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Managing And Using Information Systems A Strategic Approach 6th edition by Keri Pearlson, Carol Saunders, Dennis Galletta ISBN 1119244285 9781119244288

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ISBN 10: 1119244285
ISBN 13: 9781119244288
Author: Keri Pearlson, Carol Saunders, Dennis Galletta

Managing and Using Information Systems: A Strategic Approach, Sixth Edition, conveys the insights and knowledge MBA students need to become knowledgeable and active participants in information systems decisions. This text is written to help managers begin to form a point of view of how information systems will help, hinder, and create opportunities for their organizations. It is intended to provide a solid foundation of basic concepts relevant to using and managing information.

Managing And Using Information Systems A Strategic Approach 6th Table of contents:

1. The Information Systems Strategy Triangle

  • Brief Overview of Business Strategy Frameworks

  • Business Models versus Business Strategy

  • Brief 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

  • Strategic Alliances

  • Co-opetition

  • Risks

  • Geographic Box: Mobile-Only Internet Users Dominate Emerging Countries

  • Co-Creating IT and Business Strategy

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 2-1: Groupon

  • Case Study 2-2: Zipcar

3. Organizational Strategy and Information Systems

  • Information Systems and Organizational Design

  • Decision Rights

  • Formal Reporting Relationships and Organizational Structures

  • Informal Networks

  • Social Business Lens: Social Networks

  • Information Systems and Management Control Systems

  • Planning and Information Systems

  • Data and Information Systems

  • Performance Measurement, Evaluation, and Information Systems

  • Incentives and Rewards and Information Systems

  • Information Systems and Culture

  • Levels of Culture and IT

  • National Cultural Dimensions and Their Application

  • Geographic Lens: Does National Culture Affect Firm Investment in IS Training?

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 3-1: The Merger of Airtran by Southwest Airlines: Will the Organizational Cultures Merge?

  • Case Study 3-2: The FBI

4. Digital Systems and the Design of Work

  • Work Design Framework

  • How Information Technology Changes the Nature of Work

  • Creating New Types of Work

  • New Ways to Do Traditional Work

  • New Ways to Manage People

  • Social Business Lens: Activity Streams

  • Where Work Is Done and Who Does It: Mobile and Virtual Work Arrangements

  • Remote Work and Virtual Teams

  • Geographic Lens: How Do People Around the World Feel About Working Remotely?

  • Geographic Lens: Who Telecommutes? A Look at Global Telecommuting Habits

  • Gaining Acceptance for IT-Induced Change

  • Managing Change

  • Technology Acceptance Model and Its Variants

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 4-1: Trash and Waste Pickup Services, Inc.

  • Case Study 4-2: Social Networking: How Does IBM Do It?

5. Information Systems and Business Transformation

  • Silo Perspective versus Business Process Perspective

  • Functional (Silo) Perspective

  • Business Process Perspective

  • Zara’s Cross-Functional Business Processes

  • Building Agile and Dynamic Business Processes

  • Changing Business Processes

    • Incremental Change

    • Radical Change

  • Workflow and Mapping Processes

  • Business Process Management (BPM)

  • Integration versus Standardization

  • Enterprise Systems

    • Enterprise Resource Planning (ERP)

    • Managing Customer Relationships

    • Managing Supply Chains

    • Product Life Cycle Management (PLM)

  • Advantages and Disadvantages of Enterprise Systems

  • When the System Drives the Transformation

  • Challenges for Integrating Enterprise Systems Between Companies

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 5-1: Santa Cruz Bicycles

  • Case Study 5-2: Boeing 787 Dreamliner

6. Architecture and Infrastructure

  • From Vision to Implementation

  • The Manager’s Role

  • The Leap from Strategy to Architecture to Infrastructure

  • From Strategy to Architecture

  • From Architecture to Infrastructure

  • Framework for the Infrastructure and Architecture Analysis

  • From Strategy to Architecture to Infrastructure: An Example

  • Define the Strategic Goals

  • Translate Strategic Goals to Business Requirements

  • Translate Business Requirements into Architecture

  • Translate Architecture to Infrastructure

  • Architectural Principles

  • Enterprise Architecture

  • Virtualization and Cloud Computing

  • Other Managerial Considerations

    • Understanding Existing Architecture

    • Assessing Strategic Timeframe

    • Assessing Technical Issues: Adaptability

    • Assessing Technical Issues: Scalability

    • Assessing Technical Issues: Standardization

    • Assessing Technical Issues: Maintainability

    • Assessing Technical Issues: Security

    • Assessing Financial and Managerial Issues

  • Social Business Lens: Building Social Mobile Applications

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 6-1: Enterprise Architecture at American Express

  • Case Study 6-2: The Case of Extreme Scientists

7. Security

  • IT Security Decision Framework

  • Breaches and How They Occurred

  • Password Breaches

  • Other Attack Approaches

  • The Cost of Breaches

  • The Impossibility of 100% Security

  • What Should Management Do?

