Managing and Using Information Systems: A Strategic Approach

Managing and Using Information Systems: A Strategic Approach, Sixth Edition, conveys the insights and knowledge MBA students need to become knowledgeable and active participants in information systems decisions. This text is written to help managers begin to form and point of view of how information systems will help, hinder and create opportunities for their organizations. It is intended to provide a solid foundation of basic concepts relevant to using and managing information.

Table of Contents:
Preface iv Acknowledgments vii About the Authors viii Introduction 1 The Case for Participating in Decisions about Information Systems 2 What If a Manager Doesn’t Participate? 5 Skills Needed to Participate Effectively in Information Technology Decisions 6 Basic Assumptions 8 Economics of Information versus Economics of Things 12 Social Business Lens 14 Summary 15 Key Terms 16 1 The Information Systems Strategy Triangle 17 Brief Overview of Business Strategy Frameworks 19 Business Models versus Business Strategy 21 Brief Overview of Organizational Strategies 25 Brief Overview of Information Systems Strategy 26 Social Business Lens: Building a Social Business Strategy 27 Summary 28 Key Terms 29 Discussion Questions 29 Case Study 1-1 Lego 30 Case Study 1?-2 Google 31 2 Strategic Use of Information Resources 33 Evolution of Information Resources 34 Information Resources as Strategic Tools 36 How Can Information Resources Be Used Strategically? 37 Sustaining Competitive Advantage 43 Social Business Lens: Social Capital 47 Strategic Alliances 47 Risks 49 Geographic Box: Mobile?]Only Internet Users Dominate Emerging Countries 50 Co?-Creating IT and Business Strategy 50 Summary 51 Key Terms 51 Discussion Questions 51 Case Study 2?-1 Groupon 52 Case Study 2?-2 Zipcar 53 3 Organizational Strategy and Information Systems 55 Information Systems and Organizational Design 58 Social Business Lens: Social Networks 63 Information Systems and Management Control Systems 63 Information Systems and Culture 66 Geographic Lens: Does National Culture Affect Firm Investment in IS Training? 70 Summary 71 Key Terms 71 Discussion Questions 71 Case Study 3?-1 The Merger of Airtran by Southwest Airlines: Will the Organizational Cultures Merge? 72 Case Study 3-2 The FBI 73 4 Digital Systems and the Design of Work 75 Work Design Framework 77 How Information Technology Changes the Nature of Work 78 Social Business Lens: Activity Streams 84 Where Work Is Done and Who Does It: Mobile and Virtual Work Arrangements 86 Geographic Lens: How Do People Around the World Feel About Working Remotely? 88 Geographic Lens: Who Telecommutes? A Look at Global Telecommuting Habits 89 Gaining Acceptance for IT-Induced Change 94 Summary 96 Key Terms 97 Discussion Questions 97 Case Study 4?-1 Trash and Waste Pickup Services, Inc. 97 Case Study 4?-2 Social Networking: How Does IBM Do It? 98 5 Information Systems and Business Transformation 99 Silo Perspective versus Business Process Perspective 100 Building Agile and Dynamic Business Processes 104 Changing Business Processes 105 Workflow and Mapping Processes 107 Integration versus Standardization 109 Enterprise Systems 110 Geographic Lens: Global vs. Local ERPs 113 Social Business Lens: Crowdsourcing Changes Innovation Processes 118 Summary 119 Key Terms 120 Discussion Questions 120 Case Study 5?-1 Santa Cruz Bicycles 121 Case Study 5?-2 Boeing 787 Dreamliner 122 6 Architecture and Infrastructure 124 From Vision to Implementation 125 The Leap from Strategy to Architecture to Infrastructure 126 From Strategy to Architecture to Infrastructure: An Example 133 Architectural Principles 135 Enterprise Architecture 136 Virtualization and Cloud Computing 137 Other Managerial Considerations 139 Social Business Lens: Building Social Mobile Applications 143 Summary 144 Key Terms 144 Discussion Questions 145 Case Study 6?