https://hdl.handle.net/1721.1/163648 2026-04-11T15:49:03Z https://hdl.handle.net/1721.1/68561 Engaging Non-IT Executives in IT Infrastructure Decisions Fonstad, Nils O.; Subramani, Mani This case study describes how information technology (IT) managers from Insurance Co. successfully engaged non-IT executives in IT infrastructure investment decisions. This enabled IT and non-IT stakeholder groups to take greater control of shared resources and achieve synergies that neither group could have achieved on its own. We describe three factors that enabled this type of engagement. First, the infrastructure group and the application development group developed strong internal IT capabilities to strengthen local alignment. Second, IT leaders also introduced short-term and long-term engagement opportunities for IT and non-IT stakeholder groups, representing local and enterprise-wide interests, to interact with each other. Finally, participants created several resources for managing interdependencies between applications, IT infrastructure services, and business objectives. Once engaged, and drawing on their capabilities and resources, IT and non-IT stakeholder groups developed a better understanding of how local applications related to each other and to shared resources, such as IT infrastructure. 2008-07-01T00:00:00Z https://hdl.handle.net/1721.1/68560 Credit Suisse: Engineering a Global Financial Services Business Ross, Jeanne W.; Kwan, Ernest; Levy, Ari In 2010, Credit Suisse was attempting to leverage its global scale by integrating key business processes across geographies and business units. The IT unit, under Global CIO Karl Landert, assumed a pivotal role in enabling business integration. But the IT unit had developed distinctive cultures and capabilities reflecting two very different business units—private banking and investment banking—and different geographies. To help understand and develop the skills needed to support business integration, Credit Suisse’s IT unit developed clearly defined job families and career paths for its 8,000 IT professionals and 4,000 contractors. This case examines the transformation of the IT unit as it implemented its job families and defined IT roles that would help Credit Suisse become a global financial services business. 2010-12-01T00:00:00Z https://hdl.handle.net/1721.1/68559 Global IT Management: Structuring For Scale, Responsiveness, and Innovation Kien, Sia Siew; Soh, Christina; Weill, Peter As businesses expand globally and reconfigure their value chains, they must cope with a variety of complex challenges in managing their IT resources. This research examines how enterprises attempt to simultaneously achieve scale economies, responsiveness to business needs, and innovation. These three strategic objectives often raise conflicting requirements. Through interviews with CIOs and other senior executives of global enterprises, we identify a set of structural elements implemented to meet these requirements—shared services, centers of excellence, and value managers. Firms carefully design these elements to balance their inherent global-local tensions and help achieve the three strategic objectives. 2010-02-01T00:00:00Z https://hdl.handle.net/1721.1/68558 Plenia Locatel Group: Globalizing from Venezuela Gibson, Cyrus; Levy, Ari In 2009 the founders and top executives of Plenia Locatel Group, a retail business in Venezuela specializing in health care products and services, were planning a global expansion of the business. Founded by two close friends in 1994, the business grew through franchising and customer focus to 46 stores in Venezuela and 12 more in Colombia, Mexico, Miami, and Russia. As a basis for their globalization, the founders and executives sought to formalize and introduce structure in operations and management and had recently implemented an ERP for operational transactions. A basic issue was how to replicate business success and brand image, built over years of personal involvement and franchisee relationships, without losing the customer service focus in each store. 2009-05-01T00:00:00Z https://hdl.handle.net/1721.1/68557 Developing a Common Language About IT Risk Management Westerman, George; Hunter, Richard Although IT risks can have wide-ranging business consequences, few executives feel comfortable discussing IT risk management. It doesn’t have to be this way. Executive-level tradeoffs around IT risk are managerial, not technical. The Four A Framework of Availability, Access, Accuracy, and Agility risks provides a common language that business and IT managers can use to manage IT risks without getting bogged down in technical complexity. Then you can build a risk management capability—by improving the IT foundation, installing a risk governance process, and creating a risk aware culture—that increases the returns from your IT risk management investments. 2009-06-01T00:00:00Z https://hdl.handle.net/1721.1/68556 EMC Corporation: Managing IT M&A Integrations to Enable Profitable Growth by Acquisitions Tanriverdi, Hüseyin; Du, Kui EMC Corporation is one of the fastest profitably growing public companies in the United States. It pursues both organic and acquisitive growth. Between 2005 and 2010, it acquired over 50 companies. EMC used to be a vendor entirely of enterprise storage products. Complementary products and technologies of the acquired companies enabled EMC to transform itself into a vendor offering complete systems of hardware and software solutions for addressing information infrastructure needs of customers. EMC’s acquisition strategy has been to retain the specialization and talent of acquired companies, and accelerate their revenue growth. Consistent with this strategy, EMC has followed a case-by-case approach in integrating IT infrastructures and applications of acquired companies. Depending on the strategic intent of an acquisition, EMC has left the IT of the acquired company alone; integrated it fully with that of EMC; or followed a hybrid IT integration approach. This case-bycase IT M&A integration approach has been pivotal in EMC’s profitable growth through acquisitions. As of early 2011, EMC was facing an unprecedented profitable growth opportunity. However, as the company’s size and scope of products and operations grew, different levels of IT integration across various acquired businesses and product lines started to create some challenges. Business and IT leaders were contemplating how to address these challenges and how to architect the company to seize the profitable growth opportunities ahead. This case study examines how EMC has organized for and governed M&A integrations with a particular focus on IT M&A integrations. 2011-08-01T00:00:00Z https://hdl.handle.net/1721.1/68555 USAA: Organizing for Innovation and Superior Customer Service Ross, Jeanne W.; Beath, Cynthia M. USAA, a diversified financial services firm serving the U.S. military, had long been recognized for outstanding customer service. The company had never operated branches, instead providing services through remote channels, such as the telephone, Internet (USAA.com), mail, fax, and any bank’s ATM machines. USAA wanted customers to be able to access their services any way they liked. By 2010, however, USAA recognized that serving customers remotely meant responding to the rapid introduction of mobile consumer devices. To ensure constant innovation and integrated customer services, USAA was transforming its operating model and promoting innovation across the enterprise. The IT unit was focused on providing technology platforms and solutions to support both an integrated business model and rapid innovations. This case describes how USAA was transforming itself and, specifically, how the IT unit was addressing changing demands from customers and business partners. 2010-12-01T00:00:00Z https://hdl.handle.net/1721.1/68554 IBM: Building the IT Function for a Global Business Woerner, Stephanie L.; Ross, Jeanne W. In 1993, CEO Louis Gerstner initiated a transformation at IBM that Sam Palmisano continued when he took the reins in 2003. The transformation involved a change from a hardware and software business to a solutions and services business and from a regionally aligned organization to a global organization. IBM’s IT organization, which became known as Business Transformation and Information Technology played a critical role in the firm’s transformation that continued through 2010. This case study describes the evolution of the IT organization and how it was designed and governed to support global business processes in 2010. 