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MIS 600 Topic 6 CLC Security Response Plan GCU
- Description
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MIS 600 Topic 6 CLC Security Response Plan GCU
This is a Collaborative Learning Community (CLC) assignment.
Data breaches are commonplace in businesses. In spite of various kinds of software, tools, and other resources used to secure data, the potential for internal and external threats still exist. However, the degree by which data breaches can affect an organization and its customers depends greatly on the response plan the organization has in place to address potential threats. Neglecting to have a plan or having a plan that is inadequate can affect the brand and reputation of the business as well as negatively influence the confidence and loyalty of the customers. As a result, for this assignment you will work in a group to create a security response plan that helps detect threats to data and identify procedures across the organization that will help minimize or contain potential damage.
For this assignment, create a 1,000-1,250 word Security Response Plan based on either a fictitious company or one that actually exists. The plan should include a framework for the awareness, communication, and actions expected across all levels of an organization. Keep in mind, the plan is intended to be shared formally and proactively, and be made easily accessible during times of crisis.
- Identify potential areas of risk and general goals for addressing each risk identified.
- Describe the procedures for analyzing and addressing potential security breaches across the various parts of the organization (e.g., IT, Accounting, Human Resources, Operations, Legal, Public Relations, etc.).
- Identify appropriate response team members in each department and a specific plan for notification.
- Describe key performance indicators (KPIs) in order to evaluate the effectiveness and quality of the security plan.
- Identify goals for communicating the plan across the organization.
While APA format is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.
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MIS 600 Topic 6 CLC Security Response Plan GCU
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National Hydrography
Hydrography Seminar Series, Seminar 9 - May, 2017
NHDPlus High Resolution (NHDPlus HR)
May 23, 2017 (Session 1) and May 31, 2017 (Session 2) - 2:00 PM Eastern - One Hour
Al Rea, Ariel Doumbouya, Karen Adkins, Ryan Teter, Tatyana Dimascio - USGS National Geospatial Program Personnel
Abstract – The USGS has just released the first NHDPlus High Resolution (NHDPlus HR) datasets in Beta version for seven hydrologic regions covering a quarter of the conterminous U.S. NHDPlus HR extends the rich attribution and functionality present in the NHDPlus Version 2 to the spatial accuracy and detail present in the high resolution National Hydrography Dataset and 1/3 arc-second 3D Elevation Program data. For more information, please see the NHDPlus High Resolution page.
Topics will include:
- Overview: What is NHDPlus HR, what does Beta mean, what you can do with it, and how it improves upon the NHDPlus Version 2
- Data availability: Production and release plans
- How to download: TNM Download viewer, FTP and Cloud folders
- What comes after Beta: The NHDPlus HR Refresh concept, Beta QC and Markup tool overview
- Learn about the VisibilityFilter Attribute: The ability to represent the data at different scales, currently populated for testing in Regions 01 and 06


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Check out this super addition to your party trays of fresh vegetables and buttery crackers. Compound butter is so easy to make, and it's incredibly flavorful. Plus, it'll really impress your guests. This basic combination of lemon zest and fresh mint from Eat Boutique is just one example of an excellent flavor combo.
Lemon-Mint Butter
Courtesy of Eat Boutique
1/2 stick unsalted butter
1 Tbsp fresh mint, finely chopped
1 tsp lemon zest (from half a lemon)
Pinch of sea salt
Allow the butter to come to room temperature (it takes about an hour out of the refrigerator for it to soften).
Add the butter, chopped mint and zest to a bowl. Use a small scraper or back of a spoon to mix together well. Scrape into a small bowl.
Press the mixture into the bowl and level it off with scraper or with a butter knife. Chill.
Before serving, sprinkle a bit of sea salt on top.
Image Sources:


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Mechanical Design Engineer - Subsea Cables Cheltenham
Mechanical Design Engineer - Buoyancy / Subsea Cables Cheltenham
Huxley Engineering and one of Europe's largest names in Engineered Solutions for the Subsea & Renewable Energy Industry are looking to recruit a Mechanical Design Engineer on a permanent basis, to develop new and existing solutions for Subsea & Renewable Energy Applications.
Based near the Cheltenham area and reporting to the Chief Technical Officer, you, as a Mechanical Design Engineer will be working on the leading edge of technology within Research and Development Department, redesigning current and new products primarily focused on the Subsea& Renewable Energy Industries.
Main Duties of Mechanical Design Engineer:
The Mechanical Design Engineer will driving the development engineering of Subsea Buoyancy & Cable System products [both at concept and project delivery phases] and will be responsible for the design/engineering processes and standards applicable to subsea buoyancy and subsea cable systems.
Experience Required for Mechanical Design Engineer Role:
- Educated to Degree Level in Naval Architecture, Mechanical Engineering, Offshore Engineering or Marine Engineering.
- Full Product Design & Development Engineering experience in designing & developing buoyancy or subsea cable systems products from concept through commercialisation, including testing, analysis etc)
- Commercial awareness and project management capability (working on multiple projects at any one time).
- Working with 3-D Computer Aided Design (CAD), such as Autodesk Inventor, Solidworks, ProEngineer etc
- Experience of FEA, Structural & Mechanical Calculations & Systems Calculations- Mechanics, Materials, Structural, Fatigue, Thermal & Stress Analysis
- Knowledge of composite materials knowledge would be of benefit
For the successful Mechanical Design Engineer, a salary reflective of experience is on offer plus package and this Mechanical Design Engineer role is commutable from Cirencester, Bristol, Chepstow, Gloucester, Worcester, Cheltenham, Chepstow, Tewkesbury though we would be keen to hear from Mechanical Design Engineers from further afield / across the United Kingdom / England / Wales / Scotland as relocation will be considered.
To be considered for this Mechanical Design Engineer role, please apply via the link below.
To find out more about Huxley Engineering, please visit www.huxleyengineering.com
Huxley Engineering, a trading division of SThree Partnership LLP is acting as an Employment Agency in relation to this vacancy | Registered office | 1st Floor, 75 King William Street, London, EC4N 7BE, United Kingdom | Partnership Number | OC387148 England and Wales


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- Previous episode S18E110 - Keeping Your Eyes on the Ball!
- Number S18E111
Show Me the Metal!
Back on Melemele Island after completing their Poni Island research projects, our heroes are unaware that some small, mysterious Pokémon have hitched a ride with them. As they soon discover, these Pokémon love to eat metal—including the tools the Pokémon School class needs for today's lesson, as well as Team Rocket's supplies and James's prized bottle cap collection! Rotom Dex is excited to compile vast amounts of data on this new kind of Pokémon, and Ash relays the information to Professor Oak—who says this mystery Pokémon may indeed be one amazing discovery!


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To our dear supporters and customers,
During this time of uncertainty, we know you are concerned about our pets and staff here at the Gulf Coast Humane Society. Thanks to all of our supporters, we are able to continue to provide the highest quality care for our animals during this time and continue completing families. While we have been closed to the public, our staff remains at the shelter to provide necessary medical treatment, food, water, socialization, and love to each and every one of our cats and dogs.
For the past 75 years as a nonprofit organization, funding is generated through sources such as fundraising events, monthly low cost clinics, adoptions, and general donations. While we are committed to protecting the health and safety of our community during this pandemic, we are temporarily offering virtual adoptions through our site, starting with the questionnaire below. Please follow these steps:
1. Fill out the Questionnaire below then hit SUBMIT
2. During this time, there are NO meet and greets. Please review our adoptable pets under the Adoption Tab.
3. After your questionnaire is submitted, you will receive a call from an adoption specialist to complete your virtual adoption.
If you are unable to adopt at this time, please consider making a donation to the Gulf Coast Humane Society to assist with the care of our beautiful cats and dogs


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The card for Evolution 37 is now available. Multiple title matches, a big match pitting undefeated Austin Bishop versus CWF's reigning World Champion Loki Synn, and many more legendary bouts. Check it out!
Remember that due to the WCWA When Worlds Collide PPV airing during EVO's normal timeslot Tuesday night on the WCWA network, we will not be airing EVO until December 11th. Roleplaying runs from 11/28 to Friday 12/7 at 11:59pm EST with all segments and matches due Sunday 12/9.