-1 Enterprise Architecture at American Express 145 Case Study 6?-2 The Case of Extreme Scientists 146 7 Security 147 IT Security Decision Framework 149 Breaches and How They Occurred 151 The Impossibility of 100% Security 154 What Should Management Do? 155 Summary 162 Key Terms 163 Discussion Questions 163 Case Study 7-1 The Aircraft Communications Addressing and Reporting System (ACARS) 163 Case Study 7-2 Sony Pictures: The Criminals Won 164 8 The Business of Information Technology 165 Organizing to Respond to Business: A Maturity Model 167 Understanding the IT Organization 168 What a Manager Can Expect from the IT Organization 168 What the IT Organization Does Not Do 170 Chief Information Officer 171 Building a Business Case 173 IT Portfolio Management 175 Valuing IT Investments 176 Monitoring IT Investments 177 Funding IT Resources 182 How Much Does IT Cost? 184 Summary 187 Key Terms 188 Discussion Questions 188 Case Study 8?-1 KLM Airlines 189 Case Study 8?-2 Balanced Scorecards at BIOCO 190 9 Governance of the Information Systems Organization 191 IT Governance 192 Decision?-Making Mechanisms 199 Governance Frameworks for Control Decisions 200 Social Business Lens: Governing the Content 204 Summary 205 Key Terms 205 Discussion Questions 205 Case Study 9-1 IT Governance at University of the Southeast 205 Case Study 9?-2 The “MyJohnDeere” Platform 207 10 Information Systems Sourcing 208 Sourcing Decision Cycle Framework 209 Social Business Lens: Crowdsourcing 214 Geographic Lens: Corporate Social Responsibility 220 Outsourcing in the Broader Context 224 Summary 225 Key Terms 225 Discussion Questions 225 Case Study 10-1 Crowdsourcing at AOL 225 Case Study 10?-2 Altia Business Park 226 11 Managing IT Projects 228 What Defines a Project? 230 What Is Project Management? 231 Organizing for Project Management 232 Project Elements 233 IT Projects 239 IT Project Development Methodologies and Approaches 240 Social Business Lens: Mashups 247 Managing IT Project Risk 247 Summary 253 Key Terms 254 Discussion Questions 254 Case Study 11?-1 Implementing Enterprise Change Management at Southern Company 254 Case Study 11?-2 Dealing with Traffic Jams in London 255 12 Business Intelligence, Knowledge Management, and Analytics 258 Competing with Business Analytics 259 Knowledge Management, Business Intelligence, and Business Analytics 260 Data, Information, and Knowledge 261 Knowledge Management Processes 264 Business Intelligence 264 Components of Business Analytics 265 Big Data 268 Social Media Analytics 269 Social Business Lens: Personalization and Real-Time Data Streams 271 Geographic Lens: When Two National Views of Intellectual Property Collide 272 Caveats for Managing Knowledge and Business Intelligence 274 Summary 274 Key Terms 275 Discussion Questions 275 Case Study 12?-1 Stop & Shop’s Scan It! App 275 Case Study 12?-2 Business Intelligence at CKE Restaurants 276 13 Privacy and Ethical Considerations in Information Management 278 Responsible Computing 280 Corporate Social Responsibility 283 PAPA: Privacy, Accuracy, Property, and Accessibility 284 Social Business Lens: Personal Data 289 Geographic Lens: Should Subcultures Be Taken into Account When Trying to Understand National Attitudes Toward Information Ethics? 292 Green Computing 292 Summary 293 Key Terms 294 Discussion Questions 294 Case Study 13?-1 Ethical Decision Making 295 Case Study 13?-2 Midwest Family Mutual Goes Green 297 Glossary 299 Index 313

About the Author :
Keri E. Pearlson is the author of Managing and Using Information Systems: A Strategic Approach, 6th Edition, published by Wiley. Carol S. Saunders is the author of Managing and Using Information Systems: A Strategic Approach, 6th Edition, published by Wiley.