The Doctrine Of Insurable Interest Essay Example | Topics and Well Written Essays - 4000 words

The Doctrine Of Insurable Interest - Essay Example The earliest references to insurable interest simply emphasised this characteristic of insurance. Since the insurer's contractual undertaking was to indemnify the insured for patrimonial loss, the latter had to prove that he had a financial interest upon the happening of the insured event because there could be no loss without an interest. In this very respect insurance was considered to differ from a wager because wagers did not contain an indemnity clause. The English common law was much to the same effect until 1774 when the Life Assurance Act3 was adopted. This Act introduced some important changes. South Africa inherited the English doctrine of insurable interest. This was brought about by certain colonial legislation4 which adopted English insurance law in the then Cape Colony and the Orange Free State. For this reason English law must be considered. In the recent case of Feasey v Sun Life Insurance Corp of Canada the Court confirmed that the interest necessary for life assurance must sound in money. At the same time it acknowledged the differences between indemnity and non-indemnity insurance. Special emphasis is put on the question of precisely what interest the parties intended to insure. It is clear that English law has not made much progre... It has even been suggested that insurable interest in life assurance in many respects is clearly out of touch with reality and that reform is necessary. Some important aspects of the English rules on insurable interest have indeed become firmly entrenched by trade usage and no turn-around seems possible, e.g. the rule that a person may insure his or her own life and that of his or her spouse for any amount he or she deems appropriate. On the other hand, some important matters must after the repeal of the provincial ordinances be considered as being open. Thus the question may be asked whether the existence of an actual insurable interest at the time of contracting is a separate requirement in law for the validity of a true contract of insurance. May a future interest for instance be insured on condition that the interest materialises before occurrence of the insured event (http://www.ombud.co.za/res/pdf/INSURABLE%20INTEREST%20IN%20THE%20CONTEXT%20OF%20LONG.pdf) Here there are in effect two questions. The issue raised most commonly is whether the definition of insurable interest is too narrow. Should unmarried cohabitants not be able to insure each other's life even in the absence of financial dependency Should the requirement of a proprietary interest be retained The more fundamental issue is whether it is obligatory to keep hold of the doctrine of insurable interest at all. In United Kingdom it seems to have been eliminated for definite types of business.1 The problem will have to be measured in the light of apprehensions about moral risks and, at a lawful level, the probable result of the Gambling Act 2005, which makes gambling contracts enforceable. Although the 2005 Act has not

The most persuasive of three models of attorney-client relationship Essay Example for Free

The most persuasive of three models of attorney-client relationship Essay While in the attorney-client relationship, lawyers face three obligations in performance.   First, they must assume the duty of fully investigating a client’s case.   Lawyers should seek out all relevant acts.   This information is necessary to provide the client with an effective counsel.   The second duty is zealous client advocacy. These duties are sometimes at odds with the third duty which is the obligation of lawyers to the court.   All active lawyers are officers of the court and therefore, hold certain responsibilities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It has been argued that only two of the above three obligations can be met at any given time.  Ã‚   Dean Freeman is quoted as saying, â€Å"To convert the defendant’s only champion into yet another member of the state’s legions seems an unnecessary and offensive step.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first and second obligations are in place to insure zealous advocacy; and the third is essential for lawyers to participate in the judicial system as it is designed. (Retrieved on 11/17/06 from source: http://www.findarticles.com/p/articles/mi_qa3975/is_200207/ai_n9119407)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The ABA has promulgated three model codes of lawyers since 1908.   The Canons of Ethics in 1908 was first.   This established many rules and codes that are still in effect today.   One thing the Canons did was to ban lawyers from advertising, except in the case of handing out business cards.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Canons were the ABA’s direct response to President Roosevelt’s 1905 criticism of lawyers as â€Å"hired Cunning†, or, those who, for lucrative fees, undermined the public interest by their representation of corporation and wealthy individuals.   These Cannons were adopted and were the legal profession’s authoritative statement of how a lawyer should act. (Retrieved on 11/17/06 from source: www.bryancave.com)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     The 1908 Canons included the duty of an attorney to keep a client’s secrets. This element of confidentiality is the duty I hold most important.   The Canons of 1908 set the premise of trust in the minds of the general, lawyer seeking public.   Attorneys can be more persuasive to their clients in regards to gaining their trust, if the client knows their secrets will be kept and confidentiality is firmly in place.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     The American Bar Association Model Code of Professional Responsibility was created in 1969.   This was a set of professional standards intended to guarantee the minimum legal ethics and responsibility of lawyers in the U.S.   It was ultimately replaced with the Model Rules of Professional Conduct after the Watergate scandal.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While I do feel all three model codes are important, the Canons are most persuasive in my book as they lay a firm base for what is expected from today’s lawyers:   Confidentiality, competence, honesty, loyalty and client’s access to progress through exchange of information. (Retrieved on 11/17/06 from source: www.dcbar.org)

