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Fifteenth Edition Fifteenth
Management Information Systems Edition
Managing the Digital Firm

Kenneth C. Laudon | Jane P. Laudon
Management Information Systems, 15e is an in-depth look
Management Information Systems

at how the business firms use information technologies and
systems to achieve corporate objectives. Information systems
are one of the major tools available to business managers for
Management
Managing the Digital Firm

achieving competitive advantage. Whether it is in accounting,
finance, management, operations management, marketing, or
Information
information systems, the knowledge and information that this
book contains will be valuable throughout the business career.
NEW TO THIS EDITION

 This edition features all new opening, closing, and Interactive
Session cases. The text, figures, tables, and cases have been
Systems
updated with intensive research.
 In-depth coverage of big data analytics, analyzing Internet Managing the
of Things (IoT) data streams, Hadoop, in-memory computing,
non-relational databases, and analytic platforms.
Digital Firm
 New e-commerce content describing how social tools, mobile
technology, and location-based services are transforming
marketing and advertising.
Cover Image: Nonwarit. 123rf.com

 Some of the new cases added are ETMs re-routing KRSTC,
Collaboration for improved services at eClerx, NTT Datacenter,
RFID-enabled weighbridge automation, Zomato scripting success
with e-commerce, Paytm cashing on demonetization, and KMS
Fifteenth
empowering Capella.
Edition
in.pearson.com
Kenneth C. Laudon
Online resources available at
www.pearsoned.co.in/kennethclaudon/
Laudon
Laudon
This edition is manufactured in India and is authorized for sale only

in India, Bangladesh, Bhutan, Pakistan, Nepal, Sri Lanka and the Maldives. Jane P. Laudon
Size: 203x254mm Spine: 00mm ISBN: 9789352865475 Title Sub Title Edition Authors / Editors Name With CD Red Band Territory line URL Price mQuest
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MANAGEMENT
INFORMATION SYSTEMS
MANAGING THE DIGITAL FIRM
FIFTEENTH EDITION
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MANAGEMENT
INFORMATION SYSTEMS
MANAGING THE DIGITAL FIRM
FIFTEENTH EDITION
Kenneth C. Laudon
New York University
Jane P. Laudon
Azimuth Information Systems
Adapted by
Sahil Raj
School of Management Studies, Punjabi University, Patiala
A01_LAUD5475_15_SE_FM.indd 5 12/12/2017 16:45

Microsoft and/or its respective suppliers make no representations about the suitability of the information
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Microsoft® Windows®, and Microsoft Office® are registered trademarks of Microsoft Corporation in the
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Corporation.
Authorized adaptation from the global edition, entitled Management Information Systems: Managing The
Digital Firm, 15th Edition, ISBN 9781292211756 by Kenneth C. Laudon and Jane P. Laudon, published
by Pearson Education, Inc, Copyright © 2018.
Indian Subcontinent Adaptation

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About the Authors
Kenneth C. Laudon is a Professor of Information Systems at New York University’s Stern

School of Business. He holds a B.A. in Economics from Stanford and a Ph.D. from Columbia
University. He has authored 12 books dealing with electronic commerce, information sys-
tems, organizations, and society. Professor Laudon has also written more than 40 articles
concerned with the social, organizational, and management impacts of information systems,
privacy, ethics, and multimedia technology.
Professor Laudon’s current research is on the planning and management of large-scale
information systems and multimedia information technology. He has received grants from
the National Science Foundation to study the evolution of national information systems at
the Social Security Administration, the IRS, and the FBI. Ken’s research focuses on enter-
prise system implementation, computer-related organizational and occupational changes in
large organizations, changes in management ideology, changes in public policy, and under-
standing productivity change in the knowledge sector.
Ken Laudon has testified as an expert before the United States Congress. He has been a
researcher and consultant to the Office of Technology Assessment (United States Congress),
the Department of Homeland Security, and the Office of the President, several executive
branch agencies, and Congressional Committees. Professor Laudon also acts as an in-house
educator for several consulting firms and
as a consultant on systems planning and
strategy to several Fortune 500 firms.
At NYU’s Stern School of Business, Ken
Laudon teaches courses on Managing the
Digital Firm, Information Technology
and Corporate Strategy, Professional
Responsibility (Ethics), and Electronic
Commerce and Digital Markets. Ken
Laudon’s hobby is sailing.
Jane Price Laudon is a management

consultant in the information systems
area and the author of seven books. Her
special interests include systems analysis,
data management, MIS auditing, software
evaluation, and teaching business professionals how to design and use information systems.
Jane received her Ph.D. from Columbia University, her M.A. from Harvard University,
and her B.A. from Barnard College. She has taught at Columbia University and the New
York University Graduate School of Business. She maintains a lifelong interest in Oriental
languages and civilizations.
The Laudons have two daughters, Erica and Elisabeth, to whom this book is dedicated.
vii
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Brief Contents
Preface xxiv
Preface to The Indian Edition xxxiii
PART ONE Organizations, Management, and the Networked

Enterprise 1
Chapter 1 Information Systems in Global Business Today 2
Chapter 2 Global E-business and Collaboration 40
Chapter 3 Information Systems, Organizations, and Strategy 80
Chapter 4 Ethical and Social Issues in Information Systems 126
PART TWO Information Technology Infrastructure 171

Chapter 5 IT Infrastructure and Emerging Technologies 172
Chapter 6 Foundations of Business Intelligence: Databases and Information
Management 222
Chapter 7 Telecommunications, the Internet, and Wireless Technology 262
Chapter 8 Securing Information Systems 310
PART THREE Key System Applications for the Digital Age 355
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise
Applications 356
Chapter 10 E-commerce: Digital Markets, Digital Goods 392
Chapter 11 Managing Knowledge 442
Chapter 12 Enhancing Decision Making 482
PART FOUR Building and Managing Systems 517

Chapter 13 Building Information Systems 518
Chapter 14 Managing Projects 562
Chapter 15 Managing Global Systems 596
Glossary 629
Indexes 643
viii
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Complete Contents
Preface xxiv
Preface to The Indian Edition xxxiii
PART ONE Organizations, Management, and the Networked

Enterprise 1
Chapter 1 Information Systems in Global Business Today 2
Opening Case: Rugby Football Union Tries Big Data 3
1-1 How are information systems transforming business, and why are they
so essential for running and managing a business today? 5
How Information Systems Are Transforming Business 6 • What's New in
Management Information Systems? 8
Interactive Session: Management Employee Pick-ups and Drop-offs at
Convergys 9
Globalization Challenges and Opportunities: A Flattened World 11 • The
Emerging Digital Firm 12 • Strategic Business Objectives of Information
Systems 13
1-2 What is an information system? How does it work? What are its
management, organization, and technology components? Why are
complementary assets essential for ensuring that information systems
provide genuine value for organizations? 17
What Is an Information System? 17 • Dimensions of Information Systems 19
Interactive Session: Technology ETM’s Re-Routing KSTRC 24
It Isn't Just Technology: A Business Perspective on Information
Systems 27 • Complementary Assets: Organizational Capital and the Right
Business Model 28
1-3 What academic disciplines are used to study information systems,
and how does each contribute to an understanding of information
systems? 30
Technical Approach 30 • Behavioral Approach 31 • Approach of This Text:
Sociotechnical Systems 32
Review Summary 33 • Key Terms 34 • Review Questions 34 • Discussion
Questions 35
Hands-On MIS Projects 35
Collaboration and Teamwork Project 36
Case Study: The Domino’s PULSE™ System: Reading the Pulse of the
Customer 36
References: 39
ix
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x Contents
Chapter 2 Global E-business and Collaboration 40

Opening Case: Azure Medical System: Integrating Departments Using
Enterprise System 41
2-1 What are business processes? How are they related to information
systems? 44
Business Processes 44 • How Information Technology Improves Business
Processes 46
2-2 How do systems serve the different management groups in a business,
and how do systems that link the enterprise improve organizational
performance? 46
Systems for Different Management Groups 47 • Systems for Linking the
Enterprise 53
Interactive Session: Technology HDFC Banking on Business Intelligence and
Analytics Technology 54
E-business, E-commerce, and E-government 57
2-3 Why are systems for collaboration and social business so important,
and what technologies do they use? 58
What Is Collaboration? 58 • What Is Social Business? 60 • Business Benefits
of Collaboration and Social Business 61 • Building a Collaborative Culture
and Business Processes 61 • Tools and Technologies for Collaboration and
Social Business 63
Interactive Session: Technology Collaboration for Improved Services at
eClerx 65
2-4 What is the role of the information systems function in a business? 70
The Information Systems Department 70 • Organizing the Information
Systems Function 72
Review Summary 73 • Key Terms 74 • Review Questions 74 • Discussion
Questions 75
Case Study: Ranbaxy: Taking the ERP Pill 76
References: 78
Chapter 3 Information Systems, Organizations, and Strategy 80

Opening Case: AirAsia: Saving on Operational Costs through
Effective Information Systems 81
3-1 Which features of organizations do managers need to know about
to build and use information systems successfully? 84
What Is an Organization? 85 • Features of Organizations 87
3-2 What is the impact of information systems on organizations? 92
Economic Impacts 92 • Organizational and Behavioral Impacts 94
Interactive Session: Technology Securing Flipkart 96
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Contentsxi
The Internet and Organizations 98 • Implications for the Design and
Understanding of Information Systems 98
3-3 How do Porter's competitive forces model, the value chain
model, synergies, core competencies, and network economics
help companies develop competitive strategies using information
systems? 99
Porter's Competitive Forces Model 99 • Information System Strategies for
Dealing with Competitive Forces 101 • The Internet's Impact on Competitive
Advantage 104
Interactive Session: Technology Smart Products, Smart Companies 106
The Business Value Chain Model 108 • Synergies, Core Competencies,
and Network-Based Strategies 110
3-4 What are the challenges posed by strategic information systems, and
how should they be addressed? 115
Sustaining Competitive Advantage 115 • Aligning IT with Business
Objectives 116 • Managing Strategic Transitions 117
Review Summary 117 • Key Terms 118 • Review Questions 119 •
Discussion Questions 119
Case Study: Deutsche Bank: The Cost of Legacy Systems 121
References: 124
Chapter 4 Ethical and Social Issues in Information Systems 126

