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CaseLink for
O'Brien-Marakas: Introduction to Information Systems, 14th Edition
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 Front Matter
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| 12 pp.
| The O’Brien Approach
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| I. Foundation Concepts
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| 1 pp.
| Introduction
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| 38 pp.
| 1. Foundations of Information Systems in Business
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| 19 pp.
| Case — INDIAN OIL CORPORATION LIMITED: PROJECT MANTHAN
Author(s): Gopal A; Kumar M
Publication Date: 10/13/2004
Industry: Petroleum Refining & Related Industries
Abstract: Indian Oil Corporation, a public sector undertaking of the Government of India, is faced with the prospect of the deregulation of the oil industry in India and the need to compete with nimble new market entrants. A major initiative toward this endis the enterprise resource planning system that the company has commissioned. Now, several years into the implementation, several snags arise; the implementation is clearly not going as planned. The company must decide how to bring theimplementation back on track and also use the lessons it has learned to re-evaluate whether it is headed in the right direction.
Ivey Number: 9B04E002
Geographic Location: India Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Enterprise Resource Planning; Information Systems; Change Management; Technological Change
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| 6 pp.
| Case — A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (A)
Author(s): Darren Meister; Carlie Bell
Ivey ID: 9B05E002
Publication Date: 3/7/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E02
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Security Systems; E-Commerce; Information Systems; Crisis Management
Major Disciplines: Management Science and Information Systems
Product Description: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company’s information systems, which jeopardized both the company‘s reputation and its ability to provide service to its customers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. The supplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans.
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| 27 pp.
| 2. Competing With Information Technology
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| 15 pp.
| Case — Toybox: Managing Dynamic Digital Projects
Author(s): Meister, Darren; Singer, David
Ivey ID: 9B02E014
Level of Difficulty: 4 — Undergraduate/MBA Geographic Setting: Canada
Industry Setting: Motion pictures, TV, radio and video Academic Discipline: Management Science and Information Systems
Subjects: Make or buy decision; Computer selection; Information technology; Animation studio
Product Description: Toybox is the visual effects division of Command Post, Canada’s largest full service postproduction company and industry leader in technical and creative services for film, television, video and digital audio productions. Toybox‘s visual special effects manager believes that an improved information system for managing digital projects is required to cope with future growth. For example, during recent production work on a feature film, difficulties in workload, signoffs and rework reached an unsustainable level. The visual special effects manager must choose between an off-the-shelf product and a custom in-house solution. However, his decision is complicated by the creative work environment and the number of systems to which the new system must be integrated.
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| 9 pp.
| Case — OPEN TEXT PREFERRED LISTINGS
Huff SL; Wade M
Open Text is a small, startup electronic commerce company based in Waterloo, Ontario. Initially, their main product was an Internet/worldwide web “search engine.” Theirs was one of the first such search engines available to users of the web. Thereare two basic issues in the case: revenue generation on the Internet, and Internet culture. Open Text has come up with a revenue model which involves advertisers paying to have their web sites appear at the top of search engine results when ’bought‘words are included in the search criterion. It is an innovative approach to revenue generation, and a departure from the traditional 'banner ad' model. One of the central issues of the case is whether Internet culture will allow search engineresults, which are generally considered to be a free and 'honest' resource, to be influenced by advertisers. The case also provides a useful way to examine the issue of searching for material on the web.
Ivey Number: 9A98E021
Publication Date: 15/02/1999 Revision Date: 10/2/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1998
Subjects: Worldwide Web, E-Commerce, Search Engines, Internet Culture
Functional Area: Management Science & Information Systems
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| II. Information Technologies
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| 1 pp.
| Introduction
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| 44 pp.
| 3. Computer Hardware
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| 13 pp.
| Case — HIGHWIRED.COM: HARDWARE DECISIONS
Schneberger SL; Mark K
Highwired.com provided to high school students and teachers, a range of free services to enable school interaction on a personalized Web site. Highwired.com’s network had grown from 1,000 member high schools to over 12,000 schools in 50 states and72 countries, in only 13 months. Due to its blistering growth, it was approaching its peak load capacity in June, the end of the school year. The vice-president of product development expected that growth would continue at that pace and wanted toensure that they struck the right balance between low response time and minimal downtime, and acceptable hardware costs. Any changes had to be made before school started in September. He wanted to confirm that his recommendation to use multipleservers with redundant network storage devices attached was the optimal solution. To do so, he examined site performance metrics, server configuration options and additional hardware.