hamburgers and ground beef :: essays research papers

Hamburgers and Ground Beef   Ã‚  Ã‚  Ã‚  Ã‚  Each individual in America has a goal he or she wants to accomplish. Whether it’s to purchase a new car or a huge home, it’s a goal wanted to be reached. However with the amount of fast food that Americans eat today, they will have a hard time accomplishing these goals because of the obesity or even disease they’ll have from the fast food. One major fast food that we like to eat while on the go is hamburgers. If it’s breakfast we grab a burger, if it’s lunch we grab a burger and even when it’s dinner we will grab a burger and might throw in some fires and a huge soda to go with it. Hamburgers are one of the leading causes of obesity and disease catching food.   Ã‚  Ã‚  Ã‚  Ã‚  In the Bio Analogics article it states that nearly two-thirds of residents of United States are overweight, and since 1991 the incidence of obesity has risen from 12 percent to more than 25 percent. This is due to the amount of junk food and burgers, we ate daily. To see if I am also one of these fast food consuming eaters, I composed a diary of what I eat daily and I discovered that within my weekly schedule, that’s between school and work- I eat hamburgers at least three times a week. I ate these burgers not just from one place, I ate them from four different places. The first one I ate was at In-and-Out. The second one was at Fuddruckers. The fourth day I had one in McDonalds and on the sixth day in which my friends and I went to Applebee’s after work and I still had the nerve to order a hamburger even when there were other items on the menu.   Ã‚  Ã‚  Ã‚  Ã‚  Hamburgers come from ground beef, which in reality if you consume a couple of hamburgers per month, it won’t harm you, but it states in ConsumerReports.org, â€Å"Americans show their affection for ground beef and burgers by consuming approximately 30 pounds of ground beef per person per year. Ground beef's saturated fat can contribute to heart disease, and the bacteria it sometimes harbors can sicken or kill someone who eats beef that is not cooked thoroughly.† With this information available to Americans daily, we still do consume the ground beef and even have the nerve to tell ourselves and our friends that we plan to cut back on it any day now.

Character Sketch on Jack Merridew from Lord of the Flies :: essays research papers

Jack first appears in Chapter 1 on page 15 after Ralph had blown the conch. He appears at first to be a terrifying and haunting figure in the way he dresses, a long sweeping black cloak, from a distance looking like a fictional character. Jack is introduced as darkness and shadow, â€Å"Within the diamond haze of the beach something dark was fumbling along... the creature stepped from mirage on to clear sand, and then they saw that the darkness was not all shadow but mostly clothing.† The image Ralph sees is actually Jack and his choir boys. When they are first introduced, â€Å"the heat of the tropics, the descent, the search for food, and now this sweaty march along the blazing beach had given them the complexions of newly washed plums.† Jack wore â€Å"a long black cloak which bore a long silver cross on the left breast and each neck was finished off with hambone frill.† Each choir boy also wore a square black cap with a silver badge on it but Jack’s badge was golden. Jack is â€Å"tall, thin, and bony: his hair was red beneath the black cap. His face was...freckled, and ugly without silliness... .â€Å" His eyes were bright blue and were ready turned to anger if necessary. He held himself upright and moved athletically and with authority. The first thing Jack says when he meets up with Ralph, Piggy and the other crowd of boys is, â€Å"Where’s the man with the trumpet?† The way in which he says this shows his contempt for the other children on the island. At this point he only cares about himself, his own reactions to changes and his own feelings. This is visible through his none existent interest towards the boys. He disagrees with some of what is said, â€Å"This was the voice of one who knew his own mind.† He has a disdainful attitude towards the other boys including the choir but shows a grudging respect and a shy liking for Ralph once Ralph is elected as leader and offers him continued control of the choir to be given which ever job Jack chooses. At first Jack doesn’t seem satisfied that there isn’t a man and wonders why Ralph has summoned everyone if there is no ship. He is put out because he isn’t chief. He believes that Ralph isn’t able to control the boys and thinks that he has his priorities all wrong- Ralph should be ordering people to go out hunting instead of building huts and keeping fires going.

