Index
A
Abbott, Pamela, 278n
Acharya, Parul, 97n
Activity-based costing (ABC), 226–227
Activity streams, 113
Agarwal, S., 84n
Agile business processes, 142–143
Crystal, 306
Dynamic System Development Method (DSDM), 306–307
Feature-Driven Development, 306
Rapid Application Development (RAD), 306
Scrum, 306
XP (Extreme Programming), 306
Allocation funding method, 224–225
Amazon.com, 2, 26
American LaFrance (ALF), 159
Analytical capabilities maturity levels, 342
Angwin, Jula, 361n
Applegate, L. M., 83n
Applications, 172
Archetypes, IT governance, 242, 244
architectural principles, 180
basic components to be considered, 172
building vs. IT, 168
capacity-on-demand, 177
common configurations of architecture, 173
enterprise architecture (EA), 180–183
existing architecture, understanding, 185–186
financial issues, assessing, 190–192
leap from strategy to architecture to infrastructure, 170–177
‘One-VA’ architecture, 176
strategic timeframe, assessing, 186–187
technical issues, assessing, 187–188
from vision to implementation, 168–170
Web-based architectures, 176
Ashford, Warwick, 237n
Assumptions, 90
Audio Home Recording Act (1992), 328
B
Babin, R., 277
Backsourcing, 281
Balaji, S., 135n
customer perspective, 220
financial perspective, 220
innovating and learning perspective, 220
internal business perspective, 220
Barney, Jay, 59n
Basu, Amit, 153n
Bates, J., 176n
Bean, L. L., 26
Beck, John, 138n
Beck, Kent, 307n
Beliefs, 90
Berinato, Scott, 30n
Berkman, Eric, 220n
Best Buy's approach, 100
Best-of-breed approach, 270
Bhasin, Aditya, 276n
‘Big Data Problem’, iv
Blogs, 106
Blown to Bits, 17
‘Bolt-on’ systems, 153
Bond, M. H., 92n
Bosworth, Martin, 356n
Boudreau, Marie-Claude, 123n
Boyd, Ron, 375
Braganza, 255n
Brancatelli, J., 98n
Brandeis, Louis D., 359n
Brandenburg, A., 65n
Bridges, William, 102n
Brin, Sergey, 41
Bring Your Own Device (BYOD), 121, 177, 248
Broadbent, M., 49n
Buchanan, Richard D., 187n
Building the Information Age Organization, 35
Burnham, Kristin, 115n
Bush, Jonathan, 227
benefits in, classification framework for, 211
components of, 209
Business continuity plan (BCP), 250
planning stage, 250
postplanning stage, 250
preplanning stage, 250
Business diamond, 33
Business ethics, normative theories of, 356
Business integration with information systems, 5
Business intelligence (BI), 325–330, 335–336
caveats for managing, 345
Business-IT maturity model, 198
business effectiveness, 198
business efficiency, 198
business transformation, 198
activities that IT organization should not do, 205
anticipating new technologies, 202
building a business case, 209–213 (See also Business case)
chief financial officer (CFO), 206
chief information officer (CIO), 205
chief information security officer (CISO), 207
chief knowledge officer (CKO), 207
chief mobility officer (CMO), 207
chief network officer (CNO), 207
chief privacy officer (CPO), 207
chief resource officer (CRO), 207
chief social media officer (CSMO), 207
chief technology officer (CTO), 207
chief telecommunications officer (CTO), 207
community management, 208
developing and maintaining systems, 201
establishing architecture platforms and standards, 202
global IT activities, managing, 203–204
innovating current processes, 202
integrating the use of social IT, 202
IT investments, valuing, 215–217
IT portfolio management, 213–215
manager's expectation from IT organization, 199–203
managing data, information,
and knowledge, 201
managing human resources, 201
managing Internet and network systems, 201
managing supplier relationships, 201
operating the data center, 201
organizing to respond to business demand, 198–199
participating in setting and implementing strategic goals, 202
planning for business discontinuities, 201
promoting enterprise security, 202
providing general support, 201
