Overview

Pearlson and Saunders’ Third Edition of Managing and Using Information Systems: A Strategic Approach gives students the insights and knowledge they need to become active participants in information systems decisions. By demonstrating how IT relates to organizational design and business strategy, this title covers the essential concepts of MIS. Within the 4th edition, students will also learn how to recognize opportunities in the work environment and apply current technologies in innovative ways.  In a concise, updated format, Pearlson and Saunders provide a strategic approach to Information Systems for a senior/graduate level course or as a supplement for any course using additional cases and readings.

Full Product Details

Author:   Keri E. Pearlson (Research Board) ,  Carol S. Saunders (University of Central Florida)
Publisher:   John Wiley & Sons Inc
Imprint:   John Wiley & Sons Inc
Edition:   4th edition
Dimensions:   Width: 15.30cm , Height: 1.40cm , Length: 22.80cm
Weight:   0.435kg
ISBN:  

9780470343814

ISBN 10:   0470343818
Pages:   400
Publication Date:   14 January 2009
Audience:   College/higher education ,  Tertiary & Higher Education
Replaced By:   9781118281734
Format:   Paperback
Publisher's Status:   Out of Print
Availability:   In Print  
Limited stock is available. It will be ordered for you and shipped pending supplier's limited stock.

Table of Contents

Introduction. 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? Basic Assumptions. Food for Thought: Economics of Information Versus Economics of Things. Summary. Key Terms. Discussion Questions. 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. Summary. Key Terms. Discussion Questions. 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? Strategic Alliances. Risks. Food for Thought: Co-creating IT and Business Strategy. Summary. Key Terms. Discussion Questions. 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. Summary. Key Terms. Discussion Questions. 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. Virtual Teams. Gaining Acceptance for IT-Induced Change. Food for Thought: Security With Remote Workers. Summary. Key Terms. Discussion Questions. 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. Shared Services. Enterprise Systems. Integrated Supply Chains. Food for Thought: Is ERP a Universal Solution? Summary. Key Terms. Discussion Questions. 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. Architectural Principles. Enterprise Architecture. Other Managerial Considerations. From Strategy to Architecture to Infrastructure: An Example. Food for Thought: Cloud Computing. Summary. Key Terms. Discussion Questions. Case Study 6-1: Hasbro. Case Study 6-2: Johnson & Johnson's Enterprise Architecture. Chapter 7: Information Systems Sourcing. Sourcing Decision Cycle Framework. Insourcing. Outsourcing. Outsourcing Abroad. Backsourcing. Outsourcing Models. Food for Thought: Outsourcing and Strategic Networks. Summary. Key Terms. Discussion Questions. 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. IT Governance. Food for Thought: CIO Leadership Profiles. Summary. Key Terms. Discussion Questions. 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. Summary. Key Terms. Discussion Questions. 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. Options Pricing. Food For Thought: Who Pays for the Internet? Summary. Key Terms. Discussion Questions. Case Study 10-1: Troon Golf. Case Study 10-2: Valuing IT. Chapter 11: Project Management. What Defines a Project? What is Project Management? Project Elements. IT Projects. IT Project Development Methodologies. Managerial Influences. Managing Project Risk. The PMO. Food for Thought: Open Sourcing. Summary. Key Terms. Discussion Questions. Case Study 11-1: Sabre Holdings. Case Study 11-2: Dealing with Traffic Jams in London. Chapter 12: Managing Business Knowledge. Knowledge Management. 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. Summary. Key Terms. Discussion Questions. Case Study 12-1: GSD&M's Virtual Crowd Uses Analytics. Case Study 12-2: The Brain Behind the Big, Bad Burger. Glossary. Index.

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Author Information

Dr. Keri E. Pearlson is president of KP Partners, a CIO advisory services firm specializing in executive education and management coaching in the area of strategic use of information systems and organizational design. A former faculty member of the Graduate School of Business at the University of Texas at Austin, Dr. Pearlson is the co-author of Zero Time: Providing Instant Customer Value—Every Time, All the Time (John Wiley & Sons, 2000). Dr. Pearlson holds a Doctorate in Business Administration (DBA) in Management Information Systems from the Harvard Business School and both a Master’s Degree in Industrial Engineering Management and a Bachelor’s Degree in Applied Mathematics from Stanford University. 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.

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