Frost and Farley’s “The Road/Lover Not Taken” Essay

One of the most renowned American poets of his century, and of our generation still, Robert Frost – evident in his perhaps most widely recognized poem, â€Å"The Road Not Taken† (1915) – is able to effectively relate the inherent and quintessential condundrum existent in humanity which plagues the greater part of every human being’s existence. Conversely, the poet Blanche Farley, in a similar poem entitled â€Å"The Lover Not Taken† (1984) is able to afford readers more than a brief glimpse, and perhaps, reflection, of the inner workings of the human psyche, and its complexities; however much verging on a lampoon or parody of Frost’s work it may appear to be. Both writers are able to convey an aspect of humanity through their poetry. Apart from the glaring similarity which exists in the title of Frost and Farley’s poem, â€Å"The Road†¦ † and â€Å"The Lover†¦ † share another familiar element. Both are fraught with the inherent human agony and reality of choice. The need to choose between two roads to tread by, or lovers to take for one’s own; and the possibility of being at an advantage or disadvantage for choosing or dismissing a lover or proverbial road over the other is explicitly voiced in both poems. Both Frost and Farley are able to communicate the exquisite agony which is necessarily attached to the act of choosing, and perhaps even mourning the fact that one doesn’t have the capacity to venture and experience both undertaking. Frost’s â€Å"The Road Not Taken† begins with the famous lines affirming the previously mentioned sentiment when he pronounces, â€Å"Two roads diverged in a yellow wood, / And sorry I could not travel both†¦ † (1-2). In case readers were unable to exact this particular ideology from the title yet, the aforementioned quoted lines are able to firmly establish and affirm it. The extent of Robert Frost’s poem proceeds to relate how he chose one road over the other, one that appeared less than pleasant, but that which he proceeded to tread along in nonetheless. And despite already treading along in it, Frost briefly thought of returning and walking the other road instead, but he resolves to continue on the road he’s chosen, pronouncing, â€Å"Yet knowing how way leads to way, / I doubted if I should ever come back. † (14-15). The poem aptly culminates under a tiresome, but hopeful and optimistic note in which the poet looks back on the journey he’s taken, and relates: â€Å"I shall be telling this with a sigh / Somewhere ages and ages hence: / Two roads diverged in a wood, and I– / I took the ones less traveled by, / And that has made all the difference. † (16-20). The proverbial road and journey which the poet took, and which every man and woman, at one point or another, is inevitably bound to undertake is highlighted in the poem. Frost stresses the weight or impact that every individual’s choice contributes in the shaping of his or her life. The concluding line in the poem speaks to readers on a visceral level because it encompasses an inherent and significant aspect of every individual’s humanity. In â€Å"The Lover Not Taken,† Blanche Farley addresses this similar aspect of humanity – the perennial agony associated with choice – albeit rooted in parody, and perhaps even comedy. Farley relates the age-old torment of being torn between lovers, playfully relating, at times subtly, and sometimes crudely, in a fashion almost identical to Frost’s previous poem, â€Å"Committed to one, she wanted both / And, mulling it over, long she stood†¦ This new guy, smooth as a yellow wood / Really turned her on. † (1-2, 5-6) Farley proceeds to relate what she finds attractive in both men, almost in a manner which appears achingly juvenile, but the poet redeems herself with traces of wit and humor which â€Å"The Lover Not Taken† is not without. The narrator troubles herself with a view of the consequences and ramifications that could possibly ensue if she was to pick one lover over the other; but like Frost, the narrator is able to arrive at a firm decision. Farley concludes the protagonist’s particular condundrum in comedic triumphance by expressing, â€Å"With that in mind, she took the fast way home, / The road by the pond, and phone the blond. † (21-22) Blanche Farley’s â€Å"The Lover Not Taken† may be different compared to Robert Frost’s classic â€Å"The Road Not Taken† in terms of the gravity of choices being discussed, but it nonetheless presents readers a reality which applies in the extent of human existence. It affirms the idea that the perennial agony which exists alongside mankind’s inherent need to choose is very much present, be it in something as arcane and immensely significant as the journey every individual is supposed to undertake which will alter their entire being, to something as seemingly banal, trite and even juvenile as ambivalent love. Ultimately,â€Å"The Road Not Taken† and â€Å"The Lover Not Taken, are both able to evoke the agony which lies in choices, however disparate the weight of the concerns addressed in each poem may be, and in essence, both are able to reflect humanity. Works Cited â€Å"The Road Not Taken. † Anthology Of Poetry. 27 February 2008. â€Å"The Lover Not Taken. † Anthology Of Poetry. 27 February 2008.

Internet Security essays

Internet Security essays In the recent past a well known and widely used internet utility known as Napster was ordered to discontinue all of their activities due to copyright violations. Napster was and still is an internet music sharing service and was one of the most popular such services. The company existed to allow people across the country and even around the world to share .mp3 files with each other. However as the company became more and more popular they came more and more into the eye of the record companies and artists whose music was being traded freely across their web service. This attention resulted in a court case and eventually the temporary shutdown of Napster. It also has lead to the future state of the music service, as they will reopen for business later in this year, however will now be charging for access. This entire dispute came about due to copyright infringement laws and the breaking of them over the net, however, as can be easily seen, Napster had existed for a long time bef ore these charges were brought up, and even now many alternatives exist. The only difference is the relative size of the alternatives compared to Napster. Yet these other alternatives continue to exist without punishment. The question that I will answer here has a powerful bearing on the lives of these sites, as well as on the lives of most people in this country. That question is Should there exist a government run bureau whose sole responsibility is to police the Internet to keep crimes such as these, no matter how trivial, from occurring? My answer to this question, is no. I have many reasons for the answer that I have provided to this very controversial question, however, I will only be able to address a few of those reasons here. First and foremost of these, however, is a very obvious reason, the issue of privacy. Privacy has been a concern when enforcing the law for most of the history of our country. Privacy is the reason that w...