2010-12-01T00:00:00Z https://hdl.handle.net/1721.1/68552 Leveraging the Web for Customer Engagement: A Case Study of BT’s Debatescape Orlikowski, Wanda; Thompson, Simon Web 2.0 technologies offer a number of capabilities that can help companies do business in new ways. Leveraging those capabilities, however, requires experimentation to learn what strategies, approaches, and applications work and don’t work, and which can generate sustainable business benefits. One area of experimentation is in the use of social media to engage with external customers, particularly coupling these media with CRM capabilities. In this case study, we describe BT’s experiences with social CRM, showing how innovating business practices with Web 2.0 technologies can yield a range of business benefits. 2010-05-01T00:00:00Z https://hdl.handle.net/1721.1/68551 Campbell Soup Company: Harmonizing Processes and Empowering Workers Ross, Jeanne W.; Beath, Cynthia M. In 2007 Campbell Soup Company was implementing Project Harmony: a multi-year effort to implement SAP and create more standardized and integrated business processes across Campbell’s North American businesses. Campbell pursued its transformation with an expectation that it would not experience the performance dip common in companies implementing major new systems. Toward that end, Campbell designed a governance structure intended to (1) allocate ownership of project outcomes to senior executives; (2) free up top talent to ensure effective process design and smooth implementation; (3) benefit from the expertise of external partners; and (4) empower stakeholders to learn from one another and drive benefits from new systems and processes. Early results suggest that the firm’s efforts were paying off. This case describes Campbell’s journey from isolated systems and processes to an integrated business with empowered local decisions makers who were learning to take advantage of transparent transaction data. 2008-06-01T00:00:00Z https://hdl.handle.net/1721.1/68550 PepsiAmericas: Building an Information Savvy Company Beath, Cynthia M.; Ross, Jeanne W. In 2009 PepsiAmericas was learning how to leverage an information backbone designed to provide information to the firm’s decision makers at all levels of the organization. The firm had built this information backbone—and the business capability to use it effectively— over an 8-year period beginning in 2001. This case describes how business and IT leaders worked together to create an information savvy organization. It describes the stream of IT investments, organizational changes, and metrics that helped PepsiAmericas evolve from a regional business that shipped truckloads of Pepsi and Mountain Dew to an enterprise that delivered hundreds of SKUs as needed to powerful national retailers. PepsiAmericas’ IT-enabled capabilities helped the firm respond to drastic market changes and enhance business competitiveness. The question PepsiAmericas management faced going forward was how to leverage its information-based business capabilities in a global market. 2010-02-01T00:00:00Z https://hdl.handle.net/1721.1/66533 Information and Transformation at Swiss Re: Maximizing Economic Value Beath, Cynthia M.; Ross, Jeanne W. In 2007 Swiss Re was striving to maximize economic value, a metric that would allow the company to assess its performance over time despite the volatility of the reinsurance industry. Maximizing economic value required that decision makers throughout the company understood the risk profiles of individual investments and the performance profiles of individual investment instruments. Swiss Re management had recognized several years earlier that the firm had to globalize processes and share data to provide needed information to decision makers. This case describes Swiss Re’s journey from a regional to a global firm and highlights the role of information technology in enabling the standardization and sharing of the firm’s global processes and data. Swiss Re was still working in 2007 to drive the benefits of its global process environment, but decision makers were learning to take advantage of enhanced information. 2007-12-01T00:00:00Z https://hdl.handle.net/1721.1/66532 Agility and Risk Management at Pacific Life: Optimizing Business Unit Autonomy Ross, Jeanne W.; Beath, Cynthia M. Pacific Life is a diversified financial services company with a history of autonomous business units. Pacific Life had five independent divisions, including Life Insurance, Annuities and Mutual Funds, and Investments. These divisions served different customers and responded to different regulatory and market requirements. Pacific Life executives embrace decentralization as the best structure for capturing excellence in the individual businesses, so they are willing to sacrifice some potential efficiencies. But while they are usually willing to forego the benefits of a more centralized organization structure, they are not willing to assume any unnecessary risks. This case describes how the company governs shared IT services and enterprise risk management to limit its risk exposure while reaping the benefits of decentralization. 2007-12-01T00:00:00Z https://hdl.handle.net/1721.1/49404 Windows of opportunity : temporal patterns of technological adaptation in organizations Tyre, Marcie J.; Orlikowski, Wanda J. "July 1991 (Revised September 1992)." 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/49396 When managers use computer-based data : a qualitative analysis of marketing product managers Goldstein, David K.; Cho, Namjae "October 1992." https://hdl.handle.net/1721.1/49395 Where does the data come from : managing data integration with source tagging capabilities Wang, Y. Richard; Madnick, Stuart E. "August 1990." https://hdl.handle.net/1721.1/49394 What to expect from teleconferencing Johansen, Robert.; Bullen, Christine V.; Johansen, Robert "July 1983."; "This article is adapted from the new book Teleconferencing and beyond: communications for the office of the future, published by McGraw-Hill, Data Communications Division." https://hdl.handle.net/1721.1/49381 Virtual machine communication for the implementation of decision support systems Donovan, John J.; Jacoby, Henry D. 1976-01-01T00:00:00Z https://hdl.handle.net/1721.1/49379 The value added of strategic IS planning : understanding consistency, validity, and IS markets Henderson, John C.; Sifonis, John G. 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/49377 Virtual information in data-base systems, Folinus, Jeffrey J.; Madnick, Stuart E.; Schutzman, Howard B. 1974-01-01T00:00:00Z https://hdl.handle.net/1721.1/49376 Value analysis : justifying decision support systems Keen, Peter G. W. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/49364 Use of virtual machines in information systems Donovan, John J. Supersedes Report CISR-10, SSWP 790-75.; Superseded by Report CISR-26, SSWP 878-76. 1976-01-01T00:00:00Z https://hdl.handle.net/1721.1/49359 User approaches to computer-supported teams Johansen, Robert. "March 1987." https://hdl.handle.net/1721.1/49356 Utilization as a dependent variable in MIS research Trice, Andrew W.; Treacy, Michael Edmond Francis 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/49343 User managers' systems needs : it appears that tomorrow is here today, we need to change the rules of the game and play catch-up ball Alloway, Robert M. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/49341 The use of redundancy to improve performance in an inverted hierarchical data structure Donovan, John J.; Small, Seymour N. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/49339 User managers' systems needs Alloway, Robert M.; Quillard, Judith A. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/49328 Towards a behaviorally-grounded theory of information value Treacy, Michael Edmond Francis.; Treacy, Michael E. Revision of his Toward a behaviorial theory of information value. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/49312 Toward a cumulative tradition of research on information technology as a strategic business factor Treacy, Michael Edmond Francis. 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/49301 Toward a more precise concept of information technology Bakos, J. Yannis 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/49292 Towards a metrics suite for object oriented design Chidamber, Shyam R.; Kemerer, Chris F. "June 1991." 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/49286 Towards an axiomatic approach to information systems development Donovan, John J.; Kim, Steven H. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/49272 Telecommunications and business policy : the coming impacts of communication on management Keen, Peter G. W. