Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
288,269
result(s) for
"Information technology Management."
Sort by:
Governance arrangements for IT project portfolio management : qualitative insights and a quantitative modeling approach
Due to the growing importance of IT-based innovations, contemporary firms face an excessive number of proposals for IT projects. As typically only a fraction of these projects can be implemented with the given capacity, IT project portfolio management as a relatively new discipline has received growing attention in research and practice in recent years. Thorsten Frey demonstrates how companies are struggling to find the right balance between local autonomy and central overview about all projects in the organization. In this context, impacts of different contextual factors on the design of governance arrangements for IT project portfolio management are demonstrated. Moreover, consequences of the use of different organizational designs are analyzed. The author presents insights from a qualitative empirical study as well as a simulative approach. Contents IT Project Portfolio Management IT Governance Business IT/Alignment Centralization and Decentralization Target Groups Information management and project management researchers and students IT project portfolio management and IT governance practitioners The Author Dr. Thorsten Frey received his doctorate at the chair of Information Systems / Software Business & Information Management at the Technische Universitèat Darmstadt, Germany. His areas of interest are Information Management, IT Governance, and Project Portfolio Management.
Book
Impact of Information Technology Management Practices on Customer Service
Recently,despite huge incentives and subsequent increases in investment in customer relationship management technology, many firms have not been able to increase their customer satisfaction index ratings. The purpose of this paper is to gauge whether IT management practices differ among firms where IT has a major role in transforming marketing, operations, or both, which give the firms advantage by affecting their customer service. Several research hypotheses are tested using data obtained from a survey of 213 IT-leaders in the financial services industry. The results clearly indicate that the IT-leader firms have a higher level of IT management sophistication and a higher role for their IT-leaders compared to IT-enabled customer focus, IT-enabled operations focus, and IT-laggard firms. This paper concludes with the implications for both researchers and practitioners.
Journal Article
Managing Information Technology Investment Risk: A Real Options Perspective
Past information systems research on real options has focused mainly on evaluating information technology (IT)investments that embed a single, a priori known option (such as, deferral option, prototype option). In other words, only once a specific isolated option is identified as being embedded in a target IT investment, does this research call upon using real options analysis to evaluate the option. In effect, however, because real options are not inherent in any IT investment, they usually must be planned and intentionally embedded in a target IT investment in order to control various investment-specific risks, just like financial risk management uses carefully chosen options to actively manage investment risks. Moreover, when an IT investment involves multiple risks, there could be numerous ways to reconfigure the investment using different series of cascading (compound) options. In this light, we present an approach for managing IT investment risk that helps to rationally choose which options to deliberately embed in an investment so as to optimally control the balance between risk and reward. We also illustrate how the approach is applied to an IT investment entailing the establishment of an Internet sales channel.
Journal Article
A Practitioner's Guide to Data Governance
Data governance looks simple on paper, but in reality it is a complex issue facing organizations. In this practical guide, data experts Uma Gupta and San Cannon look to demystify data governance through pragmatic advice based on real-world experience and cutting-edge academic research.
eBook
ITIL® 4 Foundation Revision Guide
ITIL® 4 has evolved from the previous, ITIL v3, version by re-shaping much of the established ITSM practices in the wider context of customer experience, value streams and digital transformation, as well as embracing new ways of working such as Lean, Agile, and DevOps.
eBook
Management and information technology : challenges for the modern organization
Information technology has come to play an important role in organizations over the last few decades. Though it began as an entity dealt with by specialists, IT has evolved to become an everyday tool with both operational and strategic impacts. Most modern organizations have adopted different forms of IT, and become dependent on their computer-based information systems and their peripherals for everyday operations. Information technology offers opportunities to increase efficiency, customer value, and competitiveness. Given the financial investment in IT required by organizations to remain competitive, IT has become a resource that needs to be managed. Management and Information Technology evaluates organizations' utilization of IT including knowledge management and e-learning, accounting, and business relationships. Presenting theories to help the reader understand the varying roles IT can occupy in different organizations, this volume illustrates the ways in which IT has become a key strategic tool.
Book
Information Technology Competence of Business Managers: A Definition and Research Model
This research explores the concept of the information technology (IT) competence of business managers, defined as the set of IT-related explicit and tacit knowledge that a business manager possesses that enables him or her to exhibit IT leadership in his or her area of business. A manager's knowledge of technologies, applications, systems development, and management of IT form his or her explicit IT knowledge. This domain further extends to include knowing who knows what, which enables the manager to leverage the knowledge of others. Tacit IT knowledge is conceptualized as a combination of experience and cognition. Experience relates to personal computing, IT projects, and overall management of IT. Cognition refers to two mental models: the manager's process view and his or her vision for the role of IT. The outcomes expected from IT-competent business managers are chiefly two behaviors: an increased willingness to form partnerships with IT people and an increased propensity to lead and participate in IT projects.
Journal Article