Opening Case: The Dark Side of Big Data 151
4-1 What ethical, social, and political issues are raised by information
systems? 130
A Model for Thinking About Ethical, Social, and Political Issues 131 • Five
Moral Dimensions of the Information Age 132 • Key Technology Trends that
Raise Ethical Issues 133
4-2 What specific principles for conduct can be used to guide ethical
decisions? 136
Basic Concepts: Responsibility, Accountability, and Liability 136 • Ethical
Analysis 136 • Candidate Ethical Principles 137 • Professional Codes of
Conduct 138 • Some Real-World Ethical Dilemmas 138
4-3 Why do contemporary information systems technology and the
Internet pose challenges to the protection of individual privacy and
intellectual property? 139
Information Rights: Privacy and Freedom in the Internet Age 139 • Property
Rights: Intellectual Property 146
4-4 How have information systems affected laws for establishing
accountability and liability and the quality of everyday life? 150
A01_LAUD5475_15_SE_FM.indd 11 12/12/2017 16:45

xii Contents
Computer-Related Liability Problems 150 • System Quality: Data Quality and

System Errors 151 • Quality of Life: Equity, Access, and Boundaries 152
Interactive Session: Management Ethical Issues of Google Earth 156
Health Risks: RSI, CVS, and Cognitive Decline 159
Interactive Session: Organizations Are We Relying Too Much on Computers
to Think for Us? 159
Case Study: Facebook Privacy: What Privacy? 165
References: 169
PART TWO Information Technology Infrastructure 171

Chapter 5 IT Infrastructure and Emerging Technologies 172
Opening Case: EasyJet Flies High with Cloud Computing 173
5-1 What is IT infrastructure, and what are the stages and drivers of IT
infrastructure evolution? 175
Defining IT Infrastructure 176 • Evolution of IT Infrastructure 177 •
Technology Drivers of Infrastructure Evolution 182
5-2 What are the components of IT infrastructure? 186
Computer Hardware Platforms 188 • Operating System Platforms 189 •
Enterprise Software Applications 190 • Data Management and Storage 190
• Networking/Telecommunications Platforms 190 • Internet Platforms 191 •
Consulting and System Integration Services 191
5-3 What are the current trends in computer hardware platforms? 192
The Mobile Digital Platform 192 • Consumerization of IT and BYOD 192
Interactive Session: Technology Establishing Global Classrooms through
WebEx 193
Quantum Computing 194 • Virtualization 195 • Cloud Computing 195
Interactive Session: Organizations Building Virtualization Infrastructure
at NTT 198
Green Computing 201 • High-Performance and Power-Saving
Processors 201
5-4 What are the current computer software platforms and trends? 202
Linux and Open Source Software 202 • Software for the Web: Java, HTML,
and HTML5 203 • Web Services and Service-Oriented Architecture 204 •
Software Outsourcing and Cloud Services 205
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Contentsxiii
5-5 What are the challenges of managing IT infrastructure and

management solutions? 209
Dealing with Platform and Infrastructure Change 209 • Management and
Governance 209 • Making Wise Infrastructure Investments 210
Case Study: BYOD: Business Opportunity or Big Headache? 217
References: 220
Chapter 6 Foundations of Business Intelligence: Databases

and Information Management 222
Opening Case: BAE Systems 223
6-1 What are the problems of managing data resources in a traditional file
environment? 226
File Organization Terms and Concepts 226 • Problems with the Traditional
File Environment 226
6-2 What are the major capabilities of database management systems
(DBMS), and why is a relational DBMS so powerful? 229
Database Management Systems 230 • Capabilities of Database
Management Systems 234 • Designing Databases 235 • Non-relational
Databases and Databases in the Cloud 238
6-3 What are the principal tools and technologies for accessing
information from databases to improve business performance and
decision making? 239
The Challenge of Big Data 240
Interactive Session: Management The Gym Database 241
Business Intelligence Infrastructure 243 • Analytical Tools: Relationships,
Patterns, Trends 246 • Databases and the Web 249
6-4 Why are information policy, data administration, and data quality
assurance essential for managing the firm’s data resources? 251
Establishing an Information Policy 251 • Ensuring Data Quality 252
Interactive Session: Management Societe Generale Builds an Intelligent
System to Manage Information Flow 253
Case Study: Lego's Enterprise Software Spurs Growth 258
References: 261
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xiv Contents
Chapter 7 Telecommunications, the Internet, and Wireless

Technology 262
Opening Case: Wireless Technology Makes Dundee Precious Metals Good as
Gold 263
7-1 What are the principal components of telecommunications networks
and key networking technologies? 265
Networking and Communication Trends 266 • What is a Computer
Network? 266 • Key Digital Networking Technologies 269
7-2 What are the different types of networks? 272
Signals: Digital Versus Analog 272 • Types of Networks 272 • Transmission
Media and Transmission Speed 274
7-3 How do the Internet and Internet technology work, and how do they
support communication and e-business? 275
What is the Internet? 275 • Internet Addressing and Architecture 275
Interactive Session: Organizations The Global Battle over Net Neutrality 279
Internet Services and Communication Tools 280
Interactive Session: Management Monitoring Employees on Networks:
Unethical or Good Business? 283
The Web 286
7-4 What are the principal technologies and standards for wireless
networking, communication, and Internet access? 295
Cellular Systems 295 • Wireless Computer Networks and Internet
Access 295 • RFID and Wireless Sensor Networks 298
Case Study: RFID Enabled Weighbridge Automation 306
References: 309
Chapter 8 Securing Information Systems 310

Opening Case: Hackers Attack Singapore's Telecom Infrastructure 311
8-1 Why are information systems vulnerable to destruction, error, and
abuse? 313
Why Systems are Vulnerable 314 • Malicious Software: Viruses, Worms, Trojan
Horses, and Spyware 317 • Hackers and Computer Crime 319 • Internal
Threats: Employees 325 • Software Vulnerability 325
8-2 What is the business value of security and control? 326
Legal and Regulatory Requirements for Electronic Records Management 327
• Electronic Evidence and Computer Forensics 328
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Contentsxv
8-3 What are the components of an organizational framework for security

and control? 329
Information Systems Controls 329 • Risk Assessment 330
Interactive Session: Management SAS Helping SEBI Check Equities-Trading
Malpractices 331
Security Policy 333 • Disaster Recovery Planning and Business Continuity
Planning 335 • The Role of Auditing 336
8-4 What are the most important tools and technologies for safeguarding
information resources? 337
Identity Management and Authentication 337 • Firewalls, Intrusion Detection
Systems, and Antivirus Software 338 • Securing Wireless Networks 341
• Encryption and Public Key Infrastructure 341 • Ensuring System
Availability 343 • Security Issues for Cloud Computing and the Mobile
Digital Platform 344 • Ensuring Software Quality 346
Interactive Session: Technology BYOD: A Security Nightmare? 347
Case Study: Securing Information: The HSBC Way 352
References: 354
PART THREE Key System Applications for the Digital Age 355
Chapter 9 Achieving Operational Excellence and Customer Intimacy:
Enterprise Applications 356
Opening Case: Alimentation Couche-Tard Competes Using Enterprise
Systems 357
9-1 How do enterprise systems help businesses achieve operational
excellence? 360
What are Enterprise Systems? 360 • Enterprise Software 361 • Business
Value of Enterprise Systems 362
9-2 How do supply chain management systems coordinate planning,
production, and logistics with suppliers? 363
The Supply Chain 364 • Information Systems and Supply Chain
Management 365 • Supply Chain Management Software 366 • Global
Supply Chains and the Internet 368 • Business Value of Supply Chain
Management Systems 370
Interactive Session: Technology Optimizing Operations at QuarkCity:
A Move Away from Legacy Systems 371
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xvi Contents
9-3 How do customer relationship management systems help firms

achieve customer intimacy? 372
What is Customer Relationship Management? 372 • Customer Relationship
Management Software 374 • Operational and Analytical CRM 377 •
Business Value of Customer Relationship Management Systems 378
Interactive Session: Organizations McDonald’s Serving Hot and Fresh 379
9-4 What are the challenges that enterprise applications pose,
and how are enterprise applications taking advantage of new
technologies? 381
Enterprise Application Challenges 381 • Next-Generation Enterprise
Applications 383
Case Study: Customer Relationship Management Helps Celcom Become
Number One 388
References: 391
Chapter 10 E-commerce: Digital Markets, Digital Goods 392

