《公司信息系列管理 教程与案例 英文版·第4版》求取 ⇩

1．The Challenge of Information Systems Technology1

Introduction to IT Management1

Concepts of IT Management3

Challenges in Managing IT Assimilation4

AYoung Technology4

Technological Growth5

IT End-User Coordination5

Specialization6

Shift in Focus7

Questions from Senior Management7

Issues in Information Technology10

The IT Environment10

IT Architecture and Organization12

Management Processes13

Project Management14

IT Strategy15

The IT Business15

Conclusion16

Case 1-1:Verifone:The Transaction Automation Company17

Case 1-2:ATale of TwoAirlines in the InformationAge:Or Why the Spirit of King George Ⅲ Is Alive and Well!42

2．Manageable Trends45

Underlying Themes45

Theme 1:Strategic Impact46

A Contingency Approach to IT Management50

Theme 2:Integrating Changing Technology Platforms56

Theme 3:Assimilating Emerging Technologies57

Phase 1．Technology Identification and Investment58

Phase 2．Technological Learning and Adaptation58

Phase 3．Rationalization/Management Control59

Phase 4．Maturity/Widespread Technology Transfer59

Theme 4:Sourcing Policies for the IT Value Chain60

Theme 5:Applications Development Process62

Design64

Construction64

Implementation65

Operation66

Maintenance66

Theme 6:Partnership of Three Constituencies68

IT Management68

User Management68

General Management69

Summary69

Case 2-1:KPMG Peat Marwick:The Shadow Partner72

3．Effects of IT on Competition83

Analyzing Impact84

Forces That Shape Strategy85

Search for Opportunity88

Analyzing the Value Chain for IT Opportunities93

Inbound Logistics93

Operations and Product Definition95

Outbound Logistics95

Marketing and Sales96

After-Sales Service97

Corporate Infrastructure97

Human Resources98

Technology Development98

Procurement99

The Risks of Information Systems Success99

Problems and Evaluations99

Assessing Competitor Risk101

The Challenge105

ANew Point of View Is Required105

P1anning Issues106

Confidentiality and Competition107

Evaluating Expenditures107

The IT-Management Partnership108

Opening Questions108

AFinal Thought109

Case 3-1:Canadian Airlines(A):Reservations About Its Future(A)109

Case 3-2:Burlington Northem:The Ares Decision(A)122

Case 3-3:Burlington Northern:The Ares Decision(B)146

4．Electronic Commerce:From Interorganizational Systems to the Internet154

The Evolution of Interorganizational Systems156

IOS Evolution at American Hospital Supply(AHSC)156

IOS Evolution at American Airlines159

Patterns of Interaction among IOS Participants162

Levels of IOS Control163

From Proprietary IOS to Ubiquitous Platforms for Electronic Commerce165

Making Sense of Market Relationships170

IOS and Producer Relationships172

IOS and the Changing Buyer-Seller Relationship176

Managing the Evolution of Technology180

Maintaining a Secure Environment for Doing Business181

Developing and Maintaining Information Partnerships184

The Allegis Example184

Benefits of Information Partnering185

Types of Information Partnership186

Summary189

Case 4-1:Singapore Tradenet:A Tale of One City190

Case 4-2:Singapore Leadership:A Tale of One City206

Case 4-3:Hong Kong Tradelink:News from the Second City208

Case 4-4:Open Market,Inc.216

Case 4-5:Procter ＆ Gamble:Improving Consumer Value through Process Design240

5．Information,Organization,and Control258

The Organization Design Challenge of the 1990s258

From Control to Learning262

From Autonomy to Collaboration266

Information,Organization,and Control in a Retail Bank271

Information,Organization,and Control in the Supermarket272

Targeted Opportunities273

Communicating Organizational Priorities273

Meaningful Budgets274

Effective Incentive Systems275

Solutions for Production276

Facts to Make the Sale277

Adaptation to Change277

Summary278

Case 5-1:Mrs,Fields,Inc.(1977-1987)279

Case 5-2:Frito-Lay,Inc.:A Strategic Transition(1980-1986)292

Case 5-3:Frito-Lay,Inc.:A Strategic Transition Abridged(1987-1992)321

6．IT Architecture:Evolution and Alternatives350

The Evolution of IT Architecture353

Era 1—The Mainframe(1950s to 1970s)355

Era 2—The Microcomputer(Late 1970s and 1980s)359

Era 3—Distributed Information Systems(Late 1980s to Present)360

Era 4—Ubiquitous363

Value Creation in a Distributed IT Environment364

IT Architecture Implementation Issues in the 1990s371

Merging the Islands of Automation371

Managing Global Telecommunications374

Managing the IT Legacy375

Assimilating Emerging Information Technologies376

Summary380

Case 6-1:H.E. Butt Grocery Company:A Leader in ECR Implementation(Abridged)381

Case 6-2:American Airlines:The InterAACT Project(A)398

Case 6-3:Air Products and Chemicals,Inc.:MIS Reorganization(A)and Project ICON(A)Abridged414