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/49240 Teaching the current or future general manager : a critical function for the MIS faculty Hoffer, Jeffrey.; Merten, Alan; Rockart, John F. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/49239 Toward a cumulative tradition of research on information technology as a strategic business factor Treacy, Michael Edmond Francis. "April, 1986." 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/49227 Top priorities for the information systems function Alloway, Robert M.; Quillard, Judith A. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/49191 Software complexity and software maintenance costs Banker, Rajiv D. "April 1990, Revised January 1992." 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/49184 Strategic alignment : a model for organizational transformation via information technology Henderson, John C.; Venkatraman, N. "November 1990." https://hdl.handle.net/1721.1/49183 Strategic data planning : lessons from the field Goodhue, Dale L. "October 1990."; "This paper is also available as University of Minnesota MIS Research Center Working Paper No. 91-05." https://hdl.handle.net/1721.1/49180 Statement of purpose, structure and research goals. 1974-01-01T00:00:00Z https://hdl.handle.net/1721.1/49177 Social determinants of information system use : a network-anayltic [sic] approach Robertson, David C. https://hdl.handle.net/1721.1/49166 Strategic management of information technology investments : an options perspective Kambil, Ajit; Henderson, John C.; Mohsenzadeh, Hossein "March 1991." https://hdl.handle.net/1721.1/49165 Statement of purpose and structure "Summer 1980."; First series from publisher's list. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/49162 Strategic computing education Keen, Peter G. W.; Bronsema, Gloria S. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/49138 Strategic alignment : a process model for integrating information technology and business stategies Henderson, John C.; Venkatraman, N. "October 1989." 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/49130 A survey of current trends inthe [sic] use of executive support systems De Long, David W.; Rockart, John F. "November 1984." 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/49117 Strategic alignment : a framework for strategic information technology management Henderson, John C.; Venkatraman, N. https://hdl.handle.net/1721.1/49093 Strategic levers to enable E-business transformations Ross, Jeanne W. "May 2000."; Also issued in leaves. https://hdl.handle.net/1721.1/49087 Strategic alignment : a process model for integrating information technology and business strategies Henderson, John C.; Venkatraman, N. https://hdl.handle.net/1721.1/49076 A survey of current trends in the use of executive support systems De Long, David W.; Rockart, John F. "November 1984." https://hdl.handle.net/1721.1/49063 Supporting senior executives' models for planning and control Treacy, Michael Edmond Francis. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/49059 Strategies for electronic integration : from order-entry to value-added partnerships at Baxter Venkatraman, N.; Short, James E. "June 1990." https://hdl.handle.net/1721.1/49052 A survey of Navy tactical computer applications and executives : report of a study by Punj, Dorian.; Madnick, Stuart E.; DeTreville, John Daniel Sloan working paper series numbering from publisher's list. 1975-01-01T00:00:00Z https://hdl.handle.net/1721.1/49047 Strategic issues in information technology sourcing : patterns, perspectives, and prescriptions Venkatraman, N.; Loh, Lawrence Vitae. 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/49034 Standards setting for computer communication : the case of X. 25 Sirbu, Marvin A.; Zwimpfer, Laurence Edward "September 1984." https://hdl.handle.net/1721.1/49015 State of the art of research in management support systems Scott Morton, Michael S. "July 1983." https://hdl.handle.net/1721.1/49011 Software complexity and software maintenance costs Banker, Rajiv D. "April 1990." 1990-01-01T00:00:00Z https://hdl.handle.net/1721.1/49007 Systems development risks in strategic information systems Kemerer, Chris F.; Sosa, Glenn Louis "May 1990." https://hdl.handle.net/1721.1/49004 Supporting senior executives' models for planning and control Treacy, Michael Edmond Francis. "June, 1984."; "This paper appears in The Rise of managerial computing : the best of the Center for Information Systems Research, ... l986." https://hdl.handle.net/1721.1/49001 Support tools for microprocessor applications Toong, Hoo-min D. 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/48985 Software production economics : theoretical models and practical tools Kemerer, Chris F. "April 1988." https://hdl.handle.net/1721.1/48977 The role of information systems research centers Dickson, Gary W.; Rockart, John F. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48951 The realities of electronic data interchange : how much competitive advantage? Benjamin, Robert I.; De Long, David W.; Scott Morton, Michael S. "February 1988." https://hdl.handle.net/1721.1/48942 Reliability of function points measurement : a field experiment Kemerer, Chris F. "October 1990." https://hdl.handle.net/1721.1/48936 Reconceptualizing IT Ross, Jeanne W.; Rockart, John F. "January 1999 Revised."; Also issued in leaves. https://hdl.handle.net/1721.1/48892 The role of the executive in the new computer era Rockart, John F. "July 1983." https://hdl.handle.net/1721.1/48877 Power and the design and implementation of accounting and control systems Markus, M. Lynne.; Pfeffer, Jeffrey 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48866 Psychological and organizational implications of computer-mediated work Zuboff, Shoshanah. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48861 Performance evaluation metrics for information systems development : a principal-agent model Banker, Rajiv D.; Kemerer, Chris F. https://hdl.handle.net/1721.1/48857 Personal computers Toong, Hoo-min D.; Gupta, Amar Scientific American offprint reprinted from Scientific American, Dec. 1982, vol. 247, no.6: p. 86-107. https://hdl.handle.net/1721.1/48826 The project selection bias against management support systems Alloway, Robert M.; Jonikus, Mark J. J. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/48813 Properties of storage hierarchy systems with multiple page sizes and redundant data Lam, Chat-Yu.; Madnick, Stuart E. "April 10, 1979." 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/48812 A preliminary architectural design for the functional heirarchy of the INFOPLEX database computer Hsu, Meichun. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48781 Power, politics and MIS implementation Markus, M. Lynne. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48778 Preparing business for the telecommunications era Keen, Peter G. W. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48767 Planning skill development for systems analysts : alarming results from a survey of skill priorities and promotion criteria for systems analysts Alloway, Robert M.; Nolte, Jerome T. 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/48745 Object Lens : a "spreadsheet" for cooperative work Lai, Kum-Yew.; Malone, Thomas W.; Yu, Keh-Chiang https://hdl.handle.net/1721.1/48728 Office workstation use by administrative managers and professionals Bullen, Christine V.; Bennett, John L. https://hdl.handle.net/1721.1/48711 The organizational validity of management information systems Markus, M. Lynne.; Robey, Daniel 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48698 Office automation : revolution or evolution? Zisman, Michael D. "A slightly revised version of this paper will appear in the June 1978 issue of the Sloan management review." 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/48697 Outside I/S services : should users be prohibited, allowed or encouraged to go outside for their information services ? Alloway, Robert M. https://hdl.handle.net/1721.1/48649 Overview of the user needs survey research project Alloway, Robert M.; Bullen, Christine V.; Quillard, Judith A. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48645 Office : technology and people Keen, Peter G. W. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/48613 The new industrial engineering : information technology and business process redesign Davenport, Thomas H.; Short, James E. "Published in Sloan Management Review, Summer 1990, vol. 31, no. 4."--Added t.p. 1990-01-01T00:00:00Z https://hdl.handle.net/1721.1/48602 A note on performance of VM/370 in the integration of models and databases Donovan, John J. Supersedes Report CISR-21, SSWP 841-76. 