understanding the IT organization, 199
Business process continuity, 250
Business process reengineering (BPR), 143
Business processes management (BPM), IS for, 135–166
ARIS, 147
building agile and dynamic business processes, 142–143
changing business processes, 143–145
enterprise systems, 148–162 (See also individual entry)
hierarchical structure, 138
IBM, 147
silo perspective versus business process perspective, 137–142
workflow and mapping processes, 145–148
Business strategy and IT, co-creating, 68–69
Business strategy frameworks, 26–33 (See also Generic strategies framework)
direct-to-customer model, 28
dynamic environment strategies, 31–32
Business technology strategist, 206
Business, assumptions about, 13–14
functional view, 13
hierarchical view of firm, 13
C
Cairncross, Frances, 80n
Capability Maturity Model (CMM), 279
Capacity-on-demand, 177
Carmel, Erran, 278n, 280, 280n, 281, 281n
Carr, David F., 113
Carter, M., 206n
Case studies
Anyglobal Company Inc., 22
big fix at Toyota Motor Sales (TMS), 259–260
Boeing 787 Dreamliner, 165–166
business intelligence at CKE restaurants, 348–349
case of extreme scientists, 195–196
dealing with traffic jams in London, 322–324
Enterprise architecture (EA) at American
ethical decision making, 372–375
implementing enterprise change management at Southern Company, 321–322
IT governance at university of the Southeast, 258–259
Midwest Family Mutual goes green, 375–376
Social Networking: How Does IBM Do It?, 133–134
Stop & Shop's scan it! App, 347–348
Trash and Waste Pickup Services, Inc. (TWPS's), 132–133
Cathedral and the Bazaar, The, 310
CEMEX, 149
Centralized architecture, 173–175
Centralized organizational structure, 237–240
Changes, IT-induced, gaining acceptance for, 128–130
managing change, 128
stages and steps in, 129
technology acceptance model and its variants, 128–130
Chargeback funding method, 223–224
Chasney, Jeff, 349
Cherbakov, L., 111n, 112n, 209n
Chief information officer (CIO), 205
Chief information security officer (CISO), 207
Chief knowledge officer (CKO), 207
Chief mobility officer (CMO), 207
Chief network officer (CNO), 207
Chief privacy officer (CPO), 207
Chief resource officer (CRO), 207
Chief social media officer (CSMO), 207
Chief technology officer (CTO), 207
Chief telecommunications officer (CTO), 207
1998 Children's Online Privacy Protection Act, 362
Chudoba, K., 126n
Clair, D. St., 49n
Classic management model, 11
Cloud computing, 167, 183–185, 272–274
iCloud, 274
Netflix, 273
public clouds, 273
CoActive Digital, 110
Coghlan, John Philip, 354
Cognizant Technology Solutions, 74–76
Coleman, T., 135n
Colin, Michelle, 43
Collaboration, IT supporting, 33, 104
groupware, 106
social networking site, 106
virtual world, 106
Web logs (blogs), 106
wiki, 106
Collis, David J., 48n
Committee of Sponsoring Organizations of the Treadway Commission (COSO), 252–253
control objectives, 253
Common project vocabulary, 295, 299–301
Communication challenge in virtual teams, 124–126
Communication, IT supporting, 86, 104
changing communication patterns, 108–109
e-mail (electronic mail), 105
file transfer, 106
instant messaging (IM), 105
intranet, 105
really simple syndication (RSS), 106
unified communications (UC), 105
video teleconference, 105
virtual private network (VPN), 105
voice over Internet Protocol (VoIP), 105
Community management, 208
Compensation, changes to, 114
Competitive Advantage, 28
Competitive challenges, 6
Confucian work dynamism (future orientation), 93
Constance, Hays, 339n
Consumerization of IT, 177
Consumerization of technology, 248
Control decisions, governance frameworks for, 251–257
Sarbanes–Oxley Act (SoX) of 2002, 251–252 (See also individual entry)
Control Objectives for Information and Related Technology (COBIT), 253
advantage of, 254
control objective, 254
critical success factor, 254