Opening Case: Uber Storms Europe: Europe Strikes Back 393
10-1 What are the unique features of e-commerce, digital markets, and
digital goods? 396
E-commerce Today 396 • The New E-commerce: Social, Mobile, Local 397
• Why E-commerce is Different 400 • Key Concepts in E-commerce: Digital
Markets and Digital Goods in a Global Marketplace 403
10-2 What are the principal e-commerce business and revenue
models? 407
Types of E-commerce 407 • E-commerce Business Models 408 •
E-commerce Revenue Models 411
10-3 How has e-commerce transformed marketing? 413
Behavioral Targeting 414 • Social E-Commerce and Social Network
Marketing 418
10-4 How has e-commerce affected business-to-business
transactions? 420
Interactive Session: Technology Zomato Scripting Success With E-Com 421
Electronic Data Interchange (EDI) 423 • New Ways of B2B Buying and
Selling 424
10-5 What is the role of m-commerce in business, and what are the most
important m-commerce applications? 426
Location-Based Services and Applications 427 • Other Mobile Commerce
Services 428
Interactive Session: Technology Social Media Analytics in Indian Politics 429
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Contentsxvii
10-6 What issues must be addressed when building an e-commerce

presence? 431
Develop an E-Commerce Presence Map 431 • Develop a Timeline:
Milestones 433
Case Study: Paytm Cashing on Demonetization 437
References: 440
Chapter 11 Managing Knowledge 442

Opening Case: Connecting Unisys Globally Through Social Collaboration
Information Systems 443
11-1 What is the role of knowledge management systems in
business? 446
Important Dimensions of Knowledge 446 • The Knowledge Management
Value Chain 448 • Types of Knowledge Management Systems 451
11-2 What types of systems are used for enterprise-wide knowledge
management, and how do they provide value for businesses? 452
Enterprise Content Management Systems 452 • Locating and Sharing
Expertise 453
Interactive Session: Organizations KMS Empowering Capella University 454
Learning Management Systems 456
11-3 What are the major types of knowledge work systems, and how do
they provide value for firms? 457
Knowledge Workers and Knowledge Work 457 • Requirements of
Knowledge Work Systems 458 • Examples of Knowledge Work Systems 459
11-4 What are the business benefits of using intelligent techniques for
knowledge management? 460
Capturing Knowledge: Expert Systems 461
Interactive Session: Technology Will Robots Replace People in
Manufacturing? 462
Organizational Intelligence: Case-Based Reasoning 466 • Fuzzy Logic
Systems 467 • Machine Learning 468 • Intelligent Agents 471 • Hybrid AI
Systems 473
Case Study: Knowledge Management and Collaboration at Tata Consulting
Services 477
References: 480
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xviii Contents
Chapter 12 Enhancing Decision Making 482

Opening Case: Roche: Changing Medical Care with Mobile Technology and
Big Data 483
12-1 What are the different types of decisions, and how does the decision-
making process work? 485
Business Value of Improved Decision Making 485 • Types of Decisions 486 •
The Decision-Making Process 488
12-2 How do information systems support the activities of managers and
management decision making? 489
Managerial Roles 489 • Real-World Decision Making 490 • High-Velocity
Automated Decision Making 492
12-3 How do business intelligence and business analytics support decision
making? 493
What is Business Intelligence? 493 • The Business Intelligence
Environment 494 • Business Intelligence and Analytics Capabilities 495
Interactive Session: Technology Singapore Sports Institute Uses Analytics for
SEA Games 499
Interactive Session: Management Britain's National Health Service Jettisons
Choose and Book System 501
Management Strategies for Developing BI and BA Capabilities 502
12-4 How do different decision-making constituencies in an organization
use business intelligence, and what is the role of information
systems in helping people working in a group make decisions more
efficiently? 503
Decision Support for Operational And Middle Management 504 • Decision
Support for Senior Management: Balanced Scorecard and Enterprise
Performance Management Methods 506 • Group Decision-Support Systems
(GDSS) 508
Case Study: GE Bets on the Internet of Things and Big Data Analytics 512
References: 515
PART FOUR Building and Managing Systems 517

Chapter 13 Building Information Systems 518
Opening Case: Angostura Builds a Mobile Sales System 519
13-1 How does building new systems produce organizational change? 521
Systems Development and Organizational Change 522 • Business Process
Redesign 523
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Contentsxix
13-2 What are the core activities in the systems development

process? 527
Systems Analysis 528 • Systems Design 529 • Completing the Systems
Development Process 529
13-3 What are the principal methodologies for modeling and designing
systems? 533
Structured Methodologies 533 • Object-Oriented Development 536 •
Computer-Aided Software Engineering 537
13-4 What are alternative methods for building information
systems? 538
Traditional Systems Life Cycle 538 • Prototyping 539 • End-User
Development 541 • Application Software Packages, Software Services, and
Outsourcing 542
Interactive Session: Organizations Centralization of Operations at Tata
Power 543
13-5 What are new approaches for system building in the digital firm
era? 548
Rapid Application Development (RAD), Agile Development, and
DevOps 548 • Component-Based Development and Web
Services 549 • Mobile Application Development: Designing for
A Multiscreen World 550
Interactive Session: Technology Developing Mobile Apps: What's
Different 552
Case Study: ConAgra's Recipe for a Better Human Resources System 558
References: 561
Chapter 14 Managing Projects 562

Opening Case: Intuit Counts on Project Management 563
14-1 What are the objectives of project management, and why is it so
essential in developing information systems? 565
Runaway Projects and System Failure 565 • Project Management
Objectives 567
14-2 What methods can be used for selecting and evaluating information
systems projects and aligning them with the firm’s business
goals? 568
Management Structure for Information Systems Projects 568 • Linking
Systems Projects to The Business Plan 569 • Information Requirements
and Key Performance Indicators 571 • Portfolio Analysis 571 • Scoring
Models 572
A01_LAUD5475_15_SE_FM.indd 19 12/12/2017 16:45

xx Contents
14-3 How can firms assess the business value of information systems? 573
Information System Costs and Benefits 573 • Capital Budgeting for
Information Systems 575 • Limitations of Financial Models 575
14-4 What are the principal risk factors in information systems projects, and
how can they be managed? 575
Dimensions of Project Risk 576 • Change Management and the Concept
of Implementation 576
Interactive Session: Management Can the National Health Service Go
Paperless? 577
Controlling Risk Factors 581 • Designing for the Organization 584
Interactive Session: Organizations Reliance Installing the 4G Project in India
585
Project Management Software Tools 587
Case Study: A Shaky Start for Healthcare.gov 591
References: 584
Chapter 15 Managing Global Systems 596

Opening Case: The Bel Group: Laughing All the Way to Success 597
15-1 What major factors are driving the internationalization of
business? 599
Developing an International Information Systems Architecture 600 • The
Global Environment: Business Drivers and Challenges 601 • State of the
Art 605
15-2 What are the alternative strategies for developing global
businesses? 605
Global Strategies and Business Organization 606 • Global Systems to Fit the
Strategy 607 • Reorganizing the Business 608
15-3 What are the challenges posed by global information systems and
management solutions for these challenges? 609
A Typical Scenario: Disorganization on a Global Scale 609 • Global Systems
Strategy 610 • The Management Solution: Implementation 613
15-4 What are the issues and technical alternatives to be considered when
developing international information systems? 614
Computing Platforms and Systems Integration 615 • Connectivity 615
Interactive Session: Organizations Indian E-commerce: Obstacles to
Opportunity 617
Software Localization 618
A01_LAUD5475_15_SE_FM.indd 20 12/12/2017 16:45

Contentsxxi
Interactive Session: Management One Organization, One Data,

One Information: ONGC’s Global System 619
Case Study: Crocs Clambers to Global Efficiency 624
References: 628
Glossary 629
Indexes 643
A01_LAUD5475_15_SE_FM.indd 21 12/12/2017 16:45

Business Cases And Interactive Sessions
Here are some of the business firms you will find described in the cases and Interactive Sessions
of this book:
Chapter 1: Information Systems in Global Business Today

Rugby Football Union Tries Big Data
Employee Pick-ups and Drop-offs at Convergys
ETM’s Re-Routing KSTRC
The Domino’s PULSE™ System: Reading the Pulse of the Customer
Chapter 2: Global E-Business and Collaboration

Azure Medical System: Integrating Departments Using Enterprise System
HDFC Banking on Business Intelligence and Analytics Technology
Collaboration for Improved Services at eClerx
Ranbaxy: Taking the ERP Pill
Chapter 3: Information Systems, Organizations, and Strategy

AirAsia: Saving on Operational Costs through Effective Information Systems
Securing Flipkart
Smart Products, Smart Companies
Deutsche Bank: The Cost of Legacy Systems
Chapter 4: Ethical and Social Issues in Information Systems

The Dark Side of Big Data
Ethical Issues of Google Earth
Are We Relying Too Much on Computers to Think for Us?
Facebook Privacy: What Privacy?
Chapter 5: IT Infrastructure and Emerging Technologies

EasyJet Flies High with Cloud Computing
Establishing Global Classrooms through WebEx
Building Virtualization Infrastructure at NTT
BYOD: Business Opportunity or Big Headache?
Chapter 6: Foundations of Business Intelligence: Databases and Information Management

BAE Systems
The Gym Database
Societe Generale Builds an Intelligent System to Manage Information Flow
Lego's Enterprise Software Spurs Growth
Chapter 7: Telecommunications, the Internet and Wireless Technology

Wireless Technology Makes Dundee Precious Metals Good as Gold
The Global Battle over Net Neutrality
Monitoring Employees on Networks: Unethical or Good Business?
RFID Enabled Weighbridge Automation
xxii
A01_LAUD5475_15_SE_FM.indd 22 12/12/2017 16:45

Chapter 8: Securing Information Systems
Hackers Attack Singapore's Telecom Infrastructure
SAS Helping SEBI Check Equities-Trading Malpractices
BYOD: A Security Nightmare?
Securing Information: The HSBC Way
Chapter 9: Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

Alimentation Couche-Tard Competes Using Enterprise Systems
Optimizing Operations at QuarkCity: A Move Away from Legacy Systems
McDonald’s Serving Hot and Fresh
Customer Relationship Management Helps Celcom Become Number One
Chapter 10: E-commerce: Digital Markets, Digital Goods