Ivey Number: 9B00E023
Publication Date: 25/01/2001
Geographic Setting: United States Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 2000
Subjects: E-Commerce, System Design, Capacity Analysis, Action Planning and Implementation
Functional Area: Management Science & Information Systems
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| 13 pp.
| Case — MERCEDES-BENZ USA: INVESTING IN IT INFRASTRUCTURE
Author(s): Kursh SR; Hoch M
Publication Date: 1/13/2006 Revision Date: 6/2/2006
Product Type: Case
Ivey ID: 9B06E003
Geographic Setting: United States Industry Setting: Automotive Dealers & Gas Service Size: Large organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Computer System Implementation; Automotive; Financial Analysis; Telecommunication Technology
Functional Area: Management Science & Information Systems
Product Description: The national manager for technical training at Mercedes-Benz USA, is considering using streaming media and distance learning as a supplement to class-room based education, but is concerned that this innovative and risky IT investment could have anegative affect on the company’s quality reputation. He needs to evaluate the viability of the e-learning option, including selecting between two vendors, Microsoft and Real Networks. This case provides students with an opportunity to develop amethodology based on capital budgeting analysis for evaluating and executing IT investments. The case is particularly valuable for helping students to consider the risks related to the execution of IT investments, even when an investment has a highROI.
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| 40 pp.
| 4. Computer Software
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| 12 pp.
| Case — INFORMATION SYSTEMS AT FIRSTCARIBBEAN: CHOOSING A STANDARD OPERATING ENVIRONMENT
Author(s): Beaubien L; Mahon S
Publication Date: 3/22/2005
Industry: Banking
Abstract: The Canadian Imperial Bank of Commerce and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate and offshore banking operations in the Caribbean. Currently there are four systems inoperation in the region. All are carry-overs from the pre-merger operation of the bank. Each of the systems has different pros and cons consisting of degree of fit with the organization strategy, likely impact on organizational culture, andfunctionality. As part of the effort to standardize practices across the organization, a choice for one standard operating system must be made.This case may be taught on a stand alone basis or in combination with any of four additional cases that deal with various functional issues regarding the actual merger and integration. The four additional cases deal are: CIBC-Barclays: Should Their Caribbean Operations be Merged?, product 9B04M067; Harmonization of Compensation and Benefits for FirstCaribbean Bank, product 9B04C053; CIBC-Barclays: Accounting for Their Merger, product 9B04B022 and Note on Banking in the Caribbean, product9B05M015.
Ivey Number: 9B04E032
Geographic Location: Barbados/Caribbean Company Size: Large organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Mergers & Acquisitions; International Management; Integration; Management Information Systems
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| 6 pp.
| Case — R.J. THOMPSON DATA SYSTEMS, INC.
Author(s): Laurie Schatzberg
Ivey ID: 9B05E019
Publication Date: 10/28/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05E19
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Enterprise Resource Planning; Management Information Systems; Computer System Implementation; Customer Relations
Major Disciplines: Management Science and Information Systems
Product Description: R.J. Thompson Data Systems sells, implements and maintains management information systems. The president of the company receives a call from a potential client to demonstrate a system that they had rejected earlier. The company would benefit from a large sale, however, the president reflects on the experience from the last presentation to this company; R.J. Thompson Data Systems spent considerable time preparing the presentation, only to be treated poorly and to have the offer rejected. He must decide if he should rally the team again.
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| 36 pp.
| 5. Data Resource Management
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| 13 pp.
| Case — CANADIAN FIREARMS PROGRAM
Author(s): Derrick Neufeld; Zeying Wan
Publication Date: 2/16/2006 Revision Date: 7/19/2006
Product Type: Case
Ivey ID: 9B06E007
Geographic Setting: Canada Industry Setting: Justice, Public Order and Safety
Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Cost Control; Information Systems; Politics; Project Management
Major Disciplines: Management Science and Information Systems
Product Description: The Canadian firearms program initially was established to set up a shared database. However, increasing costs of the firearms program is a concern for a number of Canadians. Should the federal government continue with the program, de-
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| 12 pp.
