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(2009). Customer Relationship Management (CRM): An Approach for Transforming the ’Myth’ of CRM Success into Dual-Creation of Value. Journal of Information Technology Case and Application Research: Vol. 11, No. 3, pp. 1-8.

Page EXECUTIVE SUMMARY iii 1. INTRODUCTION 1 2. PREVENTION 2 3. PROTECTION 4 4. PROSECUTION 8 5. CONCLUSION 10 APPENDICES Appendix 1 : Status of Commonwealth Members Ratifications and Accessions...

(2008). Change Management: A Sensible Approach for Information Technology Researchers. Journal of Information Technology Case and Application Research: Vol. 10, No. 3, pp. 1-8.

In this article, we explore the organizational process change dynamic through a theoretical lens of business process reengineering (BPR) models. We review relevant literature related to such models to devise a synthesized model of BPR. The synthesized model facilitates the identification of success factors for BPR. Results from in-depth case-study research add explanatory power to our model. It is hoped that our model and subsequent success factors will offer insights to help organizations effectively manage change and transformation.

Change management is a critical issue in the current fast-paced business environment. Organizations are being bombarded with global business change, innovations in communications, and rapidly evolving information systems capabilities. Since there exists a paucity of rigorous and relevant literature on change management, we chose to embark on an in-depth case study to explore how one organization manages radical change. We developed a set of theoretical propositions to guide the effort and act as a theoretical lens. Our specific research question is: how does an organization successfully manage projects that call for dramatic change to the way one normally conducts business? The case study allowed us to test the propositions in the business arena with one organization. It is hoped that this approach will offer insights and mechanisms to help other organizations effectively deal with change.

Organizations are responding to global competition by changing the way they work. Many have adopted transformation approaches such as business process reengineering (BPR) in an attempt to transform inefficient work processes. However, many BPR projects have delivered less than stellar results. The purpose of this research is to explore reasons why transformation might succeed or fail by looking at one organization’s experiences with an enterprise-wide transformation effort. The organization is the Honeywell Industrial Automation and Control (IAC) unit located in Phoenix, AZ. The case research study provides an in-depth look at how IAC is dealing with enterprise transformation. Based on the transformation literature and the case, a framework is developed to guide future research.

In traditional Chinese domestic architecture, the central, main room of the home functions as the family temple. In this room, the altar and related furniture is placed against the wall facing the entrance of the room, which opens onto the courtyard. Usually, in small houses, this room was multi-functional, serving as both living and dining rooms; in larger compounds, this room serves as family shrine and formal reception hall. With multistory dwellings, there did not seem to be a standard solution, but the altar tended to be found in the main room, often defined by the room with the television set before multiple household sets became common.

The molecular weights of both the lignosulphonate and carbohydrate fractions leached from sulphite chemimechanical pulps Increased as the leaching proceeded. Lignosulphonate molecular weights rose from 11000 to 61000. Values for the carbohydrate fractions were lower, ranging from 6000 to 17000. For the lignin, the diameter of the equivalent sphere corresponding to the whole sample leached was considerably Higher then the medium-pore diameter of the fiber. This discrepancy Indicated that the lignosulphonate macromolecule in the fiber wall adopted a flat conformation.