  • Infrastructure

  • Security Policy

  • Education, Training, and Awareness

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 7-1: The Aircraft Communications Addressing and Reporting System (ACARS)

  • Case Study 7-2: Sony Pictures: The Criminals Won

8. The Business of Information Technology

  • Organizing to Respond to Business: A Maturity Model

  • Understanding the IT Organization

  • What a Manager Can Expect from the IT Organization

  • What the IT Organization Does Not Do

  • Chief Information Officer

  • Building a Business Case

  • IT Portfolio Management

  • Valuing IT Investments

  • Monitoring IT Investments

  • The Balanced Scorecard

  • IT Dashboards

  • Funding IT Resources

  • Chargeback

  • Allocation

  • Corporate Budget

  • How Much Does IT Cost?

  • Activity-Based Costing

  • Total Cost of Ownership (TCO)

  • TCO Component Breakdown

  • TCO as a Management Tool

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 8-1: KLM Airlines

  • Case Study 8-2: Balanced Scorecards at BIOCO

9. Governance of the Information Systems Organization

  • IT Governance

  • Centralized versus Decentralized Organizational Structures

  • Archetypes of Accountability and Decision Rights

  • Emergent Governance—The Digital Ecosystem

  • Decision-Making Mechanisms

  • Governance Frameworks for Control Decisions

  • Sarbanes–Oxley Act of 2002

  • Frameworks for Implementing SoX

  • IS and the Implementation of Sarbanes–Oxley Act Compliance

  • Social Business Lens: Governing the Content

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 9-1: IT Governance at University of the Southeast

  • Case Study 9-2: The “MyJohnDeere” Platform

10. Information Systems Sourcing

  • Sourcing Decision Cycle Framework

  • Starting the Cycle: The Make-or-Buy Sourcing Decision

  • Factors in the Outsourcing Decision

  • Outsourcing Risks

  • Decisions about How to Outsource Successfully

  • Deciding Where—In the Cloud, Onshoring, or Offshoring?

  • Deciding Where Abroad—Nearshoring or Farshoring?

  • Re-evaluation—Keep as Is or Change Decision

  • Social Business Lens: Crowdsourcing

  • Geographic Lens: Corporate Social Responsibility

  • Outsourcing in the Broader Context

  • Strategic Networks

  • Business Ecosystems

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 10-1: Crowdsourcing at AOL

  • Case Study 10-2: Altia Business Park

11. Managing IT Projects

  • What Defines a Project?

  • What Is Project Management?

  • Organizing for Project Management

  • Project Elements

  • Project Management

  • Project Team

  • Project Cycle Plan

  • Common Project Vocabulary

  • IT Projects

  • IT Project Development Methodologies and Approaches

    • Systems Development Life Cycle

    • Agile Development

    • Prototyping

  • Other Development Methodologies and Approaches

  • Social Business Lens: Mashups

  • Managing IT Project Risk

    • Complexity

    • Clarity

    • Size

  • Managing Project Risk Level

  • Pulling the Plug

  • Gauging Success

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 11-1: Implementing Enterprise Change Management at Southern Company

  • Case Study 11-2: Dealing with Traffic Jams in London

12. Business Intelligence, Knowledge Management, and Analytics

  • Competing with Business Analytics

  • Knowledge Management, Business Intelligence, and Business Analytics

  • Data, Information, and Knowledge

  • Tacit versus Explicit Knowledge

  • Knowledge Management Processes

  • Business Intelligence

  • Components of Business Analytics

  • Data Sources

  • Software Tools

  • Data-Driven Environment

  • Skilled Workforce

  • Levels of Analytical Capabilities

  • Big Data

  • Internet of Things

  • Social Media Analytics

  • Intellectual Capital and Intellectual Property

  • Social Business Lens: Personalization and Real-Time Data Streams

  • Geographic Lens: When Two National Views of Intellectual Property Collide

  • Caveats for Managing Knowledge and Business Intelligence

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 12-1: Stop & Shop’s Scan It! App

  • Case Study 12-2: Business Intelligence at CKE Restaurants

13. Privacy and Ethical Considerations in Information Management

  • Responsible Computing

  • Stockholder Theory

  • Stakeholder Theory

  • Social Contract Theory

  • Corporate Social Responsibility

  • Responsible Use of Information

  • Ethical Tensions with Governments

  • PAPA: Privacy, Accuracy, Property, and Accessibility

    • Privacy

    • Accuracy

    • Property

    • Accessibility

  • Managers’ Role in Ethical Information Control

  • Social Business Lens: Personal Data

  • Geographic Lens: Should Subcultures Be Taken into Account When Trying to Understand National Attitudes?

  • Green Computing

  • Summary

  • Key Terms

  • Discussion Questions

  • Case Study 13-1: Ethical Decision Making

  • Case Study 13-2: Midwest Family Mutual Goes Green

Glossary

Index

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