“At the heart of the book are the functional areas of an industrial firm. Although the data structures are thereby designed according to functional area the integration principle of supra-functional processing of tasks occupies the foreground. This book aims to achieve both a scientifically-based procedural method and a practically relevant, tried and tested approach. The author's experience of developing and introducing integrated information systems in several large industrial firms is incorporated in the treatment presented.”

— August-Wilhelm Scheer

August-Wilhelm Scheer (1989) Enterprise-wide Data Modelling: Information Systems in Industry. Springer-Verlag, p. vi.

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August-Wilhelm Scheer 6

German business theorist 1941

Brian Campbell Vickery (1918–2009) British information theorist

Source: Information Systems (1973), p. 330; As cited in: Lyn Robinson and David Bawden (2011).

“A breakdown of management into its basic functions — development, production and marketing — revealed that the character of the functions, their chronological sequence, the closeness with which they had to be integrated and their relative importance to the success and survival of the business, all depended upon the system of techniques in the firm concerned.”

Joan Woodward (1916–1971) British sociologist

Source: Management and technology, Problems of Progress Industry, 1958, p. 21-22

“The Systems engineering method recognizes each system is an integrated whole even though composed of diverse, specialized structures and sub-functions. It further recognizes that any system has a number of objectives and that the balance between them may differ widely from system to system. The methods seek to optimize the overall system functions according to the weighted objectives and to achieve maximum compatibility of its parts.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), p. 8; Cited in: Peter Allen, Steve Maguire, Bill McKelvey (2011) The SAGE Handbook of Complexity and Management. p. 35

“Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual TT investments. This was true when most investments were focused on the support of a single business process or functional area. It is even more true as business executives ponder implementations of shared technologies like data warehouses and networks, replacement of large legacy systems, and reskilling of the IT staff. Although firms introduce some systems to reduce costs and can evaluate them in terms of their success in doing so, they want many IT initiatives to support a firm's objectives. The value of these initiatives rest in their contributions to a firm's competitiveness, which is often non quantifiable and uncertain.”

Jeanne W. Ross (1958) American computer scientist

Jeanne W. Ross, Cynthia Mathis Beath, and Dale L. Goodhue (1996). " Develop long-term competitiveness through IT assets http://layoftheland.net/archive/web/mis-575/course_docs/topic_4/ross.beath.goodhue.ITassets.pdf." Sloan management review Vol 38 (1). p. 31.

“The creation and implementation of integrated information systems involves a variety of collaborators including people from specialist departments, informatics, external advisers and manufacturers. They need clear rules and limits within which they can process their individual sub-tasks, in order to ensure the logical consistency of the entire project. Therefore, an architecture needs to be established to determine the components that make up the information system and the methods to be used to describe it. The ARIS architecture developed in this book is described in concrete terms as an information model within the entity-relationship approach. This information model provides the basis for the systematic and rational application of methods in the development of information systems. It also serves as the basis for a repository in which the enterprise's application - specific data, organization and function models can be stored. The ARIS architecture constitutes a framework in which integrated applications systems can be developed, optimized and converted into EDP - technical implementations. At the same time, it demonstrates how business economics can examine and analyze information systems in order to translate their contents into EDP-suitable form.”

August-Wilhelm Scheer (1941) German business theorist

August-Wilhelm Scheer, I. Cameron (1992) Architecture of integrated information systems: foundations of enterprise modelling. Abstract.

“Organization structure must perform the major functions of facilitating the collection of information from external areas as well as permitting effective processing of information within and between subunits which make up the organization.”

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 615

“Concepts of uncertainty and information processing are used to integrate the diverse organization design/structure literatures. This approach more fully explicates the concept of congruence which lies at the heart of contingency ideas. The review suggests a contingency approach to design which develops a feasible set of structural alternatives from which the organization can choose.”

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 613: Abstract

“The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract

“The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases ^ are the informative, the advisory, and the supervisory.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 60

“Geovisualization integrates approaches from visualization in scientific computing (ViSC), cartography, image analysis, information visualization, exploratory data analysis (EDA), and geographic information systems (GISystems) to provide theory, methods, and tools for visual exploration, analysis, synthesis, and presentation of geospatial data”

Alan MacEachren (1952) American geographer

any data having geospatial referencing
Source: Research challenges in geovisualization (2001), p. 3

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