"Heavy is the crown for the weak...and I will not lose"
- Freddie Styles


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Senior Member
Last Activity: 21st October 2016 08:30 AM
About Me
- About fendaris
- Service provider
- U.S.A. - T-Mobile
- City
- Lake Stevens
- Home country
- United States
- Biography
- Just an average Android enthusiast
- Interests
- Android, bricking phones, hip-hop.
- Occupation
- Student
- Running my slimmed LS980 :victory:
- Devices
Most Thanked
Post Summary
where is new version dude? we are not waiting Actually, we are waiting. Are you paying him? He does this for free as a hobby. Calm down and let the guy be. He will update it when he is ready. If the kernel runs perfectly fine already....
I'm on Resurrection Remix MM and want to try this kernel but from what I read so far that not all option work in Kernel Adiutor. Do I have to use synapse to get full option working? Sent from my LG-D802 using Tapatalk I'm on Resurrection Remi...
All variants but no ls980?
Seems like video and audio playback is broken. Skipping ahead in either, or rewatching a video will cause the video to stop playing, and force me to close out to listen to the song or watch the video again. I'm on an LS980. This issue has been pre...
[email protected] Are more variants going to be supported?


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By Debra Murphy
Writing content is hard and a lot of work. Some people make it look easy, but not all of us are naturally talented writers. If we were, we'd be writing the next bestseller. But with all the benefits of blogging, we need to overcome the objections and add this task to our marketing activities.
Without content, there is no inbound marketing
When implementing an inbound marketing strategy, most small businesses begin with creating content for a blog. And there are reasons why this is popular.
- Adding content to your website increases your digital footprint. Search engines have more content to index. If optimized properly, your business will more likely to be found by people searching. A website with a blog has 434 percent more indexed pages than websites without. (Techclient.com)
- Businesses that blog see their monthly leads rise by 126% more than those who don't (Hubspot). Whether you are selling a product or you are a service provider, people want to see what you know before reaching out to you.
- 61% of consumers have made a purchase after reading a blog recommendation (Content Marketing Institute). Blog content has become a fundamental part of the buying process. If you are providing a service, whether B2B or B2C, you can demonstrate your expertise through your posts.
- Small businesses with blogs get 126% more lead growth than small businesses without (Content Marketing Institute) – The more content you have on your website, the better your visibility will become. The easier your business is to find in the search engine results, the more likely someone will contact you for a quote or to discuss your services.
Dispelling the blogging myths
Now that you know the value you get from blogging, let's dispel some of the myths. For small businesses there are 3 myths that are still circulating.
You have to blog every day
Although it is true that businesses that blog 15 or more times a month get substantially more traffic, you don't need to blog 3 times a week to gain visibility in the search engine results. With the amount of content being created today, creating higher quality content less frequently is a strategy that works.
Small businesses need to balance their time between working on your business verses working in your business. Client work comes first, life gets in the way and sometimes you just need a break. And in this case, your blogging frequency will depend on what works for you.
Frequency is important so your blog doesn't get stale. But you need to pick the right amount for your business and be consistent. Set the expectations of your readers. It is better to know you will provide quality content once a month than get a lot of posts then silence.
You don't write well so you can't blog
If you understand your industry, you can create content for your blog. Writing isn't a skill that many have naturally. This is where many small business owners need help.
You …read more
Read more here:: B2CMarketingInsider


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text: LON:HALHalosource Share Price, Forecast & News Adding Choose a watchlist: Adding You have already added five stocks to your watchlist. Upgrade to MarketBeat Daily Premium to add more stocks to your watchlist. Adding Halosource Inc Please log in to your account or sign up in order to add this asset to your watchlist. Log In and Add Add Compare Share Today's Range N/A50-Day Range N/A52-Week Range N/AVolume20,000 shsAverage VolumeN/AMarket CapitalizationN/AP/E RatioN/ADividend YieldN/ABetaN/A ProfileAdvanced ChartCompetitorsHeadlinesOptions Chain HaloSource, Inc., a clean water technology company, develops and manufactures products for drinking water treatment solutions worldwide. It operates through Drinking Water segment. The company's technologies are based on proprietary polymer chemistries that can be applied to commonplace synthetic starting materials in a range of applications. It offers HaloPure disinfecting pitcher that provides germ-free drinking water at home or office; HaloPure pitcher cartridge, which provides treated drinking water at home or office; and HaloPure under-the-candle cartridge. The company also provides HaloPure bacteriostatic water cartridge; HaloPure heterotroph control cartridge for RO systems; and HaloPure ceramic candle inserts. HaloSource, Inc. markets its products under the HaloPure brand name. The company was founded in 1998 and is headquartered in Bothell, Washington.Read More Beat the Market (BTM) Rank™ 0.0 Analyst's Opinion Consensus RatingThere is not enough analysis data for Halosource. Previous Next 2.6 Community Rank Outperform VotesHalosource has received 141 "outperform" votes. (Add your "outperform" vote.)Underperform VotesHalosource has received 135 "underperform" votes. (Add your "underperform" vote.)Community SentimentHalosource has received 51.09% "outperform" votes from our community.MarketBeat's community ratings are surveys of what our community members think about Halosource and other stocks. Vote "Outperform" if you believe HAL will outperform the S&P 500 over the long term. Vote "Underperform" if you believe HAL will underperform the S&P 500 over the long term. You may vote once every thirty days. Previous Next 0.0 Dividend Strength Dividend YieldHalosource does not currently pay a dividend.Dividend GrowthHalosource does not have a long track record of dividend growth. Previous Next 0.0 Company Ownership Insider Buying vs. Insider SellingIn the past three months, Halosource insiders have not sold or bought any company stock. Previous Next 0.0 Earnings and Valuation Previous Next Analyst Opinion: 0.0Community Rank: 2.6Dividend Strength: 0.0Insider Behavior: 0.0Valuation: 0.0 5 -4 -3 -2 -1 -Overall Beat the Market Rank™0.52 out of 5 stars Industry, Sector and Symbol Stock Exchange LON Industry Chemicals - Major Diversified Sub-IndustryN/A SectorBasic Materials Current SymbolLON:HAL Previous Symbol CUSIPN/A CIKN/A Webwww.halosource.com PhoneN/ADebt Debt-to-Equity RatioN/A Current RatioN/A Quick RatioN/APrice-To-Earnings Trailing P/E RatioN/A Forward P/E RatioN/A P/E GrowthN/A Sales & Book Value Annual SalesN/A Price / SalesN/A Cash FlowN/A Price / Cash FlowN/A Book ValueN/A Price / BookN/AProfitability EPS (Most Recent Fiscal Year)N/A Net IncomeN/A Net MarginsN/A Return on EquityN/A Return on AssetsN/AMiscellaneous EmployeesN/A Outstanding SharesN/AMarket CapN/A Next Earnings DateN/A OptionableOptionable 30 days | 90 days | 365 days | Advanced Chart Receive HAL News and Ratings via Email Sign-up to receive the latest news and ratings for HAL and its competitors with MarketBeat's FREE daily newsletter. Halosource (LON:HAL) Frequently Asked Questions Has Halosource been receiving favorable news coverage? Media coverage about HAL stock has been trending very negative recently, InfoTrie reports. InfoTrie rates the sentiment of news coverage by monitoring more than six thousand news and blog sources. The firm ranks coverage of