Uber Storms Europe: Europe Strikes Back
Zomato Scripting Success With E-Com
Social Media Analytics in Indian Politics
Paytm Cashing on Demonetization
Chapter 11: Managing Knowledge

Connecting Unisys Globally Through Social Collaboration Information Systems
KMS Empowering Capella University
Will Robots Replace People in Manufacturing?
Knowledge Management and Collaboration at Tata Consulting Services
Chapter 12: Enhancing Decision Making

Roche: Changing Medical Care with Mobile Technology and Big Data
Singapore Sports Institute Uses Analytics for SEA Games
Britain's National Health Service Jettisons Choose and Book System
GE Bets on the Internet of Things and Big Data Analytics
Chapter 13: Building Information Systems

Angostura Builds a Mobile Sales System
Centralization of Operations at Tata Power
Developing Mobile Apps: What’s Different
ConAgra’s Recipe for a Better Human Resources System
Chapter 14: Managing Projects

Intuit Counts on Project Management
Can the National Health Service Go Paperless?
Reliance Installing the 4G Project in India
A Shaky Start for Healthcare.gov
Chapter 15: Managing Global Systems

The Bel Group: Laughing All the Way to Success
Indian E-commerce: Obstacles to Opportunity
One Organization, One Data, One Information: ONGC’s Global System
Crocs Clambers to Global Efficiency
xxiii
A01_LAUD5475_15_SE_FM.indd 23 12/12/2017 16:45

Preface
The Global Edition is written for business school students in Europe, the
Middle East, South Africa, Australia, and the Pacific Asian region. Case studies
and examples focus on how firms in these regions use information systems.
We wrote this book for business school students who wanted an in-depth look
at how today's business firms use information technologies and systems to
achieve corporate objectives. Information systems are one of the major tools
available to business managers for achieving operational excellence, developing
new products and services, improving decision making, and achieving competi-
tive advantage. Students will find here the most up-to-date and comprehensive
overview of information systems used by business firms today. After reading
this book, we expect students will be able to participate in, and even lead, man-
agement discussions of information systems for their firms.
When interviewing potential employees, business firms often look for new
hires who know how to use information systems and technologies for achiev-
ing bottom-line business results. Regardless of whether you are an accounting,
finance, management, operations management, marketing, or information sys-
tems major, the knowledge and information you find in this book will be valu-
able throughout your business career.
What’s New in This Edition
Currency
The 15th edition features all new opening, closing, and Interactive Session
cases. The text, figures, tables, and cases have been updated through September
2016 with the latest sources from industry and MIS research.
New Topics
• Big Data and the Internet of Things: In-depth coverage of big data,
big data analytics, and the Internet of Things (IoT) in Chapters 1, 6, 7,
and 12. Includes big data analytics, analyzing IoT data streams, Hadoop,
in-memory computing, non-relational databases, and analytic platforms.
• Cloud Computing: Updated and expanded coverage of cloud computing
in Chapter 5 (IT infrastructure) with more detail on types of cloud ser-
vices, private and public clouds, hybrid clouds, managing cloud services,
and a new Interactive Session on using cloud services. Cloud computing
also covered in Chapter 6 (databases in the cloud), Chapter 8 (cloud secu-
rity), Chapter 9 (cloud-based CRM and ERP), Chapter 10 (e-commerce),
and Chapter 13 (cloud-based systems development).
• Social, Mobile, Local: New e-commerce content in Chapter 10 describ-
ing how social tools, mobile technology, and location-based services are
transforming marketing and advertising.
xxiv
A01_LAUD5475_15_SE_FM.indd 24 12/12/2017 16:45

Preface xxv
• Social Business: Expanded coverage of social business, introduced in

Chapter 2 and discussed in throughout the text. Detailed discussions of
enterprise (internal corporate) social networking as well as social net-
working in e-commerce.
• BYOD and mobile device management
• Smart products
• DevOps
• Zero-day vulnerabilities
• Machine learning
• Chatbots
• Near field communication (NFC)
• Native advertising
• Windows 10
• Microsoft Office 365
• Zero-day vulnerabilities
• Platforms
• Software-defined storage (SDS)
The 15th Edition: The Comprehensive Solution for the

MIS Curriculum
Since its inception, this text has helped to define the MIS course around the
globe. This edition continues to be authoritative but is also more customizable,
flexible, and geared to meeting the needs of different colleges, universities, and
individual instructors. Many of its learning tools are now available in digital
form. This book is now part of a complete learning package that includes the
core text, and Learning Tracks.
The core text consists of 15 chapters with hands-on projects covering the
most essential topics in MIS.
The CORE Text

The core text provides an overview of fundamental MIS concepts using an
integrated framework for describing and analyzing information systems. This
framework shows information systems composed of management, organization,
and technology elements and is reinforced in student projects and case studies.
Chapter Organization
Each chapter contains the following elements:
• A Chapter Outline based on Learning Objectives
• Lists of all the Case Studies
• A chapter-opening case describing a real-world organization to establish
the theme and importance of the chapter
A01_LAUD5475_15_SE_FM.indd 25 12/12/2017 16:45

xxvi Preface
Business
Challenges
• Monitor service level
and costs • Costly, unwieldy IT infrastructure
A diagram accompanying
• Plan new IT • Low-cost provider
each chapter-opening case infrastructure
Management
• Highly competitive industry
graphically illustrates how • Make IT infrastructure
management, organization, investments
and technology elements
work together to create • Create new services Information Business
Organization
and business System Solutions
an information system processes
solution to the business
challenges discussed in the Seat Allocation System • Improve customer
case. • Provide online seat selection service
• On-premises Technology
service • Increase revenue
reservation system
• Microsoft Azure cloud
computing services
• A diagram analyzing the opening case in terms of the management, orga-

nization, and technology model used throughout the text
• Two Interactive Sessions with Case Study Questions
• A Review Summary keyed to the Student Learning Objectives
• A list of Key Terms that students can use to review concepts
• Review questions for students to test their comprehension of chapter material
• Discussion questions raised by the broader themes of the chapter
• A series of Hands-on MIS Projects consisting of two Management
Decision Problems, a hands-on application software project, and a project
to develop Internet skills
• A Collaboration and Teamwork Project to develop teamwork and presen-
tation skills with options for using open source collaboration tools
• A chapter-ending case study for students to apply chapter concepts
• Two assisted-graded writing questions with prebuilt grading rubrics
• Chapter references
Key Features
We have enhanced the text to make it more interactive, leading edge, and
appealing to both students and instructors. The features and learning tools are
described in the following sections.
Business-Driven with Real-World Business Cases and

Examples
The text helps students see the direct connection between information systems
and business performance. It describes the main business objectives driving the
use of information systems and technologies in corporations all over the world:
operational excellence, new products and services, customer and supplier
intimacy, improved decision making, competitive advantage, and survival.
A01_LAUD5475_15_SE_FM.indd 26 12/12/2017 16:45

Preface xxvii
In-text examples and case studies show students how specific companies use
information systems to achieve these objectives.
We use only current (2016) examples from business and public organiza-
tions throughout the text to illustrate the important concepts in each chap-
ter. All the case studies describe companies or organizations that are familiar
to students, such as Nike, Rugby Football Union, Facebook, Walmart, Fiat,
Unilever, and GE.
Interactivity
There’s no better way to learn about MIS than by doing MIS! We provide differ-
ent kinds of hands-on projects where students can work with real-world busi-
ness scenarios and data and learn firsthand what MIS is all about. These proj-
ects heighten student involvement in this exciting subject.
• Interactive Sessions. Two short cases in each chapter have been rede-
signed as Interactive Sessions to be used in the classroom (or on Internet
discussion boards) to stimulate student interest and active learning. Each
case concludes with case study questions. The case study questions provide
topics for class discussion, Internet discussion, or written assignments.
396 Part Three Key System Applications for the Digital Age
INTERACTIVE SESSION: TECHNOLOGY

