Additional Information
Book Details
Abstract
Every degree programme in business information systems and technology (and the great majority of the fast-expanding conversion MSc programmes in IT for business) includes a course on the strategic issues surrounding information systems. This new edition of an established text meets the need for an accessible and practical text for students studying this subject for the first time.
It supports the increasingly wide skills profile expected of business and information systems graduates and postgraduates, by adopting a toolbox approach to techniques and their application, and overall it creates a base from which effective consideration can be given to more complex concepts.
The second edition has been completely updated in line with new developments in the field and is now presented in a more attractive user-friendly style.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page\r | Title Page | ||
| Copyright | Copyright | ||
| Contents | iv | ||
| Introduction | xii | ||
| Acknowledgements | xvi | ||
| Part 1: Introduction to Strategic Management | 1 | ||
| 1 Strategic management and planning | 3 | ||
| 1.1 What is strategic management? | 3 | ||
| 1.1.1 Definitions of strategy | 4 | ||
| 1.1.2 Definitions of strategic management | 6 | ||
| 1.1.3 Corporate strategy | 7 | ||
| 1.1.4 Business strategy | 7 | ||
| 1.1.5 Functional strategy | 8 | ||
| 1.1.6 Strategic process | 8 | ||
| 1.2 The major elements of strategic management | 9 | ||
| 1.3 The diversity of strategic problems and decisions | 11 | ||
| 1.3.1 The nature of the industry | 11 | ||
| 1.3.2 The nature of the enterprise | 11 | ||
| 1.3.3 The current circumstances | 12 | ||
| 1.3.4 The organisation’s environment | 12 | ||
| 1.4 The development of strategic management | 12 | ||
| 1.5 The history of strategic planning and management | 13 | ||
| 1.5.1 The analytical school | 15 | ||
| 1.5.2 The pattern school | 16 | ||
| 1.6 A model of the strategic planning process | 16 | ||
| 1.7 Components of the strategic plan | 20 | ||
| 1.7.1 Mission | 20 | ||
| 1.7.2 Goals | 20 | ||
| 1.7.3 Strategy | 21 | ||
| 1.7.4 Policy | 21 | ||
| 1.8 Examples of strategic plans | 21 | ||
| 1.9 Summary and conclusions | 24 | ||
| References and further reading | 24 | ||
| 2 Analytical tools in strategic management | 26 | ||
| 2.1 The role of IS in strategic planning | 28 | ||
| 2.2 Strategic analysis | 29 | ||
| 2.2.1 Environmental analysis | 31 | ||
| Nature of the environment | 31 | ||
| Porter’s (1980) five forces model of competitive structure | 36 | ||
| Life cycle analysis | 39 | ||
| Key opportunities/threats (SWOT) analysis | 39 | ||
| 2.2.2 Analysis of values and objectives | 42 | ||
| Strategy and culture | 42 | ||
| Strategy and objectives | 45 | ||
| 2.2.3 Analysis of resources | 46 | ||
| Value chain analysis | 48 | ||
| Performance assessment | 49 | ||
| Product portfolio analysis | 52 | ||
| Analysis of core competencies | 52 | ||
| 2.3 Strategy choice | 57 | ||
| 2.3.1 Strategy formulation | 58 | ||
| What basis? – alternate competitive strategies | 58 | ||
| Which direction? – alternate directions | 60 | ||
| How? – alternate methods | 62 | ||
| Other approaches to generating strategic options | 62 | ||
| 2.3.2 Strategy evaluation and selection | 64 | ||
| Strategic fit – appropriateness | 65 | ||
| Strategic feasibility | 66 | ||
| Strategic desirability | 66 | ||
| 2.4 Strategic implementation | 67 | ||
| 2.4.1 Resource planning | 69 | ||
| 2.4.2 Strategy and structure | 70 | ||
| 2.4.3 Strategy and people and systems | 72 | ||
| 2.5 Summary and conclusions | 73 | ||
| References and further reading | 75 | ||
| Part 2: Information systems Strategy formulation | 79 | ||
| 3 What are management information systems? | 81 | ||
| 3.1 Definitions | 82 | ||