Israel P.L.O. Peace Treaty essays

Israel P.L.O. Peace Treaty essays The Middle East has always been known as the Holy Land, the land of the Bible. For centuries, prophets have walked there, nations have collided and conquerors have come and gone. While Jews claim a three thousand-year-old attachment to this ancient land, Arabs also stake their devotion. In 1993, these two peoples, involved in a tragic conflict that has lasted more than half a century, saw the possibility of a new beginning. It was called the Oslo Accord, and it transformed the political realities of the Middle East (Peres, p.2) However, there have been many turbulent events that have followed the signing of the Accord, events that have undermined the agreement and are threatening to drive Israelis and Arabs apart once again. Since the founding of Israel in 1948, there has been continuous conflict between Israel and the Arab states. This conflict has been marked by six bloody wars. In 1867, during the six-day war of Syria, Jordan and Egypt, Israel captured the West Bank, Sinai and the Gaza strip. Subsequently, a population of over a million Palestinian Arabs, together with their land was now under Israeli control. (Spencer, p.70) It was during this time that a Palestinian leader emerged, Yasser Arafat. Labeled a terrorist by Israel and the United States, he and his Palestine Liberation Organization called for the eviction of Israel from the occupied territories by force of arms. In 1979, Israel returned Sinai to Egypt by a peace treaty. Although Egypts Prime Minister Anwar Sadat was assassinated in 1982 by anti-peace forces, the peace still remained between the two countries. This paved the way for negotiations with Jordan, Syria, and the Palestines. (Hunter, p.17-20) However, Israels continued occupation of the Palestinian territories led to the uprising of Arab youth in the West Bank and Gaza, known as the Intifada. For the Palestinians in the West Bank and Gaza, the Intifada provided them with a new and assertive Palestin...

Animal Rights and the Ethics of Testing

Animal Rights and the Ethics of Testing Animals have been used as test subjects for medical experiments and other scientific investigations for hundreds of years. With the rise of the modern animal rights movement in the 1970s and 80s, however, many people began to question the ethics of using living creatures for such tests. Although animal testing remains commonplace today, public support for such practices has declined in recent years. Testing Regulations In the  United States, the  Animal Welfare Act  sets certain minimum requirements for the humane treatment of non-human animals in laboratories and other settings. It was signed into law by President Lyndon Johnson in 1966. The law, according to the U.S. Department of Agriculture, sets minimum standards of care and treatment be provided for certain animals bred for commercial sale, used in research, transported commercially, or exhibited to the public. However, anti-testing advocates rightfully claim that this law has limited enforcement power. For example, the AWA explicitly excludes from protection all rats and mice, which make up approximately 95 percent of the animals used in laboratories. To address this, a number of amendments have been passed in subsequent years. In 2016, for example, the Toxic Substances Control Act included language that encouraged the use of non-animal alternative testing methodologies. The AWA also requires institutions that perform vivisection to establish committees that are supposed to oversee and approve the use of animals, making sure that non-animal alternatives are considered. Activists counter that many of these oversight panels are ineffective or biased in favor of animal experiments. Furthermore, the AWA does not prohibit invasive procedures or the killing of the animals when the experiments are over. Estimates vary from 10 million to 100 million animals used for testing worldwide on an annual basis, but there are few sources of reliable data available. According to The Baltimore Sun, every drug test requires at least 800 animal test subjects.   The Animal Rights Movement The first law in the U.S. prohibiting the abuse of animals was enacted in 1641 in the colony of Massachusetts. It banned mistreatment of animals kept for mans use. But it wasnt until the early 1800s that people began advocating for animal rights in both the U.S. and the U.K. The first major animal welfare state-sponsored legislation in the U.S. established the Society for Prevention of Cruelty to Animals in New York in 1866. Most scholars say the modern animal rights movement began in 1975 with the publication of Animal Rights by Peter Singer, an Australian philosopher. Singer argued that animals could suffer just as humans do and therefore deserved to be treated with similar care, minimizing pain whenever possible. To treat them differently and say that experimentation on non-human animals is justified but experimentation on humans is not would be  speciesist. U.S. philosopher Tom Regan went even farther in his 1983 text The Case for Animal Rights. In it, he argued that animals were individual beings just as humans are, with emotions and intellect. In the following decades, organizations such as People for the Ethical Treatment of Animals and retailers such as The Body Shop have become strong anti-testing advocates. In 2013, the Nonhuman Rights Project, an animal rights legal organization, petitioned New York courts on behalf of four chimpanzees. The filings argued that the chimps had a legal right to personhood, and therefore deserved to be freed. The three cases were repeatedly rejected or thrown out in lower courts. In 2017, the NRO announced it would appeal to the New York State Court of Appeals. The Future of Animal Testing Animal rights activists frequently argue that ending vivisection would not end medical progress because non-animal research would continue. They point to recent developments in stem-cell technology, which some researchers say could one day replace animal tests. Other advocates also say  tissue cultures, epidemiological studies, and ethical human experimentation with fully informed consent could also find a place in a new medical or commercial testing environment. Resources and Further Reading Davis, Janet M. The History of Animal Protection in the United States Organization of American Historians. Nov. 2015. Funk, Cary and Raine, Lee. Opinion About the Use of Animals in Testing.  Pew Research Center. 1 Jul. 2015. United States Department of Agriculture. Animal Welfare Act. USDA.org Should Animals Be Used for Scientific or Commercial Testing? ProCon.org. Updated 11 Oct. 2017.

