Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000003874819 | HF5548.2 K43 1991 | Open Access Book | Book | Searching... |
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Summary
Summary
This book aims to provide managers with comprehensive and practical advice on their role in managing information technology as a business resource. Business change and technical change fuel each other, and the challenge for management is to get ahead of the curve, not just react to it. Managers must take the lead in setting the competitive priorities for exploiting IT. They have to drive technology, not delegate it to specialists or abdicate responsibiltity for its impact on the organization.
Reviews 1
Choice Review
Although most current works on business strategy and policy focus on information systems as important means of communicating direction, feedback, and control, the pervasiveness of Keen's work and his bold propositions for the integration of information technology within the broad strategy of modern business organizations are unique at this time. The underlying theme is that information technology (IT) is so critical to survival that the chief operating officer must personally become familiar with key aspects of IT (including capital assets) and integrate them into the corporate strategy. IT is discussed from the competitive, geographic, organizational, human resource, economic, technical, and strategic perspectives. Important concepts such as the IT platform, platform reach, and platform range are discussed. There is little attribution to specific organizations and a general absence of empirical data. As such the anecdotal nature of the data presented suggests a need for more rigorous analysis and research to establish the validity and reliability of the propositions contained therein. On balance, an important and interesting work to be read by graduate students, researchers, and senior managers, but with the caveat that the work is based primarily on personal experiences and observations and is anecdotal in nature.-R. Havranek, SUNY Institute of Technology