Getting Social with Customers
Businesses of all sizes are finding Facebook, Twit- Lowe’s “In-a-Snap” Snapchat series tries to inspire
ter, and other social media to be powerful tools for young homeowners and renters to undertake sim-
engaging customers, amplifying product messages, ple home improvement projects such as installing
discovering trends and influencers, building brand shelves to build a study nook. During the Lowe’s
awareness, and taking action on customer requests Snapchat story, users can tap on the screen to put
and recommendations. Half of all Twitter users rec- a nail in a wall or chisel off an old tile. Lowe’s is
ommend products in their tweets. working on another series of video tutorials on Face-
About 1.6 billion people use Facebook, and more book and Instagram called “Home School” that uses
than 30 million businesses have active brand pages, drawings from chalk artists to animate maintenance
enabling users to interact with the brand through projects.
blogs, comment pages, contests, and offerings on the Lowe’s social media activities have helped
brand page. The “like” button gives users a chance to increase brand engagement. Although the company’s
Each chapter contains
share with their social network their feelings about social campaigns are designed to teach first-time two Interactive Sessions
content and other objects they are viewing and web- homeowners or young renters about home improve- on Management,
sites they are visiting. With like buttons on millions ment, the company is also hoping they will encour-
of websites, Facebook can track user behavior on age consumers to think differently about the brand Organizations, or
other sites and then sell this information to market- beyond its products and services. Management Technology using real-world
ers. Facebook also sells display ads to firms that believes millennials who are becoming first-time companies to illustrate
show up in the right column of users’ home pages homeowners want to know the deeper meaning of
and most other pages in the Facebook interface such what a company is trying to stand for, not just the chapter concepts and
as photos and apps. products and services it offers. issues.
Twitter has developed many new offerings to An estimated 90 percent of customers are influ-
interest advertisers, like “promoted tweets” and “pro- enced by online reviews, and nearly half of U.S.
moted trends.” These features give advertisers the social media users actively seek customer service
ability to have their tweets displayed more promi- through social media. As a result, marketing is now
nently when Twitter users search for certain key- placing much more emphasis on customer satisfac-
words. Many big advertisers are using Twitter’s Vine tion and customer service. Social media monitoring
service, which allows users to share short, repeating helps marketers and business owners understand
videos with a mobile-phone app or post them on more about likes, dislikes, and complaints concern-
other platforms such as Facebook. ing products, additional products or product modifi-
Lowe’s is using Facebook mobile video and Snap- cations customers want, and how people are talking
chat image messaging to help first-time millennial about a brand (positive or negative sentiment).
home buyers learn home improvement skills. The General Motors (GM) has 26 full-time social media
home improvement retailer launched a new series of customer care advisers for North America alone,
social videos in April 2016 to showcase spring clean- covering more than 150 company social channels
ing and do-it-yourself projects. Lowe’s believes this from GM, Chevrolet, Buick, GMC, and Cadillac, and
is a more immediate and interactive way to reach approximately 85 sites such as automotive enthusiast
younger consumers who are increasingly spending forums. These advisers are available to assist custom-
time on visual-driven social media platforms. ers seven days a week, 16 operational hours per day.
Lowe’s “FlipSide” videos are short, two-sided live GM believes that the processes for identifying and
action videos that show simultaneously what can resolving quality concerns are very important.
happen if a homeowner doesn’t clean the gutters and GM recognized early on that there was a wealth
air filters or prune overgrown shrubs compared with of information in online vehicle owner forums that
the results of proper spring cleaning. These videos should be utilized in product development. GM
take advantage
A01_LAUD5475_15_SE_FM.indd 27 of the flip video application in Face-
social media advisers actively monitor vehicle owner 12/12/2017 16:45
forums and other social media platforms to identify
tional surveying or dealer feedback. don’t understand how to make effective use of these
For example, GM’s social media team identified a social media tools. While large companies have
faulty climate-control part when a customer posted learned how to stand out on social networks and
the issue on a product-owner blog. The complaint get lots of help from sites like Facebook and Twitter,
received dozens of replies and thousands of views, most local business owners remain stumped by
prompting GM that it needed to investigate further. social marketing. This is true in the auto industry.
Once GM specialists determined the root cause of Car manufacturers including Hyundai and Ford
the issue, the company released a technical service Motor have embraced social media and spend tens
xxviii Preface bulletin to all dealerships to replace the affected of millions of dollars on sophisticated marketing
HVAC control modules on vehicles already built. GM campaigns. Yet many of their local dealers barely
fixed the original customer’s vehicle within 10 days maintain a Facebook page, and those that do report
•andHands-On MIS Projects. Every chapter
adjusted production to ensure no additional cus-
concludes with a Hands-On
little or no gains in sales from going social.
MISwould
tomers Projects section containing three Traditional
be affected. types ofmarketingprojects: twocreating
is all about Managementand deliv-
Still, the results of a social presence can be unpre- ering a message using communication that is primarily
Decision Problems; a hands-on
dictable and not always beneficial, as a number of
application software exercise using
one-way. Social media marketing is all about two-way
Microsoft
companies Excel,
have learned. Access,
In October 2014,orMicrosoft
web pagecommunication
and blog creation and interaction. tools; and
It enables a
businesses
CEO Satya Nadella triggered negative reaction on to receive an immediate response to a message—and
project that develops Internet business skills.
Twitter after he spoke about women not needing to react and change the message, if necessary. Many
• Collaboration
to ask for pay raises at workandand howTeamwork
they should Projects.
companies still Each chapterthatfeatures
don’t understand difference. a
trust the employment system. Nadella later tweeted
an collaborative
apology. Social mediaproject
provided a that encourages
platform for students working in teams to use
Sources: Claudia Kubowicz Malhotra, and Arvind Malhotra, “How
Google
angry backlashDrive, Google
against Starbucks Docs,
in March 2015orfor otherCEOs open source
Can Leverage collaboration
Twitter,” tools.
MIT Sloan Management Review, Win-
ter 2016; Daniel Matthews, “Social Customer Service Metrics: 3 Case
its “Race Together” campaign. Starbucks has taken
The first team project in Chapter
on sensitive social issues before, and it launched the 1 asks
Studies,” students to
Ducttapemarketing.com, build
accesseda collaborative
July 1, 2016; Nathalie
Tadena, “Lowe’s Enlists Snapchat, Facebook Mobile Video in New
Google
campaign site. conversation with its custom-
to encourage Push to Reach Millennials,” Wall Street Journal, April 25, 2016; Vindu
446
ers about Part
raceThree
relations. CriticsApplications
Key System hammeredfor the Digital AgeGoel, “The Gap Between Auto Dealers and Social Media,” New York
Starbucks
Times, April 9, 2015; and Ben DiPetro, “The Morning Risk Report:
on social media for trying to capitalize on racial ten- Takeaways from Starbucks’ Race Relations Gambit,” Wall Street Jour-
Discussion Questions
sions in the United States. nal, March 24, 2015.
Case Study Questions 11-5 Knowledge management is a business

CASEprocess,
STUDY
11-7 Your company wants to do more with knowl-
MyMISLab
not a QUESTIONS
technology. Discuss. MyMISLab
edge management. Describe the steps it
encourage students to should take to develop a knowledge manage-
11-6 Describe various ways that knowledge manage-
apply chapter concepts to Assess the management, organization, and tech-
1.MyMISLab
ment systems could help firms with sales and
3. Give anment
example of a business
program and selectdecision in this
knowledge manage-
nology issues for using social media technology to case study that was facilitated by using social
real-world companies in marketing or with manufacturing and production.
engage with customers.
ment applications.
media to interact with customers.
class discussions, student 2. What are the advantages and disadvantages of 4. Should all companies use social media technology
presentations, or writing using social media for advertising, brand building,
Hands-On MIS Projects
for customer service and marketing? Why or why
market research, and customer service? not? What kinds of companies are best suited to
assignments. use these platforms?
The projects in this section give you hands-on experience designing a knowledge portal, identifying opportuni-
ties for knowledge management, creating a simple expert system, and using intelligent agents to research prod-
ucts for sale on the web. Visit MyMISLab’s Multimedia Library to access this chapter’s Hands-On MIS Projects.
Management
Beyond merely Decision Problems
soliciting advice, firms can be actively helped in solving some
business problems by using crowdsourcing. For instance, BMW launched a
11-8 U.S. Pharma Corporation is headquartered in New Jersey but has research sites in Germany, France, the
crowdsourcing project to enlist the aid of customers in designing an urban vehicle
United Kingdom, Switzerland, and Australia. Research and development of new pharmaceuticals is key to
for 2025.ongoing
Kickstarter.com is arguably
profits, and one of researches
U.S. Pharma the most famous e-commerce
and tests thousandscrowd-
of possible drugs. The company’s
funding researchers
sites where visitors
need toinvest
share in start-up companies.
information Other
with others examples
within include
and outside the company, including the U.S.
Two real-world business Caterpillar Foodworking
and DrugwithAdministration,
customers to design better
the World machinery,
Health IKEA for
Organization, anddesign-
the International Federation of Phar-
scenarios per chapter ing furniture, and Pepsico
maceutical using Super
Manufacturers Bowl viewersAlso
& Associations. to build an is
critical online video.
access to health information sites, such as the
Marketing throughLibrary
U.S. National social media is still and
of Medicine, in its
to early stages,
industry and companies
conferences are
and professional journals. Design a knowl-
provide opportunities for edge portal
experimenting for U.S.
in hopes of Pharma’s
finding aresearchers. Include Social
winning formula. in yourinteractions
design specifications
and relevant internal systems
students to apply chapter and databases, external sources of information, and internal and external communication and collabora-
tion tools. Design a home page for your portal.
concepts and practice man-
11-9 Canadian Tire is one of Canada’s largest companies, with 50,000 employees and 1,100 stores and gas bars
agement decision making. (gas stations) across Canada selling sports, leisure, home products, apparel, and financial services as well
as automotive and petroleum products. The retail outlets are independently owned and operated. Cana-
dian Tire has been using daily mailings and thick product catalogs to inform its dealers about new prod-
M10_LAUD9710_15_SE_C10.indd 397
ucts, merchandise setups, best practices, product ordering, and problem resolution, and it is looking17/10/16 for a 1:56 PM
better way to provide employees with human resources and administrative documents. Describe the prob-
lems created by this way of doing business and how knowledge management systems might help.
Improving Decision Making: Building a Simple Expert System for Retirement Planning
Software skills: Spreadsheet formulas and IF function or expert system tool
Business skills: Benefits eligibility determination
11-10 Expert systems typically use a large number of rules. This project has been simplified to reduce the num-
ber of rules, but it will give you experience working with a series of rules to develop an application.
When employees at your company retire, they are given cash bonuses. These cash bonuses are
based on the length of employment and the retiree’s age. To receive a bonus, an employee must be at least
Students practice using 50 years of age and have worked for the company for more than five years. The following table summarizes
the criteria for determining bonuses.
software in real-world
settings for achieving LENGTH OF EMPLOYMENT BONUS
operational excellence and <5 years No bonus
enhancing decision making. 5–10 years 20 percent of current annual salary
11–15 years 30 percent of current annual salary
26 or more years 100 percent of current annual salary
M11_LAUD9710_15_SE_C11.indd 446 17/10/16 2:47 PM
A01_LAUD5475_15_SE_FM.indd 28 12/12/2017 16:45

