Management Information Systems
Managing the Digital Firm, 17th
Edition by Kenneth C. Laudon
Complete Chapter Solutions Manual
are included (Ch 1 to 15)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Information Systems in Global Business Today
2.Global E-Business and Collaboration
3.Information Systems, Organizations, and Strategy
4.Ethical and Social Issues in Information Systems
5.IT Infrastructure and Emerging Technologies
6.Foundations of Business Intelligence: Databases and Information
Management
7.Telecommunications, the Internet, and Wireless Technology
8.Securing Information Systems
9.Achieving Operational Excellence and Customer Intimacy:
Enterprise Applications
10.E-commerce: Digital Markets, Digital Goods
11.Managing Knowledge and Artificial Intelligence
12.Enhancing Decision Making
13.Building Information Systems
14.Making the Business Case for Information Systems and Managing
Projects
15.Managing Global Systems
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch15-1)
Chapter 15
Managing Global Systems
Student Learning Objectives
15-1 What major factors are driving the internationalization of business?
15-2 What are the alternative strategies for developing global businesses?
15-3 What are the challenges posed by global information systems and management
solutions for these challenges?
15-4 What are the issues and technical alternatives to be considered when developing
international information systems?
15-5 How will MIS help my career?
Key Terms
The following alphabetical list identifies the key terms discussed in this chapter. The
page number for each key term is provided.
Business driver, 562 Legitimacy, 574
Cooptation, 575 Multinational, 569
Core systems, 572 Particularism, 566
Domestic exporter, 568 Software localization, 579
Franchisers, 569 Transborder data flow, 567
Global culture, 563 Transnational, 569
International information systems
architecture, 562
Teaching Suggestions
The opening case, “New Systems Help Eli Lilly Standardize as a Global Company,”
demonstrates that a global company has the same information system requirements as a
domestic company, just on a larger, more complex, scale.
As a far-flung global company, Lilly had dozens of disparate local and regional
information systems customized to support local business processes, and they were very
difficult to coordinate. Imagine the data redundancies and inefficiencies when 40
different local controllers executed the month-end financial closing process on 40
different systems with different data standards!
15-1
, Old systems needed to be retired and replaced by a common IT platform—in this case, a
single enterprise-wide ERP system. Starting in 2010, Lilly began rolling out a single
global instance of SAP to all its locations.
Today, essentially all of Lilly’s global business runs on SAP ERP and 17 other SAP
software solutions, including systems for governance, risk management, and compliance
(GRC). Of special importance was Lilly’s adoption in 2013 of SAP GRC Process Control
for process automation. Previously, Lilly’s financial control group tried to manage the
control structure regionally by using individual spreadsheets that identified controls for
different locations. The company’s master control matrix was a large workbook
incorporating data from individual spreadsheets with color coding to manage changes to
the file. It was both frustrating and time-consuming to identify which controls were in
place at any point in time throughout Lilly’s global organization.
SAP GRC Process Controls is a tool that provides organizations with a continuous view
of their key compliance activities across all business processes, such as compliance with
Sarbanes-Oxley (SOX), segregation of duties (SoD), and operational controls for
managing the business. (SOX controls the accuracy and security of data reported within
financial statements, and SoD assigns more than one individual to perform a single task
to prevent fraud and error.) SAP GRC Process Control serves as a central repository to
store data from a global control matrix for Lilly’s entire enterprise and improves
management of those controls with automated monitoring. The Process Control tool can
issue alerts when controls need to be tested, store testing and sign-off documentation,
create and delegate remediation plans, and keep an audit trail of changes to controls.
By standardizing and streamlining execution of its process controls and business rules
throughout the enterprise, Eli Lilly has become even more efficient and effective as a
global company.
Section 15-1, “What major factors are driving the internationalization of business?”
Figure 15-1 is an excellent example of the globalization of businesses and industries. This
figure shows how one product, the Apple iPhone, involves operations in seven different
countries around the world. That is possible only through advanced networks and
information systems like the one Apple uses. Students might find it interesting to trace
common products through the design, production, and distribution phases to see the
globalization of industries first-hand. They can use the Internet to research this
information for themselves.
This section discusses the added challenges corporations face when they do business on a
global scale. Cultural particularism, social expectations, and political laws that vary from
country to country add layers to business processes, management strategies, and
information requirements that are not present in domestic companies. The problems and
situations in this section are the basis for the remaining sections—how to organize and
manage information systems that meet these challenges and serve a business worldwide.