domain, 254
key goal indicator, 254
key performance indicator, 254
maturity model, 254
Co-opetition, 65
Copyleft rule, 310
Corporate Social Responsibility (CSR), 277, 356–359
ethical tensions with governments, 358–359
green computing, 357
triple bottom line (TBL), economic, environmental, and social, 358
activity-based costing (ABC), 226–227
soft cost areas, 230
total cost of ownership (TCO), 227–228
Cost-risk-benefit analysis for business case, 211–212
Cotterman, H., 296n
Couto, Vinay, 276n
Critical path method (CPM), 297
Cross-functional nature of business processes, 140–142
Crowdsourcing, 161
Crystal, 306
Cule, P., 314n
Culnan, M. J., 122n, 353n, 355n
Cultural differences and offshoring, 280–281
assumptions, 90
beliefs, 90
enacted values, 90
espoused values, 90
IT adoption and diffusion, 91–92
levels of culture and IT, 90–92
national cultural dimensions and their application, 92–95 (See also individual entry)
observable artifacts, 90
values, 90
Curran, Chris, 221n
Customer pull, 6
Customer Relationship Management (CRM), 30, 59, 151, 153–156
dynamics CRM, 155
Oracle, 155
SAP, 155
Cyberslacking, 87
D
Dagen, H., 304n
Daniel, Elizabeth, 209n
architecture of, 223
business-IT dashboards, 221
improvement dashboard, 221
portfolio dashboards, 221
service dashboard, 221
Data, 14, 37, 173–174, 330–335
data center, 173
data mining, 339
Davenport, Thomas, 138n, 327n, 337, 340
Davenport, Thomas H., 332n
Davis, F. D., 129n
Davis, Fred, 128
Davis, G. B., 129n
DeBoever, Larry R., 187n
Decentralized architecture, 174–175
Decentralized organizational structure, 237–240
Decision-making mechanisms, 248–251 (See also Control decisions, governance frameworks for)
business process continuity, 250
C-level executives, 249
lower-level steering committees, 249
review board, 249
steering committee, 249
Decision rights-accountability gap, IS, 242
Decisions about IS, participating in, 3–6
dialogue among managers, 3
importance, 4
manager's not participating in, consequences of, 6–9
ways to, 10
Design of work and IS (See Work design framework)
Dessain, Vincent, 240n
Destroy your business (DYB), 31
Differentiation, 29
Digital Millennium Copyright Act (DCMA), 330
Digital natives, 6
DiRomualdo, Anthony, 264n
Disaster Recovery Institute International (DRII), 250
Disher, Chris, 276n
Distributed denial of service (DDoS) attacks, 369
Diversity challenges, 124, 127
Domain Excellence Platforms (DEPs), 84
Donegan, C., 222n
Dorfman, P., 93n
Drucker, Peter F., 330n
Dudley, Bob, 25
Dunaway, G., 68
Duvall, Mel, 188
Dynamic business processes, 142–143
Dynamic environment strategies, 31–32
destroy your business (DYB), 31
grow your business (GYB) strategy, 32
hypercompetition models, 31
Dynamic System Development Method (DSDM), 306–307
Dynamics CRM, 155
E
Earl, Michael J., 200n, 240n, 241
Economic value added (EVA), 216–217
Economics of information versus economics of things, 17–19
El Sawy, O. A., 222n
E-mail (electronic mail), 105, 126
Enacted values, 90
End-to-end NPD process, 136
Engagement, 33
Enterprise architecture (EA), 180–183
components of, 181
The Open Group Architecture Framework (TOGAF), 182
Zachman framework, 182
Enterprise Architecture as Strategy, 180
Enterprise Information Systems (EIS), 150
Enterprise Resource Planning (ERP), 59,
global vs. local ERPs, 154
between companies, challenges of integrating, 162
crowdsourcing changes innovation processes, 161
Enterprise Information Systems (EIS), 150
integration versus standardization, 149
Oracle, 150
and the processes they automate, 151
SAP, 150
when the system drives the change, 160–162
Eras model, 45
Espoused values, 90
Ethical use of information, 350–376
corporate social responsibility, 356–359
managers' role in ethical information control, 367–368
privacy, accuracy, property, and accessibility (PAPA), 359–368
property, 365