companies on a scale of negative five to positive five, with scores nearest to five being the most favorable. Halosource earned a daily sentiment score of -3.5 on InfoTrie's scale. They also gave news coverage about the company a news buzz of 10.0 out of 10, meaning that recent news coverage is extremely likely to have an impact on the company's share price in the near future. View the latest news about Halosource. Who are some of Halosource's key competitors? Some companies that are related to Halosource include 37 Capital (JJJ), Aben Resources (ABNAF), Accelerate Resources (AX8), Adelaide Brighton Cement (ADLDY), Adelaide Brighton (ADBCF), Adriatic Metals (ADMLF), Affinor Growers (AFI), Air Liquide (AI), AIR LIQUIDE/ADR (AIQUY), Akzo Nobel (AKZOF), Alacer Gold (ALIAF), Alamar Resources (NES), Aldoro Resources (ARN), Almonty Industries (ALMTF) and Alset Minerals (ION). View all competitors. What other stocks do shareholders of Halosource own? Based on aggregate information from My MarketBeat watchlists, some companies that other Halosource investors own include HALOSOURCE CORP/SH SH (HALO), First Majestic Silver (AG), Cognizant Technology Solutions (CTSH), 3D Systems (DDD), CNB Financial (CCNE), Cabot Microelectronics (CCMP), Bovie Medical (BVX), Booking (BKNG), Athenex (ATNX) and Apollo Commercial Real Est. Finance (ARI). Who are Halosource's key executives? Halosource's management team includes the following people: Mr. James Allan Thompson, CEO & Director (Age 47)Mr. Martin Patrick Coles, Strategic Adviser (Age 62)Dr. Jeffrey F. Williams Ph.D., BVSc, MRCVS, Co Founder (Age 76)Mr. Craig Edwin Crowell CA CPA, CFO & Exec. Director (Age 47)Mr. Joshua Johnston, VP of Operations What is Halosource's stock symbol? Halosource trades on the London Stock Exchange (LON) under the ticker symbol "HAL." How do I buy shares of Halosource? Shares of HAL and other U.K. stocks can be purchased through online brokerage accounts that support trading on the London Stock Exchange (LSX). Some U.K. companies can be purchased through major U.S. brokerages in the form of American Depository Receipts (ADRs), which are placeholder equities held in a trust by a bank that represent shares of a foreign stock. What is Halosource's official website? The official website for Halosource is www.halosource.com. This page was last updated on 8/12/2020 by MarketBeat.com Staff 30 Days of MarketBeat All Access for $1.00 Sign up for MarketBeat All Access to gain access to MarketBeat's full suite of research tools: Best-in-Class Portfolio Monitoring View the latest news, buy/sell ratings, SEC filings and insider transactions for your stocks. Compare your portfolio performance to leading indices and get personalized stock ideas based on your portfolio. Stock Ideas and Recommendations Get daily stock ideas top-performing Wall Street analysts. Get short term trading ideas from the MarketBeat Idea Engine. View which stocks are hot on social media with MarketBeat's trending stocks report. Advanced Stock Screeners and Research Tools Identify stocks that meet your criteria using seven unique stock screeners. See what's happening in the market right now with MarketBeat's real-time news feed. Export data to Excel for your own analysis. Start Your Risk-Free Trial Subscription Here Questions? 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If you're interested in Kidsland International Holdings Limited (HKG:2122), then you might want to consider its beta (a measure of share price volatility) in order to understand how the stock could impact your portfolio. Modern finance theory considers volatility to be a measure of risk, and there are two main types of price volatility. First, we have company specific volatility, which is the price gyrations of an individual stock. Holding at least 8 stocks can reduce this kind of risk across a portfolio. The second sort is caused by the natural volatility of markets, overall. For example, certain macroeconomic events will impact (virtually) all stocks on the market.
Some stocks are more sensitive to general market forces than others. Beta is a widely used metric to measure a stock's exposure to market risk (volatility). Before we go on, it's worth noting that Warren Buffett pointed out in his 2014 letter to shareholders that 'volatility is far from synonymous with risk.' Having said that, beta can still be rather useful. The first thing to understand about beta is that the beta of the overall market is one. A stock with a beta greater than one is more sensitive to broader market movements than a stock with a beta of less than one.
View our latest analysis for Kidsland International Holdings
What 2122's beta value tells investors
With a beta of 1.06, (which is quite close to 1) the share price of Kidsland International Holdings has historically been about as voltile as the broader market. Using history as a guide, we might surmise that the share price is likely to be influenced by market voltility going forward but it probably won't be particularly sensitive to it. Beta is worth considering, but it's also important to consider whether Kidsland International Holdings is growing earnings and revenue. You can take a look for yourself, below.
How does 2122's size impact its beta?
Kidsland International Holdings is a rather small company. It has a market capitalisation of HK$224m, which means it is probably under the radar of most investors. It doesn't take much money to really move the share price of a company as small as this one. That makes it somewhat unusual that it has a beta value so close to the overall market.
What this means for you:
Since Kidsland International Holdings has a beta close to one, it will probably show a positive return when the market is moving up, based on history. If you're trying to generate better returns than the market, it would be worth thinking about other metrics such as cashflows, dividends and revenue growth might be a more useful guide to the future. This article aims to educate investors about beta values, but it's well worth looking at important company-specific fundamentals such as Kidsland International Holdings's financial health and performance track record. I highly recommend you dive deeper by considering the following:
- Financial Health: Are 2122's operations financially sustainable? Balance sheets can be hard to analyze, which is why we've done it for you. Check out our financial health checks here.
- Valuation: What is 2122 worth today? Is the stock undervalued, even when its growth outlook is factored into its intrinsic value? The intrinsic value infographic in our free research report helps visualize whether 2122 is currently mispriced by the market.
- Other High-Performing Stocks: Are there other stocks that provide better prospects with proven track records? Explore our free list of these great stocks here.
We aim to bring you long-term focused research analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material.
If you spot an error that warrants correction, please contact the editor at email@example.com. This article by Simply Wall St is general in nature. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. Simply Wall St has no position in the stocks mentioned. Thank you for reading.


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Just in time for back-to-school: New distance learning resources are available on Wide Open School.
Teacher Review for Goodreads
Book clubs, recommendations, summaries and more. Everything you always wanted to know about a book and more. Interactive and informative all in one. A must for any reading classroom.
Learning Scores
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Web Report Indexes : by Event Date | by Location | by Shape | by Posting Date
|Sighting Report
|Occurred : 4/5/2018 03:13 (Entered as : 04/05/18 3:13)
Reported: 4/5/2018 12:50:21 AM 00:50
Posted: 4/5/2018
Location: Brandon, FL
Shape: Other
|At least five line formations, several lights in each line. One in the eastern sky made up of blue, white and green lights, the others red, orange and white. All were in straight up and down lines in various spots in the sky. Two of the red, orange and white lines were directly above one another in the southern sky over the Lithia area.
Could not be captured on my phone. Made several attempts with no luck.