1976-01-01T00:00:00Z https://hdl.handle.net/1721.1/48572 Network externalities in microcomputer software : an econometric analysis of the spreadsheet market Brynjolfsson, Erik.; Kemerer, Chris F. 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/48555 A model of software project management dynamics Abdel-Hamid, Tarek K.; Madnick, Stuart E. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/48554 The management of data : preliminary research results Goodhue, Dale L.; Quillard, Judith A.; Rockart, John F. 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48525 Managing the merger : stategic I/S planning for the new Baxter Main, Thomas J.; Short, James E. Vitae.; "September 1988."; Also issued with the Center for Information Systems Research cover. 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/48508 The management of end user computing : a research perspective Rockart, John F.; Flannery, Lauren S. https://hdl.handle.net/1721.1/48507 A Microcomputer-based image database management system Prasad, B. E. 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48481 Managing end user computing in the information era Gerrity, Thomas Patrick; Rockart, John F. "October 1984." https://hdl.handle.net/1721.1/48466 Management by maxim : creating business driven information technology infrastructures Broadbent, Marianne.; Weill, Peter Cover title.; "October 1996." https://hdl.handle.net/1721.1/48454 Market-like task scheduling in distributed computing environments Malone, Thomas W. https://hdl.handle.net/1721.1/48447 A methodology for identifying strategic opportunites for DSS Henderson, John C. "September 1985."; "This paper is published in the Proceedings from the 1985 NYU Symposium on integrating systems for end users, May 1985." 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/48430 Modeling the dynamics of software project management Abdel-Hamid, Tarek K.; Madnick, Stuart E. https://hdl.handle.net/1721.1/48424 A metrics suite for object oriented design Chidamber, Shyam R.; Kemerer, Chris F. "December 1992." https://hdl.handle.net/1721.1/48422 Merging information technology and cultures at Compaq-Digital : case study Ross, Jeanne W. Title from cover.; "January 2001. https://hdl.handle.net/1721.1/48416 Managing end user computing Henderson, John C.; Treacy, Michael Edmond Francis "May, 1984." https://hdl.handle.net/1721.1/48413 The management of data : preliminary research results Goodhue, Dale L.; Quillard, Judith A.; Rockart, John F. "May 1986." 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48412 Make or buy : computer professionals in a demand driven environment Barocci, Thomas A.; Cournoyer, Paul E. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/48404 Many-to many communication Stevens, Chandler Harrison. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48403 A multi-dimensional approach to performance evaluation for I/S development Cooprider, Jay G.; Henderson, John C. "December 1989." https://hdl.handle.net/1721.1/48383 Manheim Interactive : selling cars online : case study Woodham, Richard.; Weill, Peter Title from cover.; "February 2001." https://hdl.handle.net/1721.1/48377 Motivating strategic alliance for composite information systems : the case of a major regional hospital Osborn, Charles S.; Madnick, Stuart E.; Wang, Y. Richard "December 1989."; "This paper has been published in the Journal of management information systems, Winter 1989/90, vol. 6, no. 3." 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/48333 Lithonia Lighting : case study Hofman, J. Debra.; Rockart, John F. "December 1989." https://hdl.handle.net/1721.1/48327 Learning to implement enterprise systems : an exploratory study of the dialectics of change Robey, Daniel.; Ross, Jeanne W.; Boudreau, Marie-Claude "August 2000."; Also issued in leaves. https://hdl.handle.net/1721.1/48287 Johnson & Johnson : building an infrastructure to support global operations Ross, Jeanne W. Cover title.; At head of title: Case study.; "September 1995." https://hdl.handle.net/1721.1/48284 JCPenney : developing seamless operations in a multi-platform environment Ross, Jeanne W. Cover title.; "November 1996." https://hdl.handle.net/1721.1/48280 Introducing production innovation into an organization : structured methods for producing computer software Leonard-Barton, Dorothy. "June 1983. Revised August 1983."; Sloan working paper series numbering from publisher's list. https://hdl.handle.net/1721.1/48266 INFOPLEX, research in a high-performance database computer Madnick, Stuart E.; Hsu, Meichun "Published in IEEE database engineering, vol.9, no. 1, March 1986." 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48259 The information superhighway and electronic commerce : effects of electronic markets Benjamin, Robert I.; Wigand, Rolf T. 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/48247 I/S design team performance : a control theory perspective Henderson, John C.; Lee, Soonchul "December 1989." 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/48245 Involvement as a predictor of performance in I/S planning and design Henderson, John C. https://hdl.handle.net/1721.1/48237 Implementing radical change : gradual versus rapid pace Gallivan, Michael J.; Hofman, J. Debra; Orlikowski, Wanda J. 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/48214 Improving the reliability of function point measurement : an empirical study Kemerer, Chris F.; Porter, Benjamin S. 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/48213 Introducing production innovation into an organization : structured methods for producing computer software Leonard-Barton, Dorothy. "June 1983."; Sloan working paper series numbering from publisher's list. https://hdl.handle.net/1721.1/48205 The information technology function in the year 2000 : a descriptive vision Benjamin, Robert I.; Blunt, Jon 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/48204 Implementing common systems : one organization's experience Keen, Peter G. W.; Bronsema, Gloria S.; Zuboff, Shoshanna 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48202 Impact of schedule estimation on software project behavior Abdel-Hamid, Tarek K.; Madnick, Stuart E. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/48201 An integrative approach to modeling the software management process : a basis for identifying problems and evaluating tools and techniques Abdel-Hamid, Tarek K.; Madnick, Stuart E. https://hdl.handle.net/1721.1/48192 I/S attitudes : toward theoretical and definitional clarity Goodhue, Dale L. 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48186 Implementation politics : top management support and user involvement Markus, M. Lynne. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/48183 Information technology and corporate strategy : a research perspective Bakos, J. Yannis; Treacy, Michael Edmond Francis 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/48176 Information technology impacts on power and influence Lee, Soonchul. https://hdl.handle.net/1721.1/48174 Impact of schedule estimation on software project behavior Abdel-Hamid, Tarek K.; Madnick, Stuart E. "June 1985, revised November 1985." 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/48170 Information technology : a strategic opportunity Benjamin, Robert I. "December 1983." https://hdl.handle.net/1721.1/48160 Information technology infrastructure for E-business Weill, Peter.; Vitale, Michael R. Title from cover.; "February 2001." https://hdl.handle.net/1721.1/48141 The implementation of executive support systems Eliot Levinson. Levinson, Eliot. "October 1984." https://hdl.handle.net/1721.1/48137 Information technology and corporate strategy : a research perspective Bakos, J. Yannis; Treacy, Michael Edmond Francis "March 1985. -- Revised March 1986."; "To be published in MIS Quarterly." 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/48135 Information resources and economic productivity Jonscher, C. "December 1983."; "Reprinted by permission Elsevier Science Publishers B.V. (North-Holland)." 1983-01-01T00:00:00Z https://hdl.handle.net/1721.1/48133 Improving systems delivery : a managerial perspective Rockart, John F.; Hofman, J. Debra "June 1991 (Revised May 1992)." https://hdl.handle.net/1721.1/48108 Involvement as a predictor of performance in I/S planning and design Henderson, John C. "August 1988." https://hdl.handle.net/1721.1/48083 Information systems and organizational change Keen, Peter G. W. "Supercedes Report CISR-46, Sloan WP no. 1087-79" 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48079 Infoplex data base computer architecture : concepts and directions Lam, Chat-Yu.; Madnick, Stuart E. 