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Managing InformationTechnology as a Strategic Resource (Paperback)
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A major question concerning the use of IT by organizations remains: how can information technology be exploited successfully? Based on over ten years of research at the Oxford Institute of Information Management, this book seeks to provide insights into how this issue can be addressed. From real experiences of organizations, the research programme has sought the underlying management principles that can turn IT into a strategic resource. In the face of changing technologies and uncertain business environments, a key concern is to show how to navigate the four domains--IT hype, IT capability, U...
A major question concerning the use of IT by organizations remains: how can information technology be exploited successfully? Based on over ten years of research at the Oxford Institute of Information Management, this book seeks to provide insights into how this issue can be addressed. From real experiences of organizations, the research programme has sought the underlying management principles that can turn IT into a strategic resource. In the face of changing technologies and uncertain business environments, a key concern is to show how to navigate the four domains--IT hype, IT capability, Useful IT, and Strategic IT. This is necessary in order to focus on the relatively few applications that make a significant and strategic difference. The research shows the importance not of technology per se but of people and processes. In particular it looks at: the role of the CIO/CEO; how IT value can be assessed; the structure and capabilities needed in modern IT functions; the role of users and specailists in IS development; risk and management in strategic IT and BPR projects; how to make IT sourcing decisions and monitor the results; building for the future through learning and developing new capabilites; dealing with emerging technologies. These themes are pursued through rigorous research and case studies developed in private and public sector settings in Europe, the USA and amongst global corporations. This book is ideal for MBA students and undergraduate and postgraduate students on management, business and computer courses concerned with the management of IT and associated change mangement issues will also find it a vital resource.
Table of contents:
Information Technology: Leveraging the Business. Does Your CIO Add Value? Understanding the CEO-CIO Relationship. Information Technology as a Basis for Sustainable Competitive Advantage. In Search of IT Productivity: Assessment Issues. Decision Support Systems for Strategic Decision Making and Performance Measurement. Organising for Development and Delivery. Configuring the IS Organisation in Complex Organisations. Information Systems Organisation. Roles of Users and Specialists. Managing Strategic Technology Projects. The Development and Implementation of Systems. Bridging the User-IS Gap. Management and Risk Issues in Major IT Projects. Does Radical Re-engineering Really Work? Recent Case Evidence. Sourcing Information Technology. The Value of Selective IT Sourcing. IT Outsourcing in Europe and the USA: Assessment Issues. Emerging Technology Issues. Gaining Value from Information Architecture: Research Based Recommendations for the Practitioner: Implementing Client Server: Key Trends: Capabilities and Learning. The IT Function: Changing Capabilities and Skills. The Five Year Learning of Ten IT Directors.
The new Oxford MBA has only recently agreed Information Management as a core subject but it is already an integral part of the MBA course in other business schools. The Oxford Institute of Information Management has for many years provided an IM input for the MBA and executive courses at Templeton College. The various teaching modules, sixteen in all, constitute a significant part of the MBA course, all of which have been taught and refined over the last few years. Conveniently they form the chapters for the book.
Table of contents:
Information Technology: Leveraging the Business. Does Your CIO Add Value? Understanding the CEO-CIO Relationship. Information Technology as a Basis for Sustainable Competitive Advantage. In Search of IT Productivity: Assessment Issues. Decision Support Systems for Strategic Decision Making and Performance Measurement. Organising for Development and Delivery. Configuring the IS Organisation in Complex Organisations. Information Systems Organisation. Roles of Users and Specialists. Managing Strategic Technology Projects. The Development and Implementation of Systems. Bridging the User-IS Gap. Management and Risk Issues in Major IT Projects. Does Radical Re-engineering Really Work? Recent Case Evidence. Sourcing Information Technology. The Value of Selective IT Sourcing. IT Outsourcing in Europe and the USA: Assessment Issues. Emerging Technology Issues. Gaining Value from Information Architecture: Research Based Recommendations for the Practitioner: Implementing Client Server: Key Trends: Capabilities and Learning. The IT Function: Changing Capabilities and Skills. The Five Year Learning of Ten IT Directors.
The new Oxford MBA has only recently agreed Information Management as a core subject but it is already an integral part of the MBA course in other business schools. The Oxford Institute of Information Management has for many years provided an IM input for the MBA and executive courses at Templeton College. The various teaching modules, sixteen in all, constitute a significant part of the MBA course, all of which have been taught and refined over the last few years. Conveniently they form the chapters for the book.