((NUFORC Note: Witness elects to remain totally anonymous; provides no contact information. PD))


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Responsibility and Accountability for Information Asset Management (IAM) in Organisations Nina Evans1 and James Price2 1 University of South Australia, Adelaide, Australia 2 Experience Matters, Adelaide, Australia firstname.lastname@example.com email@example.com Abstract: The key resources that need to be effectively deployed to meet business objectives are Financial Assets, Human Assets, Physical Assets and Information Assets (IA). Information Assets are a critical business resource for most organisations, yet they are typically poorly managed and the potential, tangible benefits from improving the management of these assets are seldom realised. Business governance refers to the decisions that must be made to ensure effective business management and also to who makes these decisions, i.e. who is responsible and accountable. Very little research has been undertaken on the role and responsibilities of various stakeholders in information asset management. This paper reports on qualitative research via confidential interviews that were conducted with C-level executives and Board members of Australian and South African organisations in both private and public sectors, to identify their perceptions of who is responsible and accountable for the management of Information Assets in their organisations. The research found that the information management decisions that must be made, and by whom, is often not clear in these organisations Responsibility and accountability is therefore inappropriately imposed. Keywords: Information Assets (IA), governance, Information Asset Management (IAM), responsibility, accountability
1. Introduction Organisations deploy scarce resources, namely Financial (money / budget), Physical (plant, equipment, IT), Human (people) and Information Assets, in order to achieve their corporate objectives. As long ago as 1989, Chambers said that "command of information decides who survives and who wins in the corporate jungle". He added that the management of information gives an enterprise a competitive edge and that "information mismanagement always leads to decline" (Chambers, 1989). It has been found that Information Assets are critical to the operation of every organisation (Freeze & Khulkani, 2007; Wilson & Stenson, 2008; Salamuddin et al., 2010; Jhunjhunwala, 2009). They drive, record and enforce organisational strategy and growth. They also help leaders to make informed decisions to improve customer acquisition and retention, employee recruitment and retention and enhance employee motivation and loyalty (Steenkamp & Kashyap, 2010). Organisational knowledge is regarded as a key factor in management practices (Garcia-Parra et al., 2009) and the capacity to create, transfer and employ knowledge contributes to organisational success and sustainable competitive advantage (Drucker, 1994; Spender, 1994; Nonaka & Takeuchi, 1995; Davenport & Prusak, 1998; Teece, 2007). In the modern knowledge-based economy data, documents, content and knowledge play an even increasingly important role in achieving the goals of the organisation. These assets have been identified as key elements of organisational success and should therefore be exploited as fully as possible. Yet, it isn't. "Information is treated as a second class citizen" (Evans & Price, 2013: xv; ExperienceMatters, 2012). Ineffective business practices and a lack of understanding of the cost, value and benefit of effectively deploying information in all levels of organisations, generated an inability to effectively manage Information Assets. Whilst there is copious academic and industry material on various aspects of Information Management, literature indicates that very little research has been done on why Information Assets are not managed well and who is responsible and accountable for doing so. Previous research, conducted in Australia and South Africa (Evans et al., 2011; Hunter et al., 2011), determined that organisations regard Information Assets of value to their operations and data, information and knowledge underpins and enables every business activity. This includes both value chain / productive activity and support activities such as Finance, HR, Legal, IT, Treasury etc. Participants commented that information and knowledge are all they have in their business and that the business would grind to a halt without these assets. Despite this, few organisations manage these assets with the same rigor as they manage their other ISSN 1566-6379 113 ©Academic Publishing International Ltd Reference this paper as Nina Evans and James Price "Responsibility and Accountability for Information Asset Management (IAM) in Organisations" The Electronic Journal Information Systems Evaluation Volume 17 Issue 1 2014, (113-121) , available online at www.ejise.com
Electronic Journal Information Systems Evaluation Volume 17 Issue 1 2014
scarce resources and not one of these organisations could claim exemplary practice in the deployment of those assets. These findings were sufficiently compelling to justify further investigation into the reasons why Information Assets are not effectively deployed in organisations and who is responsible for ensuring that the organisation derives the benefits from these assets. The reasons for poor Information Management were categorised as Executive Awareness, Business Governance, Leadership & Management, Justification and Tools (Evans & Price, 2012). The Business Governance, responsibility and accountability related aspects of our findings are reported in this paper. The format for the remainder of this manuscript is as follows. In the next section, terms are defined for the purpose of this paper. Literature, which relates to the stakeholders in the deployment of Information Assets, is then discussed. The presentation of the research approach and methods provides a context for the project, after which the governance and responsible role-players, as identified by the research participants, are addressed. This is followed by conclusions and suggestions what future investigation might entail.
2. Terms and definitions Available literature highlights the lack of precision prevalent in the language of this topic. Terms including business or corporate governance, information assets, information governance, IT governance and management are defined here to provide clarity for this discuss. There is a clear distinction between governance and management. Governance refers to what decisions must be made (decision domain) and who makes the decisions (locus of accountability for decision-making) to ensure effective business management. Management involves making and implementing these decisions (Khatri, 2010; Evans & Price, 2012). A clear distinction is also made between business/corporate governance, information governance and Information Technology (IT) governance. A common definition of corporate governance is "the system by which companies are directed and controlled" (Cadbury, 1992; Gregory & Simmelkjaer, 2002). Information governance is defined as "the specification of decision rights and an accountability framework to encourage desirable behaviour in the valuation, creation, storage, use, archival and deletion of information. It includes the processes, roles, standards and metrics that ensure the effective and efficient use of information in enabling an organisation to achieve its goals" (Logan, 2010). Based on the analysis of 60 different articles, IT governance is about "IT decision-making: the preparation for, making- and implementation of decisions regarding goals, processes, people and technology on a tactical and strategic level" (Simonsson & Johnson, 2005). Various terms and definitions can be employed to describe Information Assets. These assets are intangible and, for the purpose of the project described in this paper, Information Assets include all explicit, codified data, documents and published content, irrespective of medium (e.g. hard copy, soft copy, microfiche and head-space) and format (e.g. Word document, spreadsheet, email, drawing and HTML), as well as tacit knowledge. These intangible assets are inputs to the business. Intangible assets such as relationship capital, brand awareness and goodwill, which are typically outputs of the business, are excluded. Tangible assets such as Financial Assets (money), Physical Assets (buildings, plant and equipment, computer hardware and software) and Human Assets (people) are also excluded from this definition (Evans & Price, 2012). This paper addresses business / corporate governance (as opposed to information and Information Technology governance) related issues associated with the effective deployment of Information Assets.
3. Literature review 3.1 Information assets Various authors refer to non-tangible assets as intangibles, information assets, knowledge assets, intangible capital (Fincham & Roslender, 2003b; Lev, 2001; Tomer, 2008), intellectual capital, intellectual assets (Bismuth
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Nina Evans and James Price & Tojo, 2008; Litschka et al., 2006; Robertson & Lanfranconi, 2001), intangible resources (Bontis et al., 1999) and knowledge resources (Grover & Davenport, 2001). Steenkamp and Kashyap (2010) describe Intangible Assets as those assets that contribute to the organisational strategy, but are not recognised and disclosed in the balance sheet. Knowledge Assets are described as "the only meaningful resource" (Drucker, 1993), the "indisputable value drivers to success" (Jhunjhunwala, 2009: 211), the "most important production factor" (Steenkamp & Kashyap, 2010) and according to Bontis et al. (1999) it is "today's driver of company life". Chen and Lin (2004: 116) emphasise that the value created by intangible assets (such as human capital) prevails over that created by tangible assets (such as machines). Rodgers and Housel (2009) suggest that modern day organisations need to more actively identify and measure these key resources and drivers of value in the organisation. The ability to drive value from Information Assets depends on organisations' governance and management practices. It is, therefore, critically important that these assets are well understood, properly managed and that they play a major role in the strategic management process (Swartz, 2007).
3.2 Governance Modern debate concerning business governance is mainly informed by three publications, namely Sir Adrian Cadbury's Financial Aspects of Corporate Governance (Cadbury, 1992), the OECD's Principles of Corporate Governance (Johnston 2004) and the US Congress' Sarbanes-Oxley Act (Sarbanes and Oxley, 2002). The Cadbury Report and the Principles of Corporate Governance present general principles upon which to base business governance to run an organisation effectively. The Sarbanes-Oxley Act embodies several of the principles proposed by Cadbury and the OECD in US legislation. In his report titled Financial Aspects of Corporate Governance, Cadbury (1992) refers to corporate governance as being a driver of business performance that is achieved at both micro and macro levels. He asserts that a country's economy and competitive position depend on the drive and efficiency of its companies, and the effectiveness with which their boards discharge their responsibilities. "They must be free to drive their companies forward, but exercise that freedom within a framework of effective accountability" (Cadbury, 1992). Anecdotal evidence suggests that the business benefit to companies of improving their information management practices is significant (Experience Matters, 2012). Governance of Information Assets for the purpose of business performance is therefore important. However, more recently and in the light of the failures of Enron, WorldCom and others, business governance appears to have shifted its focus from improving business performance towards reducing business risk by preventing corporate misbehaviour. Corporate governance has been defined as "a system of law and sound approaches by which corporations are directed and controlled focusing on the internal and external corporate structures with the intention of monitoring the actions of management and directors and thereby mitigating agency risks which may stem from the misdeeds of corporate officers" (Sifuna, 2012). Whilst important, this focus on corporate misbehaviour necessarily reduces attention on improving business performance and this theme emerged strongly from the research. When corporate governance is applied to the management of information assets, it is done via the usual lenses of Strategy, Internal Controls and Risk (Information Technology Advisory Committee CICA, 2002). However, it is predominantly applied to the management of IT (Trites, 2003), rather than to the management of information; the organisation's focus is therefore on its infrastructure rather than its content. Recent articles addressing the role of the CIO still refer mainly to IT (Peppard, 2010) and current job descriptions still refer to the Chief Information Officer (CIO) as a job title for the Head of Information Technology within an organisation. In and of itself, the infrastructure adds no value, it only adds risk if it doesn't work. It is the content that contributes the business value. By focusing on reducing the cost of IT and the risk of IT failure, organisations potentially impose responsibility and accountability on the wrong people. This theme also emerged strongly from the findings. Logan (2010) argues that the root of the problem with the management of information is the lack of accountability, as the structure of an organisation often does not include a role of Data-, Information- or Knowledge Manager. Clearly articulating the accountability at all levels of the organisation will support the appropriate management of Information Assets. Greater board involvement in information management could therefore be a factor that affects the success of an organisation's information asset management initiative
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(McFadzean et al., 2007). There is little evidence to suggest that the management of Information Assets ranks high on the Board's agenda. This topic is also discussed in this paper.
