Cover......Page 1
Title Page......Page 3
Copyright......Page 4
Preface......Page 5
Acknowledgments......Page 9
About the Authors......Page 11
Contents......Page 12
Introduction......Page 17
The Case for Participating in Decisions about Information Systems......Page 19
A Business View......Page 20
Integrating Business with Information Systems......Page 21
What If a Manager Doesn’t Participate?......Page 22
Information Systems Must Support Organizational Systems......Page 23
Social Business Lens......Page 24
Skills Needed to Participate Effectively in Information Technology Decisions......Page 25
Organization of the Book......Page 26
Assumptions about Management......Page 27
Assumptions about Business......Page 29
Assumptions about Information Systems......Page 30
Economics of Information Versus Economics of Things......Page 33
Summary......Page 35
Case Study I-1: Terry Cannon, MBA......Page 36
Case Study I-2: Anyglobal Company Inc.......Page 38
CHAPTER 1: The Information Systems Strategy Triangle......Page 39
Brief Overview of Business Strategy Frameworks......Page 42
The Generic Strategies Framework......Page 44
Dynamic Environment Strategies......Page 47
Why Are Strategic Advantage Models Essential to Planning for Information Systems?......Page 48
Brief Overview of Organizational Strategies......Page 49
Social Business Lens: Building a Social Business Strategy......Page 50
Brief Overview of Information Systems Strategy......Page 52
Summary......Page 53
Key Terms......Page 54
Case Study 1-1: Lego......Page 55
Case Study 1-2: Google......Page 57
CHAPTER 2: Strategic Use of Information Resources......Page 60
Evolution of Information Resources......Page 61
Information Resources as Strategic Tools......Page 63
Using Information Resources to Influence Competitive Forces......Page 67
Using Information Resources to Alter the Value Chain......Page 71
Using the Resource-Based View (RBV)......Page 75
Strategic Alliances......Page 80
Co-opetition......Page 81
Risks......Page 82
Co-Creating IT and Business Strategy......Page 84
Summary......Page 85
Discussion Questions......Page 86
Case Study 2-1: Groupon......Page 87
Case Study 2-2: Zipcar......Page 88
CHAPTER 3: Organizational Strategy and Information Systems......Page 90
Decision Rights......Page 94
Formal Reporting Relationships and Organization Structures......Page 95
Informal Networks......Page 100
Information Systems and Management Control Systems......Page 101
Planning and Information Systems......Page 102
Data Collection and Information Systems......Page 103
Performance Measurement, Evaluation, and Information Systems......Page 104
Information Systems and Culture......Page 105
Levels of Culture and IT......Page 106
National Cultural Dimensions and Their Application......Page 108
Summary......Page 111
Discussion Questions......Page 112
Case Study 3-1: The Merger of AirTran by Southwest Airlines: Will the Organizational Cultures Merge?......Page 113
Case Study 3-2: The FBI......Page 114
CHAPTER 4: Information Systems and the Design of Work......Page 116
Work Design Framework......Page 118
Creating New Types of Work......Page 120
New Ways to Do Traditional Work......Page 123
New Challenges in Managing People......Page 129
Telecommuting and Mobile Work......Page 132
Virtual Teams......Page 138
Technology Acceptance Model and Its Variants......Page 144
Summary......Page 146
Key Terms......Page 147
Case Study 4-1: Trash and Waste Pickup Services, Inc.......Page 148
Case Study 4-2: Social Networking: How does IBM Do It?......Page 149
CHAPTER 5: Information Systems for Managing Business Processes......Page 151
Functional (or Silo) Perspective......Page 153
Process Perspective......Page 155
Zara’s Cross-Functional Processes......Page 157
Building Agile and Dynamic Business Processes......Page 158
Incremental Change......Page 159
Radical Change......Page 160
Workflow and Mapping Processes......Page 161
Business Process Management (BPM)......Page 162
Enterprise Systems......Page 164
Enterprise Resource Planning (ERP)......Page 167
Managing Customer Relationships......Page 169
Managing Supply Chains......Page 172
Benefits and Disadvantages of Enterprise Systems......Page 174
When the System Drives the Change......Page 176
Social Business Lens: Crowdsourcing Changes Innovation Processes......Page 177
Summary......Page 178
Discussion Questions......Page 179
Case Study 5-1: Santa Cruz Bicycles......Page 180
Case Study 5-2: Boeing 787 Dreamliner......Page 181
CHAPTER 6: Architecture and Infrastructure......Page 183
From Vision to Implementation......Page 184
The Manager’s Role......Page 185
From Architecture to Infrastructure......Page 186
A Framework for the Translation......Page 188
Define the Strategic Goals......Page 193
Translate Architecture to Infrastructure......Page 194
Enterprise Architecture......Page 196
Virtualization and Cloud Computing......Page 199
Understanding Existing Architecture......Page 201
