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The Business of Online Education market (Wood, Tapsall, & Soutar, 2004). A regional educational organization will have better knowledge of the educational needs of the region. The opportunity for onsite as well as online education may be seen DVDVLJQL¿FDQWEHQH¿WIRUPDQ\VWXGHQWV Regional educational organizations may also enjoy a price advantage because of in-state tuition rates. Educational specializations may also be used WRGH¿QHDVWXGHQWVHJPHQW2QOLQHHGXFDWLRQ PD\PDNHDQDUURZVHJPHQWSUR¿WDEOHWKDWZDV QRWSUR¿WDEOHZKHQWKHRUJDQL]DWLRQZDVFRQ¿QHG to a building within a certain geographic region. 360water is a Columbus, Ohio company that offers classes in areas such as math, drinking water disinfection, water analysis, and safety, to operators in the water and wastewater industry. Similarly, universities with specialized expertise may be able to offer online courses that would not be easily duplicated by other universities. the traditional classroom. The consortium expands the time courses are offered and the available electives for MBA students. In addition to degree program partnerships, educational organizations can form indi-vidual class partnerships with universities across the world. These partnerships would allow students to take classes from recog-nized experts even though the expert is not physically located at the university offering the degree. Besides partnering with other educational organizations and suppliers, partnerships with learners can also be formed. An educational organization may contract with a corporation or other group to offer education to its employees and members. For example, Health-e-learning is listed on the International Board of Lactation Consultant Examiners Web site as offering online continuing education. This type of partnership can help create a strong customer base. Universities may form similar types of part- 3. Form partnerships.Partnerships can be used to help overcome the resource requirements and risks prevalent in the online education industry. For example, the University of Wis-consin-Parkside is partnering with Learn-ing Innovations to help deliver MBA and undergraduate business courses. Learning Innovations provides expertise and human resources related to online support and on-line curriculum development. UW-Parkside has also partnered with three other Univer-sity of Wisconsin schools to create an MBA consortium. Members of the consortium jointly develop and offer MBA classes. The partnership helps overcome human resource limitations in each school. The consortium markets its program across the state and is beginning to market worldwide. Some students will complete their entire degree program online, while others take some courses online and take other courses in nerships. MBA programs, for example, that have existing partnerships with corporations to deliver customized or onsite courses, may be able to capitalize on their knowledge of the corporation. Online courses could be developed that contain VSHFLDOLQVWUXFWLRQWKDW¿WVWKHUHTXLUHGH[SHUWLVH and background of students from the corporation or industry. This strategy could provide a competi-tive advantage over other universities that may have greater brand recognition. CONCLUSION Like many areas of business, the business of edu-cation is becoming increasingly competitive and undergoing continual change. Different observers of education see online education as an oppor-tunity to improve education, harmful to quality education, an opportunity to increase market share, and a threat to take market share. However, 274 The Business of Online Education most observers believe that online education will continue to grow, and will increasingly become an important part of the educational landscape. Success in online education requires the design of a quality educational program. This design must take into account characteristics of the teacher, learner, curriculum, media designer, educational organization, communication method, feedback, administration, and marketing. The design of a quality program is not enough to achieve success, however. Organizations must develop long-range plans that take into account competitors, suppli-ers, customers, and substitutes related to online education. Educational organizations must care-IXOO\GH¿QHWKHLUVWXGHQWVHJPHQWDQGFDQORRN to form partnerships that help them compete in the online education arena. REFERENCES Arabasz, P., Pirani, J., & Fawcett, D. (2003). Sup-porting e-learning in higher education: research study from the EDUCAUSE center for applied research. Retrieved October 21, 2005 from http:// www.educause.edu/ecar. Bernard, G. (2005). Why e-learning affects us all. The British Journal