Managing and Using Information Systems, 4th Edition
January 2009, ©2010
The Case for Participating in Decisions about Information Systems.
What If A Manager Doesn't Participate?
What Skills Are Needed to Participate Effectively in Information Technology Decisions?
Food for Thought: Economics of Information Versus Economics of Things.
Case Study I-1: Terry Cannon, MBA.
Case Study I-2: Anyglobal Company Inc.
Chapter 1: The Information Systems Strategy Triangle.
Brief Overview of Business Strategy Frameworks.
Brief Overview of Organizational Strategies.
Brief Overview of Information Systems Strategy.
Food for Thought: The Halo Effect and Other Business Delusions.
Case Study 1-1: Roche’s New Scientific Method.
Case Study 1-2: Google.
Chapter 2: Strategic Use of Information Resources.
Evolution of Information Resources.
Information Resources as Strategic Tools.
How Can Information Resources Be Used Strategically?
Food for Thought: Co-creating IT and Business Strategy.
Case Study 2-1: Lear Won't Take A Backseat.
Case Study 2-2: Zipcar.
Chapter 3: Organizational Impacts of Information Systems Use.
Information Technology and Organizational Design.
Information Technology and Management Control Systems.
Information Technology and Culture.
Food for Thought: Immediately Responsive Organizations.
Case Study 3-1: US Air and America West Merger Case.
Case Study 3-2: The FBI.
Chapter 4: Information Technology and the Design of Work.
Work Design Framework.
How Information Technology Supports Communication and Collaboration.
How Information Technology Changes the Nature of Work.
How Information Technology Changes Where Work Is Done and Who Does It.
Gaining Acceptance for IT-Induced Change.
Food for Thought: Security With Remote Workers.
Case Study 4-1: Automated Waste Disposal, Inc.
Case Study 4-2: Virtually There?
Chapter 5: Information Technology and Changing Business Processes.
Silo Perspective Versus Business Process Perspective.
The Tools for Change.
Integrated Supply Chains.
Food for Thought: Is ERP a Universal Solution?
Case Study 5-1: Santa Cruz Bicycles.
Case Study 5-2: Boeing 787 Dreamliner.
Chapter 6: Architecture and Infrastructure.
From Vision to Implementation.
The Leap from Strategy to Architecture to Infrastructure.
Other Managerial Considerations.
From Strategy to Architecture to Infrastructure: An Example.
Food for Thought: Cloud Computing.
Case Study 6-1: Hasbro.
Case Study 6-2: Johnson & Johnson's Enterprise Architecture.
Chapter 7: Information Systems Sourcing.
Sourcing Decision Cycle Framework.
Food for Thought: Outsourcing and Strategic Networks.
Case Study 7-1: Sodexho Asia Pacific.
Case Study 7-2: Overseas Outsourcing of Medical Transcribing.
Chapter 8: Governance of the Information Systems Organization.
Understanding the IS Organization.
What a Manager Can Expect from the IS Organization.
What the IS Organization Does Not Do.
Food for Thought: CIO Leadership Profiles.
Case Study 8-1: IT Governance at UPS.
Case Study 8-2: The Big Fix at Toyota Motor Sales (TMS).
Chapter 9: Using Information Ethically.
Normative Theories of Business Ethics.
Control of Information.
Security and Controls.
IT Governance and Security.
Sarbanes–Oxley Act of 2002.
Food for Thought: Green Computing.
Case Study 9-1: Ethical Decision Making.
Case Study 9-2: Midwest Family Mutual Goes Green.
Chapter 10: Funding IT.
Funding IT Resources.
How Much Does IT Cost?
Building a Business Case.
IT Portfolio Management.
Valuing IT Investments.
Monitoring IT Investments.
Food For Thought: Who Pays for the Internet?
Case Study 10-1: Troon Golf.
Case Study 10-2: Valuing IT.
Chapter 11: Project Management.
What Defines a Project?
What is Project Management?
IT Project Development Methodologies.
Managing Project Risk.
Food for Thought: Open Sourcing.
Case Study 11-1: Sabre Holdings.
Case Study 11-2: Dealing with Traffic Jams in London.
Chapter 12: Managing Business Knowledge.
Data, Information, and Knowledge.
From Managing Knowledge to Business Intelligence.
Why Manage Knowledge?
Knowledge Management Processes.
Competing with Business Analytics.
Components of Business Analytics.
Caveats for Managing Knowledge.
Food for Thought: Business Experimentation.
Case Study 12-1: GSD&M's Virtual Crowd Uses Analytics.
Case Study 12-2: The Brain Behind the Big, Bad Burger.
Dr. Carol S. Saunders is Professor of MIS at the University of Central Florida in Orlando, Florida. She served as General Conference Chair of the International Conference on Information Systems (ICIS) in 1999 and Telecommuting'96. She was the chair of the ICIS Executive Committee in 2000 and editor-in-chief of MIS Quarterly from 2005-2007. She is a Fellow of the Association for Information Systems (AIS). Dr. Saunders holds a Ph.D. in Organizational Behavior and Management from the University of Houston and an MBA from the University of North Carolina at Chapel Hill. In addition to her academic positions, Dr. Saunders has worked for IBM and EXXON Company, U.S.A.
- Updated examples, plus addition of global examples, cases, and issues
- Expanded coverage of Supply Chain, resource-based view, organizational and national culture, security, COBIT, and building a business case
- Additional cases added to the end-of-chapter material
- Designed as a "foundation" book on IS concepts, with which professors can build their own selection of cases and readings.
- Covers the key, fundamental issues that students need to be knowledgeable participants in relevant information systems decisions.
- Uses the IS Strategy Triangle as a unifying theme to show the strategic context of all topics.