15-2
Managing the Digital Firm, 17th
Edition by Kenneth C. Laudon
Complete Chapter Solutions Manual
are included (Ch 1 to 15)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Information Systems in Global Business Today
2.Global E-Business and Collaboration
3.Information Systems, Organizations, and Strategy
4.Ethical and Social Issues in Information Systems
5.IT Infrastructure and Emerging Technologies
6.Foundations of Business Intelligence: Databases and Information
Management
7.Telecommunications, the Internet, and Wireless Technology
8.Securing Information Systems
9.Achieving Operational Excellence and Customer Intimacy:
Enterprise Applications
10.E-commerce: Digital Markets, Digital Goods
11.Managing Knowledge and Artificial Intelligence
12.Enhancing Decision Making
13.Building Information Systems
14.Making the Business Case for Information Systems and Managing
Projects
15.Managing Global Systems
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch15-1)
Chapter 15
Managing Global Systems
Student Learning Objectives
15-1 What major factors are driving the internationalization of business?
15-2 What are the alternative strategies for developing global businesses?
15-3 What are the challenges posed by global information systems and management
solutions for these challenges?
15-4 What are the issues and technical alternatives to be considered when developing
international information systems?
15-5 How will MIS help my career?
Key Terms
The following alphabetical list identifies the key terms discussed in this chapter. The
page number for each key term is provided.
Business driver, 562 Legitimacy, 574
Cooptation, 575 Multinational, 569
Core systems, 572 Particularism, 566
Domestic exporter, 568 Software localization, 579
Franchisers, 569 Transborder data flow, 567
Global culture, 563 Transnational, 569
International information systems
architecture, 562
Teaching Suggestions
The opening case, “New Systems Help Eli Lilly Standardize as a Global Company,”
demonstrates that a global company has the same information system requirements as a
domestic company, just on a larger, more complex, scale.
As a far-flung global company, Lilly had dozens of disparate local and regional
information systems customized to support local business processes, and they were very
difficult to coordinate. Imagine the data redundancies and inefficiencies when 40
different local controllers executed the month-end financial closing process on 40
different systems with different data standards!
15-1
, Old systems needed to be retired and replaced by a common IT platform—in this case, a
single enterprise-wide ERP system. Starting in 2010, Lilly began rolling out a single
global instance of SAP to all its locations.
Today, essentially all of Lilly’s global business runs on SAP ERP and 17 other SAP
software solutions, including systems for governance, risk management, and compliance
(GRC). Of special importance was Lilly’s adoption in 2013 of SAP GRC Process Control
for process automation. Previously, Lilly’s financial control group tried to manage the
control structure regionally by using individual spreadsheets that identified controls for
different locations. The company’s master control matrix was a large workbook
incorporating data from individual spreadsheets with color coding to manage changes to
the file. It was both frustrating and time-consuming to identify which controls were in
place at any point in time throughout Lilly’s global organization.
SAP GRC Process Controls is a tool that provides organizations with a continuous view
of their key compliance activities across all business processes, such as compliance with
Sarbanes-Oxley (SOX), segregation of duties (SoD), and operational controls for
managing the business. (SOX controls the accuracy and security of data reported within
financial statements, and SoD assigns more than one individual to perform a single task
to prevent fraud and error.) SAP GRC Process Control serves as a central repository to
store data from a global control matrix for Lilly’s entire enterprise and improves
management of those controls with automated monitoring. The Process Control tool can
issue alerts when controls need to be tested, store testing and sign-off documentation,
create and delegate remediation plans, and keep an audit trail of changes to controls.
By standardizing and streamlining execution of its process controls and business rules
throughout the enterprise, Eli Lilly has become even more efficient and effective as a
global company.
Section 15-1, “What major factors are driving the internationalization of business?”
Figure 15-1 is an excellent example of the globalization of businesses and industries. This
figure shows how one product, the Apple iPhone, involves operations in seven different
countries around the world. That is possible only through advanced networks and
information systems like the one Apple uses. Students might find it interesting to trace
common products through the design, production, and distribution phases to see the
globalization of industries first-hand. They can use the Internet to research this
information for themselves.
This section discusses the added challenges corporations face when they do business on a
global scale. Cultural particularism, social expectations, and political laws that vary from
country to country add layers to business processes, management strategies, and
information requirements that are not present in domestic companies. The problems and
situations in this section are the basis for the remaining sections—how to organize and
manage information systems that meet these challenges and serve a business worldwide.
15-2
