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Star Enterprise is a joint venture partnership between en Texaco Inc. and the Saudi Arabian Oil Company. Created in 1988, it became fully operational on January 1, 1989. This new organization inherited staff, facilities, and information resources existing within Texaco Inc. at the time of formation. A significant opportunity for the new organization was to create a new Enterprise Information Technology Architecture to support business functions and management decision making. While this venture was an opportunity, it was also a challenge because of the existing information technology that was comprised of incompatible hardware and nonintegrated systems. This paper describes the architecture that emerged and reviews its current status. Two major contributions of the paper are to identify the principles upon which the architecture is being created and to review what has been learned to date in the .process of implementing the architecture.

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Graphical charts are generally thought to be a superior reporting technique compared to more traditional tabular representations in organizational decision making. The experimental literature, however, demonstrates only partial support for this hypothesis. To identify the characteristics of the situations that have been shown to benefit from the use of graphics, existing studies are reviewed in terms of the type of task used, the format employed, and the user experience. The examination of the literature reveals a set of empirically based—though preliminary—guidelines as to when and how to use business graphics.

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The use of computer based information-decision systems to support decision making in organizations has increased significantly in the last decade. Very little effort has been devoted, however, to determine what relationships exist between the structure of information presented for decision making and the ensuing effectiveness of the decision. This article summarizes a series of experiments. The Minnesota Experiments, which were conducted to examine the significance of various information system characteristics on decision activity. Several research programs administered in the period 1970-1975 are discussed in this paper. By varying the manner in which information was provided to participants in each experiment, the impact of various information system characteristics and individual differences on decision effectiveness was investigated. Analysis of the results shows that, in many cases, the decisions/decision-making process of the participants was affected by the information system structure and/or attributes of individual decision makers. The results suggest guidelines for the designers of information systems and fruitful avenues for continued research.

A total of 840 junior and senior-level undergraduate business students particpated in three experiments that compared computer-generated graphical forms of data presentation to traditional tabular reports. The first experiment compared tables and bar charts for their effects on readability, interpretation accuracy, and decision making. No differences in interpretation accuracy or decision quality were observed for the two groups, although tabular reports were rated as "easier to read and understand" than graphical reports. The second experiment compared line plots to tables for their effects on interpretation accuracy and decision quality. Subjects with graphical reports outperformed those with tables. There were no meaningful differences in interpretation accuracy across treatment groups. The third experiment compared graphical and tabular reports for their ability to convey a "message" to the reader. Only in situations in which a vast amount of information was presented and relatively simple impressions were to be made, did subjects given graphs outperform those using tables. This program of cumulative experiments indicates that generalized claims of superiority of graphic presentation are unsupported, at least for decision-related activities. In fact, the experiments suggest that the effectiveness of the data display format is largely a function of the characteristics of the task at hand, and that impressions gleaned from "one shot" studies of the effectiveness of the use of graphs may be nothing more than situationally dependent artifacts.

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