Ross

Center for Information Systems Research


	Jeanne W. Ross

B.A., University of Illinois, 1974
M.B.A., University of Pennsylvania, 1977
Ph.D., University of Wisconsin-Milwaukee, 1987

Principal Research Scientist,
Center for Information Systems Research
MIT Sloan School of Management

Jeanne W. Ross is Principal Research Scientist at the MIT Center for Information Systems Research. Her research focuses on the management of the IT unit, particularly on the management of the IT infrastructure and on changes in management demanded by new technologies and new organizational forms. Much of her work involves development of case studies that describe the human, technology, and IS-business relationship resources of firms that have successfully implemented technology-based changes. Her current research focuses on the management of technology infrastructures that enable organizational transformations and on the discussion of IT value between IT and business management. Dr. Ross has served on the faculty at Worcester Polytechnic Institute and St. Norbert College.

Representative Publications:

Ross, J.W. and Weill, P. "Six IT Decisions Your IT People Shouldn't Make." Harvard Business Review, November 2002, reprint #R0211F.
Ross, J.W., and Beath, C.M. "Beyond the Business Case: New Approaches to IT Investment." Sloan Management Review (43:2), Winter 2002; pp. 51–59.
Robey, D., Ross, J.W., and Boudreau, M. "Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change." Journal of Management Information Systems (19:1), Summer 2002; pp. 17–46. This paper has also been published as CISR Working Paper No. 311.

Much of Dr. Ross' research is case study-based. The following CISR Working Papers are all available from MIT Document Services. Please refer to our publications page for ordering and contact information, or proceed directly to the Document Services on-line order form.

Working Paper No.	Title	Description
323	Beyond the Business Case: Strategic IT Investment	In this paper, we argue that firms should make four distinct types of IT investments: transformation, renewal, process improvements, and experiments.
318	United Parcel Service: Delivering Packages and E-Commerce Solutions	This case study describes how UPS has successfully migrated from a bricks-and-mortar environment to a clicks-and-mortar environment.
317	E-Business at Delta Air Lines: Extracting Value from a Multi-Faceted Approach	This case study describes Delta's e-business initiatives, noting the organizational structure used to aggressively pursue new opportunities.
316	Chase Global Markets: Defining New Business Models in the Investment Bank Industry	This case study examines the efforts of Chase's e-Capital Markets group to revamp its approach to serving customers and developing IT solutions.
315	Brady Corporation: Delivering Customer Value Through Multiple Channels	The case describes Brady's e-business initiatives and its approach to developing an IT infrastructure that supports those initiatives
312	Merging Information Technology and Cultures at Compaq-Digital	This case describes the challenges from the perspective of the two firms' IT units.
305	Dow Corning Corporation C: Transforming the Organization	Describes how the firm captured its learnings from the pilot implementation and successfully implemented SAP on a global basis.
301	Travelers Property Casualty Corporation: Building an Object Environment	This case describes how Travelers overcame the challenges associated with implementing an OO environment.
299	Texas Instruments: Service Level Agreements and Cultural Change	TI introduces SLAs to better align infrastructure services with business needs.
298	Dow Corning Corporation: Business Processes and Information Technology	Dow Corning reorganizes its IT unit and embarks upon a global SAP implementation.
296	JC Penny: Developing Seamless Operations in a Multi-Platform Environment	Description of Penney's development of a world class IT support organization.
285	Schneider National, Inc.: Building Networks to Add Customer Value	Transformation from a trucking company to a logistics company demands a new IT infrastructure.
284	GTECH Corporation: Leveraging Networking Competencies	Having saturated the global lottery market, GTECH must find new opportunities for its networking competency.
283	Johnson & Johnson: Building an Infrastructure to Support Global Operations	Traditionally decentralized firm must develop an infrastructure that responds to global customer needs and cost pressures.
282	Travelers Insurance: Process Support Through Distributed Technologies	Development of an object-oriented system is technically challenging and demands partnership with business.


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