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/48024 GMIS : an experimental system for data management and analysis Donovan, John J.; Jacoby, Henry D. 1975-01-01T00:00:00Z https://hdl.handle.net/1721.1/48021 Groupware, a key to managing business teams? Bullen, Christine V.; Johansen, Robert https://hdl.handle.net/1721.1/48007 A general multi-microprocessor interconnection mechanism for non-numeric processing Toong, Hoo-min D.; Strommen, Stein O.; Goodrich, Earl R. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/48001 Groupware in practice : an interpretation of work experience Bullen, Christine V.; Bennett, John L. "March 1990." https://hdl.handle.net/1721.1/47983 Future directions in DSS technology Treacy, Michael Edmond Francis. Funding for this research provided by Citibank. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/47982 A further examination of the determinants of job satisfaction in programmer/analysts Goldstein, David K. "November 1982--Revised February 1983."--T.p. https://hdl.handle.net/1721.1/47955 A further examination of the determinants of job satisfaction in programmer/analysts Goldstein, David K. https://hdl.handle.net/1721.1/47944 Future directions in DSS technology Treacy, Michael Edmond Francis. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/47791 The economics of information technology--explaining the productivity paradox Brooke, Geoffrey M. "April 1992." 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/47782 The effects of structured development methods on the job satisfaction of programmer/analysts : a theoretical model Goldstein, David K. 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/47774 Education and implementation in MIS Bronsema, Gloria S.; Keen, Peter G. W. https://hdl.handle.net/1721.1/47750 Enterprise : a market-like task scheduler for distributed computing environments Malone, Thomas W.; Fikes, Richard E.; Howard, Michael T. "Also published as a working paper by the Intelligent Systems Laboratory, Xerox Palo Alto Research Center, October 1983."; "October 1983." https://hdl.handle.net/1721.1/47625 The entity-relationship model : a basis for the enterprise view of data Chen, Peter P. S. "To appear in the P\0332ro\0332c\0332e\0332e\0332di\0332ngs\0332 \0332o\0332f\0332 \0332A\0332F\0332I\0332P\0332S\0332 \0332 C\0332o\0332nf\0332e\0332re\0332nc\0332e\0332, 1977 National Computer Conference, June 1977, Dallas, Texas. " 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/47521 Expert systems and expert support systems : the next challenge for management Luconi, Fred L.; Malone, Thomas W.; Scott Morton, Michael S. "December 1984. -- Revised September 1985."; "A version of this paper appears in Sloan management review, Fall 1986, and in The Rise of managerial computing : the best of the Center for Information Systems Research, ... 1986." 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/47478 Expert systems and expert support systems : the next challenge for management Luconi, Fred L.; Malone, Thomas W.; Scott Morton, Michael S. 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/47432 The entity-relationship model : toward a unified view of data Chen, Peter P. S. "A version of this paper was presented at the International Conference on Very Large Data Bases, Framingham, Mass., Sept. 22-24, 1975."; This article appeared in A\0332C\0332M\0332 \0332tra\0332ns\0332a\0332c\0332ti\0332o\0332ns\0332 \0332o\0332n \0332 \0332Da\0332ta\0332ba\0332s\0332e\0332 \0332S\0332y\0332s\0332te\0332m\0332s\0332, vol.1, no.1, March 1976. 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/47269 Decision support systems : lessons for the 80's Keen, Peter G. W. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/47251 Design and implementation of decision support systems in the public sector Henderson, John C.; Schilling, David A. "September 1984." https://hdl.handle.net/1721.1/47250 Decision support systems and the marginal economics of effort Keen, Peter G. W. 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/47235 Decision support systems and managerial productivity analysis Keen, Peter G. W. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/47231 Defining success for data processing : a practical approach to strategic planning for the DP department Alloway, Robert M. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/47230 Determinants of information technology outsourcing : a cross-sectional analysis Loh, Lawrence.; Venkatraman, N. 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/47220 Database system approach to management decision support Donovan, John J. 1976-01-01T00:00:00Z https://hdl.handle.net/1721.1/47213 Decision support systems and personal computing Keen, Peter G. W.; Hackathorn, Richard D. 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/47212 Dependent variables for the study of firm and industry-level impacts of information technology Bakos, J. Yannis "August 1987."; "This paper will be presented at the Eighth International Conference on Information Systems, Pittsburgh, PA, December 1987." https://hdl.handle.net/1721.1/47193 Decision support systems : emerging tools for planning Scott Morton, Michael S. "Paper presented at TIMS, New Orleans, Spring, 1979."--Leaf [1] 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/47187 The duality of technology : rethinking the concept of technology in organizations Orlikowski, Wanda J. "January 1991." 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/47175 A detailed look at implementation research Ginzberg, Michael J. 1974-01-01T00:00:00Z https://hdl.handle.net/1721.1/47172 Decision support systems : a research perspective Keen, Peter G. W. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/47171 Distributed processing at Champion International : a case study of software productivity Bullen, Christine V.; Humphrey, Stephen E.; Moulton, G. Allen 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/47167 Does information technology lead to smaller firms? Brynjolfsson, Erik "November 1989." https://hdl.handle.net/1721.1/47161 Dimensions of I/S planning and design technology Henderson, John C.; Cooprider, Jay G. "September 1988." https://hdl.handle.net/1721.1/47149 Cyclomatic complexity metrics revisited : an empirical study of software development and maintenance Gill, Geoffrey K.; Kemerer, Chris F. "October 1990." https://hdl.handle.net/1721.1/47096 Cultural differences and information systems technology Barqun, Ramn Carlos.; Meador, C. Lawrence 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/47034 Computer-based data and organizational learning : the importance of managers' stories Goldstein, David K. 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/47023 Cognitive science and organizational design : a case study of computer conferencing Crowston, Kevin.; Malone, Thomas W.; Lin, Felix 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/47015 Cognitive style research : a perspective for integration Keen, Peter G. W.; Bronsema, Gloria S. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/46992 Changing frames--understanding technological change in organizations Orlikowski, Wanda J.; Gash, Debra Carol 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/46937 Building and sustaining partnership between line and I/S managers Henderson, John C. https://hdl.handle.net/1721.1/46926 Building and sustaining partnership between line and I/S managers Henderson, John C. "September 1989." https://hdl.handle.net/1721.1/46910 Behavioral perspectives on the impacts of technology on I/S prototyping Cooprider, Jay G.; Henderson, John C. https://hdl.handle.net/1721.1/46903 Building a decision support system : the mythical man-month revisited Keen, Peter G. W.; Gambino, Thomas J. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/46887 Assessing the impact of information technology on enterprise level performance Crowston, Kevin.; Treacy, Michael Edmond Francis 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/46883 Are we moving toward an information superhighway or a Tower of Babel? : the challenge of large-scale semantic heterogeneity Madnick, Stuart E. "February 1996." https://hdl.handle.net/1721.1/46858 Assimilating CASE tools in organizations : an empirical study of the process and context of CASE tools Friesen, Michael E.; Orlikowski, Wanda J. "October 1989." 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/46827 Application templates : fast, better, and cheaper systems Hofman, J. Debra.; Rockart, John F. 