responsible computing, 352–356 (See also individual entry)
security and controls, 369–371
Evaluation, 86
changes to, 114
Evidence-based management approach, 340
External stakeholders, 152
Extreme Programming (XP), 306
Extreme Programming Explained: Embrace Change, 307n
F
Face-to face meetings, 126
Fair Credit Reporting, 362
Farshoring, 277
Fear, uncertainty, and doubt (FUD) factor, 247
Feature-Driven Development, 306
Federalism, 240
federal IT, 241
Feeny, David F., 264n
Field, Tom, 270n
File transfer, 106
FirstEnergy, 219
Flat organization structure, 81–82
Fletcher, O., 203
Focus, 29
cost focus, 29
differentiation focus, 29
Foecke, T., 292n
Folksonomy, 335
Ford, John C., 216n
Formal reporting relationships, 77, 79–84
flat organization structure, 81–82
hierarchical organization structure, 79–81
matrix organization structure, 82
networked organization structure, 82–83
Forsberg, K., 296n
Forsyth, Jim, 366n
Foxman, Ellen R., 122n
Free software, 310
Friedman, M., 353n
Friedman, Thomas L., 104n, 109n
Full outsourcing, 270
Functional (or silo) perspective, 137–142
Functional view of business, 13
allocation funding method, 224
chargeback funding method, 223–224
G
Galal, Hossam, 111n
Game theory or role-playing, 217
Gannon, Emma, 208
Gardner, D. G., 359n
Gartenberg, M., 228n
Gebelt, M., 270n
Geister, S., 122n
Generally Accepted Accounting Principles (GAAP), 253
Generic strategies framework, 28–31
cost focus, 29
customer relationship management (CRM), 30
differentiation, 29
focus, 29
value-based strategy, 30
Geographic flexibility, 118
George, Joey F., 309n
Ghosal, S., 64
Global IT activities, managing, 203–204
business continuity planning, 204
cultural differences, 204
data flow across borders, 204
political stability, 204
sourcing, 204
transparency, 204
Global Leadership and Organizational
Behavior Effectiveness (GLOBE) research program, 92
Global supplier relationships, managing, 203
Goh, M., 84n
Gombossy, G., 365n
Google, 2
Governance of enterprise IT (GEIT), 238
Governance of IS organization, 236–260
advantages, 239
centralized versus decentralized organizational structures, 237–240
decision rights-accountability gap, 242 (See also Decision-making mechanisms) disadvantages, 239
organizational continuum, 238
Governments, ethical tensions with, 358–359
Gramm–Leach–Bliley Act of 1999, 362
Gray, P., 222n
Green computing, 357
Greene, Tim, 273n
Groupware, 106
Grover, V., 206n
Grow your business (GYB) strategy, 32
Gruman, Galen, 185n
Gueutal, H. G., 359n
Gurbaxani, Vijay, 264n
H
Hamblen, M., 271n
Hammer, Michael, 137n
Hanges, P., 93n
Harris, Jeanne, 327n, 337, 340
Harrison, S., 101n
Hattar, Marie, 112
Hay, Gordon, 169n
Hayward, Tony, 25
Health Insurance Portability and Accountability Act (HIPAA) of 1996, 362
Heller, Martha, 249n
Henderson, Nicole, 236n
Hertel, G., 122n
Hierarchical organization structure, 79–81
Hierarchical structure of business processes
management, 138
Hierarchy, information, 14
Hirschheim, Rudy, 281n
Hof, Robert, 2n
Hoffman, Thomas, 197n
Hofstede dimensions (related GLOBE dimensions), 93
Hofstede, G., 92n
Hofstede, G. J., 90n
Hollon, John, 100n
Holmes, Allan, 99
Holmes, Stanley, 166
Hookway, J., 68
Houghton, Robert, 222n
House, R., 93n
House, R. J., 94n
Huang, C. D., 235
Hulland, J., 59n
Hypercompetition, 31
I
Identity Cards Act in 2006, 369
Identity theft, 366
In the Age of the Smart Machine: The Future of Work and Power, 107n
Incentives and IS, 89
Incremental change in business processes, 143–144
and radical change, comparison, 145
Individualism/collectivism (societal and in-group collectivism), 93
Informal support, cost of, 230–231
Information Ecology, 14
Information hierarchy, 14
characteristics across hierarchical level, 16
comparison, 15
data, 14
Information processing, changing, 109–110
Information repository, 47