Article Analysis Essay Example | Topics and Well Written Essays - 250 words - 2

Article Analysis - Essay Example tions are concerned about the performance of other economies because when other economies are growing America will be able to export different commodities to those economies. The growth in exports will result to reduction in the trade deficit. When the economy grows at a negative rate citizens will import less from other countries because the price of import is higher (Sparshott, 2014). Therefore, even the neighboring countries that have stable economies will suffer because the export market will shrink. This was the situation that faced U.S. due to slow growth rate in other countries such as Europe, China, and South Africa. A nation should identify sector of the economy that is performing well in terms of exports so that they can give it government support because the more exports the smaller the trade deficit and the higher the growth of the economy (Sparshott, 2014). Increase in job opportunities predicts an increase in production in the future. In conclusion, a growing economy is characterized by increasing exports over the imports. However, exports are affected by the performance of other economies hence slow growth in international economies will affect the U.S. economy

Marketing Article Example | Topics and Well Written Essays - 5750 words

Marketing - Article Example In very much the same way, the article in question analyzes the means by which thou you based marketing can be used in pharmaceuticals to ensure that long-term ability to innovate and value is not lost. Moreover, the article indicates that the pharmaceutical firms have suffered a great deal with regards to public image in the past three years as exorbitantly high prices have not been able to integrate correctly with the simplistic definition about you based marketing which is as follows: value= benefit/cost. Naturally, an understanding of value-based marketing that would seek to promote a level of continued good or service availability and favorable consideration would necessarily place a positive and larger value of benefit once the entire equation has worked out. In much the same way, the article seeks to engage the consumer of pharmaceuticals in a way that actively promotes a â€Å"language of value†. Although pharmaceuticals has been used as the case in point for this part icular article review, the fact of the matter is that any and every product must engage in value-based marketing if it intends on its product or service offerings to continually be integrated with in a positive manner by the consumer base.... As the article indicates, Apple chose to engage with the Indian subcontinent by selling their otherwise highly expensive mobile devices through a series of Apple backed finance plans. Rather than engaging any other financial institutions in securing such short-term financial obligations, Apple Inc. the cited that a far better approach would be to offer such financing options in house as a means of engaging tens and even hundreds of thousands of potential clients that otherwise would not have the discretionary income to afford an outright purchase of their device. With this illustrates is that a firm which is able to integrate into specific markets utilizing specific tools is invariably able to experience a higher degree of success and longevity than one who uses a rather formulaic and unimaginative market penetration strategy that is not based on the dynamics of the needs of the region/socioeconomic situation in question. Chapter 3: Ethics in Marketing http://www.marketingmagazine.co .uk/article/1184004/understanding-britains-upmarket-ethical-consumers Although it might be nice to imagine that firms engage in ethical marketing merely due to the fact that it is the right thing to do, the fact of the matter is that this ordinarily takes place only as a means of generating further profitability. It doesn’t take a great deal of imagination to recall any of the major companies in the world advertising that they are engaging in ethical work as a means of providing what many market colleges refer to as a â€Å"warm fuzzy† feeling within the end consumer. However, the particular article in question, Understanding Britain’s Upmarket Ethical Consumers† details the means by which firms that engage in ethical marketing can reap a verifiably and statistically higher

Continuous Venovenous Haemodiafiltration Essay Example | Topics and Well Written Essays - 4000 words