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/39648 Direct Energy: Evolving a New Role for IT Gibson, Cyrus F. 2007-11-30T20:04:35Z https://hdl.handle.net/1721.1/39647 Chevron: Outsourcing Commodity Prodcesses in a Commodity Business Beath, Cynthia M.; Ross, Jeanne W. 2007-11-30T19:52:23Z https://hdl.handle.net/1721.1/39646 Building Business Agility at Southwest Airlines Ross, Jeanne W.; Beath, Cynthia M. 2007-11-30T19:17:28Z https://hdl.handle.net/1721.1/37282 Banknorth: Designing IT Governance for a Growth-Oriented Business Evironment Weill, Peter; Hoffmann, Francisco Gonzalez-Meza This case describes the challenges of implementation of IT Governance in a regional New England bank experiencing explosive and very profitable growth through mergers and acquisitions. Led by the CIO the new IT governance framework and implementation go well beyond the IT department to include; business processes, culture and strategies. Six months after implementation the CIO assess the effectiveness of the new IT governance framework and thinks about fine tuning. 2007-04-20T18:13:29Z https://hdl.handle.net/1721.1/32527 Lessons learned from modeling the dynamics of software development "August 1988." "This paper is a companion piece to CISR WP No. 163, Modeling the dynamics of software project management."; Includes bibliographical references (p. 18-21). 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/27858 Delivering on the Vendor's Value Proposition: Business Process Outsourcing at EFunds Beath, Cynthia; Ross, Jeanne W. EFunds Corporation is the third largest business process outsourcing (BPO) provider in India. Specializing in the financial services, retail and telecommunications industries, EFunds offers financial services, customer services and transaction intensive applications. In early 2005 EFunds was assessing how it could garner a larger share of the growing offshore BPO market. EFunds management was focusing on honing three distinctive competencies: robust IT support, business process expertise, and its unique customer qualification methodology. But to really grow its business EFunds also needed to help customers recognize how BPO could make them stronger. 2005-09-23T19:20:25Z https://hdl.handle.net/1721.1/18232 PFPC: Building an IT Risk Management Competency Westerman, George; Walpole, Robert IT Risk management is becoming increasingly important for CIOs and their executive counterparts. Educators and managers have materials they can use to discuss specific IT risks in project management, security and other risk-related topics, but they have few resources they can use to have a holistic discussion of enterprise-level IT risk management. This case is intended to address the gap. It describes the IT risks facing a large financial services firm, PFPC, as a result of rapid growth, a large merger and distributed management of the IT function. The firm’s first enterprise-wide CIO, Martin Deere used risk management as a key pillar in a major revamp of the firm's applications and IT capabilities. The case is rich in detail on the firm's IT risks, the new risk management process, including examples of the firm's risk management tools. It also describes early lessons and outcomes in the implementation of risk management capabilities. The case has enough richness and potential controversy to engage students from the undergraduate through executive levels in an informative and interesting discussion of IT risk management. 2005-07-29T16:46:26Z https://hdl.handle.net/1721.1/3526 Creating a Strategic IT Architecture Competency: Learning in Stages ROSS, JEANNE W. IT architecture is often assumed to follow business strategy, to align IT with the business's strategic objectives. Increasingly, though, many business strategies depend on specific underlying IT capabilities. To develop a synergy between business strategy and IT architecture, firms must develop organizational competencies in IT architecture. My research has identified four IT architectural stages, each with its own requisite competencies. The "application silo architecture stage" consists of IT architectures of individual applications. The "standardized technology architecture stage" has an enterprise-wide IT architecture that provides efficiencies through technology standardization. The "rationalized data architecture stage" extends the enterprise-wide IT standards to data and processes. And the "modular architecture stage" builds onto enterprise-wide global standards with loosely coupled IT components to preserve the global standards while enabling local differences. Each stage demands different organizational competencies to implement the architecture and prepare the firm to move to the next stage 2003-06-27T19:42:41Z https://hdl.handle.net/1721.1/3518 Center for Information Systems Research Research Briefings 2002 ROSS, JEANNE W. This paper is comprised of research briefings from the MIT Sloan School of Management's Center for Information Systems Research (CISR). CISR's mission is to perform practical empirical research on how firms generate business value from IT. 2003-06-02T18:58:38Z https://hdl.handle.net/1721.1/2762 Source of vendor production cost advantages in IT outsourcing Title from cover. "October 1999."; Includes bibliographical references (leaf 12). 1999-01-01T00:00:00Z https://hdl.handle.net/1721.1/2758 The evolving role of the CIO Title from cover. "August 1999."; Includes bibliographical references (leaves 18-21). 1999-01-01T00:00:00Z https://hdl.handle.net/1721.1/2757 The ERP revolution : surviving versus thriving Title from cover. "August 1999." 1999-01-01T00:00:00Z https://hdl.handle.net/1721.1/2752 The IT organization of the 21st century : moving to a processed-based orientation Title from cover. "July 1999."; Includes bibliographical references (leaf 10). 1999-01-01T00:00:00Z https://hdl.handle.net/1721.1/2750 Case study : Dow Corning Corporation C : transforming the organization Title from cover. "June 1999." 1999-01-01T00:00:00Z https://hdl.handle.net/1721.1/2729 Linking intra-organizational stakeholders ; CIO perspectives on the use of coordination mechanisms Cover title. "November 1998."; Includes bibliographical references (p. 23-27). 1998-01-01T00:00:00Z https://hdl.handle.net/1721.1/2728 Horizontal mechanisms under differing is organization contexts "November 1998."; Includes bibliographical references (p. 26-28) 1998-01-01T00:00:00Z https://hdl.handle.net/1721.1/2677 Texas Instruments Incorporated : service level agreements and cultural change : case study "September 1997."; Includes bibliographical references. 1997-01-01T00:00:00Z https://hdl.handle.net/1721.1/2674 Travelers Property Casualty Corporation : building an objective environment for greater competitiveness : case study "September 1997."; Includes bibliographical references (p. 16). 1997-01-01T00:00:00Z https://hdl.handle.net/1721.1/2656 The untapped potential of IT chargeback Cover title. "May 1997."; Includes bibliographical references (p. 24-25). 1997-01-01T00:00:00Z https://hdl.handle.net/1721.1/2652 Dow Corning Corporation : business processes and information technology Cover title. "April 1997." 1997-01-01T00:00:00Z https://hdl.handle.net/1721.1/2623 The new IT organization : eight imperatives "March 1996."; Includes bibliographical references (p. 30). 1996-01-01T00:00:00Z https://hdl.handle.net/1721.1/2606 Developing long-term competitiveness through information technology assets "December 1995."; Includes bibliographical references (p. 23-24). 1995-01-01T00:00:00Z https://hdl.handle.net/1721.1/2562 The information systems balancing act : building partnerships and infrastructure "February 1995."; Includes bibliographical references (p. 17). 1995-01-01T00:00:00Z https://hdl.handle.net/1721.1/2525 Computers and economic growth : firm-level evidence "First draft: November 1993, Current Version, August 1994."; Includes bibliographical references (p. 40-43). 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/2512 I/T value and the role of I/T infrastructure investments Includes bibliographical references (p. 24-25). 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/2502 Reinventing the IS organization : evolution and revolution in it management practices "February 1994."; Includes bibliographical references (p. 21-23). 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/2498 Technological frames : making sense of information technology in organizations Includes bibliographical references (p. 40-45). 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/2485 Using a template-based approach to systems delivery Title from cover. "August 1993."; Includes bibliographical references (p. 29-30). 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/2450 The emerging use of application templates "December 1992."; Includes bibliographical references (p. 20). 