Information resources, 44–73 (See also Strategic use of information resources)
becoming obsolete, 50
definition, 47
distribution of, 50
mobility of, 50
Information security education/training/awareness, 245, 247
Information security infrastructure, 245–247
Information security investments, 245, 247
Information security policies, 245–246
Information security strategy, 244–245
Information Systems Audit & Control Association (ISACA), 253
Information systems strategy triangle (See Strategy triangle of IS)
Information Technology Infrastructure Library (ITIL), 255
Informational systems, 213–214
Infrastructure, 18, 167–196, 213
peer-to-peer infrastructure, 176
wireless (mobile) infrastructure, 176
Innovation, 33
Insourcing, 264
Instant messaging (IM), 105
Integration versus standardization, 149
Intellectual capital, 328
Intellectual property, 328–330
Intellectual property collide, 329
Intellectual property preservation, 310
Internal rate of return (IRR), 197, 217
International Standards Organization (ISO), 255
Intranet, 105
Intrusion detection systems (IDSs), 246
Investments in IT, valuing, 215–217 (See also Valuation methods)
Irwin, Gil, 276n
Isaacson, Walter, 32n
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, 243n
Ives, B., 47n, 111n, 112n, 209n
J
Jarillo, J. C., 283n
Jiang, J. J., 154
JobShift: How to Prosper in a Workplace without Jobs, 102n
Joint applications development (JAD), 308–309
Joshi, A., 222n
K
Kao, Jon, 117n
Kavan, C. B., 282n
Kayworth, 358n
Keegan, Paul, 320n
Kelley, Diana, 273n
Kentish, Shenay, 45n
King, Gary, 342
Kinicki, A., 89n
Kleing, G., 154
Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, The, 334
Knowledge/Knowledge management processes, 14, 16, 325–335
caveats for managing, 345
folksonomy, 335
knowledge based work nature, 117
knowledge capture, 335
knowledge codification, 335
knowledge generation, 335
knowledge transfer, 335
tacit versus explicit knowledge, 332–335
tagging, 335
taxonomy of, 332
value of managing knowledge, 333
Kodak effect, 264
Konradt, U., 122n
Kotabe, Masaaki, 283n
Kotalarsky, J., 278n
Kozmetsky, G., 84n
Krigsman, Michael, 312n, 313, 313n
Kumar, Akhil, 153n
L
L.L.Bean, 26
Lacity, Mary C., 264n
Lagorio, Christine, 349
Langton, L., 367n
LaVallee, Andrew, 360n
Leavitt business diamond, 33
Leavitt, Harold, 33, 110, 110n
Lee, Hau, 156n
Lembert, Phil, 347
Lemos, Robert, 121n
Levels of culture and IT, 90–92
IS development, 91
IT adoption and diffusion, 91–92
IT management and strategy, 92
IT use and outcomes, 92
Levinson, M., 32n
Liew, C.-M., 278n
Lignment, 26
Lindsky, David, 227n
Liz, Benston, 326n
Loch, Karen, 123n
Lohr, S., 342n
Lunsford, J. Lynn, 166
Lynch, C. G., 110n
Lyytinen, K., 314n
M
Ma, D., 352n
Maintainability, 189
Majchrzak, A., 111n, 112n, 209n
Make Home Affordable Program, 364
Maloney, Daniel, 285
Mamodia, Raj, 82
Management control systems and IS, 85–89
communication, 86
evaluation, 86
planning, 86
Management of information systems (IS), 1
competitive challenges, 6
customer pull, 6
importance, 1
Management, assumptions about, 11–13
classic management model, 11
manager's role, 12
Mintzberg's model, 12
Managerial issues in virtual teams, 125–127
Managerial levers model, 35
allocating software development projects, 302
development methodologies and approaches, 308–312
IT project development methodologies and approaches, 303–312
operations versus projects, 291
risk management in, 312–319 (See also individual entry)
systems development life cycle (SDLC), 303–306 (See also individual entry)
Martin, Bob, 5
Martinsons, M. G., 352n
Masculinity/femininity (general egalitarianism and assertiveness), 93
Materials resource planning (MRP), 150
Matrix organization structure, 82
Maturity model (See Business-IT maturity model)
Maxon, T., 98n
Mayer, Marissa, 42
Mayor, Tracy, 221n
Maznevski, M. L., 126n
McAfee, Andrew, 31n, 79n, 240n
