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Preface | ||
Pt. I | Introduction and the Garbage Can Model | 1 |
Ch. 1 | Is it Reasonable to Expect a Return from Investments in Information Technology? | 3 |
Ch. 2 | A Garbage Can Model and the IT Investment/Value Equations | 25 |
Pt. II | IT Investments Among and Within Firms | 43 |
Ch. 3 | The Evidence for a Return Across Groups of Companies | 45 |
Ch. 4 | IT Investments with Direct Returns | 59 |
Pt. III | Indirect and Less Obvious Returns from IT Investment | 79 |
Ch. 5 | The Indirect Benefits from IT Investments | 81 |
Ch. 6 | Investing in the Infrastructure | 95 |
Ch. 7 | When IT Becomes a Part of Strategy | 109 |
Ch. 8 | Investing in IT to Enable Change | 125 |
Pt. IV | Increasing the Chances for Successful Investment | 149 |
Ch. 9 | Perspectives on Conversion Effectiveness | 151 |
Ch. 10 | Implications for the IT Investment Decision | 161 |
Pt. V | Some Implications | 189 |
Ch. 11 | Implications for Managing Information Technology | 191 |
Ch. 12 | Where IT Value is Found | 203 |
References | 217 | |
Index | 223 |
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Add Information Technology and the Productivity Paradox: Assessing the Value of Investing in IT, From networks to databases, email to voicemail, the amount of capital being invested in information technology each year is staggering. By 1996, U.S. firms were spending more than $500 billion annually on software, networks and staff. The recently merged , Information Technology and the Productivity Paradox: Assessing the Value of Investing in IT to the inventory that you are selling on WonderClubX
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Add Information Technology and the Productivity Paradox: Assessing the Value of Investing in IT, From networks to databases, email to voicemail, the amount of capital being invested in information technology each year is staggering. By 1996, U.S. firms were spending more than $500 billion annually on software, networks and staff. The recently merged , Information Technology and the Productivity Paradox: Assessing the Value of Investing in IT to your collection on WonderClub |