Continuous Venovenous Haemodiafiltration - Essay Example that permits filtration of solutes in the blood by diffusion across the semipermeable membrane, the dialyzer, and by convection of solutes across the membrane as they are separated or filtrated from the whole blood in response to hydrostatic pressure (Bellomo, R., 1996).In contrast to intermittent haemodialysis, CVVHD employs slow continuous ultrafiltration that utilizes high-efficiency dialyzers with low blood and dialysate flow rates. In the acute care setting, the patients with acute renal failure are often unstable, and CVVHD is often preferable to haemodialysis. Furthermore, the classical intermittent haemodialysis has its limitations in haemodynamically unstable patients (Davenport, A., 1993). In fact, CVVHD has shown to improve haemodynamic and cerebrovascular stability in acute renal failure in the setting of multiorgan failure like liver failure or cerebral edema (Davenport, A., 1995). With CVVHD, sophisticated pump-driven devices that have venovenous access are used. Since this blood is circulated through the dialysis haemofilter, inherent risks of arterial route is obviated. Apart from organ failure, the other indications for use of venovenous haemodiafiltrate are acute renal failure complicated by refractory fluid overload, haemodynamic instability, and major life-threatening electrolyte imbalance and instability causing acid-base imbalance (Kirschbaum, B et al, 1992).Relevance in Critical Care: Trauma, burns, and pancreatitis are there major critical care admissions. These are known for release of many inflammatory materials in the body in response to the original insult. This constitutes the SIRS or systemic inflammatory response syndrome. Another...Anaesth Intensive Care. 1996 Aug;24(4):423-9. PMID: 8862637 [PubMed - indexed for MEDLINE] Leslie GD, Jacobs IG, Clarke GM, Proximally delivered dilute heparin does not improve circuit life in continuous venovenous haemodiafiltration. Intensive Care Med. 1996 Nov;22(11):1261-4. PMID: 9120123 [PubMed - indexed for MEDLINE] Wetering J van de, Westendorp RG, van der Hoeven JG, Stolk B, Feuth JD, Chang PC, Heparin Use In Continuous Renal Replacement Procedures: The Struggle Between Filter Coagulation And Patient Hemorrhage.J Am Soc Nephrol. 1996 Jan;7(1):145-50. PMID: 8808122 [PubMed - indexed for MEDLINE]

History of the Department Store Essay Example | Topics and Well Written Essays - 1750 words

History of the Department Store - Essay Example As our cities changed, the department store changed to meet the needs of the new demographics. While some suburbs flourished, inner cities fell into decline. By examining the history of the department store we can get a better look at the evolution of our American cities, and create a more effective plan for their future. The department store had its beginnings in New York when A T Stewart opened his legendary Marble Palace in 1846. This would be followed by Lord & Taylor, Macy's, Marshall Field, and Wanamaker who spared no luxury in opulent buildings, window displays, and the quality of merchandise. By the turn of the twentieth century the department store had become the hub of American inner city commerce. Owned by giants such as R. H. Macy, Marshall Fields, and A. T. Stewart, the stores reflected the name and reputation of their owners. The department store concept catapulted the owners to fame and notoriety as a1900 account of A T Stewart refers to him as "the acknowledged head of the mercantile world in this city and the sights on New York included AT Stewarts marble store downtown and Stewart's marble palace uptown" (From cellar to garret, 1900). These men that pioneered the department store helped define the geography of our cities and shape the demographics of consumerism. Department stores were created when the ability to move goods to a central location coincided with the ability to move customers to that location. Department stores were unique in their ability to offer a huge array of goods under one roof arranged in departments. "Such large retailers only became feasible when the horsecar or streetcar could deliver crowds to the central city. Department stores exploited economies in purchasing and distributing to a large market, which made them cheaper than the alternative, local neighborhood stores" (Nye, 1990, p.113). In addition, the stores utilized the concept of fixed pricing, which eliminated the need to haggle or bargain on a price. This would open the door for relatively inexperienced salesclerks that were often women. Of course, the success of the department store would be dependent upon attracting enough customers to make it a profitable venture. The introduction of the trolley car and railroad made this possible. The early department sto res were located along these lines of transportation and created the core of commerce and the inner city. In Chicago, P. Palmer ran a dry goods and carpet store in the downtown area and had foreseen the coming of the department store, and the importance of the inner city, with the success of the Marble Palace and Macy's in New York. "Palmer had correctly foreseen that State Street would become the burgeoning city's new central business district because of its location near an important transportation junction, and he invested wisely in real estate there" (Benes, 2006, p.72). In 1893, Marshall Field opened a store on Palmer's property amid the fanfare of the 1893 World's Columbian Exposition. The store was an instant success as, "People would visit the store and then go home and tell their neighbors about it. The neighbors would come to marvel at the huge store-and to buy its rare and high-quality goods" (Benes, 2006, p.72). These department stores located in downtown areas would attract other