4. Research The research method was based upon the qualitative Narrative Inquiry technique, in which research participants' recollections and interpretations of personal experiences were captured during one hour interviews and afterwards documented (Tulving, 1972; Scholes, 1981:205; Bruner, 1990; Czarniawska-Joerges, 1995; Swap et al., 2001). The interviewees' narratives or stories reflected observations gained from their 'real' business experience as they described situations ranging from demonstrable success to manifest failure. The 22 interview participants included Board members and C-level executives, such as Chief Executive Officers (CEO), Chief Financial Officers (CFO), Chief Information Officers (CIO) and Chief Knowledge Officers (CKO) of predominantly large Australian and South African organisations in both private and public sectors (refer to Table 1). Table 1: Research participants PARTICIPANT NUMBER
Utilities (Pipelines)
Managing Partner
Services (Legal)
State Government
Utilities (Rail)
Data Management
Banking, Finance and Insurance
Services (HR)
Banking, Finance and Insurance
Services (Automotive)
Manufacturing (Process)
Board member
Various, mostly banking
Banking, Finance and Insurance
Government (Local)
Services (Information)
Banking, Finance and Insurance
Banking, Finance and Insurance
Resources (Oil and Gas)
Banking, Finance and Insurance
Board member
Board member
Water utility, professional services Insurance, rail, professional services Legal, association, professional services Finance, mining
Board member
Industry Association
Board member Board member
An interview protocol was used to provide a consistent approach across a number of interviews (Swap et al., 2001). Planned prompts (predetermined) and floating prompts (an impromptu decision to explore a comment in more detail) enabled the researchers to delve into detail as required. The interviews were audio recorded and the interview transcripts were thoroughly reviewed to identify categories of data and emerging themes. As data gathered from qualitative interviews were compared it either supported the creation of new categories or provided support for existing categories. A large number of issues that support the findings from
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Nina Evans and James Price the literature review were identified. These issues were subsequently clustered into five different categories, namely Awareness, Governance, Leadership and Management, Justification and Tools. The business governance related issues are discussed in the next section.
5. Research findings 5.1 IAM is important, yet neglected The researchers took care to achieve sufficient granularity to draw meaningful conclusions. It was interesting to note that not a single executive identified a fundamental difference between an organisation's Information Assets and its other assets, namely that information is managed by every person whereas the other assets are managed by a small group of people. However, one executive did emphasise the lack of governance of Information Assets by declaring that if his organisation managed its Financial Assets with same lack of accountability, discipline and rigor as it manages its Information Assets, the company "would be broke in a week". Similarly, no executives identified that their organisations are unable to determine the cost of managing their information assets. 5.2 Lack of governance, accountability and responsibility The research findings showed a lack of business governance applied to the management of Information Assets. In one organisation (P18) there is "a total lack of interest in information and a total lack of interest in understanding how much better the organisation could be with good information". There is a general profound lack of interest in determining and allocating ownership and accountability for the management of information. P20 commented: "You can outsource the management of things, but you can't outsource the responsibility for information. Well, you probably can, but you shouldn't". An Australian banking executive (P5) said, "Who is responsible for managing information has not yet been nutted out in this organisation". Managing information is an enterprise wide activity and information management should be an enterprise function. Yet very few people in an organisation are able to take an enterprise wide approach resulting in a lack of ownership and accountability. To have an effective information management environment, the appropriate governance and management tools need to be implemented. The banking executive said: "At board level and at CEO level do they see information and knowledge as a critical business asset? I think they do but it's the connection between what they believe, and the middle layers of management who put that into effect…If it doesn't get credited, nothing gets done, it's got to be in your scorecard. If it's not in your scorecard, you can talk about it at the top but it never gets connected down to the bottom. So at the coalface it will never get resolved, we'll just keep spinning our wheels." Often finding an appropriate Information Management owner is difficult. A CKO (P1) said, "There was nobody who would take ownership. We're still in our infancy on how the governance will work. Our big win at the moment is getting the company secretary to get this as part of his portfolio." A CFO (P15) said that "at the end of the day the general manager of risk has the responsibility, so the risk actually has got final say." A CEO said, "We don't have such a thing as our knowledge or our valuable information. What we do have is owned by the various department owners as they choose to own it. We don't have any cross functional or cross organisational information owner. How do I make an excuse for not doing that - it doesn't seem sensible does it?" (P9). A CKO said, "Is there one person who is ultimately responsible for the management of the information and knowledge of the Agency? Is [information management] high on the executives' agenda? I don't think the executive thinks about it" (P1). Many reasons were advanced for why there is a failure of governance in most organisations. This paper focuses who the interviewees believe are/should be held responsible and accountable, as discussed below and summarised in Table 1.
5.2 Senior executives A number of the respondents referred to the role of the senior executive in managing Information Assets as the Chief Executive sits at the nexus between the Board above and the divisional heads below and is often the only person who can take an enterprise wide view. The CFO of an automotive association (P8) said, "The Chief Executive …is the only one who has the true enterprise view of this whole organisation… he sets the strategy
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and the vision of the organisation". In reality, P3 indicated that data, information and knowledge are stored everywhere on people's hard drives and in legacy systems. "We've got buckets of information everywhere. We've got Access databases all over the place; we've got people with 20 years' worth of work stuck in an email box or on a disk, with masses of information in their personal drives, just because they've never been told not to put their information there" (P3). The CIO of a South African financial institution (P14) added: "You need rules, and the question is who the heck is going to make the rules?" In many cases management doesn't see Information Management as a problem. Without responsibility and accountability at executive level, KPIs are not imposed throughout the organisation and measurement is not possible. P1 (a CKO) said, "I don't think we've got a strong culture of value, measuring value and I think we think about benefits, but even that's not really - we talk benefits but we don't necessarily measure benefits very well. We measure output."
5.3 The board of Directors The Board of Directors was also mentioned as an important stakeholder. However, the Board often does not understand the value of the organisation's information or in their opinion they have bigger issues to deal with. The findings from this research supports the literature that organisational board members are focused on strategy and managing risk, yet they do not seem to fully appreciate the value of their Information Assets and do not realise the risk of not managing their Information Assets effectively. P10, a Director of a financial institution said, "From a Director's point of view, there are two main things we get involved with. The first thing is setting the strategy and providing oversight of that strategy. The second thing is when things go wrong, working out what to do. This stuff doesn't fit into the strategy and it usually doesn't fit into the 'things gone wrong' because you don't see it. Unless something goes wrong, information management is outside the framework of what we're there for which is setting in place the strategy and oversight of the strategy of the organisation. Is there a better way of doing it? Maybe, but it's just not on the agenda". Participant 22 agreed that the board is only interested to know that things are done cost effectively and that, if disaster strikes, management has a plan to recover. In many cases, Board members regard their information as an operational necessity rather than to gain competitive advantage. However, an inherent contradiction exists because the same Director said, "Who is in trouble if [things go wrong]…, if the contract gets lost or the insurance policy can't be found? Ultimately the Board does…It's ultimately the Board". It may be that the communication about information management is ineffective. A CKO said, "The communication about information management didn't get to the board in the last organisation I was in. It just didn't. I'm not sure why, I think they just dealt with bigger picture stuff and more around business development and operations" (P1).
