Affected by Global Distribution Systems

Chapter 16: Information Systems Development and Business Fit in Dynamic Environments

Figure 1: Post Privatization Structure of the Electricity Supply Industry in the UK (Adapted from Weyman-Jones, 1989)

Figure 2: The Organizational Structure of Electric Power PLC

Chapter 18: Web-Enabling for Competitive Advantage—A Case Study of Himalayan Adventures

Figure 1: Map of Pakistan and the NAP

Chapter 21: Business Process Redesign in Travel Management in an SAP R/3 Upgrade Project—A Case Study

Figure 1: Business Objectives of CSA

Figure 2: Process Management Life Cycle

Figure 3: Value Chain of the Business Travel Process.

Chapter 22: Globe Telecom–Succeeding in the Philippine Telecommunications Economy

Figure 1: The "Asian Flu" Effect and the Devaluation of the Philippine Peso

Figure 2: Ownership Structure of Globe Telecom

Figure 3: Globe Telecom Revenue Composition for 2001

Figure 4: Globe Telecom Wireless Subscribers, 1996–2001

Figure 5: Globe Telecom Revenue, 1997–2000

Figure 6: Landline Teledensity

Figure 7: Cellular Subscribers in the Philippines

Figure 8: Cellular Teledensity

Figure 9: Cellular Service as a Percentage of Total Telephone Percentage

Chapter 23: Modeling Back Office Operations at Greenfield Online's Digital Consumer Store

Figure 1: Entry to the Digital Consumer Store

Figure 2: Process Map of Customer Flow Through the Digital Consumer Store

Figure 3: Partial List of Reports Available Through the Digital Consumer Store

Figure 4: "Add to Cart" Screen

Figure 5: Customer Data Entry Screen

Figure 6: Level 0 Data Flow Diagram of Digital Consumer Store's Back Office

Figure 7: Level 1 Data Flow Diagram

Figure 8: Entity Relationship Diagram of the Database that Supports the Digital Consumer Store

Chapter 25: Computer Service Support at Glenview Hospital

Figure 1: Glenview Hospital Computing Support Services

Figure 2: Incident Flow Diagram

Figure 3: Tier Model Support for Glenview Hospital

Chapter 27: Rx for Integration—Lessons Learned in Health Care EAI

Figure 1: Primary Data Flows in the RRMC Healthcare Information System

Figure 2: Key IT Personnel Involved in the Implementation

Figure 3: DataGate Interface Engine

Chapter 28: Enterprise-Wide Strategic Information Systems Planning for Shanghai Bell Corporation

Figure 1: Market Share in China (in 2000)

Figure 2: Sales at Headquarters (from 1995 to 2000)

Figure 3: Organizational Structure of Sbell

Figure 4: Existing IT Organization in Sbell (April 2000)

Figure 5: Organization Structure of SISP Project Team

Figure 6: Strategic Information Systems Planning Process

Figure 7: Enterprise Information Resource Diagram

Figure 8: Sbell IT/IS Organization Chart (To-be)

Chapter 29: Systems Development by Virtual Project Teams—A Comparative Study of Four Cases

Figure 1: Virtual Team Archetypes

Chapter 30: Enabling B2B Marketplaces—The Case of GE Global Exchange Services

Figure 1: Selected Products and Operations of General Electric (1999)

Figure 2: GXS' Software Applications

Figure 3: Main Industries of the Conglomerates

Figure 4: Functions of the Conglomerates

Figure 5: B2B Segment

Figure 6: Strategic Profiles of B2B Models

Figure 7: Buy-Side Model

Figure 8: Sell-Side Model

Figure 9: Emarketplace or Exchange Model

Figure 10: Michael Porter's Five-Forces

Chapter 32: The QUIPUDATA Case—Implementing a Quality Initiative in an IT Organization

Figure 1: Corporate Management Model

Figure 2: Expenditures to Management Ratio Scoring

Figure 3: Evolution of Key Indicators

Figure 4: Evolution of an IT Organization

Chapter 33: Spreadsheets as Knowledge Documents—Knowledge Transfer for Small Business Web Site Decisions

Figure 1: The Relationship Between Information Management and Knowledge Management

Figure 2: A Model to Assist Small Businesses to Interact with Customers on the Internet

Figure 3: The Implementation Screen

Chapter 34: Software Vendor's Business Model Dynamics Case—TradeSys

Figure 1: Market Share (%) of TradeSys and its Competitors

Figure 2: The Product Line of TradeSys

Figure 3: Sources of Revenue (Fractions of Turnover in Percentages) at the Growth Phase of Business

Chapter 35: Application of an Object-Oriented Metasystem in University Information System Development

Figure 1: Web Services Provider Architecture

Figure 2: System Generated by a Metasystem

Chapter 36: IS Management and Success of an Italian Fashion Shoe Company

Figure 1: Organizational Chart—LSB Group

Figure 2: Organizational Chart—The Production Function of "LSB Shoes Manufacturing"

Figure 3: Organizational Chart—LSB Commercial Function

Figure 4: Organizational Chart—The Design Function of "LSB Shoes Manufacturing"

Figure 5: Organizational Chart—The Administrative Function of "LSB Shoes Manufacturing"

Figure 6: The Steps for the Assessment of IS Strategic Alignment

Figure 7: LSB Business Processes

Figure 8: Legend of DFD Representation

Figure 9: DFD Describing the Activities and the Related Information Flows of the Collection Preparing Phase

Figure 10: DFD Describing the Activities and the Related Information Flows of all the Strategic Processes in LSB

Figure 11: A Fax Sent by LSB to an External Partner