Secondary Titles (2)
- Judith Norman Davis and Kim G. Davis Professor of Business Analytics
- Co-Director Kelley Institute for Business Analytics
Industry Expertise (6)
Writing and Editing
Information Technology and Services
Areas of Expertise (6)
Data Lifecycle Management
Semiotics and Database Design
Cognitive Aspects of Data Management
Provost's Award for Undergraduate Research and Creative Activity (professional)
Awarded by Indiana University
Innovative Teaching Award, (professional)
Awarded by Kelley School of Business
Harry C. Sauvain Teaching Award (professional)
Awarded by Kelley School of Business
University of Arizona - Eller College of Management: Ph.D. 2002
University of Bombay: M.B.A., Management Studies 1994
Malaviya Regional Engineering College: B.E., Electronics 1992
Time provides context for all our experiences, cognition, and coordinated collective action. Prior research in linguistics, artificial intelligence and temporal databases suggests the need to differentiate between temporal facts with goal-related semantics (i.e., telic) from those are intrinsically devoid of culmination (i.e., atelic). To differentiate between telic and atelic data semantics in conceptual database design, we propose an annotation-based temporal conceptual model that generalizes the semantics of a conventional conceptual model. Our temporal conceptual design approach involves: 1) capturing “what” semantics using a conventional conceptual model; 2) employing annotations to differentiate between telic and atelic data semantics that help capture “when” semantics; 3) specifying temporal constraints, specifically non-sequenced semantics, in the temporal data dictionary as metadata. Our proposed approach provides a mechanism to represent telic/atelic temporal semantics using temporal annotations. We also show how these semantics can be formally defined using constructs of the conventional conceptual model and axioms in first-order logic. Via what we refer to as the “semantics of composition,” i.e., semantics implied by the interaction of annotations, we illustrate the logical consequences of representing telic/atelic data semantics during temporal conceptual design.
Organizations are becoming increasingly serious about the notion of "data as an asset" as they face increasing pressure for reporting a "single version of the truth." In a 2006 survey of 359 North American organizations that had deployed business intelligence and analytic systems, a program for the governance of data was reported to be one of the five success "practices" for deriving business value from data assets. In light of the opportunities to leverage data assets as well ensure legislative compliance to mandates such as the Sarbanes-Oxley (SOX) Act and Basel II, data governance has also recently been given significant prominence in practitioners' conferences, such as TDWI (The Data Warehousing Institute) World Conference and DAMA (Data Management Association) International Symposium.
The objective of this article is to provide an overall framework for data governance that can be used by researchers to focus on important data governance issues, and by practitioners to develop an effective data governance approach, strategy and design. Designing data governance requires stepping back from day-to-day decision making and focusing on identifying the fundamental decisions that need to be made and who should be making them.
The importance of building relationships with customers and trust in the services provider is well documented in the marketing literature. Conceptually, we extend this logic to the context of internal information technology (IT) services operations through the notion of the service delivery chain. The purpose of the study is to examine how key service mechanisms in operational IT implementation are related to employee perceptions of actual system benefits and trust in the IT services provider. We report on a study with 380 employees of 14 bank affiliates that were recently acquired by a bank holding company. The focus of the study is on postimplementation trust rather than preimplementation or initial trust, and the service provider is viewed as the object of trust rather than the technology. Our findings suggest that training, trial, and social influence are key service mechanisms an IT services provider can use to stimulate trust in the IT services provider and the realization of system benefits.
An important prerequisite for the success of any online service is ensuring that customers' experience—via the interface—satisfies both sensory and functional needs. Developing interfaces that are responsive to customers' needs requires a perspective on interface design as well as a deep understanding of the customers themselves. Drawing upon research in consumer behavior concerning consumer beliefs about technology, we deploy an alternative way to describe customers based on psychographic characteristics. Technology readiness (TR), a multidimensional psychographic construct, offers a way to segment online customers based upon underlying positive and negative technology beliefs. The core premise of this study is that the beliefs form the foundation for expectations of how things should work and how specific online service interfaces are evaluated by customers. At the same time, usability evaluations of specific online services might be contingent on contextual factors, specifically the type of site (hedonic vs. utilitarian) and access method (Web vs. wireless Web). The aspects of usability examined here are those incorporated into the usability metric and instrument based on the Microsoft Usability Guidelines (MUG). The results of an empirical study with 160 participants indicate that (i) TR customer segments vary in usability requirements and (ii) usability evaluations of specific online service interfaces are influenced by complex interactions among site type, access method, and TR segment membership. As organizations continue to expand their online service offerings, managers must recognize that the interface exists to serve the customers, so their design must be matched to market needs and TR.