McCarty, J. H., 292n
McClure, S., 359n
McFarlan, F. W., 312n
McKeen, James D., 213n
McKenney, J. L., 312n
McNichol, T., 363
Messmer, Ellen, 248
Metz, Cade, 358n
Mick, J., 358n
Middleware, 153
Miller, Jason, 330n
Mills, D. Q., 83n
Mintzberg, Henry, 12
Mission, 26
Monitoring IT investments, 218–222 (See also Balanced scorecard; Dashboards)
Montealegre, R., 264n
Montgomery, Cynthia A., 48n
Moore, Gordon, 118n
Moore, James, 360n
Mooz, H., 296n
Moran, Gwen, 54n
Morozov, E., 363
Morris, M. G., 129n
Muñoz, Rick, 169n
Murphy, Kevin, 355n
Murray, Janet Y., 283n
Mythical Man-Month: Essays on Software Engineering, The, 302n
N
Nahapiet, J., 64
Nalebuff, B., 65n
National cultural dimensions and their application, 92–95
Confucian work dynamism (future orientation), 93
Hofstede dimensions (related GLOBE dimensions), 93
individualism/collectivism (societal and in-group collectivism), 93
masculinity/femininity (general egalitarianism and assertiveness), 93
power distance, 93
uncertainty avoidance, 93
Nature of work, IT changing, 104–116
Nearshoring, 278
Nelson, Gregory, 336n
Net present value (NPV), 197, 216–217
Netflix, 273
Networked organization structure, 82–83
Networking, 37
New product development (NPD), 135–136
end-to-end NPD process, 136
reengineered NPD process, 136
Nicholson, B., 277
Nishant, R., 84n
Nolan, Richard, 117n
Nonaka, Ikujiro, 334
Normative theories of business ethics, 356
O
Object-oriented analysis, 308–309
Observable artifacts, 90
government involvement with, 275
selecting an offshore destination, 279–281
Oil Purification Systems, Inc (OPS), 155
Online Protection and Enforcement of Digital Trade Act (OPEN), 330
Open source software (OSS), 310
Open sourcing approach, 309–312
Organizational continuum, 238
Organizational culture influences, 296
Organizational decision making, changing, 109–110
Organizational strategies, 33–36
business diamond, 33
managerial levers model, 35
social business strategy, 34
Organizational strategy and IS, 34, 74–99
complex matrix structure, 76
control variables, 77
cultural variables, 77, 89–95 (See also Culture and IS)
organizational design and IS, 78–85
organizational variables, 77
Orrega, J. M., 101n
Oshri, I., 278n
factors in outsourcing decision, 266–267
and strategic networks, 283
Overby, S., 262n, 268n, 269n, 279n, 280n
Owyang, Jeremiah, 208
P
Page, Larry, 41
Payback analysis, 217
Pearlson, K., 84n
Peer-to-peer infrastructure, 176
People and technology work together, 5
Peppard, Joe, 209n
Peretz, Hilla, 94
Performance measurement and evaluation, 77, 88–89
Personal computer (PC), 238
Piccoli, G., 47n
Planning and IS, 86
Platform, 172
platform as a service (PaaS), 183
Porter's, Michael, 44
Portfolio management, IT, 213–215
informational systems, 214
infrastructure systems, 213
strategic systems, 214
transactional systems, 213
Power distance, 93
Privacy, Accuracy, Property, and Accessibility (PAPA), 359–368
Mason's areas of managerial control, 360
personal data, 363
1974 Privacy Act, 362
Process integration versus standardization, 149
cross-functional nature of business processes, 140
metrics, 139
procurement business process, 140
Process view of business, 13–14
Procurement process, 140
Product Life Cycle Management (PLM), 151, 158
Project cycle plan, 295, 297–299
common project vocabulary, 295, 299–301
organizational culture influences, 296
project cycle plan, 295, 297–299
project leadership vs. project management (PM) process, 296
socioeconomic influences, 296
Project evaluation and review technique (PERT), 297–298
Project management, 292–296 (See also Managing IT projects)
cost, 292
Project Management Office (PMO), 294
project triangle, 292
quality, 292
scope, 292
scope creep, 293
software, 293
time, 292
Project stakeholders, 290
relationships among, 291
Property, 365
Protect IP Act (PIPA), 330
