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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010100175 | HF5548.32 G67 2006 | Open Access Book | Book | Searching... |
Searching... | 30000010098363 | HF5548.32 G67 2006 | Open Access Book | Book | Searching... |
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Summary
Summary
E-Business Strategy, Sourcing and Governance is based on the premise that it is difficult, if not impossible, to manage a modern business or public organization without at least some knowledge of the planning, use, control and benefits of information technology. Managers need to have an understanding of strategy development for IS/IT that covers e-business strategy, sourcing of service, and governance of IS/IT decision rights. ""E-Business Strategy, Sourcing and Governance"" presents emerging perspectives that influence IS/IT strategy work, such as new e-business models, the growing number of sourcing options and revised models for governance of IS/IT.
Author Notes
Petter Gottschalk is professor of information management at the Norwegian School of Management. He received his education degrees from Berlin, Boston and Henley. He teaches e-business strategy, sourcing, governance and knowledge management in Oslo, Alexandria, Shanghai and Singapore. His executive experience includes positions as CIO and CEO at ABB companies. Dr. Gottschalk is a popular speaker at conferences and seminars.
Table of Contents
Foreword | p. viii |
Preface | p. x |
Section I Strategy | |
Chapter I Theories of the Firm | p. 1 |
Resource-Based Theory of the Firm | p. 1 |
Activity-Based Theory of the Firm | p. 3 |
Value Configuration of the Firm | p. 3 |
The Firm as a Value Chain | p. 4 |
The Firm as a Value Shop | p. 4 |
The Firm as a Value Network | p. 7 |
Comparison of Value Configurations | p. 8 |
Chapter II E-Business | p. 10 |
Concepts and Trends | p. 10 |
Competitive Strategy | p. 19 |
E-Business Models | p. 28 |
Determining Appropriate Models | p. 37 |
Infrastructure Capabilities | p. 42 |
Strategic Agility | p. 48 |
Chapter III IS/IT Strategy Work | p. 54 |
Strategic Planning | p. 55 |
The Y Model for Strategy Work | p. 68 |
Resource-Based Strategy | p. 70 |
Activity-Based Strategy | p. 73 |
Chapter IV Strategy Analysis | p. 75 |
Describing Current IS/IT Situation | p. 75 |
Describing Current and Desired Business Situation | p. 98 |
Analyzing Needs for Change | p. 113 |
Resource-Based IS/IT Strategy | p. 114 |
Activity-Based IS/IT Strategy | p. 115 |
Chapter V Strategy Choice | p. 116 |
Identifying Alternative Actions | p. 116 |
Selecting Appropriate Actions | p. 120 |
Making the Plan | p. 120 |
Chapter VI Strategy Implementation | p. 126 |
Implementing Plan | p. 128 |
Barriers to Implementation | p. 130 |
Implementation Predictors | p. 134 |
Evaluating Results | p. 135 |
Section II Sourcing | |
Chapter VII Sourcing Management | p. 140 |
IT Sourcing Options | p. 141 |
Dimensions of IT Outsourcing Strategy | p. 144 |
Chapter VIII Sourcing Theories | p. 146 |
Theories of the Firm | p. 147 |
Economic Theories | p. 149 |
Relational Theories | p. 151 |
Comparison of Theories | p. 155 |
Chapter IX IS/IT Outsourcing | p. 159 |
Outsourcing Opportunities and Threats | p. 161 |
Vendor Value Proposition | p. 164 |
Outsourcing Phases | p. 168 |
Chapter X Sourcing Markets | p. 171 |
IT Infrastructure Sourcing | p. 171 |
Business Application Sourcing | p. 178 |
Business Process Sourcing | p. 180 |
Resource-Based View | p. 185 |
Chapter XI Sourcing Practices | p. 187 |
IT Outsourcing Performance | p. 187 |
IT Outsourcing Relationships | p. 189 |
Due Diligence | p. 190 |
Global Outsourcing | p. 191 |
Business Process Outsourcing (BPO) | p. 193 |
Strategic Outsourcing Termination | p. 193 |
Belief Perseverance | p. 194 |
Strategic Risk Behavior | p. 196 |
Chapter XII Offshore IT Outsourcing | p. 200 |
Offshore vs. Onshore IT Outsourcing | p. 201 |
Offshoring Solutions | p. 201 |
Offshore Software Development | p. 203 |
Benefits and Pitfalls | p. 205 |
Critical Success Factors of IT Offshoring | p. 207 |
Social Concerns and Impact on Local Jobs | p. 207 |
Political Consequences | p. 208 |
Major Offshoring Locations | p. 209 |
Section III Governance | |
Chapter XIII IT Governance as Resource Mobilization | p. 211 |
What is IT Governance? | p. 211 |
Corporate Governance | p. 214 |
Contracts in Governance | p. 215 |
Governance and Management Roles | p. 219 |
Why is IT Governance Important? | p. 221 |
Governance of Resources | p. 222 |
Classification of IT Resources for Governance | p. 227 |
Governance as Part of Institutional Economics | p. 231 |
Chapter XIV IT Governance as Allocation of Decision Rights | p. 232 |
Decision Makers and Decision Rights | p. 232 |
Decision Examples | p. 234 |
Categories of Decisions | p. 243 |
Stakeholders | p. 244 |
Decision Rights Distribution | p. 247 |
Chapter XV IT Governance as Strategic Alignment | p. 251 |
Business Strategy and IS/IT Strategy | p. 251 |
Strategic Alignment Model | p. 254 |
Organizational Architect | p. 256 |
Chapter XVI Implementing IT Governance | p. 258 |
IT Organization and Governance | p. 258 |
The Practice of IT Governance | p. 261 |
The Myths of IT Governance | p. 263 |
Implementation Mechanisms | p. 264 |
IT Governance Architecture | p. 268 |
Critical Success Factors | p. 269 |
Chapter XVII IT Outsourcing Governance | p. 271 |
The Governance Model | p. 272 |
How to Succeed as a Client | p. 275 |
How to Succeed as a Vendor | p. 275 |
Chapter XVIII Knowledge Management in Governance | p. 278 |
IS/IT in Knowledge Management | p. 279 |
Requirements from Knowledge Management | p. 280 |
Codification and Personalization Strategy | p. 283 |
Stages of Growth in IS/IT | p. 287 |
Chapter XIX Case Studies | p. 292 |
Rolls-Royce | p. 292 |
UPS Logistics and Maersk Logistics | p. 313 |
Telecom Italia Mobile, Netcom and Colt Telecom Group | p. 323 |
Conclusions | p. 333 |
References | p. 336 |
About the Author | p. 346 |
Index | p. 347 |