5.4 The CIO Typically organisations do not understand the difference between Information Management and Information Technology: "They treat information as part of the IT sphere of the organisation. They don't think about information as being discrete from the nuts and bolts of their IT systems" (P20). Therefore, responsibility for Information Management is often assigned to the Chief Information Officer (CIO) who is effectively an IT Manager with neither the interest nor the skills to address Information Management. A CKO said, "The CIO was no use. He wasn't my person. He didn't help me at all. He knew that he understood, but he couldn't fight my battle for me. He wasn't interested because it wasn't an issue to him. Nobody had come to him and said you need to get information in order. For him, his biggest issue was speed and access. It wasn't until they'd fixed up the speed and access problems that it became apparent that there were issues with the information that people were accessing" (P1). Much of Information Management is behavioural and the person responsible therefore has to be a strong change agent. This is often not an IT Manager's strength. A South African CEO said, "Sponsorship needs to come from … strategic level because otherwise you've got no success rate - there just won't be any success rate. However, sponsorship usually comes from the IT division,…not from the value chain. A South African CIO said, "Change needs a change champion and needs somebody that's strong enough to pull you through that low part in the change cycle, and that person needs to be a visionary. He needs to understand where you're going, needs to see the longer term objectives. If you haven't got one of those, you'll lose your way when things start to get a bit tough, and that's when most change initiatives just peter out and stop."
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Nina Evans and James Price
5.5 IAM is everyone's business As everyone manages information the CKO of a State Government Agency (P3) said, "Our information assets are important, but are we going to have a division of people looking after our information? No, none; there is no one really. I mean, there's personal responsibility; we all have our fingers in the information." Table 1: Summary of findings Observation Responsibility and accountability is lacking IM is an enterprise wide activity, yet few people have an enterprise wide remit Management isn't interested The Board isn't interested The CIO is often given the responsibility for IAM but is not the right person Everyone should be responsible for IAM
Quotation "We don't have any cross functional or cross organisational information owner" "The CEO is the only one who has the true enterprise view of this whole organisation" "You need rules [but] who the heck is going to make the rules?" "Is there a better way of doing it? Maybe, but it's just not on the Board's agenda" "The CIO isn't interested because it isn't an issue to him. His biggest issue is speed and access" "We all have our fingers in the information"
6. Summary and conclusions Information asset management is becoming increasingly important as organisations experience increased competition from both their internal and external environments. According to literature Information assets can be used to enhance organisational effectiveness. Managers, owners and employees interpret and use information as an asset to achieve the goals of the organisation and their own goals. Enabling information assets, their attributes and their diverse interest groups to work together is the challenge for the effective organization (Oppenheim et al., 2001). Corporate governance is a vital ingredient to the survival of organisations and information- and records management is a vital element of corporate governance (Willis, 2005). In order to be able to operate satisfactorily in an electronic environment, information assets such as emails and e-commerce records need to be classified as company records, and thus be subject to all the rules (including retention and destruction) associated with paper records. The findings of this research supports the literature that organisations have demonstrated governance and management proficiency in the administration and deployment of their Financial, Human and Physical assets, but that most fail to implement the accountability, frameworks, management structures and measurement required to effectively deploy the other vital input to their production process, namely Information Assets. Every organisation consulted in this research recognised that their information is a vital business input, yet they acknowledge that their information management practices should be improved. The evidence, that a key issue preventing effective information management is a lack of business / corporate governance of one of four critical business assets, namely information and knowledge, is overwhelming. Boards and management do not appear to understand information management, they don't know how the cost, value or benefit of their information and they don't see it as a high priority for their organisations. Governance of the organisation with respect to its information and knowledge is neither designed nor implemented and responsibility for the management of information is often given to people who are neither skilled nor interested. Questions about what information management decisions must be made – and by whom - are not being raised. If they are, responsibility and accountability is often imposed inappropriately. As every executive interviewed acknowledges that their Information Assets are of value, even critical to their organisation's success, it is important to know why the correct governance questions are not being asked and what the implications are. Information asset management is clearly going to be a major issue on Board agendas for years to come and Board members will have a responsibility to question the management practices related to these information assets, as they do for other assets. Information management is not something "for IT to sort out" and leaving data to the IT department is highly unlikely to deliver an asset that truly supports the demands and opportunities of the business (Young, 2008). The evidence of significant barriers to the effective management of Information Assets, including a lack of governance, is compelling. The authors have decided to continue with the project and have planned in detail
Electronic Journal Information Systems Evaluation Volume 17 Issue 1 2014
the following activities. Firstly, a detailed examination of the Board and its role in Information Management is currently being conducted, which will be followed by an in-depth investigation of the existing- and desired role of the CIO in IAM. Thereafter Business Impact Assessments will be done to determine the lost value to organisations from their failure to effectively manage their Information Assets. This will prove the importance of solving the issues following the lack of accountability and responsibility for IAM in organisations.
References Bismuth, A. & Tojo, Y. (2008). "Creating value from intellectual assets". Journal of Intellectual Capital 9(2), pp 228-245. Bontis, N., Dragonetty, N.C., Jacobsen, K. & Roos, G. (1999). "The knowledge toolbox: a review of the tools available to measure and manage intangible resources". European Management Journal, Vol 17, No.4, pp 391-402. Bruner, J. (1990). Acts of Meaning. Harvard University Press: Cambridge, MA. Cadbury, A. (1992). Financial Aspects of Corporate Governance Gee Publishing, London Chambers, A.D. (1989). Information Management - the key to Corporate Success. City University Business School: London. Chen, H.M. & Lin, K.J. (2004). "The Role of Human Capital Cost in Accounting". Journal of Intellectual Capital, Vol 5, No.1, pp 116-130. Czarniawska-Joerges, B. (1995). "Narration of Science? Collapsing the division in Organization Studies". Organization, Vol 2, No.1, pp 11-33. Davenport, T.H. & Prusak, L. (1998). Working Knowledge. Harvard Business School Press, Boston, MA. Drucker, P.F. (1993). Post-capitalist Society. Oxford: Butterworth-Heinemann. Edward Elgar: Cheltenham. Drucker, P.F. (1994). "The Age of Social Transformation". The Atlantic Monthly, pp 53-80. Evans, N., Hunter, G. & Price, J. (2011). "Intellectual Assets of Organisations". Communications of Global Information Technology (COGIT), Vol 3, pp 55-65. Evans, N. & Price, J. (2012). "Barriers to the effective deployment of Information Assets: An Executive Management Perspective". Interdisciplinary Journal of Information and Knowledge Management (IJIKM), Vol 7, pp 177-199. Experience Matters. (2012). Available at: www.experiencematters.com.au. Fincham, R. & Roslender, R. (2003). The Management of Intellectual Capital and its Implications for Business Reporting. Research Report for the Research Committee of The Institute of Chartered Accountants of Scotland, Edinburgh. Freeze, R.D. & Kulkarni, U. (2007). "Knowledge Management Capability: Defining Knowledge Assets". Journal of Knowledge Management, Vol 11, No.6, pp 94-109. Garcia-Parra, M., Simo, P., Sallan, J.M. & Mundet, J. (2009). "Intangible Liabilities: Beyond Models of Intellectual Assets. Management Decision", Vol 47, No.5, pp 819-830. Gregory, H. & Simmelkjaer, R. (2002). Comparative Study of Corporate Governance Codes Relevant to the European Union and its Member States, European Commission, Internal Market Directorate General, Vol 28. Grover, V. & Davenport, T.H. (2001). "General Perspectives on Knowledge Management: Fostering a Research Agenda". Journal of Management Information Systems, Vol 18, No.1, pp 5-21. Hunter, G., Evans, A. & Price, J. (2011). "Internal Intellectual Assets: A Management Interpretation". Journal of Information, Information Technology and Organizations, Vol 6. Information Technology Advisory Committee. (2002). 20 Questions Directors Should Ask About IT, Canadian Institute of Chartered Accountants. Jhunjhunwala, S. (2009). "Monitoring and measuring intangibles using value maps: Some examples". Journal of Intellectual Capital, Vol 10, No.2, pp 211-223. Johnston, D. et al. (2004). OECD Principles of Corporate Governance OECD. Khatri, V. and Brown, C. (2010) "Designing data governance". Communications of the ACM. Vol 25, No.1, pp 148-152. Lev, B. (2001). Intangibles: Management, Measurement and Reporting. Brookings Institution Press, Washington. Litschka, M., Markom, A. & Schunder, S. (2006). "Measuring and analyzing intellectual capital assets: an integrative approach". Journal of Intellectual Capital, Vol 7, No.2, pp 160-73. Logan, D. (2010). What is Information Governance? And why is it so hard? Blog entry (accessed 2 February). McFadzean, E., Ezingeard, J. and Birchall, D. (2007). "Perception of risk and the strategic impact of existing IT on information security strategy at board level", Online Information Review, Vol 31, No.(5, pp 622-660. Nonaka, I. & Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York, NY. Oppenheim, C., Stenson, J. and Wilson, R.M.S. (2001). "The attributes of information as an asset". New Library World, Vol 102, No.1170/1171, pp 458-463 Peppard, J. (2010). "Unlocking the Performance of the CIO", California Management Review, Vol 52, No.4. Robertson, D.A. & Lanfranconi, C. (2001). "Financial reporting: Communicating intellectual property". Ivey Business Journal, Vol 65, No.4, pp 8-11. Rodgers, W. & Housel, T.J. (2009). "Measures for organizations Engaged in a Knowledge Economy". Journal of Intellectual Capital, Vol 10, No.3, pp 341-353. Salamuddin, N., Bakar, R., Ibrahim, H. & Hassan, C.H.E.H. (2010). "Intangible assets valuation in the Malaysian capital market". Journal of Intellectual Capital, Vol 11, No.3, pp 391-405. Sarbanes, P. and Oxley, M. (2002). Sarbanes Oxley Act US Congress.
