Managing and using information systems : a strategic approach / Keri E. Pearlson.

By: Pearlson, Keri .

Material type: materialTypeLabel

BookPublisher: New York : John Wiley, 2001Description: xviii, 248 p. : ill. ; 24 cm.ISBN: 0471320013.Subject(s): Knowledge management

| Information technology -- Management

| Management information systems

| Electronic commerce

DDC classification: 658.4038

Contents:

The information systems strategy triangle -- Organizational impacts of information systems use -- Information technology and the design of work -- Strategic use of information resources -- Information technology and changing business processes -- Architecture and infrastructure -- The business of E-business -- The management information systems organization -- Knowledge management -- Project management -- Using information ethically.

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode	Item holds
General Lending	MTU Bishopstown Library Lending	658.4038 (Browse shelf(Opens below))	1	Available		00092416
General Lending	MTU Bishopstown Library Lending	658.4038 (Browse shelf(Opens below))	1	Available		00092415

Total holds: 0

Enhanced descriptions from Syndetics:

This book arms non technical managers with the insights and information they need to become knowledgeable participants in their companies information system resources decision-making. It provides them with a framework for understanding how businesses use and manage information, acquaints them with the key information technologies, and provides them with a working familiarity with MIS, project management, information architecture, and other key components of information systems organization. Readers also learn proven strategies for integrating IT with business strategies to create competitive advantages for their organizations.

Includes index.

Table of contents provided by Syndetics

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

Author notes provided by Syndetics

Dr. Keri E. Pearlson is the President of KP Partners, a consultancy to both small and large businesses in the area of strategic use of information systems and organizational design. She is also the President of the Zero Time Institute, dedicated to researching and coaching businesses in successful strategies for the new economy. She specializes in executive education programs, seminars, briefing, and management coaching.
She serves on the Board of directors of I-Teams.com and Intelligent Learning Systems.
Dr. Pearlson holds a Doctorate in Business Administration (DBA) in Management Information Systems from the Harvard Business School and both a Masters Degree in Industrial Engineering Management and a Bachelors Degree in Applied Mathematics from Stanford University.

Managing and using information systems : a strategic approach / Keri E. Pearlson.

By: Pearlson, Keri.

Enhanced descriptions from Syndetics:

Table of contents provided by Syndetics

Author notes provided by Syndetics

By: Pearlson, Keri .