drawbacks, 307
Prusak, Larry, 332
Prusak, Laurence, 332n
Public clouds, 273
Infrastructure as a Service (IaaS), 273
Platform as a Service (PaaS), 273
Software as a Service (SaaS), 273
R
and incremental improvement, comparison, 145
Raice, Shayndi, 26n
Ramadorai, S., 75
Ranganathan, C., 135n
Rapid Application Development (RAD), 306, 308–309
Ray, Amy W., 122n
Raymond, Eric, 310
Raymond, Eric S., 310n
Really Simple Syndication (RSS), 106
Reengineered NPD process, 136
Remote work
disconnecting employees, 120
Resource-based view (RBV), 59–61
Responsible computing, 352–356
normative theories of business ethics, 356
social contract theory, 354–356
Results-Only Work Environment (ROWE), 100
Return on investment (ROI), 216–217
Review board, 249
Rewards and IS, 89
changes to, 114
Risk management in IT projects, 312–319
clarity, 313
managing project risk level, 314–316
sustaining commitment to projects, 316–317
Rivard, S., 314n
Rivera, Barbara, 286
Robertson, David, 180
Robertson, David C., 181n
Robey, Daniel, 123n
Rohter, Larry, 157n
Roles of manager, 12
decisional, 12
informational, 12
interpersonal, 12
Rosenblatt, Zehava, 94
Ross, J., 150
Ross, J. W., 181n, 200n, 239n, 240n, 241n 243n
Ross's, 242
Rural Payments Agency (RPA), 288–289
Rutkowski, A. F., 101n
S
Santosus, M., 294n
Sarbanes–Oxley Act (SoX) of 2002, 251–252
Committee of Sponsoring Organizations of the Treadway Commission (COSO), 252–253
Control Objectives for Information and Related Technology (COBIT), 253–254
frameworks for implementing, 252–255
Sarbanes–Oxley Act compliance, 255–257
implementation of, and IS, 255–257
Sauer, 303n
Saunders, C., 101n, 127n, 270n, 282n
Scalability, 188
Schall, D., 98n
Schein, E., 90n
Schmidt, R., 314n
Scrum, 306
security issue for remote workers, 121
Security and controls, 369–371
broadcast medium security and controls, 370
hardware system security and control, 370
network and software security controls, 370
Security and IT governance, 244–248
critical decision-archetype matches, 247
information security education/training/awareness, 245, 247
information security infrastructure, 245–247
information security investments, 245, 247
information security policies, 245–246
information security strategy, 244–245
Selection-related decisions, 269
Selective outsourcing, 270
Server-based architecture, 174
Service Level Agreements (SLAs), 269
Services Oriented Architecture (SOA), 167, 174–175
Shivapriya, N., 75n
Shumann, Evan, 54n
Sia, S. K., 154
Silverman, R. E., 285n
Simulation, 217
Six Sigma, 144
Six Sigma DMADV (define, measure, analyze, design, verify) process, 144
Six Sigma DMAIC (define, measure, analyze, improve, control) process, 144
Sjman, Anders, 240n
Slater, Chuck, 42n
SmallBlue, 112
Smith, Heather A., 213n, 352n, 354n
social graphs, 344
Social business, 8
Social business strategy, 34
collaboration, 34
engagement, 34
innovation, 34
Social capital, 64
relational dimension, 64
structural dimension, 64
Social contract theory, 354–356
Social Distribution, 53
Social graphs, 344
Social IT, 8
Social media, 8
Socialization, 335
Socioeconomic influences, 296
Soft cost areas, 230
administration, 230
technical support, 230
training, 230
applications, 172
system software, 172
Software-as-a-service (SaaS), 174–175, 183
Soh, C., 154
Sourcing, information systems, 261–287
deciding where abroad question, 277–281
decisions about successful outsourcing, 269–271
outsourcing and strategic networks, 283
reevaluation, status quo or change?, 281–283
sourcing decision cycle framework, 262–283
Stahl, Bernd Carsten, 87n
Standardization, 188
Steering committee, 249
Stewart, Thomas, 347n
Stoddard, Donna, 117n
Stone, E. F., 359n
Stop Online Piracy Act (SOPA), 330
Strassmann, Paul, 282n
Strategic advantage models need, for IS planning, 32–33
Strategic alliance, 64
Strategic networks, 283
