Information Management: The Organizational Dimension / Edition 1

by Michael J. Earl

Overview

The purpose of this book is to take an informed, dispassionate and constructive look at the challenges of IT and to offer insight, analysis and guidance on the ever changing IT environment, focusing in particular on managerial and organizational issues. These include centralization versus decentralization; relations between users and specialists; managing the IS function ; outsourcing versus internal capabilities; project management and systems application; and an assessment of Business Process Redesign at both the conceptual and empirical level.

Product Details

ISBN-13:	9780198257608
Publisher:	Oxford University Press
Publication date:	07/25/1996
Pages:	532
Product dimensions:	6.44(w) x 9.50(h) x 1.32(d)
Lexile:	1330L (what's this?)

About the Author

London Business School

Table of Contents

Section I: Organizational HorizonsForeword1. Exploring the Relationship Between Information Technology and Organizational Structure, Jeffrey L. Sampler2. Groupware in Decision Support, Paul Anand3. Knowledge Strategies: Propositions from Two Contrasting Industries, Michael J. Earl4. Business Process Reengineering: A Phenomenon of Organization, Michael J. Earl5. Information Systems in Global Business: Evidence from European Multinationals, Michael J. Earl and David F. FeenySection II: Mobilizing the OrganizationForeword6. Strategic Information Systems: Some Organization Design Considerations, Blake Ives and Michael Vitale7. Innovating with Information Technology, Martin Lockett8. An Organizational Approach to IS Strategy-Making, Michael J. Earl9. Relationships between Strategy and Business Process Reengineering: Evidence from Case Studies, Michael J. Earl, Jeffrey L. Sampler, and James E. ShortSection III: Organizing the IS FunctionForeword10. Configuring the IS Function in Complex Organizations, Michael J. Earl, Brian Edwards, and David F. Feeny11. Organizational Arrangements for IS: Roles of Users and Specialists, David F. Feeny, Michael J. Earl, and Brian Edwards12. The Role of the Corporate IT Function in the Federal IT Organization, Stephen L. Hodgkinson13. IT Outsourcing and the Changing Shape of the Information Systems Function, Leslie P. Willcocks and Guy Fitzgerald14. Mergers: The Role of Information Technology, Jane C. LinderSection IV: Managing IT ProjectsForeword15. Project Management: Lessons from IT and Non-IT Projects, Peter W.G. Morris16. IT and Organizational Change, David Boddy17. The Project Champion, Cynthia Mathis Bath18. The Project Sponsor, Brian Edwards19. The Successful Design of Expert Systems: Are Ends More Important than Means?, Enid MumfordSection V: Contemporary Issues in IS OrganizationForeword20. Sourcing Information Technology Capability: A Framework for Decision-Making, Mary C. Lacity, Leslie P. Willcocks, and David F. Feeny21. The Changing Environment for IS Professionals: Human Resource Implications, J. Daniel Couger22. The Hybrid Manager, David J. Skyrme23. The Chief Information Officer: Past, Present and Future, Michael J. Earl24. Integrating IS and the Organization: A Framework of Organizational Fit, Michael J. Earl