| Case — IBM’S KNOWLEDGE MANAGEMENT PROPOSAL FOR THE ONTARIO MINISTRY OF EDUCATION
Author(s): Darren Meister; Ken Mark
Ivey ID: 9B05E007
Publication Date: 3/22/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05E07
Geographic Setting: Canada Industry Setting: Business Services Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Knowledge Management; Action Planning and Implementation; Stakeholder Analysis; Project Management
Major Disciplines: Management Science and Information Systems
Product Description: The knowledge management consultant for IBM Canada’s Ltd. business consulting service was preparing for a meeting with the Ontario‘s Deputy Minister of Education. The purpose of the meeting was to secure top-level support for an early-stage Knowledge Management program at the ministry. For the past few weeks she had conducted an initial study of ministry needs and believed that the organization could benefit from one or more knowledge management solutions, including document management, communities of practice and expert directory. The consultant wondered how she should approach the meeting, given the there seemed to be internal ministry concerns about knowledge sharing. As she reviewed her notes, she wanted to know which solution or combination of solutions she should recommend and what implementation challenges she could expect to face.
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| 49 pp.
| 6. Telecommunications and Networks
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| 25 pp.
| Case — CANADIAN IMPERIAL BANK OF COMMERCE WIRELESS STRATEGY
Wade M; Hamilton D
The director of business development of the electronic banking division of the Canadian Imperial Bank of Commerce (CIBC) had just won a long-fought battle to implement a wireless banking initiative for customers with mobile devices such as cellphones and personal digital assistants. Now he had to make a number of key decisions relating to the strategy. These decisions included which services to offer (banking as well as non-related services), which devices and standards to support andwhether to partner with a third-party content supplier. An extensive glossary of wireless technology terminology is included with this case.
Ivey Number: 9B01E001
Publication Date: 7/3/2001 Revision Date: 16/11/2001
Geographic Setting: Canada Industry Setting: Banking
Company Size: Large organization
Event Year Start: 2000
Subjects: Strategy Implementation, Technological Change, Consumer Behaviour, Telecommunication Technology
Functional Area: Management Science & Information Systems
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| 15 pp.
| Case — LANARK COMMUNICATIONS NETWORK: MAINTAINING THE MOMENTUM
Parent M; Brohman K
The Lanark Communications Network (LCN) is Canada’s only rural Integrated Community Network (ICN). A not-for-profit corporation whose mission was to create and promote a telecommunications infrastructure that would lead to economic improvement, theLCN is funded through its members and government grants. Though the LCN has been successful in the past at raising funds, there is some uncertainty over a recent large application. The case serves to present ICNs as a networking approach, and dealswith the problem of choosing from amongst a set of applications by a set of public and private sector partners with different goals.
Ivey Number: 9A97E016
Publication Date: 24/10/1997
Geographic Setting: Canada Industry Setting: Communications
Company Size: Medium organization
Event Year Start: 1997
Subjects: Communications, Partnership, Strategic Planning
Functional Area: Management Science & Information Systems
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| III. Business Applications
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| 1 pp.
| Introduction
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| 48 pp.
| 7. Electronic Business Systems
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| 24 pp.
| Case — KL WORLDWIDE ENTERPRISES, INC.: PUTTING IT TO WORK
Author(s): Richard M. Kesner
Ivey ID: 9B05E023
Publication Date: 1/13/2006 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05E23
Geographic Setting: United States Industry Setting: Apparel and other Finished Products Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Operations Management; E-Commerce; Information System Design; Information Systems
Major Disciplines: Management Science and Information Systems
Product Description: The KL Worldwide Enterprises Inc. case provides a rich context within which to explore the information technology (IT) issues that confront a global enterprise engaged in the manufacture, sales and distribution of durable goods. The primary purpose is to provide students with a real-world, hands-on simulation of an information technology systems development process that spans the entire life cycle of an IT project from initial project scoping and justification through acceptance testing and deployment. The KL case emphasizes the design and delivery of enterprise resource planning (ERP), supply-chain management, decision support system (DSS) and eCommerce solutions to both for-profit and not-for-profit organization. The case leads the reader into a consideration of the many opportunities to improve KL performance through the better design and integration of IT-enabled processes and services, from designing a new eCommerce or DSS capability to reengineering KL’s supply-chain and product design practices.