Case study - legislation and security in zoos Essay

Case study - legislation and security in zoos - Essay Example 2) notes that it is possible that the UK has the highest level of Animal Welfare Legislation in the world. The western lowland gorillas are a subspecies of Gorilla that resides in lowland swamps, primary and secondary forests in central Africa. At the moment, the western lowland gorillas face extinction due to a number of factors. Some of the factors include poaching, deforestation, and disease outbreak especially Ebola. The Western Lowland Gorilla was classified as a critically endangered species on 2007 based on a reduction of population of over 80% over three generations (Genton 2013, pp. 2). Several legislations have been put in place to conserve wild animal all over the world, especially those designated as critically endangered. In the UK various laws have been put in place to protect critically endangered animals put in zoos. These legislations include: Cruelty to animals act, 1876 Protection of animals act, 1911 Dangerous wild animals act, 1976 Endangered species (import and export) act, 1976 Animals health act, 1981 Zoo licensing act, 1981 European Council Zoos Directive 1999/22/EC In 1896, the UK parliament passed the Cruelty to Animals act that defined limits on animal experimentation and established a licensing system for this experimentation. It instituted that researchers faced prosecution for cruelty if they did not conform to its provisions that required painful experimentation on animals to be carried out only when the proposed experiments are critically essential to save or prolong human life (Cruelty to Animals Act 1876, c.77). The Protection of Animals Act is legislation passed by the UK parliament and received the Royal Assent in 1911. It is basically a consolidation of various legislations, repelling other legislations such as the Wild Animals in Captivity Protection Act 1900 and the Cruelty to Animals Act 1849. This legislation however has largely been repealed by the Animal welfare Act 2006. The Dangerous Wild Animals Act 1976 was enacte d to ensure that dangerous wild animals kept by private individuals (as was the fad in the late 1960s and early 1970s), were kept in circumstances that did not endanger the public while also safeguarding the welfare of the animals (Dangerous Wild Animals Act 1976, c. 38). The Endangered Species (import and export) Act 1976 is a legislation of the UK parliament that seeks to restrict the importation, exportation and sale of certain animals and plants deemed endangered as well as their derivatives such as elephant tusks (Endangered Species (Import and Export) Act 1976, c. 72). The Animal Health Act 1981 is a legislation enacted to prevent and deal with various diseases affecting animals under human care. It established inspection regulations by approved government official and also set up a means with which the government can aid in preventing and curing animal diseases (Animals Health Act 1981, c. 22). The Zoo Licensing Act was established by the parliament to regulate zoos through r egistration with local authorities. The act requires all zoos to be inspected and licensed thus ensuring that animals confined in enclosures are provided with a suitable environment that ensures that they can express their normal behavior. The act also lays out conditions that zoos must keep to prevent escape leading to captive animal being injured or compromising public safety (Zoo

History of the Department Store Essay Example | Topics and Well Written Essays - 1750 words

History of the Department Store - Essay Example As our cities changed, the department store changed to meet the needs of the new demographics. While some suburbs flourished, inner cities fell into decline. By examining the history of the department store we can get a better look at the evolution of our American cities, and create a more effective plan for their future. The department store had its beginnings in New York when A T Stewart opened his legendary Marble Palace in 1846. This would be followed by Lord & Taylor, Macy's, Marshall Field, and Wanamaker who spared no luxury in opulent buildings, window displays, and the quality of merchandise. By the turn of the twentieth century the department store had become the hub of American inner city commerce. Owned by giants such as R. H. Macy, Marshall Fields, and A. T. Stewart, the stores reflected the name and reputation of their owners. The department store concept catapulted the owners to fame and notoriety as a1900 account of A T Stewart refers to him as "the acknowledged head of the mercantile world in this city and the sights on New York included AT Stewarts marble store downtown and Stewart's marble palace uptown" (From cellar to garret, 1900). These men that pioneered the department store helped define the geography of our cities and shape the demographics of consumerism. Department stores were created when the ability to move goods to a central location coincided with the ability to move customers to that location. Department stores were unique in their ability to offer a huge array of goods under one roof arranged in departments. "Such large retailers only became feasible when the horsecar or streetcar could deliver crowds to the central city. Department stores exploited economies in purchasing and distributing to a large market, which made them cheaper than the alternative, local neighborhood stores" (Nye, 1990, p.113). In addition, the stores utilized the concept of fixed pricing, which eliminated the need to haggle or bargain on a price. This would open the door for relatively inexperienced salesclerks that were often women. Of course, the success of the department store would be dependent upon attracting enough customers to make it a profitable venture. The introduction of the trolley car and railroad made this possible. The early department sto res were located along these lines of transportation and created the core of commerce and the inner city. In Chicago, P. Palmer ran a dry goods and carpet store in the downtown area and had foreseen the coming of the department store, and the importance of the inner city, with the success of the Marble Palace and Macy's in New York. "Palmer had correctly foreseen that State Street would become the burgeoning city's new central business district because of its location near an important transportation junction, and he invested wisely in real estate there" (Benes, 2006, p.72). In 1893, Marshall Field opened a store on Palmer's property amid the fanfare of the 1893 World's Columbian Exposition. The store was an instant success as, "People would visit the store and then go home and tell their neighbors about it. The neighbors would come to marvel at the huge store-and to buy its rare and high-quality goods" (Benes, 2006, p.72). These department stores located in downtown areas would attract other