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/2414 The role and value of information technology infrastructure : some empirical observations "May 1992."; Includes bibliographical references (p. 31-32). 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/2413 The relationship between investment in information technology and firm performance : a study of the valve manufacturing sector Includes bibliographical references (p. 47-51). 1992-01-01T00:00:00Z https://hdl.handle.net/1721.1/2409 Computers, networks, and the corporation "August 1991." 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/2370 The information technology function of the 1990s : a unique hybrid "June 1991."; Includes bibliographical references (p. 20-21). 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/2369 A perspective on information technology in the process-oriented organization "January 1991." 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/2351 Information technology and the structuring of organizations "March 1991."; Includes bibliographical references (p. 33-37). 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/2350 Radical and incremental innovations in systems development : an empirical investigation of case tools "April 1991."; Includes bibliographical references (p. 24-25). 1991-01-01T00:00:00Z https://hdl.handle.net/1721.1/2304 Legal protection of information "May 1990." "c1988. -- Published in Weaver, vol. 7, no. 1, Fall 1989."; Includes bibliographical references (p. 16). 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/2296 IT and the networked organization : towards more effective management of interdependence "December 1989."; Includes bibliographical references (p. 49-54). 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/2277 How do experienced Information Lens users use rules? "October 1988."; Includes bibliographical references (p. 12). 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/2258 Critical success factors : an annotated bibliography Includes bibliographical references. 1989-01-01T00:00:00Z https://hdl.handle.net/1721.1/2220 Information technology and the new organization : towards more effective management of interdependence "September 1988."; Includes bibliographical references (p. 38-41). 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/2208 What is coordination theory? "February 1988."; Includes bibliogaphical references (p. 22-28). 1988-01-01T00:00:00Z https://hdl.handle.net/1721.1/2180 The line takes the leadership Bibliography: p. 20. 1987-01-01T00:00:00Z https://hdl.handle.net/1721.1/2158 Semi-structured messages are surprisingly useful for computer-supported coordination "December 1986." "Published in the Proceedings of the Conference on Computer-Supported Cooperative Work, Austin, Texas, December 3-5, 1986."; Includes bibliographical references (p. 25-26). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2157 Intelligent information sharing systems "December, 1986." "A slightly revised version of this paper will appear in Communications of the ACM."; Includes bibliographical references (p. 31-33). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2155 Strategy formulation methodologies "November 1986."; Includes bibliographical references (p. 24-26). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2141 Executive support systems and the nature of executive work Includes bibliographical references (p. [34]-[36]). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2140 Electronic markets and electronic hierarchies : effects of information technology on market structures and corporate strategies "April 1986"; Includes bibliographical references (p. 27-29). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2139 Information technology, integration, and organizational change "April, 1986."; Includes bibliographical references (p. [25]-[26]). 1986-01-01T00:00:00Z https://hdl.handle.net/1721.1/2123 Organizational structure and information technology : elements of a formal theory "August 1985."; Bibliography: p. 36-40. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/2122 Toward intelligent message routing systems "August 1985."; Bibliography: p. 12. 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/2121 Designing organizational interfaces "April 1985." "This paper appeared in the Proceedings of the CHI'85 Conference on Human Factors on Computing Systems, ... San Francisco, CA, April 14-18, 1985."--P. [5]; Includes bibliographical references (p. 11-14). 1985-01-01T00:00:00Z https://hdl.handle.net/1721.1/2090 A planning methodology for integrating management support systems "September 1984."; Bibliography: p. 36-37. 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/2089 Engaging top management in information planning and development : a case study "July 1984."; Bibliography: p. 32. 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/2079 Changing role of the corporate information systems officer "March 1984."; Bibliography: p. 23. 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/2075 Tradeoffs in designing organizations : implications for new forms of human organizations and computer systems "March 1984."; Bibliography: p. 30-33. 1984-01-01T00:00:00Z https://hdl.handle.net/1721.1/2066 A study of corporate use of personal computers "December 1983."; Bibliography: p. 59-61. 1983-01-01T00:00:00Z https://hdl.handle.net/1721.1/2051 A process for the rapid development of systems in support of managerial decision-making Includes bibliographical references. 1983-01-01T00:00:00Z https://hdl.handle.net/1721.1/2045 Future role of the information systems executive 1982-01-01T00:00:00Z https://hdl.handle.net/1721.1/2040 Implications of changes in information technology for corporate strategy Bibliography: p. 25-26. 1983-01-01T00:00:00Z https://hdl.handle.net/1721.1/2010 The changing role of the information systems executive : a critical success factors perspective Bibliography: p. [42]. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/2003 The management of end user computing Includes bibliographical references. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/1988 A primer on critical success factors Includes bibliographical references. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/1984 The CEO goes on-line Includes bibliographical references. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/1977 American expectations of privacy in an information age Includes bibliographical references. 1981-01-01T00:00:00Z https://hdl.handle.net/1721.1/1975 Executive information support systems Bibliography: p. 43. 1980-01-01T00:00:00Z https://hdl.handle.net/1721.1/1949 The management of distributed processing "December 1978." Highlights of a conference held at MIT's Endicott House in Dedham, Mass., March 29-31, 1979.; Includes bibliographical references. 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/1948 Decision support systems for legal research and analysis "Presented at the Second Annaul [sic] Symposium on Computational Systems, Instituto Tecnologico y de Estudios Superiores de Monterrey, Monterrey, Mexico, 15-18 March 1977."; Includes bibliographical references. 1979-01-01T00:00:00Z https://hdl.handle.net/1721.1/1942 A new approach to defining the chief executive's information needs Includes bibliographical references. 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/1937 Some perspectives on computerized management decision making systems Presented at the IEEE "COMPSAC 77" Conference, Chicago, Illinois, November 1977.; Bibliography: leaf 13. 1978-01-01T00:00:00Z https://hdl.handle.net/1721.1/1924 A systematic approach to the design of complex systems : application to DBMS design and evaluation Bibliography: leaves 80-85. 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/1923 Trends in computers and computing : the information utility "This paper is based on an article to be published in the March 18, 1977 issue of S̲c̲i̲e̲ṉc̲e̲."; Bibliography: leaves 40-43. 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/1906 Centralization vs decentralization of information systems : a critical survey of current literature Includes bibliographical references. 1976-01-01T00:00:00Z https://hdl.handle.net/1721.1/1897 An application of a generalized management information system to energy policy and decision making : the user's view Includes bibliographical references. 1975-01-01T00:00:00Z https://hdl.handle.net/1721.1/1894 Data security and data processing Includes bibliographical references. 1975-01-01T00:00:00Z https://hdl.handle.net/1721.1/1893 INFOPLEX : hierarchical decomposition of a large information management system using a microprocessor complex Bibliography: leaves 20-22. 