Managing and Using Information Systems

Description

Cover ; Title Page ; Copyright ; Contents ; Preface ; Acknowledgments ; About the Authors ; Introduction ; The Case for Participating in Decisions about Information Systems ; A Business View of Critical Resources; People and Technology Work Together; Integrating Business with Information Systems; Opportunities and New Strategies Derived from Rapid Changes in Technology; Competitive Challenges. Cover Title Page Copyright Contents Preface Acknowledgments About the Authors Introduction The Case for Participating in Decisions about Information Systems A Business View of Critical Resources People and Technology Work Together Integrating Business with Information Systems Opportunities and New Strategies Derived from Rapid Changes in Technology Competitive Challenges. Customer PullData-Driven Decision Making Securing Key Assets What If a Manager Doesn't Participate? Information Systems Must Support Business Goals Information Systems Must Support Organizational Systems Skills Needed to Participate Effectively in Information Technology Decisions How to Participate in Information Systems Decisions Organization of the Book Basic Assumptions Assumptions about Management Assumptions about Business. Assumptions about Information SystemsEconomics of Information versus Economics of Things Social Business Lens Summary Key Terms 1 The Information Systems Strategy Triangle Brief Overview of Business Strategy Frameworks The Generic Strategies Framework Dynamic Environment Strategies Why Are Strategic Advantage Models Essential to Planning for Information Systems? Business Models versus Business StrategyBrief Overview of Organizational Strategies Brief Overview of Information Systems Strategy Social Business Lens: Building a Social Business Strategy Summary Key Terms Discussion Questions Case Study 1-1 Lego Case Study 1-2 Google 2 Strategic Use of Information Resources. Evolution of Information Resources Information Resources as Strategic Tools How Can Information Resources Be Used Strategically? Using Information Resources to Influence Competitive Forces Using Information Resources to Alter the Value Chain Sustaining Competitive Advantage Using the Resource-Based View (RBV) Social Business Lens: Social Capital.