of Administrative Man-agement, 24. Blake, C., Whitney Gibson, J., & Blackwell, C. (2005). What you need to know about the Web. SuperVision, 66(9), 3-7. Bryant, S., Kahle, J., & Schafer, B. (2005). Dis-tance education: A review of the contemporary literature.Issues in Accounting Education, 20(30), 255-272. Business Wire. (2006, January 12). Bersin & As-sociates announces comprehensive research study of learning management systems market; Overall market growth of 28% in 2005; Despite mergers still no clear market leader. Business Wire. Choi, S., Stahl, D. O., & Whinston, A. B. (1997). The economics of electronic commerce. India-napolis: Macmillan Technical Publications. Demirdjian, Z. S. (2002). The virtual university: Is it a panacea or a Pandora’s box? Journal of American Academy of Business, I(2), 172-178. Financial Times. (2005, April 30). Learn and let e-learn (Corporate e-learning will grow to $21 billion globally by 2008). India Business Insight, Global News Wire-Asia Africa Intel-ligence Wire. Folkers, D. A. (2005). Competing in the market-space: Incorporating online education intohigher education—an organizational perspective. Infor-mation Resources Management Journal, 18(1), 61-77. Gajilan, A. (2000, November). An education revolution: Investors like Michael Milken and Larry Ellison are betting that Chicago’s Unext can change the face of college online. Fortune Small Business, 29. Galloway, D. (2005). Evaluating distance deliv-ery and e-learning. Performance Improvement, 44(4), 21-27. Golden, D. (2006, May 9). Degrees@StateU. edu: Online university enrollment soars as qual-ity improves; Tuition funds other projects. Wall Street Journal, B1. Grandzol, J. R. (2004). .Teaching MBA statistics online: A pedagogically sound process approach. Journal of Education for Business, 79(4), 237-244. Gubernick, L., & Ebeling, A. (1997, June). I got my degree through e-mail. Forbes, 84-92. Luecke, R. H. (2005). Harvard business essentials: Strategy—create and implement the best strategy for your business. David J. Collis (Subject Advi-sor). Boston: Harvard Business School Press. 275 The Business of Online Education Orr, S., & Bantow, R. (2005). E-commerce and graduate education: Is educational quality taking a nose dive? The International Journal of Edu-cational Management, 19(7), 579-586. Pollitt, D. (2005). E-learning delivers manage-ment skills to Ford’s North American dealers. Human Resource Management International Digest, 13(4), 13-15. Porter, L. (2004). Developing an online curricu-lum: Technologies and techniques. Hershey, PA: Information Science Publishing. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137-145. Stroud, T. (2005, August). Web conferencing: The future of training? Training Journal, 26-29. Wang, Y. (2003). Assessment of learner satisfac-tion with asynchronous electronic learning sys-tems, Information and Management, 41, 75-86. Washburn, J., & Press, E. (2001, January 1). Digi-tal diplomas. Mother Jones. Retrieved October 25, 2006 from http://www.newamerica.net/index. cfm?pg=article&DocID=132 Williams, P., Nicholas, D., & Gunter, B. (2005). E-learning: What the literature tells us about distance education. Aslib Proceedings, 57(2), 109-122. Wood, B. J. G., Tapsall, S. M., & Soutar, G. N. (2005). Borderless education: Some implications for management. The International Journal of Educational Management, 19(5), 428-436. This work was previously published in E-Business Process Management: Technologies and Solutions, edited by J. Sounder-pandan and T. Sinha, pp. 250-265, copyright 2007 by IGI Publishing (an imprint of IGI Global). 276 277 Chapter 1.19 An Introductory Study on Business Intelligence Security Chan Gaik Yee Multimedia University, Malaysia G. S. V. Radha Krishna Rao Multimedia University, Malaysia ABSTRACT Firstly, the fact that business intelligence (BI) applications are growing in importance, and secondly, the growing and more sophisticated attacks launched by hackers, the concern of how to protect the knowledge capital or databases that come along with BI or in another words, BI security, has thus arisen. In this chapter, the BI environment with its security features is explored, followed by a discussion on intrusion detection (ID) and intrusion prevention (IP) techniques. It is understood through a Web-service case study that it is feasible to have ID and IP as counter-measures to the security threats; thus further enhancing the security of the BI environment or architecture. INTRODUCTION Over the years, business intelligence (BI) has evolved to become sets of technically sophisticated EXWXVHUIULHQGO\WRROVIRUHI¿FLHQWO\H[WUDFWLQJ useful and intelligent information from huge volumes of data. This consequently has enabled users who