Piccoli's Information Systems for Managers offers an engaging, non-academic style and actionable frameworks to help managers envision how to develop value added IT-dependent strategic initiatives. The version with cases offers an "all in one" book to choose different cases. Each case has extensive notes prepared by the author to help teach a meaningful course. Part III on "The Strategic use of IS" offers unique and useful frameworks that MBAs will be able to put into practice. Two versions provide flexibility and additional chapters on ERP and Business Intelligence/Analytics ad value. The text is well-written with clear examples of the theories and frameworks it introduces as well as great business cases that can be used for discussion to better educate about a subject that is vital to successful managers in the future.PREFACE viiFOREWORD xi
PART I FOUNDATIONS 1
CHAPTER 1 Information Systems and the Role of General and Functional Managers 3
Introduction 5
General and Functional Managers 6
General and Functional Managers versus End Users 9
The Next Wave of CIOs 10
Fundamental IT Trends: The Staying Power of Moore’s Law 12
Processing Power and Memory Increase 13
Costs of Computing Power Decline 14
Computers Have Become Easier to Use 16
Other IT Trends of Managerial Interest 16
Declining Storage Costs 17
Ubiquitous Network Access 17
Ubiquitous Computing and Digital Data Genesis 17
How Do These Trends Affect Today’s Managers? 21
Why Can’t We Just Hire Good IT People? 22
Summary 23
Study Questions 23
Further Readings 24
Glossary 24
CHAPTER 2 Information Systems Defined 25
Introduction 26
Information Systems: Definition 27
IS, Not IT 27
Information Systems as Sociotechnical Systems 28
The Four Components of an Information System 29
Systemic Effects 32
Why Do Organizations Build Information Systems? 33
Successful Information Systems 34
Information Systems Outcomes 38
Information Systems in the Organizational Context 39
Every Organization is Unique 39
Bringing It All Together 40
Information Systems and Organizational Change 41
First-Order Change: Automate 41
Second-Order Change: Informate 42
Third-Order Change: Transform 43
Culture and Information Systems 45
National Culture 45
Organizational Culture and National Culture 46
How Culture Impacts Structure 47
Implications 49
Don’t Put the Cart before the Horse 49
The Rock in the Pond 50
Information Systems Are in Flux 50
Conclusion 51
Summary 51
Study Questions 51
Further Readings 52
Glossary 52
CHAPTER 3 Organizational Information Systems and Their Impact 53
Introduction 54
Categorizing Systems 55
Hierarchical Perspective 55
Functional Perspective 59
Process Perspective 60
The Information System Cycle 64
The Integration Imperative 65
Defining Integration 65
The Dimensions of Integration 65
Enterprise Systems 68
The Genesis of Enterprise Systems 68
Enterprise Systems: Definition 70
The Advantages of Enterprise Systems 73
The Limitations of Enterprise Systems 74
Supply Chain Management 78
A Brief History of Supply Chain Management 79
Modern Supply Chain Management 80
Knowledge Management 82
Knowledge: Definition 82
Knowledge Management: Definition 84
Business Intelligence 85
Business Intelligence: Definition 87
Components of the Business Intelligence Infrastructure 88
The Evolution of Business Intelligence 91
Customer Relationship Management 92
Aspects of CRM 92
The Limitations of CRM 94
Best-of-Breed Integration 94
Enterprise Application Integration (EAI) 95
Ultimate Flexibility: Service-Oriented Architecture 95
Integration: Concluding Remarks 97
Summary 98
Study Questions 99
Further Readings 99
Glossary 100
PART II COMPETING IN THE INTERNET AGE 103
CHAPTER 4 The Changing Competitive Environment 105
Introduction 106
Network Economics 107
Networks Are Different: Value in Plentitude 108
Physical and Virtual Networks 108
Key Concepts and Vocabulary 110
Two-Sided Networks 118
Implications for General and Functional Managers 118
The Economics of Information 121
Data and Information 122
Classic Information Goods 122
The Economic Characteristics of Information 123
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