Describe the U.S. Foreign Policy and how it affects the citizens Essay

Describe the U.S. Foreign Policy and how it affects the citizens - Essay Example ternational education; and protection of American citizens abroad and  expatriation†. The U.S. doesn’t really have a unified foreign policy goal anymore. The most recent unified foreign policy was the Cold War Strategy of containment of the USSR and of Communism, which pervaded its relation with almost virtually every country. Since then, however, there are different policies that are for different countries. Policies may be divided by continents, United Nations, Foreign Aid, Defense, and Allies and Enemies. The U.S. has a strong foreign policy with The United Kingdom. Its foreign policy affirms this bilateral relationship with U.K. as its most important in the world, which is evidenced in the levels of cooperation in military planning, execution of military operations, nuclear weapons technology, and intelligence sharing with each other. These two countries also share the world’s largest foreign investment partnership, with the U.S. investing in the U.K. reachi ng $255 billion and U.K.’s investment in the U.S. reaching $283 billion. Another alliance is NATO, or North American Treaty Organization, which is a national alliance that consists of twenty-eight countries. Under the NATO policy, the U.S. is compelled to defend any NATO state that is attacked by a foreign power (Cox & Stokes, 2008). There are also foreign policies on different issues, such as terrorism, worldwide health and disease, immigration, foreign aid and others. The foreign policy of worldwide health and disease targets globalized diseases, such as HIV/AIDS, malaria, TB, etc. Different organizations have been formed to combat these diseases such as PEPFAR (President’s Emergency Plan for AIDS Relief), where the U.S. government spends fifteen billion dollars over a span of five years to combat HIV/AIDS. Foreign aid is also another foreign policy. This policy compels the U.S. to spend about 0.18% of its Gross Domestic Product on Official Development Assistance. Un der this, there is also the Millennium Challenge Account, which is a government organization to which developing countries can apply for U.S. foreign aid (Cox & Stokes, 2008). The average American doesn’t know very much about the U.S.’s foreign policies. Most of the public are uninformed, or misinformed. Despite this, it is still a fact that the U.S. foreign policy does affect almost every aspect of the daily lives of Americans. Take for example the price of gasoline. The U.S. gets its oil from other countries such as Libya, Egypt, and other Middle-Eastern countries. In April 2011, fears about the unrest in Libya and Egypt sent oil prices to $113 a barrel. Another example is the life and death of the nation’s soldiers. NATO is compelled to defend any of its states that are attacked by a foreign power, meaning that there will be drafting of soldiers to go to war, which usually results in deaths and loss of resources (Irish & Frank, 2000). Most American citizens b uild lives

Common Rail Direct Injection Essay Example for Free

Common Rail Direct Injection Essay Direct injection means injecting the fuel directly into the cylinder instead of premixing it with air in separate intake ports. That allows for controlling combustion and emissions more precisely, but demands advanced engine management technologies. Unlike petrol engines, diesel engines don’t need ignition system. Due to the inherent property of diesel, combustion will be automatically effective under a certain pressure and temperature combination during the compression phase of Otto cycle. Normally this requires a high compression ratio around 22 : 1 for normally aspirated engines. A strong thus heavy block and head is required to cope with the pressure. Therefore diesel engines are always much heavier than petrol equivalent. The lack of ignition system simplifies repair and maintenance, the absence of throttle also help. The output of a diesel engine is controlled simply by the amount of fuel injected. This makes the injection system very decisive to fuel economy. Even without direct injection, diesel inherently delivers superior fuel economy because of leaner mixture of fuel and air. Unlike petrol, it can combust under very lean mixture. This inevitably reduces power output but under light load or partial load where power is not much an important consideration, its superior fuel economy shines. Another explanation for the inferior power output is the extra high compression ratio. On one hand the high pressure and the heavy pistons prevent it from revving as high as petrol engine (most diesel engine deliver peak power at lower than 4500 rpm. ), on the other hand the long stroke dimension required by high compression ratio favors torque instead of power. This is why diesel engines always low on power but strong on torque. To solve this problem, diesel makers prefer to add turbocharger. It is a device to input extra air into the cylinder while intake to boost up the power output of the engine. Turbocharger’s top end power suits the torque curve of diesel very much, unlike petrol. Therefore turbocharged diesel engines output similar power to a petrol engine with similar capacity, while delivering superior low end torque and fuel economy.

Effect of Organisational Culture on Information Technology

Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi Effect of Organisational Culture on Information Technology Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi