Introduction |
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1 | (1) |
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The Case for Participating in Decisions about Information Systems |
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2 | (3) |
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2 | (1) |
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People and Technology Work Together |
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3 | (1) |
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Rapid Change in Technology |
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3 | (1) |
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What If a Manager Doesn't Participate? |
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4 | (1) |
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Information Systems Must Support Business Goals |
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4 | (1) |
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Information Systems Must Support Organizational Systems |
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4 | (1) |
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What Skills Are Needed to Participate Effectively in Information Technology Decisions? |
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5 | (2) |
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How to Participate in Information Systems Decisions |
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5 | (1) |
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6 | (1) |
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7 | (5) |
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Assumptions about Management |
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7 | (1) |
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Assumptions about Business |
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8 | (2) |
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Assumptions about Information Systems |
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10 | (2) |
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12 | (1) |
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Case Study: Pat Cannon, MBA |
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13 | (2) |
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The Information Systems Strategy Triangle |
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15 | (18) |
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Brief Overview of Business Strategy Frameworks |
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17 | (6) |
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The Generic Strategies Framework |
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17 | (3) |
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Hypercompetition and the New 7-S's Framework |
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20 | (2) |
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22 | (1) |
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Why Are Strategic Advantage Models Essential to Planning for Information Systems? |
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22 | (1) |
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Brief Overview of Organizational Strategies |
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23 | (4) |
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Brief Overview of Information Systems Strategy |
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27 | (1) |
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28 | (1) |
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29 | (1) |
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29 | (1) |
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Case Study: Cisco Systems |
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30 | (3) |
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Organizational Impacts of Information Systems Use |
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33 | (20) |
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Information Technology and Organizational Design |
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35 | (6) |
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Information Technology Allows Companies to Hire Differently |
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35 | (2) |
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Information Technology Allows Organizations to Be Structured Differently |
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37 | (3) |
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40 | (1) |
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Information Technology and Management Control Systems |
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41 | (4) |
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Information Technology Changes the Way Managers Monitor |
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42 | (1) |
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Information Technology Changes the Way Managers Evaluate |
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43 | (1) |
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Information Technology Changes the Way Managers Provide Feedback |
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44 | (1) |
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Information Technology Changes the Way Managers Compensate and Reward |
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44 | (1) |
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Information Technology Changes the Way Managers Control Processes |
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44 | (1) |
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45 | (2) |
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Food for Thought: Immediately Responsive Organizations |
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47 | (1) |
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48 | (1) |
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49 | (1) |
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Case Study: Mary Kay, Inc. |
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49 | (4) |
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Information Technology and the Design of Work |
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53 | (18) |
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54 | (1) |
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How Information Technology Is Changing the Nature of Work |
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55 | (6) |
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New Ways To Do Traditional Work |
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55 | (3) |
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Creating New Types of Work |
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58 | (1) |
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New Challenges in the Work of Managers |
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59 | (2) |
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How Information Technology Is Changing Where Work Is Done |
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61 | (5) |
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Information Systems Enables More Group Work |
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66 | (1) |
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Food for Thought: The Productivity Paradox |
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66 | (2) |
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68 | (1) |
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68 | (1) |
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Case Study: Baseball in the United States |
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69 | (2) |
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Strategic Use of Information Resources |
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71 | (17) |
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Evolution of Information Resources |
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72 | (1) |
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Information Resources as Strategic Tools |
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73 | (2) |
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How Can Information Resources Be Used Strategically? |
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75 | (8) |
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Using Information Resources to Influence Competitive Forces |
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75 | (3) |
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Using Information Resources to Alter the Value Chain |
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78 | (2) |
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Using Information Resources to Support the Strategic Thrusts of the Firm |
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80 | (3) |
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Food for Thought: Time-Based Competitive Advantage |
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83 | (1) |
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84 | (1) |
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84 | (1) |
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Case Study: K-mart Corporation |
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84 | (4) |
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Information Technology and Changing Business Processes |
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88 | (18) |
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Business Process Perspective |
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89 | (5) |
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94 | (8) |
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Radically Redesigning Processes |
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95 | (3) |
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Enterprise Information Systems |
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98 | (4) |
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Food for Thought: Revolutionary Design but Evolutionary Implementation |
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102 | (2) |
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104 | (1) |
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105 | (1) |
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Case Study: Coca-Cola Vending Machines |
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105 | (1) |
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Architecture and Infrastructure |
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106 | (23) |
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From Vision to Implementation |
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107 | (1) |
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107 | (1) |
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The Leap from Strategy to Architecture to Infrastructure |
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108 | (5) |
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From Strategy to Architecture |
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108 | (1) |
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From Architecture to Infrastructure |
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109 | (1) |
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A Framework for the Translation |
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110 | (3) |
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Other Managerial Considerations |
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113 | (5) |
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Understanding Existing Architecture |
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113 | (1) |
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Distinguishing Current versus Future Requirements |
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114 | (3) |
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Assessing Financial Issues |
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117 | (1) |
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Differentiating between Architecture and Infrastructure |
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118 | (1) |
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From Strategy to Infrastructure: An Example |
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118 | (4) |
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Defining the Strategic Goals |
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118 | (1) |
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Define Related Architectural Goals |
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119 | (1) |
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Apply Strategy-to-Infrastructure Framework |
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119 | (1) |
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Evaluate Additional Issues |
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120 | (2) |
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Food for Thought: Total Cost of Ownership |
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122 | (4) |
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124 | (1) |
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125 | (1) |
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126 | (1) |
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126 | (1) |
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Case Study: Bush Intercontinental Airport in Houston |
