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Author:   Thomas J. Allen ,  Michael S. Scott Morton (both Professors of Management, both Professors of Management, Sloan School of Management, Massachusetts Institute of Technology) ,  Michael Scott Morton (Professors of Management, Sloan School of Management, Massachusetts Institute of Technology, USA)
Publisher:   Oxford University Press Inc
Imprint:   Oxford University Press Inc
Dimensions:   Width: 16.50cm , Height: 3.90cm , Length: 24.30cm
Weight:   0.881kg
ISBN:  

9780195068061

ISBN 10:   0195068068
Pages:   544
Publication Date:   10 March 1994
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of Contents

I. The Information Technology Revolution 1: Charles Jonscher: An Economic Study of the Information Revolution 2: Michael J. Piore: Corporate Reform in American Manufacturing and the Challenge to Economic Theory 3: Thomas W. Malone, Joanne Yates, and Robert I. Benjamin: Electronic Markets and Electronic Hierarchies 4: Gary W. Loveman: An Assesment of the Productivity Impact of Information Technologies 5: Eric Von Hippel: Determining User Needs for Novel Information-based Products and Services 6: Edgar H. Schein: Innovative Cultures and Organizations II. Strategic Options 7: Stanley M. Besen and Garth Saloner: Compatibility Standards and the Market for Telecommunications Services 8: N. Venkatraman and Akbar Zaheer: Electronic Integration and Strategic Advantage: A Quasi-Experimental Study in the Insurance Industry 9: John C. Henderson and N. Venkatraman: Strategic Alignment: A Model for Organizational Transformation via Information Technology 10: John C. Henderson and Jay C. Cooprider: Dimensions of IS Planning and Design Aids: A Functional Model of CASE Technology 11: Kevin Crowston and Thomas W. Malone: Information Technology and Work Organization 12: Jeongsuk Koh and N. Venkatraman: Joint Venture Formations and Stock Market Reactions: An Assessment in the Information Technology Sector 13: Gordon Walker and Laura Poppo: Profit Centers, Single-Source Suppliers, and Transaction Costs III. The Organization and Management Response 14: Edgar H. Schein: The Role of the CEO in the Management of Change: The Case of Information Technology 15: John S. Carroll and Constance Perin: How Expectations About Microcomputers Influence Their Organizational Consequences 16: Brian T. Pentland: End User Computing in the Internal Revenue Service 17: John Chalykoff and Thomas A. Kochan: Computer-aided Monitoring: Its Influence on Employee Job Satisfaction and Turnover 18: Lotte Bailyn: Toward the Perfect Work Place? The Experience of Home-based Systems Developers 19: D. Eleanor Westney and Sumantra Ghoshal: Building a Competitor Intelligence Organization: Adding Value in an Information Functin 20: John D. C. Little: Information Technology in Marketing 21: Thomas J. Allen and Oscar Hauptman: The Influence of Communication Technologies on Organizational Structure: A Conceptual Model for Future Research 22: Lisa M. Lynch and Paul Osterman: Technological Innovation and Employment in Telecommunications 23: Thomas A. Kochan, John Paul MacDuffie, and Paul Osterman: Employment Security at DEC: Sustaining Values amid Environmental Change Contributors Index

Reviews

'It was in the 1980s that Professor Michael Scott-Morton pointed out that it was impossible to obtain a sustainable competitive advantage through the use of information technology ... From a depth of analytical research Michael pointed out that, although it might temporarily put you ahead of the game, all that it gave you was a head start. The mere possession of the technology was not enough.' John Harvey-Jones in Managing to Survive

`It was in the 1980s that Professor Michael Scott-Morton pointed out that it was impossible to obtain a sustainable competitive advantage through the use of information technology ... From a depth of analytical research Michael pointed out that, although it might temporarily put you ahead of the game, all that it gave you was a head start. The mere possession of the technology was not enough.' John Harvey-Jones in Managing to Survive

`It was in the 1980s that Professor Michael Scott-Morton pointed out that it was impossible to obtain a sustainable competitive advantage through the use of information technology ... From a depth of analytical research Michael pointed out that, although it might temporarily put you ahead of the game, all that it gave you was a head start. The mere possession of the technology was not enough.' John Harvey-Jones in Managing to Survive

Author Information

Thomas J. Allen and Michael Scott Morton are both Professors of Management at the Sloan School of Management, Massachusetts Institute of Technology.

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