Strategic sourcing, 270
Strategic systems, 214
Strategic use of information resources, 44–73
to attain competitive advantage, 61
business strategy and IT, co-creating, 68–69
co-opetition, 65
to influence competitive forces, 51–55
information repository, 47
IS infrastructure, 47
to sustain competitive advantage, 61–62
Strategy triangle of IS, 23–43
business strategy, 24, 26–33 (See also Business strategy frameworks; Generic strategies framework)
consequences of strategy, 25
convergence, 25
information strategy, 24
organizational strategy, 24–25, 33–36 (See also individual entry)
synchronization, 25
Strategy, 26
Straub, Detmar, 123n
Supervision, changes to, 114
Supply Chain Management (SCM), 59, 151, 156–157
demand-driven supply networks, 157
architecture, 18
infrastructure, 18
System software, 172
Systems development life cycle (SDLC), 303–306, 308
functional design phase, 304–305
functional specifications translation phase, 304–305
maintenance and review, 304–305
project initiation phase, 304–305
requirements definition phase, 304–305
T
Tagging, 335
Takeuchi, Hirotaka, 334
Talbot, J., 314n
Tata Consultancy Services (TCS), 75–76
Tavani, H. T., 360n
Taylor, S., 129n
Tay-Yap, J., 154
Team diversity challenge in virtual teams, 124, 127
Technological leveling, 83
Technology Acceptance Model (TAM), 128–130
TAM3, 130
Technology challenge in virtual teams, 124, 126–127
Technology, changes in, 6
factors driving use of, 116–119
Teo, T.S.H., 84n
Thatcher, J. B., 206n
The Open Group Architecture Framework (TOGAF), 182
Thompson, John, 114
Tjia, Paul, 280, 280n, 281, 281n
Todd, P., 129n
Toohey, Marty, 67n
Total cost of ownership (TCO), 227–228
as a management tool, 231
TCO component breakdown, 228–231
Total quality management (TQM), 143
Transactional systems, 213
Triple bottom line (TBL), economic, environmental, and social, 358
‘True-up’ process, 225
U
Uncertainty avoidance, 93
Unified communications (UC), 105
Utility computing, 184
V
Valuation methods, 215–217 (See also Monitoring IT investments)
economic value added (EVA), 216–217
game theory or role-playing, 217
internal rate of return (IRR), 217
net present value (NPV), 216–217
payback analysis, 217
prototyping, 217
return on investment (ROI), 216–217
simulation, 217
weighted scoring methods, 217 Value-based strategy, 30
Value system
interconnecting organizations relationships, 58
Values, 90
Van Genuchten, M., 101n
Van Slyke, C., 127n
Vascellaro, J. E., 203
Veltri, N., 282n
Venkatesh, V., 129n, 129n, 176n
Venkatraman, S., 176n
Video teleconference, 105
Vijayan, J., 356n
Violino, Bob, 274n
Virtual private network (VPN), 105
disadvantages and challenges of, 123–125
factors driving the use of, 123
life cycle of, 122
Virtual world, 106
Vogel, D., 101n
Vogel, D. R., 127n
Voice over Internet Protocol (VoIP), 105
W
Wade, M., 59n
Wailgum, T., 159n
Walters, J., 176n
Wang, E.T.G., 154
Ward, John, 209n
Warmwell, 288n
Warren Samuel D., 359n
Ways to connect, changing, 111–113
Web-based architectures, 176
Web-based technologies, 117–118
Web logs (blogs), 106
Weighted scoring methods, 217
Weill, P., 49n, 180, 181n, 239n, 240, 240n, 241n, 242–244, 243n
Welch, Jack, 31
Whang, Seungjin, 156n
Wiki, 106
Willcocks, Leslie P., 264n
Williams, C., 351n, 367n, 368n
Wingfield, N., 65n
Winning the 3-Legged Race, 25, 26n
Wireless (mobile) infrastructure, 176
Wisdom, 17
Work design framework, 100–134
changes, IT-induced, gaining acceptance for, 128–130
nature of work, IT changing, 104–116
new challenges in managing people, 113–116 (See also under Work force)
new ways to do traditional work, 107–113
Results-Only Work Environment (ROWE), 100
new challenges in managing people, 113–116
workflow diagram, 146
World is Flat, The, 104, 109n, 157
Wortham, J., 363
Y
Yeh, R., 84n
Z
Zachman framework, 182
Zack, M. H., 331n
Zappos.com, 2, 26