To be a knowledgeable participant, managers must know about both using information and managing information. The first five chapters offer basic frameworks to make this understanding easier. Chapter 1 uses the Information Systems Strategy Triangle frame- work to discuss alignment of IS and the business. This chapter also provides a brief overview of relevant frameworks for business strategy and organizational strategy. It is provided as background for those who have not formally studied organization theory or business strategy. For those who have studied these areas, this chapter is a brief refresher of major concepts used throughout the remaining chapters of the book. Subsequent chapters provide frameworks and sets of examples for understanding the links between IS and business strategy (Chapter 2), links between IS and organizational strategy (Chapter 3), collaboration and individual work (Chapter 4), and business processes (Chapter 5).

The rest of the text looks at issues related to the business manager’s role in managing IS itself. These chapters are the building blocks of an IS strategy. Chapter 6 provides a framework for understanding the four components of IS architecture: hardware, software, networks, and data. Chapter 7 discusses the business of IT, with a look at IS organization, funding models, portfolios, and monitoring options. Chapter 8 looks at the governance of IS resources. Chapter 9 explores sourcing and how companies provision IS resources. Chapter 10 focuses on project and change management. Chapter 11 dives into business intelligence, knowledge management, and analytics and provides an overview of how companies manage knowledge and create a competitive advantage using business ana- lytics. Finally, Chapter 12 discusses the ethical use of information, privacy, and security.


understanding and analysis.
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