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| 25 pp.
| Case — XEROX (HONG KONG): SALES ACTIVITY MANAGEMENT PROCESS (A)
Newson EFP; Zhao M
The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-widedatabase to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, ortalking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financialconstraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning andimplementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002. Industry: Electric & Electronic Equipment Supplies Issues: Computer System Implementation, Generating Profit from New Technology, Information Systems, Decision Support Systems Location: Hong Kong Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A99E015
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| 36 pp.
| 8. Electronic Commerce Systems
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| 5 pp.
| Case — MARS INCORPORATED: ONLINE PROCUREMENT
Author(s): Peter C. Bell
Ivey ID: 9B05E004
Publication Date: 1/31/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E04
Geographic Setting: United States Industry Setting: Food and Kindred Products Size: Large Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Supplier Relations; Purchasing; E-Commerce; Linear Programming
Major Disciplines: Management Science and Information Systems
Product Description: Mars Inc., one of the world’s largest privately owned businesses, purchased over $4 billion of materials annually, and was aware that many major firms were achieving savings of around five per cent through the use of online procurement auctions. The vice-president for Business Solutions at Mars wondered whether an online auction could be designed that would meet the special needs of the Mars company while enabling Mars to achieve the savings necessary to allow the company to prosper and grow in its highly competitive markets.
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| 12 pp.
| Case — PAYBOX.NET: MOBILIZING MCOMMERCE
Author(s): Parent M; Singh H.; Woerner M; Zhang Y.
Publication Date: 10/13/2004
Industry: Credit Agencies other than Banks
Abstract: Paybox.net AG was the world’s first mass-marketable mobile payment system. Launched in 1999 at the height of the dotcom boom, it had been steadily losing ground. The company‘s founder, and architect of the technology underlying Paybox, must decideif his product has a future, and if so, what the market strategy should be.
Ivey Number: 9B04E028
Geographic Location: Germany Company Size: Small organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: E-Commerce; Market Strategy; Internet Culture; Strategy Development
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| 49 pp.
| 9. Decision Support Systems
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| 12 pp.
| Case — HARRISON, YOUNG, PESONEN AND NEWELL, INC.: DIRECT RESPONSE TV, SUPER-TEL
Bell PC; Kolterman D
An analyst at Harrison, Young, Pesonen, and Newell, Inc. had developed the media plan for a discount long distance telephone carrier (Super-Tel) and was supervising its execution. At the start of week eight of the twelve-week direct responsetelevision campaign she was monitoring customer response data from the telemarketing contractor in order to judge the performance of the advertising plan, with the objective of making adjustments to improve the plan. The analyst hoped to fine-tunethe final weeks of advertising in order to maximize the number of customer orders received by Super-tel, while minimizing the costs of obtaining those orders. Could she use a decision support system to solve this problem. (A Microsoft Excel datafile is available for use with this case, product 7A98E028.)
Ivey Number: 9A98E028
Publication Date: 16/02/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1996
Subjects: Decision Support Systems, Spread Sheet Application, Advertising Media, Advertising Effectiveness
Functional Area: Management Science & Information Systems
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| 25 pp.
| Case — XEROX (HONG KONG): SALES ACTIVITY MANAGEMENT PROCESS (A)
Newson EFP; Zhao M
The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-widedatabase to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, ortalking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financialconstraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning andimplementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002. Industry: Electric & Electronic Equipment Supplies Issues: Computer System Implementation, Generating Profit from New Technology, Information Systems, Decision Support Systems Location: Hong Kong Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A99E015
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| IV. Development Processes
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| 1 pp.
| Introduction
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| 45 pp.
| 10. Developing Business/IT Solutions
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| 22 pp.
| Case — IIF AND QUATEAMS CREATING A CUSTOM CRM
Author(s): Haggerty NRD; Mitchell J
Publication Date: 11/23/2004
Industry: Banking
Abstract: IIF (Institute of International Finance) was eight months into the customized development of a customer relationship management system (CRM) by a small software development firm, QuaTeams. IIF, a member organization, wants to replace their currentCRM, an Access database, by integrating member information from different departments: economic research, membership, events and finance. In addition, they want to be able to handle the growing number of members and track the interactions betweentheir staff and their membership. With two months to go before the scheduled launch, both sides must make decisions to overcome the remaining technical hurdles they have with the database and security. The IIF must also consider implementationissues and think of creative ways that the customer relationship management system can be used once the system is operational. The objective of the case is to introduce students to the development of a custom CRM and how the process of developingand implementing a CRM can change the way an organization deals with its customers.