©Academic Publishing International Ltd
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Abstract: The key resources that need to be effectively deployed to meet business objectives are Financial Assets, Human Assets, Physical As...
Published on Jul 23, 2014
Abstract: The key resources that need to be effectively deployed to meet business objectives are Financial Assets, Human Assets, Physical As...


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Solino Home Linen Dinner Napkins
Last updated date: November 16, 2019
DWYM Score
Why Trust The DWYM Score?
DWYM is your trusted product review source. Along with our in-house experts, our team analyzes thousands of product reviews from the most trusted websites. We then create one easy-to-understand score. Learn more.
We looked at the top Linen Napkins and dug through the reviews from some of the most popular review sites. Through this analysis, we've determined the best Linen Napkin you should buy.
Overall Take
In our analysis of 12 expert reviews, the Solino Home Solino Home Linen Dinner Napkins placed 13th when we looked at the top 19 products in the category. For the full ranking, see below.
Editor's Note March 2, 2020:
Checkout The Best Linen Napkin for a detailed review of all the top linen napkins.
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From The Manufacturer
logo About Solino Home If we could make every space a beautiful, relaxing abode, we would. With Solino Home, we've made a start. Driven by passion, we combine our love for natural fabrics with a team of skilled craftsmen to bring you exquisite home textiles made with pure linen. Inspired by the magical properties and rich history of the fabric, we work with a wide color palette and pay close attention to little details to create timeless pieces that fit into contemporary living. The Solino Home Philosophy We bring together the two things that matter most to us – finest quality European linen and expert craftsmanship. From there on, every single detail is looked into with utmost care whether it's research for our collections, picking unique color palettes or our thoughtful, simple packaging that allows for easy storage and gifting. We believe in crafting home textiles that are easy to care for, are delightfully durable and always accessible. At Solino Home, we constantly collaborate with those that make us better – designers, architects and our valuable customers. CG Athena Dinner Napkins Transform your table with little touches of textural elegance. Our 100% pure linen dinner napkins are handcrafted to give mealtimes and special occasions an extra bit of love. Use them individually for a casual meal or pair them with our other table linens to create a lovely themed ambiance. TR About Athena Collection Exquisite linen comes together with impeccable stitching in this gorgeous collection for everyday use. Handcrafted by skilled artisans the colors in this collection are handpicked to match a range of upholstery and décor styles. Neutral and pastel shades like white, natural, lilac, pink, yellow, light blue and beige lend spaces a delicate, understated sophistication while darker shades like black, chambray teal, navy, brown, purple, charcoal grey, red garnet, coral and forest green add a contemporary pop of color and create subtle yet impactful contrasts. Athena Collection TR TC CN Table Runner Add a cozy element to your coffee nook, dresser or dining area with a linen table runner. A simple and beautiful way to dress up tables, our linen table runners can uplift a space and be a beautiful canvas for table décor. Add elements and layer to create an intricate setting or keep it luxuriously simple and let the runner do all the talking. Tablecloth Set the mood for all kinds of occasions with our wonderfully constructed, beautifully sewn pure linen tablecloths. Dress them up with complementing accents or keep it simple and chic. Our varied palette of solid and chambray colors in a range of sizes will help you choose just the right one to add a touch of warm sophistication to your home. Cocktail Napkins Make cocktail hour or teatime a little more warm and luxurious with our perfectly sized cocktail napkins. Carefully handcrafted, these napkins lend a wonderful vibe to a casual evening and make a real statement when entertaining.
Overall Product Rankings
An Overview On Linen Napkins
Over 241 million Americans use paper napkins each year. That's a lot of waste, not to mention a lot of fallen trees. If you're looking for more ways to go green, consider switching to linen napkins. Not only are these napkins reusable, which saves you money over time, but they also add a touch of style to your table setting.
Check the tag when you begin your search for a new set of linen napkins. You want to make sure it says 100% pure. The Solino Home Dinner Napkins are actually made from 100% European Flax that is soft on skin. Since they are handcrafted, no two napkins are the same.
Look at the stitching next. Some napkin-makers use a ladder hemstitch and mitered corners. Other napkins feature stitching that is the same color as the napkin itself. You can even get linen napkins with a body that is one color and fringing that is another.
Determine how many napkins you need. Linen napkins are sold is sets of varying numbers. You may find a pattern you like that comes in a set of four, six or 12. If your table seats eight people, you'd need to purchase two sets of four or six or one set of 12.
Consider what color would look best in your dining room. While almost all of the manufacturers make white linen napkins, you may want a different color or pattern to match your theme or an upcoming holiday. Some might come in modern colors that are ideal for fall and winter. Other companies have as many as 19 different colors and patterns to choose from, so don't be afraid to shop around.
If you're looking for a linen napkin set to give as a wedding or house warming gift, you'll find some come in cute boxes. Others are wrapped in either satin or cotton ribbons, making them very attractive to your recipient. White linen napkins are easy to customize, so you can go that route for a gift as well. Take the set to a professional to have either text or a favorite image added.
Keep in mind that some companies also sell other items that are coordinated to go with the linen napkins. For example, you could also buy matching tablecloths, table runners, placemats and cocktail napkins.
DWYM Fun Fact
Depending on where you live, you may refer to a napkin as a napkin, or as a face towel, cloth or serviette. The actual word "napkin," however comes from the French word "nape," which means towel. Although napkins today are made from either cloth or paper, they were first created by the Spartans from dough.
The napkin wasn't just used to wipe dirty hands and faces during meals. It was also a symbol that revealed the rank of servers. Those who held a higher rank placed a napkin over their left shoulders, while servants who were lower on the totem pole folded their napkins and placed them lengthwise over their left arms.
The Linen Napkin Buying Guide
- While linen napkins are machine washable, you'll need to set the machine to delicate and use cold water instead of hot. When you switch the napkins to the dryer, choose the tumble dry on low heat setting.
- Should you wish to iron the napkins before placing them on your table, you'll want to either flip the napkins over and iron them using the warm setting, or keep them slightly damp and use the hot setting.
- Never use bleach or trichloroethylene when cleaning your linen napkins.
- Over time, linen napkins begin to fade, but you don't need to throw them away. There are a variety of craft projects that you can take advantage of to give the napkins new life. You can use them to cover mason jars, make a bib, create a fake floral display or make a bracelet or hair tie for a child.
- Consider adding a napkin ring around each of your linen napkins to add a touch of style to your place setting.
- If you have any origami talents, you may want to have a little fun with your napkins and turn them into an animal, plant or another neat shape.
- Some companies offer 100% money back or replacement guarantees with the sale of their linen napkins. This is good for the consumer, as you won't be taking any risk when you give the napkins a try.
- A few things that affect the price of linen napkins are color, design and the number of napkins in the set. TSome sets seem low in price but only contain four napkins. Some come in vibrant colors and the others may have fringing that is a complementary color to the rest of the napkin.


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Chevy Dealer Near St. Charles
For a Chevy Dealer Near St. Charles, Visit Biggers Chevy Just 20 Minutes Away!