Another random document with
no related content on Scribd:
Tracheate Arachnids, with the last three segments of the
cephalothorax free and the abdomen segmented. The chelicerae are
largely developed and chelate, and the pedipalpi are leg-like,
possessing terminal sense-organs.
The Solifugae are, in some respects, the most primitive of the
tracheate Arachnida. Their general appearance is very spider-like,
and by the old writers they are uniformly alluded to as spiders. The
segmented body and the absence of spinning organs, however, make
them readily distinguishable on careful inspection. They are for the
most part nocturnal creatures, though some seem to rove about by
day, and are even called “Sun-spiders” by the Spaniards. The night-
loving species are attracted by light. They are, as a rule, exceedingly
hairy. Some are extremely active, while the short-legged forms (e.g.
Rhagodes, see p. 429) move slowly. They are capable of producing a
hissing sound by the rubbing together of their chelicerae. Only the
last three pairs of legs are true ambulatory organs, the first being
carried aloft like the pedipalps, and used for feeling and
manipulating the prey.
There has been much controversy as to the poisonous properties
with which these creatures have been very widely credited by both
ancient and modern writers. The people of Baku on the Caspian
consider them especially poisonous after their winter sleep. The
Russians of that region much dread the “Falangas,” as they call them,
and keep a Falanga preserved in oil as an antidote to the bite. The
Somalis, on the other hand, have no fear of them, and, though
familiar with these animals, have not thought them worthy of the
dignity of a name.
Several investigators have allowed themselves to be bitten without
any special result. Some zoologists have found and described what
they have taken to be poison-glands, but these appear to be the coxal
glands, which have an excretory function. Bernard[325] suggests that,
if the bite be poisonous, the virus may exude from the numerous
setal pores which are found on the extremities of the chelicerae. The
cutting powers of the immensely-developed chelicerae are usually
sufficient to ensure fatal results on small animals without the agency
of poison. Distant,[326] indeed, thinks they cannot be poisonous, for
when birds attack them they flee before their assailants.
The Solifugae require a tolerably warm climate. In Europe they are
only found in Spain, Greece, and Southern Russia. They abound
throughout Africa, and are found in South-Western Asia, the
southern United States, and the north of South America. They
appear to be absent from Australia, nor have any been found in
Madagascar. Their usual food appears to be insects, though they
devour lizards with avidity. Some interesting observations on their
habits are recorded by Captain Hutton,[327] who kept specimens in
captivity in India. An imprisoned female made a burrow in the earth
with which her cage was provided, and laid fifty eggs, which hatched
in a fortnight, but the young remained motionless for three weeks
longer, when they underwent their first moult, and became active.
A sparrow and musk rats were at different times placed in the
cage, and were speedily killed, but not eaten. Two specimens placed
in the same cage tried to avoid each other, but, on coming into
contact, fought desperately, the one ultimately devouring the other.
It was noteworthy that the one which was first fairly seized
immediately resigned itself to its fate without a struggle. As is the
case with some spiders, the female is said occasionally to kill and
devour the male. A Mashonaland species, Solpuga sericea, feeds on
termites,[328] while a South Californian Galeodes kills bees,[329]
entering the hives in search of them. They are fairly good climbers.
In Egypt Galeodes arabs climbs on to tables to catch flies, and some
species have been observed to climb trees.
That their pedipalps, in addition to their sensory function (see p.
426), possess a sucking apparatus, is clear from an observation of
Lönnberg,[330] who kept specimens of Galeodes araneoides
imprisoned in rectangular glass boxes, up the perpendicular sides of
which they were able to climb for some distance by their palps, but,
being able to obtain no hold by their legs, they soon tired.
External Anatomy.—The body of Galeodes consists of a
cephalothorax and an abdomen, both portions being distinctly
segmented. The cephalothorax consists of six segments, the first
thoracic segment being fused with the two cephalic segments to form
a sort of head, while the last three thoracic segments are free, and
there is almost as much freedom of movement between the last two
thoracic segments as between the thorax and the abdomen. The
“cephalic lobes,” which give the appearance of a head, have been
shown by Bernard[331] to be due to
the enormous development of the
chelicerae, by the muscles of
which they are entirely occupied.
The floor of the cephalothorax
is for the most part formed by the
coxae of the appendages, and the
sternum is hardly recognisable in
many species. In Solpuga,
however (see p. 429), it exists in
the form of a long narrow plate of
three segments, ending anteriorly
in a lancet-shaped labium.
A pair of large simple eyes are
borne on a prominence in the
middle of the anterior portion of
the cephalothorax, and there are
Fig. 217.—Rhagodes sp., ventral view. often one or two pairs of vestigial
Nat. size. a, Anus; ch, chelicerae; g.o, lateral eyes.
genital operculum; n, racket organs; p, The first pair of tracheal
pedipalp; 1, 2, 3, 4, ambulatory legs. stigmata are to be found behind
(After Bernard.)
the coxae of the second legs.
The mouth-parts take the form
of a characteristic beak, consisting of a labrum and a labium entirely
fused along their sides. The mouth is at the extremity of the beak,
and is furnished with a straining apparatus of complicated hairs.
The abdomen possesses ten free segments, marked off by dorsal
and ventral plates, with a wide membranous lateral interval. The
ventral plates are paired, the first pair forming the genital opercula,
while behind the second and third are two pairs of stigmata. Some
species have a single median stigma on the fourth segment, but this
is in some cases permanently closed, and in the genus Rhagodes
entirely absent, so that it would seem to be a disappearing structure.
The appendages are the six pairs common to all Arachnids—
chelicerae, pedipalpi, and four pairs of legs. The chelicerae, which
are enormously developed, are two-jointed and chelate, the distal
joint being articulated beneath the produced basal joint. In the male
there is nearly always present, on the basal joint, a remarkable
structure of modified hairs called the “flagellum,” and believed to be
sensory. It differs in the different genera, and is only absent in the
Eremobatinae (see p. 429). The pedipalpi are strong, six-jointed, leg-
like appendages, without terminal claw. They end in a knob-like
joint, sometimes movable, sometimes fixed, which contains a very
remarkable eversible sense-organ, which is probably olfactory. It is
concealed by a lid-like structure, and when protruded is seen to be
furnished, on its under surface, with a pile of velvet-like sensory
hairs.
The legs differ in the number of their joints, as the third and fourth
pairs have the femora divided, and the tarsus jointed. The first pair
has only a very small terminal claw, but two well-developed claws are
borne by the tarsi of the other legs. Each of the last legs bears, on its
under surface, five “racket organs,” believed to be sensory.
Internal Structure.—The alimentary canal possesses a sucking
chamber within the beak, after which it narrows to pass through the
nerve-mass, and after an S-shaped fold, joins the mid-gut. This gives
off four pairs of thin diverticula towards the legs, the last two
entering the coxae of the third and fourth pairs.
At the constriction between the cephalothorax and the abdomen
there is no true pedicle, but there is a transverse septum or
“diaphragm,” through which the blood-vessel, tracheal nerves, and
alimentary canal pass. The gut narrows here, and, on entering the
abdomen, proceeds straight to a stercoral pocket at the hind end of
the animal, but gives off, at the commencement, two long lateral
diverticula, which run backwards parallel with the main trunk. These
are furnished with innumerable secondary tube-like diverticula,
which proceed in all directions and fill every available portion of the
abdomen. The caeca, which are so characteristic of the Arachnidan
mid-gut, here reach their extreme development. A pair of Malpighian
tubules enter the main trunk in the fourth abdominal segment.
Other excretory organs are the coxal glands, which form many
coils behind the nerve-mass, and open between the coxae of the third
and fourth legs. They have been taken for poison-glands.
There is a small endosternite in the hinder portion of the
cephalothorax under the alimentary canal.
The vascular system is not completely understood. The heart is a
very long, narrow, dorsal tube, extending almost the entire length of
the animal, and possessing eight pairs of ostia, two in the
cephalothorax and six in the abdomen. It gives off an anterior and a
posterior vessel, the latter apparently a vein, as it is guarded at its
entrance by a valve. The blood seems to be delivered by the anterior
artery on to the nerve-mass, and, after percolating the muscles and
viscera, to divide into two streams—the one returning to the heart by
the thoracic ostia, the other passing through the diaphragm and
bathing the abdominal organs, finally to reach the heart either by the
abdominal ostia or by the posterior vein.
The nervous system, notwithstanding the fact that the three last
thoracic segments are free, is chiefly concentrated into a mass
surrounding the oesophagus. Nerves are given off in front to the
eyes, the labrum, and the chelicerae, while double nerves radiate to
the pedipalps and to the legs. From behind the nerve-mass three
nerves emerge, and pass through the diaphragm to enter the
abdomen. The median nerve swells into an “abdominal ganglion”
just behind the diaphragm, and is then distributed to the diverticula
of the alimentary canal. The lateral nerves innervate the generative
organs.
The respiratory system consists of a connected network of tracheae
communicating with the exterior by the stigmata, whose position has
already been described. There are two main lateral trunks extending
nearly the whole length of the body, and giving off numerous
ramifications, the most important of which are in the cephalothorax,
and supply the muscles of the chelicerae and of the other
appendages.
The generative glands do not essentially differ from the usual
Arachnid type, though the paired ovaries do not fuse to form a ring.
There are no external organs, and the sexes can only be distinguished
by secondary characteristics, such as the “flagellum” already
mentioned.
Classification.—There are about a hundred and seventy species
of Solifugae inhabiting the warm regions of the earth. No member of
the group is found in England, or in any except the most southern
portions of Europe.
Kraepelin[332] has divided the
group into three families—
Galeodidae, Solpugidae, and
Hexisopodidae.
Fam. 1. Galeodidae.—The
Galeodidae have a lancet-shaped
flagellum, directed backwards.
There is a characteristic five-
toothed plate or comb covering
the abdominal stigmata. The
tarsus of the fourth leg is three-
jointed, and the terminal claws
are hairy.
There are two genera,
Galeodes, with about twelve
species, and Paragaleodes, with
six species, scattered over the hot
regions of the Old World.
Fam. 2. Solpugidae.—The
Solpugidae comprise twenty-four
genera, distributed under five
sub-families. The toothed
stigmatic plate is absent, and the
tarsal claws are smooth. The
ocular eminence is furnished with
irregular hairs. The “flagellum” is
Fig. 218.—Nervous system of Galeodes.
very variable. abd.g, Abdominal ganglion; ch,
(i.) The Rhagodinae include cheliceral nerve; ch.f, chitinous fold;
the two genera, Rhagodes (Rhax) ch.r, chitinous rod; g.n, generative
and Dinorhax. The first has nerve; l, labial nerve; st, position of
twenty-two species, which inhabit stigma. (After Bernard.)
Africa and Asia. The single
species of Dinorhax belongs to East Asia. These creatures are short-
legged and sluggish.
(ii.) The Solpuginae contain two genera—Solpuga with about fifty
species, and Zeriana with three. They are all inhabitants of Africa,
and some occur on the African shore of the Mediterranean.
(iii.) The Daesiinae number
about forty species, divided
among several genera, among
which the principal are Daesia,
Gluvia, and Gnosippus. They are
found in tropical regions of both
the Old and the New World.
(iv.) The Eremobatinae are
North American forms, the single
genus Eremobates numbering
about twenty species. The
Fig. 219.—Chelicera and flagellum of flagellum is here entirely absent.
Galeodes. (After Kraepelin.) (v.) The Karshiinae include
the five genera Ceroma,
Gylippus, Barrus, Eusimonia, and Karshia. They are universally
distributed.
Fam. 3. Hexisopodidae.—This family is formed for the
reception of a single aberrant African genus, Hexisopus, of which five
species have been described.
There are no claws on the tarsus of the fourth leg, which is beset
with short spine-like hairs, and in other respects the genus is
peculiar.
Fig. 220.—Chelicerae and flagella of A,
Rhagodes; B, Solpuga; and C, Daesia.
(After Kraepelin.)
Fig. 221.—Chelicera and flagellum of
Hexisopus. (After Kraepelin.)
Order VI. Chernetidea.
(CHERNETES, PSEUDOSCORPIONES.)
Tracheate Arachnids, with the abdomen united to the