| 3.1.1 Information technology (IT) | 82 | ||
| 3.1.2 Management information systems (MIS) | 82 | ||
| 3.1.3 Decision support systems (DSS) and executive information systems (EIS) | 82 | ||
| 3.1.4 Strategic management information systems (SMIS) | 83 | ||
| 3.1.5 Information systems (IS) | 83 | ||
| 3.2 Management information systems | 83 | ||
| 3.2.1 The instrumentation view | 83 | ||
| 3.2.2 Levels of MIS | 85 | ||
| 3.2.3 Nature of decision making | 86 | ||
| 3.2.4 Desired attributes of MIS and information | 87 | ||
| 3.2.5 The effects of management information systems | 88 | ||
| 3.3.6 Strategy role of categories of systems players | 89 | ||
| References and further reading | 91 | ||
| 4 Strategy planning for information systems | 93 | ||
| 4.1 Where does an IS strategy fit within the wider set of strategies? | 96 | ||
| 4.2 What has been the history of IS strategic planning? | 99 | ||
| 4.3 What are the circumstances that demand and motivate major re-assessments of IS strategic plans? | 103 | ||
| 4.3.1 Major corporate changes | 103 | ||
| 4.3.2 External opportunities/threats | 103 | ||
| 4.3.3 Evolutionary change | 104 | ||
| 4.4 Who might be employed to do the actual planning? | 104 | ||
| 4.5 What might an IS strategic plan contain? | 106 | ||
| 4.6 Key concerns | 109 | ||
| 4.7 Summary | 109 | ||
| References and further reading | 110 | ||
| 5 The information systems strategic planning ‘toolkit’ | 112 | ||
| 5.1 Reference to included tools | 113 | ||
| 5.2 Checklist acronyms | 114 | ||
| 5.2.1 SWOT | 114 | ||
| 5.2.2 Sector analysis | 116 | ||
| 5.3 Business opportunity | 116 | ||
| 5.3.1 Opportunity categorising | 118 | ||
| 5.3.2 Impact categorising | 119 | ||
| 5.3.3 Strategic importance analysis | 121 | ||
| 5.3.4 Benefit level matrix | 125 | ||
| 5.4 Competitive position | 127 | ||
| 5.4.1 Industry analysis | 127 | ||
| 5.4.2 Five forces model | 127 | ||
| 5.4.3 Generic business strategies | 129 | ||
| 5.4.4 Strategic thrusts | 132 | ||
| 5.4.5 Strategy set transformation | 134 | ||
| 5.4.6 Business modelling | 135 | ||
| 5.5 Internal position | 136 | ||
| 5.5.1 Generic IS strategies | 136 | ||
| Centrally planned | 137 | ||
| Leading edge | 137 | ||
| Free market | 138 | ||
| Monopoly | 138 | ||
| Scarce resource | 139 | ||
| Necessary evil | 139 | ||
| 5.5.2 Value chain and value system analysis | 140 | ||
| 5.5.3 Information intensity matrix | 142 | ||
| 5.6 Evolutionary models | 144 | ||
| 5.6.1 Stages of growth model | 144 | ||
| 5.6.2 Era models | 152 | ||
| 5.6.3 Industry life cycle | 153 | ||
| 5.7 Information requirements analysis | 154 | ||
| 5.7.1 Critical success factor analysis | 154 | ||
| 5.7.2 Critical set analysis | 160 | ||
| 5.7.3 Ends-means analysis | 161 | ||
| 5.7.4 Business systems planning (BSP) | 163 | ||
| 5.7.5 Comparison of CSF, E-M and BSP | 164 | ||
| 5.8 Summary and comparisons | 166 | ||
| References and further reading | 170 | ||
| 6 Frameworks for integrating IS strategies with business strategies | 173 | ||
| 6.1 Reasons for a planning framework | 174 | ||
| 6.1.1 A framework or a methodology? | 174 | ||
| 6.2 Alternative classifications of planning frameworks | 176 | ||
| 6.2.1 Classified by the intention/effect of the framework | 176 | ||
| Business impacting | 176 | ||
| Business aligning | 177 | ||
| 6.2.2 Classified by the nature of the planning environment | 178 | ||
| 6.2.3 Classified by the nature of the planning process | 181 | ||
| 6.3 Top-down aligning of IS and business strategies | 184 | ||
| 6.4 Eclectic, aligning and impacting planning process | 190 | ||
| 6.4.1 Strategic importance of IS and infrastructure-led bottom-up planning process | 191 | ||
| 6.4.2 Strategic importance of IS and business-led top-down planning process | 191 | ||
| 6.4.3 Strategic importance of IS and mixed, eclectic planning processes | 192 | ||