An hour west of Chicago, St. Charles has a natural charm while still giving people access to one of the best cities in the world. With an active downtown area, plenty of parks and trails, and the famous Fox River, St. Charles has a lot to offer its residents — and whether you're venturing into Chicago for a night on the town, catching an Off-Broadway show at the Fox Valley Repertory, or just heading down to the river for a nice dinner, you want a car that you can depend on.
Here at Biggers Chevy, we stock the full lineup of new Chevrolet models, and we have something for every driver, from the powerful and versatile Silverado to the sporty and fuel efficient Spark. Located just twenty minutes from St. Charles, it's easy for you to find your next car at Biggers Chevy.
Now is the perfect time to set up a test drive. We are offering a $25 gas card when you schedule and complete the test drive of a new vehicle at our dealership. You can sign up today by giving us a call or filling out our online form.
To reach us from St. Charles:
- Head north on IL-25.
- Turn left to stay on IL-25.
- Turn right onto Bluff City Blvd.
- Take the third left onto Lavoie Ave.
- Turn right to merge onto US-20 E.
- Turn left onto Shales Pkwy.
- Take the third right onto I-19 E, where you'll find us at 1385 E Chicago St.
The Right New Chevy Model For Your Family
One of the things we love about being a Chevy dealer is that the lineup is so diverse and varied that we can confidently say that there is a Chevy for every driver. Whether you're looking for the fuel-efficient and stylish new Spark (also available in electric), the compact Sonic hatchback, the family-friendly Impala sedan, or a larger vehicle like the Traverse or Suburban, we're sure there is something that fits your needs here at Biggers Chevrolet.
Our knowledgeable sales staff will work one-on-one with you to find the right fit, and before you even visit our showroom, you have access to a variety of great resources right here on our website, letting you do the research from the comfort of your own home.
Let's take a closer look at a few of our most popular models:
- Chevy Traverse: This full-size crossover utility vehicle combines what drivers love from a minivan with the power and dependability of an SUV. The sleek styling and spacious interior of the Traverse makes it a wonderful fit for families, especially if you need cargo space for a home business or to cart around the kids' sports gear.
- Chevy Suburban: One of the first SUVs, the Suburban debuted all the way back in 1933, and it has been a trendsetter ever since. A full-size SUV, the Suburban is just as comfortable as a family or work vehicle. Despite coming a long way in over 80 years, it still manages to stay true to its roots.
- Chevy Impala: The decades-long history of the Impala is one of affordability and style, initially produced to give drivers a premium-level sedan without the premium price. To this day, the Impala is a powerful, versatile, and well-equipped sedan that is easily affordable for the average driver. Put simply, if you need a sedan for any reason, you should look at the Impala.
Used Chevy Models You Can Count On
We stock a variety of used cars here at Biggers Chevy, and while we are confident and proud of our entire lineup, there is one section of our inventory that we think deserves a bit of extra attention. Certified Pre-Owned (or CPO) Chevy models are the cream of the crop, offering some of the best in used car savings while bringing new car benefits like added warranty coverage. It's perfect for the driver a bit unsure of whether they should trust a used car.
In order for a vehicle to be officially christened a CPO Chevy, it must pass a 172-point inspection process and be young in both years and miles. Here are some of our favorite highlights of the General Motors CPO program:
- Scheduled Car Maintenance: General Motors includes an exclusive 2-year/24,000-mile maintenance plan that covers tire rotations, oil changes, and routine inspections.
- Two Warranties: Not only will you receive a 12-month/12,000-mile Bumper-to-Bumper warranty, but you will also have an extended powertrain warranty, lasting as long as 6 years or 100,000 miles.
- Roadside Assistance: For the life of the vehicle warranty, you can have confidence in access to 24/7 roadside assistance when you need it most.
- 172-Point Vehicle Inspection: We inspect the vehicle inside and out for everything from performance aspects to the look and feel. If it doesn't reach the strict standards of GM, we recondition or repair it until it does—or it doesn't make the cut.
- 3-Day/150-Mile Guarantee: You don't have to worry about any buyer's remorse. If you find that in your first three days or first 150 miles of owning your CPO Chevy that you are not satisfied, bring it back and exchange it. We want you to be happy with your purchase.
- Vehicle History Report: Ensure that there are no past problems or hidden issues in your new vehicle with our complimentary vehicle history report.
Affordable Auto Financing On Site
No longer do St. Charles drivers have to head all over town looking for a bank or credit union that can offer a reasonable finance package for their next car. At Biggers Chevrolet, we have convenient on-site finance experts who work with you one-on-one to find the best financing package for you and your lifestyle. We also offer competitive specials that give you some of the lowest leasing and financing rates around.
But should you lease or finance your next vehicle? We can't decide for you, but we'll certainly help you weigh the pros and cons of each!
- Benefits of Leasing: Leasing often means a lower monthly payment and your choice to either purchase the vehicle once the lease is up or move on to another new lease on a brand-new car. With minimal out-of-warranty maintenance or repair worries and gap coverage, leasing a new car helps cut down on much of the stress of ownership.
- Benefits of Financing: While the monthly payments are typically more when financing a new car, that's because you own the vehicle once your agreement is up. While there are certainly benefits to leasing, financing a new car is like buying a home: it's an investment. And if you're financing a new Chevy, it's a pretty smart investment.
Certified Chevy Service For Your Peace of Mind
As your full-service Chevy dealer near St. Charles, we pride ourselves on offering competitive rates on everything here at Biggers Chevrolet, and that includes in our service center. Our state-of-the-art service center is staffed with technicians who are trained and certified in the care of Chevy vehicles. We use only OEM parts in our service and repair jobs, ensuring that your car, truck, or SUV is performing at the top of its game.
Whether you need your routine oil change or you have a problem with your vehicle under warranty, we'll be happy to help out. Take a look at the kind of coverage a new Chevy warranty will give you at our service center:
- Powertrain: Some of the most expensive components for repair or replacement are in your vehicle's powertrain. All of them are covered up to 3 years or 36,000 miles, with most protected for the full 5 years/100,000 miles of the powertrain warranty.
- Emissions Control Systems: Defects and performance issues for light duty truck and car emission control systems are covered fully for 2 years or 24,000 miles, with material or workmanship defects extended to 3 years/36,000 miles.
- Sheet Metal: GM builds their vehicles to be resistant to rust and corrosion, with all sheet metal and body elements of your Chevy protected for 3 years/36,000 miles with rust-through protection lasting 6 years/100,000 miles.
- Tires: Yes, even your tires are covered under warranty. While normal wearing out is not considered a defect, anything else that could cause you to need new tires in the first 3 years/36,000 miles is covered.
- Roadside Assistance: Convenient roadside assistance is included with your powertrain warranty, lasting up to 5 years or 100,000 miles and covering lockouts, towing, flat tires, and more.
Stop by Biggers Chevy Today!
At just a twenty-minute drive away from St. Charles, you owe it to yourself to see what we have to offer at your full-service Chevy dealer. Biggers Chevrolet has a history of serving drivers from all over the greater Chicagoland area, but we have found that many of you call St. Charles your home.
With the combination of the scenic Fox River Valley and the proximity to the Chicago city life, you want a car that is just as well-suited for any situation. Head to Lake Michigan for the weekend in your new Impala, drop the top on your Camaro Convertible and cruise down to the riverfront, or pack up the family for a camping trip in your Suburban. Whatever you need your vehicle for, you can find one that fits perfectly at Biggers Chevrolet — so stop by today!


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Sean recently attained his Bachelor of Engineering (Hons), majoring in Mechatronics, from Massey University. His honours project centred around tracking an apples precession as it was rotated for to ensure the entire apple surface is examined during automated defect recognition.
Sean's purpose at Start Afresh is to not only convert academic research findings into postharvest treatment applications, but to also develop the engineering solutions for delivering such treatments.
Email: firstname.lastname@example.com; Phone: 0210 835 6944


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I have been meaning to get this post up for weeks! While I have been sharing some nursing friendly fashion on my Instagram, sharing a blog post with my favorite nursing friendly fashion was highly requested!
While some of these pieces in this round up are specifically made for nursing, the majority of them are just nursing friendly. I've found that nursing clothes that are sold as nursing clothes aren't always the cutest lol, and there really isn't a lot to choose from out there! These pieces are really practical for nursing, and cute too!
As always, thanks for stopping by today! Happy Friday eve!