cephalothorax by its whole breadth. Eyeless, or with two or four
simple eyes placed laterally. Abdomen segmented, with four
stigmata. Chelicerae chelate, bearing the openings of the spinning
organs. Pedipalpi large, six-jointed, and chelate. Sternum absent or
rudimentary.
The Chernetidea or “False-scorpions” constitute the most compact
and natural order of the Arachnida. There are no extreme variations
within the group as at present known, while all its members differ so
markedly from those of other Arachnidan orders that their true
affinities are by no means easy to determine.
The superficial resemblance to Scorpions which has won these
animals their popular name is almost entirely due to the comparative
size and shape of their pedipalpi, but it is probable that they are
structurally much more closely allied to the Solifugae.
Chernetidea are not creatures which obtrude themselves on the
general notice, and it is highly probable that many readers have
never seen a living specimen. This is largely due to their minute size.
Garypus littoralis, a Corsican species, nearly a quarter of an inch in
length of body, is a veritable giant of the tribe, while no British
species boasts a length of more than one-sixth of an inch.
Moreover, their habits are retiring. They are to be sought for under
stones, under the bark of trees, and among moss and débris. One
species, probably cosmopolitan, certainly lives habitually in houses,
and is occasionally noticed and recognised as the “book-scorpion,”
and one or two other species sometimes make themselves
conspicuous by the remarkable habit of seizing hold of the legs of
flies and being carried about with them in their flight. With these
exceptions, the Chernetidea are not likely to be seen unless specially
sought for, or unless casually met with in the search for small beetles
or other creatures of similar habitat. Nevertheless they are very
widely distributed, and though more numerous in hot countries, are
yet to be found in quite cold regions.
Though comparatively little attention has been paid to them in this
country, twenty British species have been recorded, and the known
European species number about seventy.
As might be expected from their small size and retiring habits,
little is known of their mode of life. They are carnivorous, feeding
apparently upon any young insects which are too feeble to withstand
their attacks. The writer has on two or three occasions observed
them preying upon Homopterous larvae. As a rule they are sober-
coloured, their livery consisting of various shades of yellow and
brown. Some species walk slowly, with their relatively enormous
pedipalps extended in front and gently waving, but all can run swiftly
backwards and sideways, and in some forms the motion is almost
exclusively retrograde and very rapid. A certain power of leaping is
said to be practised by some of the more active species. The
Chernetidea possess spinning organs, opening on the movable digit
of the chelicera. They do not, however, spin snares like the Spiders,
nor do they anchor themselves by lines, the sole use of the spinning
apparatus being, apparently, to form a silken retreat at the time of
egg-laying or of hibernation.
External Structure.—The Chernetid body consists of a
cephalothorax, and an abdomen composed of twelve segments. The
segmentation of the abdomen is emphasised by the presence of
chitinous plates dorsally and ventrally, but the last two dorsal plates
and the last four ventral plates are fused, so that ordinarily only
eleven segments can be counted above and nine below.
The cephalothorax presents no trace of segmentation in the
Obisiinae (see p. 437), but in the other groups it is marked dorsally
with one or two transverse striae. The eyes, when present, are either
two or four in number, and are placed near the lateral borders of the
carapace towards its anterior end. They are whitish and only very
slightly convex, and are never situated on prominences. Except in
Garypus there is no trace of a sternum, the coxae of the legs and
pedipalps forming the ventral floor of the cephalothorax.
In the Obisiinae a little triangular projection in front of the
cephalothorax is regarded by Simon[333] as an epistome. It is absent
in the other sub-orders.
The abdomen is armed, dorsally and ventrally, with a series of
chitinous plates with membranous intervals. The dorsal plates are
eleven in number (except in Chiridium, which has only ten), and are
frequently bisected by a median dorsal membranous line. There are
nine ventral plates. There is a membranous interval down each side
between the dorsal and ventral series of plates.
The chitinous membrane between the plates is very extensible,
rendering measurements of the body in these animals of little value.
In a female full of eggs the dorsal plates may be separated by a
considerable interval, while after egg-laying they may actually
overlap. The four stigmata are not situated on the plates, but ventro-
laterally, at the level of the hinder borders of the first and second
abdominal plates.
The first ventral abdominal plate bears the genital orifice. In the
same plate there are two other orifices, an anterior and a posterior,
which belong to the “abdominal glands.” They were taken by some
authors for the spinning organs, but their function is probably to
supply material for the capsule by which the eggs are suspended
from the body of the mother (see p. 434).
The Chernetidea possess chelicerae, pedipalpi, and four pairs of
ambulatory legs, all articulated to the cephalothorax.
The chelicerae are two-jointed, the upper portion of the first joint
being produced forward into a claw, curving downward. The second
joint is articulated beneath the first, and curves upward to a point,
the appendage being thus chelate.
This second joint, or movable
digit, bears, near its extremity,
the opening of the spinning
organ, and is furnished, at all
events in the Garypinae and
Cheliferinae (see p. 437), with a
pectinate projection, the “galea,”
arising at its base, and extending
beyond the joint in front. In the
Obisiinae it is only represented by
a slight prominence.
Two other organs characterise
the chelicerae of all the
Chernetidea; these are the
“serrula” and the “flagellum.”
Their minute size and
transparency make them very
difficult of observation, and for a
long time they escaped notice.
The serrula is a comb-like
structure attached to the inner Fig. 222.—A, Chernes sp.,
side of the distal joint. The diagrammatic ventral view, × about 12.
a, Anus; ch, chelicera; g, generative
flagellum is attached to the outer opening; p, pedipalp; 1, 2, 3, 4, legs.
side of the basal joint, and recalls (The stigmata are at the postero-lateral
the antenna of a Lamellicorn margins of the 1st and 2nd abdominal
beetle, or the “pectines” of segments.) B, Tarsus, with claws and
scorpions, a resemblance which sucking disc.
gave rise to the supposition that
they are olfactory organs. It is more likely, however, that they are of
use in manipulating the silk.
The pedipalpi are six-jointed and are very large, giving these
animals a superficial resemblance to scorpions. According to Simon,
[334]
the patella is absent, and the joints are coxa, trochanter, femur,
tibia, tarsus, with an apophysis forming the fixed digit of the chela,
while the sixth joint is the movable digit, and is articulated behind
the tarsus. These joints, especially the tarsus, are often much
thickened, but however strongly developed, they are always narrow
and pediculate at the base. The
coxae of the pedipalps are closely
approximated, and are enlarged
and flattened. They probably
assist in mastication, but there is
no true maxillary plate articulated
to the coxa as in some Arachnid
groups.
The legs are usually short and
feeble, and the number of their
articulations varies from five to
Fig. 223.—Chelicera of Garypus. f, eight, so that it is not easy to be
Flagellum; g, galea; s, serrula. (After certain of the homologies of the
Simon.)
individual joints to those of other
Arachnids. The coxae are large,
and form the floor of the cephalothorax. They are succeeded by a
short trochanter, which may be followed by another short joint, the
“trochantin.” Then come the femur and tibia, elongated joints
without any interposed patella, and finally the tarsus of one or two
joints, terminated by two smooth curved claws, beneath which is
situated a trumpet-shaped membranous sucker.
Internal Structure.[335]—The internal structure of the
Chernetidea, as far as their small size has permitted it to be made
out, bears a considerable resemblance to that of the Phalangidea.
The alimentary canal dilates into a small sucking pharynx before
passing through the nerve-mass into the large many-lobed stomach,
but the narrow intestine which terminates the canal is convoluted or
looped, and possesses a feebly-developed stercoral pocket.
Above the stomach are situated the spinning glands, the products
of which pass, by seven or more tubules, to the orifice already
mentioned on the distal joint of the chelicerae. The abdominal or
cement-glands are in the anterior ventral portion of the abdomen.
No Malpighian tubes have been found.
The tracheae from the anterior stigmata are directed forward;
those from the posterior stigmata backward. Bernard[336] has found
rudimentary stigmata on the remaining abdominal segments.
The heart is the usual dorsal tube, situated rather far forward, and
probably possessing only one pair of ostia. The nerve-cord is a
double series of ventral masses, united by transverse commissures.
These undergo great concentration in the last stages of development,
but in the newly-hatched Chernetid a cerebral mass and five pairs of
post-oesophageal ganglia can be distinguished.
There are two peculiar eversible “ram’s-horn organs,” opening
near the genital opening. They are said to be present only in the
male, and have been taken for the male organs, though other writers
consider them to be tracheal in function.
Development.—Some points of peculiar interest are presented
by the embryology of these animals, the most striking facts being,
first, that the whole of the egg is, in some cases at all events, involved
in the segmentation; and, secondly, that there is a true
metamorphosis, though the larva is not free-living, but remains
enclosed with others in a sac attached to the mother.
At the beginning of winter the female immures herself in a silken
retreat, her body distended with eggs and accumulated nourishment.
About February the egg-laying commences, thirty eggs, perhaps,
being extruded. They are not, however, separated from the mother,
but remain enclosed in a sac attached to the genital aperture, and
able, therefore, to receive the nutritive fluids which she continues to
supply throughout the whole period of development.
The eggs, which line the periphery of the sac, develop into embryos
which presently become larvae, that is to say, instead of further
development at the expense of yolk-cells contained within
themselves, they develop a temporary stomach and a large sucking
organ, and become for a time independent sucking animals,
imbibing the fluids in the common sac, and arranged around its
circumference with their mouths directed towards the centre.
Subsequently a second embryonic stage is entered upon, the sucking
organ being discarded, and the albuminous matter which the larva
has imbibed being treated anew like the original yolk of the egg.
It is an interesting fact that in this second embryonic stage a well-
marked “tail” or post-abdomen is formed, and the ganglionic nerve-
masses increase in number, a cerebral mass being followed by eight
pairs of ganglia in the body and eight in the tail. Subsequently a great
concentration takes place till, besides the cerebral mass, only five
closely-applied pairs of ganglia remain, corresponding to the
pedipalpi and the four pairs of legs. Moreover, the first pair
advances, so as to lie on the sides of, and not behind, the oesophagus.
Fig. 224.—Three stages in the development of Chelifer. A,