are not so technically inclined to have easy access to the data, analyze them, and draw useful conclusions from them. Basically, what a BI system does is to query a data source (the data source may be from sales and marketing, customers, partners, suppliers, or even competitor related), use data mining techniques to analyze the extracted information, report the results of analysis, and thus enable the users to make timely and accurate decisions. With the rise of e-com-merce, more users have become encouraged to utilize BI in the real-time, Web-based world. For instance, an online retailer could make use of BI to analyze data in real time to determine whether Copyright © 2009, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited. An Introductory Study on Business Intelligence Security customer purchasing patterns or market conditions have changed For example, if a customer buys more than a certain amount of a product alerted by the BI system, then the online retailer could immediately offer a quantity-based discount to encourage further big purchases. As BI databases can be centralized in a shared server, it is therefore cost-effective to let hundreds and thousands of users (including mobile users) access the BI database without geographical boundaries. Consequently, more and more orga-QL]DWLRQVVHHWKHEHQH¿WVRIXWLOL]LQJ%,DQGWKH importance of BI, which is a process of turning data into information and then into knowledge about the customers, competitors, conditions, and economics in the industry, technology, and cultural trends. As a result of this, focus on BI has to be shifted from enhancing the data-warehous-ing and data-mining techniques such as OLAP (online analytical processing), OLAM (online analytical mining), multidimensional modeling, design methodologies, optimization, indexing, and clustering techniques (Golfarelli, Rizzi, & Cella, 2004; Hu & Cercone, 2002), to how to securely protect these knowledge capitals from being tampered with by unauthorized use. Another reason why a BI system has to have maximum security is due to the various security threats and malicious attacks that hackers can launch nowadays. Security threats such as denial RIVHUYLFHPDOLFLRXVRUYLUXVDWWDFN³6QLIIHU´ DWWDFN³(YLO7ZLQV´DWWDFNGLFWLRQDU\DWWDFN DQGEXIIHURYHUÀRZDWWDFNMXVWWRQDPHDIHZDUH impossible to be eliminated completely as these attacks can be launched from the interface/perim-eter, network, host, or even the application. Take for example, denial of service attack. It is launched through overwhelming the network FRQQHFWLRQVZLWKPDVVLYHWUDI¿FXVXDOO\LQWKH form of fake IP addresses. When the server is full and has reached the maximum capacity with fake connections, the real and authorized users are denied service or access to the network or system. Attack from another aspect, for example mali-cious or virus attack, could cripple the computer or operating system by generating malicious pro-grams and at the same time, destroying, deleting, DOWHULQJ¿OHVDQGGDWDEDVHVDQGVRRQ For wired networks, a hacker could make use RID³VQLIIHU´DWRROWRZLUHWDSRUHDYHVGURSRQ a computer network; thus grabbing information off the communication line. Even for the wireless, ³(YLO7ZLQV´FRXOGGLVJXLVHDVKRWVSRWVWKXV stealing important information such as user ID and password directly from the wireless system. In dictionary attack, invaders make use of common usernames and passwords to try to get entry into systems. Common passwords or combinations of characters are encrypted into a dictionary. These encrypted words are then used to compare with those in the system under attack until a match is found. Although this may take weeks or months to be successful, the vulnerability is there for it to become a brute force attack, in which case spam e-mails may be generated while the mail server is opened for such attack. A fault in the program or application that leads WREXIIHURYHUÀRZPD\FUHDWHDQRSSRUWXQLW\ for a hacker to overwrite the original code. This NLQGRIEXIIHURYHUÀRZDWWDFNFDQFDXVH¿OHVWR be altered, data to be lost, or even the server to be disabled entirely. Although measures such as frequently up-dating security software and applying security patches for operating systems, using antivirus VRIWZDUHWREORFNRXWYLUXVHVDQGZRUPV¿UH-walls to keep out of the untrusted sites, have more security features for the Web browser, and so on, just to name a few, are in place, but they DUHQRWVXI¿FLHQWDQGVDIHHQRXJKWRSURWHFW%, the knowledge capital of an organization, against these security vulnerabilities. Knowing the fact that BI is too precious to be tampered with by unauthorized use, and too invaluable to be lost or destroyed through security 278 ... - tailieumienphi.vn
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