| 6.5 Summary | 194 | ||
| References and further reading | 197 | ||
| 7 Information value and IS investment | 200 | ||
| 7.1 IS costs | 202 | ||
| 7.1.1 Checklist for IS costs | 203 | ||
| 7.1.2 IS cost dynamics or cost compounding | 205 | ||
| 7.1.3 Levels of IS investment | 205 | ||
| IS investment level over time | 208 | ||
| IS investment level by industry sector | 209 | ||
| Allocation of the IS investment | 210 | ||
| 7.1.4 Auditing IS costs | 212 | ||
| 7.2 IS benefits – information value | 215 | ||
| 7.3 Making the investment decision | 225 | ||
| Tangible benefits measurement | 228 | ||
| 7.3.1 Hard financial justifications | 229 | ||
| Return on investment (RoI) | 230 | ||
| Discounted cash flow (DCF) | 231 | ||
| Payback period | 232 | ||
| 7.3.2 Risk recognising techniques | 233 | ||
| Probability of attainment/Bayesian analysis | 234 | ||
| 7.3.3 Return on management | 235 | ||
| 7.3.4 Information economics | 237 | ||
| 7.3.5 Strategic contribution assessment | 241 | ||
| 7.4 Some final points | 244 | ||
| References and further reading | 247 | ||
| 8 IS, business competition and organisation | 250 | ||
| 8.1 Competitive advantage from IS strategies? | 250 | ||
| 8.2 The classic argument for competitive advantage | 252 | ||
| 8.3 Problems with the classic arguments of IS for competitive advantage | 260 | ||
| 8.3.1 Analysis of the ‘tales’– management not technology | 261 | ||
| 8.3.2 An advantage that can hurt | 263 | ||
| 8.3.3 What are the chances for competitive advantage? | 265 | ||
| 8.4 What is the organisational gain? | 267 | ||
| 8.5 Business re-engineering | 272 | ||
| 8.5.1 The need for re-design – a paradigm shift? | 273 | ||
| 8.5.2 The ‘classics’ of business re-engineering | 279 | ||
| 8.5.3 What is involved in BPR? | 280 | ||
| Identify the process for innovation | 284 | ||
| Identify the change levers | 284 | ||
| Develop the process vision | 285 | ||
| Understand the existing processes | 285 | ||
| Design the prototype the new process | 285 | ||
| 8.5.4 Tools and techniques | 286 | ||
| 8.5.5 BPR and the role of IS | 288 | ||
| 8.5.6 BPR and people issues | 290 | ||
| 8.6 Organisational learning | 291 | ||
| References and further reading | 295 | ||
| Part 3: Information Systems Strategy Choices | 299 | ||
| 9 IS resource management | 305 | ||
| 9.1 The role of IS | 305 | ||
| 9.2 The location of IS | 309 | ||
| 9.2.1 Centralised IS location | 311 | ||
| Benefits of centralised siting and control | 311 | ||
| Drawbacks of centralised IS services | 312 | ||
| Scenario for centralised siting and control | 313 | ||
| Re-centralising the IS location | 313 | ||
| 9.2.2 Non-centralised IS locations | 316 | ||
| Decentralised IS location | 316 | ||
| Devolved IS location | 317 | ||
| Benefits of non-centralised IS functions | 319 | ||
| Disadvantages with non-centralised IS resource | 319 | ||
| Scenario for non-centralised siting and control | 321 | ||
| 9.2.3 Commercialising the IS function | 322 | ||
| 9.2.4 Outsourced IS | 325 | ||
| 9.3 The organisation of IS | 326 | ||
| 9.3.1 ‘Traditional’ IS function | 326 | ||
| 9.3.2 Database-driven structure | 331 | ||
| 9.3.3 Functional project groups | 331 | ||
| 9.3.4 Information centres and decision support | 333 | ||
| 9.3.5 Externally focused | 334 | ||
| 9.4 Matching IS resource to business community | 336 | ||
| 9.4.1 Symptoms of structural fit | 342 | ||
| 9.4.2 Symptoms of structural misfit | 343 | ||
| 9.4.3 Ownership of data controversy | 344 | ||
| 9.4.4 Related issues | 346 | ||
| References and further reading | 346 | ||
| 10 IS management and the IS profession | 349 | ||
| 10.1 The role and nature of IS managers | 350 | ||
| 10.2 Key IS management issues and tasks | 356 | ||
| 10.2.1 Allocating IS management tas | 356 | ||
| 10.2.2 Strategic IS management | 358 | ||