Segmenting ovum; B, embryo, with post-abdomen, maximum
number of ganglia, and developing sucking apparatus; C, larva.
(After Barrois.)
There are two ecdyses or moults during development, a partial

moult, concerning only the ventral surface of the “pro-embryo” as it
assumes the larval form, and a complete moult at the final stage,
before emergence from the incubating sac.
At the end of winter the mother cuts a hole in the silken web, and
the young brood issues forth.[337]
Classification.—The order Chernetidea consists of a single
family, Cheliferidae. Nine genera are recognised by most authors,
but their grouping has been the subject of a good deal of difference of
opinion, largely dependent on the different systemic value allowed by
various arachnologists to the absence or presence of eyes, and to
their number when present. Simon takes the extreme view that the
eyes are only of specific value, and he is thus led to suppress two
ordinarily accepted genera, Chernes and Roncus, which are
separated chiefly by eye-characters from Chelifer and Obisium
respectively. He relies rather on such characters as the presence or
absence of galea, epistome, and trochantin, and establishes three
sub-families as follows:—
(i.) Cheliferinae.—Galea. No epistome. Trochantin on all legs.
Eyes two or none. Sole genus, Chelifer (Chelifer + Chernes).
(ii.) Garypinae.—Galea. No epistome. Trochantin on legs 3 and 4
only. Eyes four or none. Genera Chiridium, Olpium, and Garypus.
(iii.) Obisiinae.—No galea. An epistome. No trochantin. Genera
Chthonius and Obisium (which includes Roncus).
Whatever be the value of the eyes in the classification of this group
—and Simon adduces strong arguments for his view—there can be no
doubt of their convenience in practical identification. Moreover, as
Pickard-Cambridge[338] points out, a grouping of the genera
according to the eyes results, as regards British species, in pretty
much the same linear arrangement as Simon’s classification, and it
may therefore be convenient to mention that, of the six genera
represented in this country, Chthonius and Obisium are four-eyed,
Roncus and Chelifer two-eyed, while Chernes and Chiridium are
eyeless.
Sub-Fam. 1. Cheliferinae.—These Chernetidea have the
cephalothorax slightly narrowed in front, and generally marked
dorsally with two transverse striae, while the abdominal plates are
bisected by a dorsal longitudinal line. With the exception of Chelifer
cancroides, which is always found in houses, all the species are to be
sought under bark, though occasionally they are discovered under
stones.
The two genera of this sub-family are Chelifer and Chernes, the
species of Chelifer being two-eyed, and those of Chernes blind.
As already stated, Simon does not consider the possession of the
two—often very feebly developed—eyes of generic importance, and
admits only the genus Chelifer.
Five species of Chelifer (including Ch. cancroides) and five of
Chernes have been recorded in England.
Sub-Fam. 2. Garypinae.—The Garypinae have the
cephalothorax greatly contracted in front and often projecting
considerably.
There are three genera, Chiridium, Olpium, and Garypus.
Chiridium is eyeless, and appears to have only ten segments in the
abdomen, the tergal plates of which are bisected. C. museorum is
found in England, and is the only Chernetid except Chelifer
cancroides which habitually lives
in houses. C. ferum is found
under bark in the south of France.
Neither Olpium nor Garypus,
which both possess four eyes and
eleven abdominal segments, have
as yet been found in this country.
Garypus, like Chiridium, has the
dorsal abdominal plates bisected.
There is a transverse stria on the
cephalothorax, and the eyes are
far from the anterior border. In
Olpium the dorsal plates are
undivided and the eyes more
anterior.
Sub-Fam. 3. Obisiinae.—
The cephalothorax of the
Obisiinae does not narrow—and
is, indeed, sometimes broadest—
Fig. 225.—Chelifer cyrneus, enlarged. anteriorly. The chelicerae are
(After Simon.) notably large, and the dorsal
abdominal plates undivided. They
are the most active of the Chernetidea, ordinarily running backwards
or sideways with their pedipalpi closely folded up against the body.
Four genera usually admitted fall within this group:—Obisium,
Roncus, Blothrus, and Chthonius.
Obisium has four eyes, parallel-sided cephalothorax, and curved
chelae on the palps. Roncus is like Obisium except in having only two
eyes, and is therefore disallowed by Simon, who also considers
Blothrus to comprise merely eyeless species of Obisium. In
Chthonius the cephalothorax is broadest in front, and the digits of
the chelae are straight.
The Obisiinae are found in moss and débris, and under stones.
Three species of Obisium, two of Roncus, and four of Chthonius are
recorded in England.
The subjoined list of British species of Chernetidea is taken from
the monograph of the Rev. O. P. Cambridge, cited above:—
Fig. 226.—Chiridium museorum,
enlarged. (After Simon.)
Fig. 227.—Olpium pallipes, enlarged.
(After Simon.)
Group I.—Four eyes.
Chthonius orthodactylus, Leach.

„ rayi, L. Koch.
„ tetrachelatus, Preyssler.
„ tenuis, L. Koch.
Obisium muscorum, Leach.
„ sylvaticum, C. L. Koch.
„ maritimum, Leach.
Group II.—Two eyes.
Roncus cambridgii, L. Koch.

„ lubricus, L. Koch.
Chelifer hermannii, Leach.
„ cancroides, Linn.
„ meridianus, L. Koch.
„ subruber, Simon.
„ latreillii, Leach.
Group III.—No eyes.
Chernes nodosus, Schr.

„ insuetus, Camb.
„ cimicoides, Fabr.
„ dubius, Camb.
„ phaleratus, Simon.
Chiridium museorum, Leach.

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Kenneth C. Laudon is a Professor of Information Systems at New York University’s Stern

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Preface to The Indian Edition xxxiii

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Preface to The Indian Edition xxxiii

PART ONE Organizations, Management, and the Networked

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Chapter 2 Global E-business and Collaboration 40

Chapter 3 Information Systems, Organizations, and Strategy 80

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Chapter 4 Ethical and Social Issues in Information Systems 126

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Computer-Related Liability Problems 150 • System Quality: Data Quality and

PART TWO Information Technology Infrastructure 171

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5-5 What are the challenges of managing IT infrastructure and

Chapter 6 Foundations of Business Intelligence: Databases

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Chapter 7 Telecommunications, the Internet, and Wireless

Chapter 8 Securing Information Systems 310

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8-3 What are the components of an organizational framework for security

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9-3 How do customer relationship management systems help firms

Chapter 10 E-commerce: Digital Markets, Digital Goods 392

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10-6 What issues must be addressed when building an e-commerce

Chapter 11 Managing Knowledge 442

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Chapter 12 Enhancing Decision Making 482

PART FOUR Building and Managing Systems 517

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13-2 What are the core activities in the systems development

Chapter 14 Managing Projects 562