Michael J. Earl (ed.)

Information Management

The Organizational Dimension
Herausgeber: Earl, Michael J

• Gebundenes Buch

Produktbeschreibung

This volume is a sequel to Information Management: The Strategic Dimension (OUP, 1988), a book which was well received by managers and academics alike. The purpose of this book is to take an informed, dispassionate and constructive look, based on research, 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 implementation, and an assessment of Business Process Re-engineering at both the conceptual and empirical level. The book provides an authoritative overview and helpful diagnosis of current information management challenges by some of the leading information systems researchers in Europe and the USA. The volume will be essential reading for IT researchers, management consultants and senior IT professionals.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Hurst & Co.
• Seitenzahl: 532
• Erscheinungstermin: 25. Juli 1996
• Englisch
• Abmessung: 235mm x 161mm x 38mm
• Gewicht: 980g
• ISBN-13: 9780198257608
• ISBN-10: 0198257600
• Artikelnr.: 21221573

Inhaltsangabe

* Section I: Organizational Horizons
* Foreword
* 1: Jeffrey L. Sampler: Exploring the Relationship between Information
Technology and Organizational Structure
* 2: Paul Anand: Groupware in Decision Support
* 3: Michael J. Earl: Knowledge Strategies: Propositions from Two
Contrasting Industries
* 4: Michael J Earl: Business Process Reengineering: A Phenomenon of
Organization
* 5: Michael J Earl and David F Feeny: Information Systems in Global
Business
* Section II: Mobilising the Organization
* Foreword
* 6: Blake Ives and Michael Vitale: Strategic Information Systems
* 7: Martin Lockett: Innovating with Information Technology
* 8: Michael J. Earl: An Organizational Approach to IS Strategy-Making
* 9: Michael J. Earl, Jeffrey L. Sampler, and James E. Short:
Relationships between Strategy and Business Process Reengineering
* Section III: Organising the IS Function
* Foreword
* 10: Michael J. Earl, Brian Edwards, and David F. Feeny: Configuring
the IS function in Complex Organizations
* 11: David J. Feeny, Michael J. Earl, and Brian Edwards:
Organizational Arrangements for IS
* 12: Stephen L Hodgkinson: The Role of the Corporate IT Function in
the Federal IT Organization
* 13: Leslie P. Willcocks and Guy Fitzgerald: IT Outsourcing and the
Changing Shape of the Information Systems Function
* 14: Jane C. Linder: Mergers: The Role of Information Technology
* Section IV: Managing IT Projects
* Foreword
* 15: Peter W. G. Morris: Project Management: Lessons from Major IT and
Non-IT Projects
* 16: David Boddy: IT and Organizational Change
* 17: Cynthia Mathis Beath: The Project Champion
* 18: Brian Edwards: The Project Sponsor
* 19: Enid Mumford: The Successful Design of Expert Systems
* Section V: Contemporary Issues in IS Organization
* Foreword
* 20: Mary C. Lacity, Leslie P. Willcocks, and David F. Feeny: Sourcing
Information Technology Capability
* 21: J. Daniel Couger: The Changing Environment for IS Professionals:
Human Resource Implications
* 22: David J. Skyrme: The Hybrid Manager
* 23: Michael J. Earl: The Chief Information Officer: Past, Present,
and Future?
* 24: Michael J. Earl: Integrating IS and the Organization: A Framework
of Organizational Fit