1975-01-01T00:00:00Z https://hdl.handle.net/1721.1/1880 Application and analysis of the virtual machine approach to information system security and reliability Bibliography: leaves 24-25. 1974-01-01T00:00:00Z https://hdl.handle.net/1721.1/1846 Don't Just Lead, Govern: Implementing Effective IT Governance Weill, Peter; Woodham, Richard Firms achieving above industry average returns from IT investments must be making consistently better IT-related decisions. Effective IT governance is one of the ways these firms achieve superior returns. Many firms are creating IT governance structures that encourage the behavior leading to achieving the firm's business performance goals. We define IT governance as specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT. Effective IT governance requires careful analysis about who makes decisions and how decisions are made in at least four critical domains of IT: principles, infrastructure, architecture, and investment and prioritization. We studied the use of IT in large multi-business unit firms in the USA and Europe and found that the typical firm governs IT by following generally accepted guidelines with broad-based inputs and tightly controlled decision rights. However, top-performing firms governed IT differently with governance structures linked to the performance measure on which they excelled (e.g., growth). Designing an effective IT governance structure requires understanding the competing forces in a large organization and creating harmony among business objectives, governance archetype and business performance goals. An effective IT governance structure is the single most important predictor of getting value from IT. To help understand and design more effective governance, we propose an IT governance framework that specifies how decisions are made in the key IT domains. The framework harmonizes desired governance archetypes (i.e., monarchy, feudal, federal and anarchy) and a series of governance mechanisms (e.g., committees, approval processes and organizational forms). The framework is illustrated with effective IT governance at State Street Corporation. Effective IT governance encourages and leverages the ingenuity of all the firm's people in using IT, not just the leaders, while still ensuring compliance with the firm's overall vision and principles. In short, don't just lead, govern 2003-03-28T20:27:11Z https://hdl.handle.net/1721.1/1828 State Street Corporation: Evolving IT Governance Weill, Peter; Woodham, Richard State Street, a world leader in financial services, has more than 20 entrepreneurial business units which continually identify customer needs and create new products and services, usually heavily IT dependent, often leading their industry in time to market. To enable these businesses, State Street invests between 20 and 25% of total operating expenses in technology and technologists. To maximize the business value from these IT investments requires the creation of an IT governance framework that harmonizes all IT governance mechanisms (e.g., committees, IT organization structure, approval processes) to maximize return from the IT investment. This case explores how State Street redesigned its IT governance to enable a major change in the firm's strategy. 2003-02-20T20:50:49Z https://hdl.handle.net/1721.1/1572 United Parcel Services: Delivering Packages and E-Commerce Solutions Ross, Jeanne This case study describes how UPS has successfully migrated from a bricks-andmortar environment to a clicks-and- mortar environment. It focuses on the development of an IT capability that positioned UPS to aggressively pursue e-business opportunities. It then describes the firm?s wide ranging e-business initiatives, which include providing UPS functionality in vendor software packages, providing downloadable functionality on its website, and creating and e-Ventures group to seek out new business opportunities. The case addresses the challenge of moving quickly to provide e-business solutions while leveraging UPS? robust infrastructure. 2002-08-12T15:59:00Z https://hdl.handle.net/1721.1/1571 Beyond the Business Case: Strategic IT Investment Ross, Jeanne; Beath, Cynthia Traditionally, most firms? IT capital investment decisions have been based on business cases estimating financial returns on individual applications. Infrastructure costs were often bundled with applications, although disruptive technologies, such as desktop computing and Internet protocols, led to occasional large lump sum investments. In this paper, we argue that firms should make four distinct types of IT investments: transformation, renewal, process improvements, and experiments. Transformation initiatives create significant, long-term infrastructure that enables major changes in organizational processes. Renewal initiatives improve the efficiency or effectiveness of existing shared IT platforms. Business process improvement initiatives increase the net value of business activities, products or services by leveraging, not building, shared infrastructure. Experiments are business applications focused on identifying and developing opportunities afforded by IT. We describe these four types of initiatives and illustrate them using evidence from field research and case studies. We conclude that firms sho uld be investing in all four types of initiatives in order to address both short-term profitability and longer-term survival and growth and to develop the robust IT environment and business applications that are needed to support their desired business model. 2002-08-12T15:45:16Z https://hdl.handle.net/1721.1/1570 E-Business at Delta Air Lines: Extracting Value from a Multi-Faceted Approach Ross, Jeanne Delta Air Lines entered e-business with much aplomb when it agreed to provide Priceline.com with its excess inventory (seats on planes) in exchange for a 10% equity position. When Priceline stock soared, Delta sold part of its holding for $750 million. Delta management recognized that e-business offered many different business opportunities and has identified ways to lower costs (e.g. selling tickets on line), increase revenues (e.g. selling excess inventory through Priceline), and experiment with new business concepts (developing MYOBTravel.com for small and medium-sized businesses). This case stud y describes Delta?s e-business initiatives, noting the organizational structure used to aggressively pursue new opportunities. Of particular note is the role of the IT transformation that positioned Delta for the opportunities e-business created. Seeking to avert a Y2K crisis, Delta invested $1 billion in its IT infrastructure and developed a publish-and-subscribe environment to support a cross-functional customerorientation. 2002-08-12T14:49:45Z https://hdl.handle.net/1721.1/711 FROM PLACE TO SPACE: Migrating to Profitable Electronic Commerce Business Models Ross, Jeanne W.; Vitale, Michael; Weill, Peter The Internet is a powerful channel that presents new opportunities for touching customers, enriching products and services with information, squeezing out costs through process automation, and redesigning internal business processes through enhanced communication and knowledge sharing. In most firms e-business processes are changing the nature of the buyerseller relationship, the role of information technology (IT), and the design of organizational structures and roles. As firms attempt to capitalize on their existing capabilities through the Internet, they necessarily disrupt their embedded processes. This process of leveraging strengths and disrupting habits underlies the migration to e-business?a migration from market place to market space. This report describes that migration using cross-case analysis of nine firms' ebusiness efforts. 2002-06-07T20:35:39Z https://hdl.handle.net/1721.1/709 Chase Global Markets: Defining New Business Models in the Investment Bank Industry Woodham, Richard; Ross, Jeanne W. Like most financial institutions, Chase Global Markets (now part of J.P. Morgan Chase) found that e-business opportunities challenged its core business model. The Global Markets business serves large institutional investors (as opposed to individual investors) and thus handles very large transactions. The nature of the business creates unique challenges in an ebusiness environment, where investors want more competitor comparisons online but prefer to complete their transactions with a personal salesperson. This case study examines the efforts of Chase's e-Capital Markets group to revamp its approach to serving customers and developing IT solutions. 2002-06-07T20:10:16Z