Ivey Number: 9B04E030
Geographic Location: United States Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Management Information Systems; Computer System Implementation; Customer Relationship Management; Project Management
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| 2 pp.
| Case — DEVELOPING INFORMATION SYSTEMS — AN EXERCISE WITH BUILDING BLOCKS
Author(s): Compeau D; Marcolin B
Publication Date: 10/13/2004
Abstract: In teams of four to six people, each team works to develop a structure using building blocks. Various alterations to the terms of the assignment are made as the exercise unfolds, simulating the unpredictability of information systems development.Difference in the "technology" available to teams (both in terms of amount and type) simulate the challenge of differences in technology resources and later the challenge of integration, even with standard and simple technology.
Ivey Number: 9B04E025
Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Information System Design; Information Systems; Systems Analysis
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| V. Management Challenges
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| 1 pp.
| Introduction
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| 46 pp.
| 11. Security and Ethical Challenges
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| 6 pp.
| Case — A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (A)
Author(s): Darren Meister; Carlie Bell
Ivey ID: 9B05E002
Publication Date: 3/7/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E02
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Security Systems; E-Commerce; Information Systems; Crisis Management
Major Disciplines: Management Science and Information Systems
Product Description: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company’s information systems, which jeopardized both the company‘s reputation and its ability to provide service to its customers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. The supplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans.
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| 17 pp.
| Case — HILL & KNOWLTON: KNOWLEDGE MANAGEMENT
Author(s): Meister D; Mark K
Description: Hill & Knowlton is a division of one of the world’s largest communication services group. Tagging e-mail communications to support knowledge management codification and connection strategies is an important issue for managers. Issues related toprivacy and performance need to be considered. The worldwide director of knowledge management at Hill & Knowlton needs to assess the degree to which tagging should be enforced in a communication services organization that supports numerous clientsaround the world.
Ivey Number: 9B04E003
Publication Date: 4/3/2004
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2003
Subjects: Knowledge Management; Leveraging Information Technology; Knowledge Based Systems; Communications
Level of Difficulty: Undergraduate/MBA
Functional Area: Management Science & Information Systems
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| 36 pp.
| 12. Enterprise and Global Management of Information Technology
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| 17 pp.
| Case — KNOWLEDGE MANAGEMENT AT ACCENTURE
Author(s): Darren Meister
Ivey ID: 9B05E018
Publication Date: 11/28/2005 Revision Date: 10/9/2009
Product Type: Case
Geographic Setting: United States Industry Setting: Business Services Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Knowledge Management; Knowledge Based Systems; Technological Change; Consulting
Major Disciplines: International; Management Science and Information Systems
Product Description: Accenture has long been seen as a leader in knowledge management, having received awards for many years. Over the years though, islands of knowledge have developed throughout the organization and the delivery infrastructure has become progressively more expensive. In 2004, the global knowledge management lead has been given the mandate to lead a revitalization of knowledge management. This case outlines governance challenges in the global firm, the transition to a new IT infrastructure and the strategic challenges and opportunities facing knowledge management within Accenture.
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| 23 pp.
| Case — GENERAL MOTORS OF CANADA: COMMON SYSTEM IMPLEMENTATION
Schneberger SL; Krajewski A
As part of General Motors’ overall strategy to standardize systems across GM‘s global operations, GM planned to implement a new timekeeping information system throughout GM plants in Canada. A common timekeeping system could increase plantefficiency, standardize reporting for headquarters, and facilitate productivity benchmarking across North America. Existing GM Canada timekeeping practices differed considerably within Canada and with U.S. operations, however, and Canadianresistance was threatening system implementation.
Ivey Number: 9A98E014
Publication Date: 5/10/1998
Geographic Setting: Canada/USA Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1996
Subjects: Information Systems, Management Information Systems, Human Resources Management, Management in a Global Environment
Functional Area: Management Science & Information Systems
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| Back Matter
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| 3 pp.
| Review Quiz Answers
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| 9 pp.
| Selected References
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| 19 pp.
| Glossary for Business Professionals
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| 2 pp.
| Photo Credits
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| 3 pp.
| Name Index
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| 3 pp.
| Company Index
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| 15 pp.
| Subject Index
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| 2008 copyright reserved |
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