Assessing Strategic Timeframe......Page 202
Assessing Technical Issues: Adaptability......Page 203
Assessing Technical Issues: Standardization......Page 204
Assessing Technical Issues: Security......Page 205
Assessing Financial Issues......Page 206
Summary......Page 208
Discussion Questions......Page 209
Case Study 6-1: Enterprise Architecture at American Express......Page 210
Case Study 6-2: The Case of Extreme Scientists......Page 211
CHAPTER 7: The Business of IT......Page 213
Organizing to Respond to Business Demand: A Maturity Model......Page 214
What a Manager Can Expect from the IT Organization......Page 215
Managing IT Activities Globally......Page 219
What the IT Organization Does Not Do......Page 221
Chief Information Officer......Page 222
Social Business Lens: Community Management......Page 224
Building a Business Case......Page 225
IT Portfolio Management......Page 229
Valuing IT Investments......Page 231
The Balanced Scorecard......Page 234
IT Dashboards......Page 237
Funding IT Resources......Page 238
Chargeback......Page 239
Allocation......Page 240
Corporate Budget......Page 241
Activity-Based Costing......Page 242
Total Cost of Ownership......Page 243
TCO Component Breakdown......Page 244
Summary......Page 247
Discussion Questions......Page 249
Case Study 7-1: Troon Golf......Page 250
Case Study 7-2: Balanced Scorecards at BIOCO......Page 251
CHAPTER 8: Governance of the Information Systems Organization......Page 252
Centralized versus Decentralized Organizational Structures......Page 253
Another Perspective on IT Governance......Page 256
IT Governance and Security......Page 260
Decision-Making Mechanisms......Page 264
Sarbanes–Oxley Act of 2002......Page 267
Frameworks for Implementing SoX......Page 268
IS and the Implementation of Sarbanes–Oxley Act Compliance......Page 271
Discussion Questions......Page 273
Case Study 8-1: IT Governance at University of the Southeast......Page 274
Case Study 8-2: The Big Fix at Toyota Motor Sales (TMS)......Page 275
CHAPTER 9: Information Systems Sourcing......Page 277
Sourcing Decision Cycle Framework......Page 278
Starting the Cycle: Make or Buy Decision......Page 279
Decisions about How to Outsource Successfully......Page 285
Deciding Where—Onshore, Offshore or in the Cloud?......Page 287
Social Business Lens: iCloud......Page 290
Deciding Where Abroad—Nearshoring, Farshoring, or Captive Center?......Page 293
Reevaluation—Status Quo or Change?......Page 297
Outsourcing and Strategic Networks......Page 299
Summary......Page 300
Case Study 9-1: Crowdsourcing at AOL......Page 301
Case Study 9-2: Altia Business Park......Page 302
CHAPTER 10: Managing IT Projects......Page 304
What Defines a Project?......Page 306
What is Project Management?......Page 308
Project Management......Page 311
Project Cycle Plan......Page 313
Common Project Vocabulary......Page 315
IT Projects......Page 317
Systems Development Life Cycle......Page 319
Agile Development......Page 322
Prototyping......Page 323
Other Development Methodologies and Approaches......Page 324
Social Business Lens: Mashups......Page 327
Complexity......Page 328
Size......Page 329
Managing Project Risk Level......Page 330
Sustaining Commitment to Projects......Page 332
Gauging Success......Page 333
Summary......Page 335
Discussion Questions......Page 336
Case Study 10-1: Implementing Enterprise Change Management at Southern Company......Page 337
Case Study 10-2: Dealing with Traffic Jams in London......Page 338
CHAPTER 11: Knowledge Management, Business Intelligence, and Analytics......Page 341
Knowledge Management, Business Intelligence, and Business Analytics......Page 343
Intellectual Property......Page 344
Data, Information, and Knowledge......Page 346
Tacit versus Explicit Knowledge......Page 348
Business Intelligence......Page 351
Competing with Business Analytics......Page 352
Data Repositories......Page 354
Analytics Environment......Page 355
Big Data......Page 356
Social Analytics......Page 358
Social Business Lens: Social Graphs......Page 360
Summary......Page 361
Discussion Questions......Page 362
Case Study 11-1: Stop & Shop’s Scan It! App......Page 363
Case Study 11-2: Business Intelligence at CKE Restaurants......Page 364
CHAPTER 12: Using Information Ethically......Page 366
Stockholder Theory......Page 368
Stakeholder Theory......Page 369
Social Contract Theory......Page 370
Corporate Social Responsibility......Page 372
Green Computing......Page 373
Ethical Tensions with Governments......Page 374
Privacy......Page 375
Social Business Lens: Personal Data......Page 379
Accuracy......Page 380
Accessibility......Page 381
Managers’ Role in Ethical Information Control......Page 383
Security and Controls......Page 385
Summary......Page 387
Case Study 12-1: Ethical Decision Making......Page 388
Case Study 12-2: Midwest Family Mutual Goes Green......Page 391
Glossary......Page 393
Index......Page 403