conversations as much as reasonable. That is significantly different from just a few years ago.
This book includes an introduction, twelve chapters of text and minicases, and a set of case studies and supplemental readings on a Web site. The introduction makes the argument introduced in this preface that managers must be knowledge- able participants in information systems decisions. The first few chapters build a basic framework of relationships between business strategy, information systems strategy, and organizational strategy and explore the links between these strategies. Readers will also find a chapter on how information systems relate to business transformation. Supplemental materials, including longer cases from all over the globe, can be found on the W eb. Please v isit http://www.wiley.com/ college/pearlson for more information.
General managers also need some foundation on how IT is managed if they are to successfully discuss their next business needs with IT professionals who can help them. Therefore, the remaining chapters describe the basics of information architecture and infrastructure, the business of IT, the governance of the IS organization, the sourcing of information systems, project management, business intelligence, business analytics and knowledge management, and relevant ethical issues.
No text in the field of MIS is current. The process of writing the chapters, coupled with the publication process, makes a text somewhat out-of-date prior to delivery to its audience. With that in mind, this text is written to summarize the “timeless” elements of using and managing information. Although this text is complete in and of itself, learning is enhanced by coupling the chapters with the most current readings and cases. Students are encouraged to search the Web for examples and current events and bring them into the discussions of the issues at hand. The format of each chapter begins with a navigational guide, a short case study and the basic language for a set of important management issues. This is followed up with a set of managerial concerns related to the topic. The chapter concludes with a summary, a set of study questions, key words, and case studies.
This is the fifth edition of this text, and this version includes several significant additions and revisions. Each chapter now has a Social Business Lens, a textbox that calls out one topic related to the main chapter, but that is enabled or fundamental to using social tools in the enterprise. Most chapters also have a Geographic Lens box, a single idea from a global issue related to the topic of the main chapter. Gone are the “food for thought” sections in each chapter. Some have been incorporated into the main part of the chapter, and others have been moved to the companion Web site available to instructors using this text. Each chapter has been significantly revised, with newer concepts added, discussions of more current topics fleshed out, and old, outdated topics removed or at least their discussion shortened. And every chapter now has a navigation box to help the reader understand the flow and key topics of the chapter.
Who should read this book? General managers interested in participating in information systems decisions will find this a good reference resource for the language and concepts of IS. Managers in the information systems field will find this book a good