7．Organizing and Leading the Information Technology Function433

Organization Issues in IT Development433

Some Examples435

Implications437

Pressures toward User Dominance437

Pent-Up User Demand437

Competitive and Service Growth in the IT Mark t438

User Control439

Fit with the Organization439

User Learning440

Summary440

Pressures toward IT Control440

Staff Professionalism440

Feasibility Study Concerns442

Corporate Database System443

Fit with the Corporate Structure and Strategy444

Cost Analysis444

Summary445

Coordination and Location of IT Policy445

IT Responsibilities446

User Responsibilities447

General Management Support and Policy Overview448

Summary449

Case 7-1:Air Products and Chemicals,Inc.:Project ICON(D)451

8．Information Technology Operations461

Changing Operations Environment462

A Focused Service Organization Alternative—An Example463

Alternative Organizations464

Developing an Operations Strategy465

Technology Planning466

Measuring and Managing Capacity472

Managing the IT Operations Workforce474

Selection Factors for Operations Manager and Staff476

Human Issues in Managing the Workforce477

Production Planning and Control478

Setting Goals478

Establishing Priorities478

Strategic Impact of IT Operations479

Implementing Production Control and Measurement480

Security481

Privacy482

The Roots of the Privacy Issue483

The Implications484

Summary487

Case 8-l:Aerospace Technology Manufacturing,Inc.:Industty,Company,and I/S Transitions488

9．Information Technology Management Processes507

Management Control507

IT Evolution and Management Control509

Software Issues509

Operations Issues509

Corporate Control Process511

Strategic Impact of IT on the Corporation512

Looking Ahead:Other Aspects of Control513

Resuits Control Architecture514

Unallocated Cost Center514

Allocated Cost Center and Charge-Out515

Profit Center520

Financial Reporting Process521

Nonfinancial Reporting Process523

IT Audit Function524

Summary525

Planning—AContingent Focus525

Pressures toward IT Planning526

External(Corporate)Pressures526

Internal(IT Process)Pressures528

Limitations on IT Planning Results530

Planning as a Resource Drain530

Fit to Corporate Culture531

Strategic Impact of IT Activities531

Mismatches:Using the Strategic Grid531

Corporate Environmental Factors That Influence Planning535

Summary537

Case 9-1:Toyworld:Information Technology Planning539

10．Managing the Information Technology Resource through Strategic Partnerships553

Why Outsourcing Alliances Are So D.ifficult554

Outsourcing in Retrospect555

Outsourcinginthe 1990s556

What Drives Outsourcing?557

Wben to Outsource IT562

Position on the Strategic Grid562

Development Portfolio563

Organizational Learning565

AFirm's Posifion in the Market566

Current IT Organizafion566

Structuring the Alliance566

Contract Flexibility567

Standards and Control567

Areas to Outsource568

Cost Savings569

Supplier Stability and Quality569

Management Fit570

Conversion Problems570

Managing the Alliance571

The CIO Function571

Performance Measurements572

Mix and Coordination of Tasks572

Customer-Outsourcer Interface573

Case 10-1:Xerox:Outsourcing Global Information Technology Resources574

Case 10-2:General Dynamics and Computer Sciences Corporation:Outsourcing the IS Function(A+B,Abridged)600

11．A Portfolio Approach to Information Technology Development624

Project Risk625

Elements of Project Implementation Risk625

Project Categories and Degree of Risk627

Assessing Risk of Individual Projects628

Portfolio Risk631

Summary631

Project Management:A Contingency Approach632

Management Tools632

Influences on Tool Selection633

Relative Contribution of Management Tools638

Summary638

Case 11-1:Profiling at National Mutual(A)640

Case 11-2:Profiling at National Mutual(B)658

Case 11-3:Chemical Bank:Technology Support for Cooperative Wprk661

12 Transnational IT Issues684

Information Technology Impact on Transnational Firms686

Geographic Transfer ofWork686

Global Networking and Expertise Sharing687

Global Service Levels687

Time-Based Competition688

Cost Reduction688

Country Diversity689

Sociopolitical689

Language689

Local Constraints689

Economics690

Currency Issues690

Autonomy690

National Infrastructure691

Summary691

National IT Environment Issues691

Availabilitv of IT Professional Staff691

Central Telecommunications692

National IT Strategy692

General Lovel of IT Sophistication693

Size of Local Market693

Data Export Control693

Technological Awareness694

Summary694

Corporate Factors Affecting IT Requirements694

Nature of the Firm's Business695

Strategic Impact of IT696

Corporate Organization696

Company Technical and Control Characteristics697

Other Considerations698

Transnational IT Policy Issues698

Guidance on Architecture698

Central Hardware/Software Concurrence or Approval699

Central Approval of Software Standards and Feasibility Studies699

Central Software Development700

IT Communications701

Staff Rotation702

Consulring Services703

Central IT Processing Support703

Technology Appraisal Program—An Example704

Summary705

Case 12-1:Colliers International Property Consultants706

Case 12-2:Azucar,S.A.:(1973-1977)722

13．The IT Business738

The IT Business”Analogy738

The IT Marketing Mix740

The Products740

The IT Consumer742

Costs744

Channels of Distribution746

Competition748

Promotion748

Price749

The Role of the Board of Directors751

The Role of the IT Chief Executive Officer752

Summary753

Case 13-1:Avalon Information Services,Inc.754

Case 13-2:Agrico,Inc:A Software Dilemma768

Annotated Bibliography778

Index783