| 10.2.3 Operational IS management | 363 | ||
| Separate innovation from production | 363 | ||
| Manage the technology not its use | 364 | ||
| Integrate all types of data | 366 | ||
| 10.3 Hybrid management | 367 | ||
| 10.3.1 Problems associated with hybrid management | 371 | ||
| 10.3.2 Approaches to developing hybrid managers | 372 | ||
| 10.3.3 From the perspective of a hybrid manager | 375 | ||
| 10.4 IS as a profession | 377 | ||
| References and further reading | 379 | ||
| 11 Managing user-controlled computing | 382 | ||
| 11.1 What is user-controlled computing | 383 | ||
| 11.2 Descriptive models of user-controlled computing | 386 | ||
| 11.2.1 Described by skill and job content | 386 | ||
| 11.2.2 Described by control discretion | 388 | ||
| 11.2.3 Described by maturity stage | 389 | ||
| 11.2.4 Described by three key variables | 390 | ||
| 11.3 Approaches to directing user-controlled computing | 392 | ||
| 11.4 Information centres and user support | 399 | ||
| 11.4.1 Problems associated with information centres | 404 | ||
| 11.4.2 Relationships between U-CC/IC/IS | 406 | ||
| 11.4.3 Measuring information centre success | 409 | ||
| 11.4.4 Help-desks and direct user support | 411 | ||
| 11.5 Group-based user computing | 413 | ||
| 11.5.1 What is CSCW? | 413 | ||
| 11.5.2 Groupware systems | 415 | ||
| 11.6 Summary and conclusions | 418 | ||
| References and further reading | 419 | ||
| 12 Selection and acquisition | 422 | ||
| 12.1 The procurement process | 425 | ||
| 12.1.1 The role of rules, standards and open systems | 431 | ||
| 12.1.2 Definitions associated with open systems | 435 | ||
| 12.2 Acquisition of software | 436 | ||
| 12.2.1 In-house development | 437 | ||
| 12.2.2 Use of standard packages | 439 | ||
| 12.3 Acquisition of hardware | 446 | ||
| 12.3.1 Hardware source channels | 447 | ||
| 12.3.2 Downsizing | 450 | ||
| Rightsizing | 455 | ||
| 12.4 External acquisition of IS services | 457 | ||
| 12.4.1 Managing outsourcing arrangements | 464 | ||
| 12.4.2 Managing vendors | 468 | ||
| 12.4.3 Human issues in outsourcing | 471 | ||
| 12.5 Contract staff and consultants | 472 | ||
| 12.6 Acquisition payment alternatives | 475 | ||
| 12.6.1 Outright purchase | 476 | ||
| 12.6.2 ‘Temporary’ purchase | 476 | ||
| Straightforward, or operating, lease | 477 | ||
| Purchase-lease | 477 | ||
| Renting | 478 | ||
| 12.7 IS cost recovery | 482 | ||
| References and further reading | 489 | ||
| 13 Responsible IS management | 492 | ||
| 13.1 Managing IS security | 492 | ||
| 13.1.1 Risk identification | 495 | ||
| Hacking | 499 | ||
| Viruses | 500 | ||
| 13.1.2 Risk analysis | 500 | ||
| Loss | 503 | ||
| 13.1.3 Risk handling | 505 | ||
| Controls and counter measures | 509 | ||
| Operating standards | 512 | ||
| Segregation of responsibilities | 513 | ||
| Network security measures | 514 | ||
| Passwords | 514 | ||
| Data encryption | 515 | ||
| Anti-virus security | 516 | ||
| Fire detection and prevention | 516 | ||
| 13.1.4 Contingency planning and disaster recovery | 517 | ||
| 13.2 IS management and ethics | 523 | ||
| 13.2.1 Ethical frameworks | 523 | ||
| 13.2.2 IS issues that pose ethical dilemmas | 525 | ||
| 13.3 Managing IS and the law | 527 | ||
| 13.3.1 Confidentiality and privacy | 527 | ||
| Data Protection Act 1984 | 530 | ||
| Rights of data subjects | 534 | ||
| Cost to an organisation | 536 | ||
| Privacy concerns despite the Data Protection Act | 537 | ||
| 13.3.2 Copyright and software protection | 539 | ||
| Confidence | 540 | ||
| Copyright | 540 | ||
| Software piracy | 541 | ||
| Systems development protection | 546 | ||
| 13.3.3 Contracts | 548 | ||
| 13.3.4 Health and safety | 554 | ||
| 13.3.5 Information systems and crime | 556 | ||
| References and further reading | 563 | ||
| Author index | 567 | ||
| General index | 570 |