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127 | (2) |
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The Business of E-Business |
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129 | (32) |
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130 | (4) |
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130 | (1) |
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131 | (1) |
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131 | (1) |
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More Nets: Intranets, Extranets, and E-Marketplaces |
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132 | (1) |
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Marketspace versus Marketplace |
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133 | (1) |
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134 | (3) |
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Electronic Data Interchange |
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136 | (1) |
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Advantages and Disadvantages of E-business |
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137 | (3) |
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137 | (1) |
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138 | (1) |
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138 | (1) |
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139 | (1) |
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Framework of Electronic Commerce |
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140 | (9) |
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Common Business Services Infrastructure |
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140 | (5) |
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Messaging and Information Distribution Infrastructure |
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145 | (1) |
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146 | (1) |
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147 | (1) |
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148 | (1) |
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148 | (1) |
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Other Uses of the Internet |
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149 | (6) |
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Interpersonal Communication |
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149 | (1) |
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150 | (1) |
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150 | (2) |
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152 | (1) |
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153 | (1) |
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153 | (2) |
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Food for Thought: E-Learning |
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155 | (2) |
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157 | (1) |
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158 | (1) |
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159 | (2) |
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The Management Information Systems Organization |
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161 | (28) |
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Understanding the MIS Organization |
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162 | (7) |
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Chief Information Officer |
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162 | (3) |
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Chief Knowledge Officer and Other Similar Roles |
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165 | (1) |
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Other Information Systems Organizational Roles |
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165 | (4) |
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Information Systems Organization Processes |
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169 | (3) |
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169 | (1) |
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169 | (1) |
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169 | (1) |
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Internet and Networking Services |
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170 | (1) |
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New Technology Introduction |
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171 | (1) |
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171 | (1) |
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171 | (1) |
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172 | (1) |
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What to Expect from Information Systems |
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172 | (4) |
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Anticipating New Technologies |
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172 | (1) |
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173 | (1) |
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173 | (1) |
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173 | (1) |
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174 | (1) |
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Architecture and Standards |
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174 | (1) |
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Human Resource Management |
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175 | (1) |
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What the Information Systems Organization Does Not Do |
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175 | (1) |
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Outsourcing and Decentralization |
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176 | (6) |
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176 | (4) |
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Centralized versus Decentralized Organizational Structures |
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180 | (2) |
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Food for Thought: Calculating Return on Investment |
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182 | (4) |
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Popular Valuation Methods |
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184 | (1) |
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Alternate Valuation Methods |
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185 | (1) |
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Pitfalls in Calculating Returns |
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185 | (1) |
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186 | (1) |
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187 | (1) |
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Case Study: Application Service Providers |
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187 | (2) |
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189 | (28) |
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Data, Information, and Knowledge |
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190 | (2) |
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Tacit versus Explicit Knowledge |
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191 | (1) |
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192 | (1) |
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193 | (4) |
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193 | (1) |
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194 | (1) |
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195 | (1) |
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195 | (1) |
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Managing Information and Communication Overload |
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196 | (1) |
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Knowledge Embedded in Products |
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196 | (1) |
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Sustainable Competitive Advantage |
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197 | (1) |
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Knowledge Management Processes |
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197 | (10) |
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198 | (3) |
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Knowledge Capture and Codification |
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201 | (5) |
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206 | (1) |
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Types of Knowledge Management Projects |
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207 | (2) |
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208 | (1) |
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208 | (1) |
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209 | (1) |
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209 | (1) |
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Food for Thought: Measuring the Value of Knowledge Management |
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209 | (4) |
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210 | (1) |
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The Intellectual Capital Report |
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211 | (1) |
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Valuation of Knowledge Capital |
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212 | (1) |
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213 | (1) |
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213 | (1) |
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Case Study: McKinsey and Company |
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214 | (3) |
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217 | (29) |
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218 | (1) |
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What Is Project Management? |
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219 | (11) |
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220 | (10) |
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What Makes Information Technology Projects Different? |
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230 | (8) |
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Systems Development Life Cycle |
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230 | (2) |
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Prototyping and Rapid Applications Development |
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232 | (1) |
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233 | (1) |
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234 | (1) |
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Information Systems Projects Measurements |
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234 | (1) |
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Reliance on Consultants and Vendors |
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235 | (1) |
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Emphasis on the Technical Aspects of the Project |
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236 | (1) |
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237 | (1) |
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Putting It All Together with Organizational Factors |
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238 | (4) |
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238 | (1) |
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239 | (3) |
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Food for Thought: Measuring Success |
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242 | (1) |
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243 | (1) |
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244 | (1) |
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Case Study: Avon Products, Inc. Financial Systems |
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244 | (2) |
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Using Information Ethically |
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246 | (16) |
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248 | (2) |
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Normative Theories of Business Ethics |
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250 | (4) |
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250 | (1) |
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251 | (1) |
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252 | (2) |
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Emerging Issues in the Ethical Governance of Information Systems |
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254 | (2) |
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Food for Thought: Ethics and the Internet |
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256 | (3) |
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257 | (2) |
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259 | (1) |
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259 | (1) |
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Case Study: Ethical Decision Making |
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260 | (2) |
Glossary |
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262 | (10) |
Index |
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272 | |