| |
Working Paper No. |
Title |
Author(s) |
 |
312 |
Merging Information Technology and Cultures at Compaq-Digital |
Jeanne W. Ross and Carol Brown |
|
311 |
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change |
Daniel Robey, Jeanne W. Ross, Marie-Claude Boudreau |
|
310 |
Strategic Levers to Enable E-Business Transformation |
Jeanne W. Ross, Cynthia Beath, V. Sambamurthy, and Mark Jepson |
|
309 |
Sources of Vendor Production Cost Advantages in IT Outsourcing |
Natalia Levina |
|
308 |
The Evolving Role of the CIO |
Jeanne W. Ross and David J. Feeny |
|
307 |
The ERP Revolution: Surviving Versus Thriving |
Jeanne W. Ross |
|
306 |
The IT Organization of the 21st Century: Moving to a Process-Based Orientation |
Carol V. Brown and Jeanne W. Ross |
|
305 |
Case Study—Dow Corning Corporation C: Transforming the Organization |
Jeanne W. Ross |
|
304 |
Linking Intra-Organizational Stakeholders: CIO Perspectives on the Use of Coordination Mechanisms |
Carol V. Brown |
|
303 |
Horizontal Mechanisms Under Differing IS Organization Contexts |
Carol V. Brown and V. Sambamurthy |
|
302 |
Reconceptualizing IT |
John F. Rockart and Jeanne W. Ross |
|
301 |
Case Study—Travelers Property Casualty Corporation: Building an Object Environment for Greater Competitiveness |
Douglas M. LaBoda and Jeanne W. Ross |
|
300 |
The Untapped Potential of IT Chargeback |
Jeanne W. Ross, Michael R. Vitale, and Cynthia M. Beath |
|
299 |
Case Study—Texas Instruments: Service Level Agreements and Cultural Change |
Jeanne W. Ross |
|
298 |
Case Study—Dow Corning Corporation: Business Processes and Information
Technology |
Jeanne W. Ross |
|
297 |
Are We Moving Toward an Information SuperHighway or a Tower of Babel? The Challenge of Large-Scale Semantic Heterogeneity |
Stuart E. Madnick |
|
296 |
Case Study—JCPenney: Developing Seamless Operations In a Multi-Platform Environment |
Jeanne W. Ross |
|
295 |
Management by Maxim: Creating Business Driven Information Technology Infrastructures |
Marianne Broadbent and Peter Weill |
|
294 |
The Illusory Diffusion of Innovation: An Examination of Assimilation Gaps |
Robert G. Fichman and Chris F. Kemerer |
|
293 |
Alternative Measures of Adopter Innovativeness: A Conceptual and Empirical
Analysis |
Robert G. Fichman |
|
292 |
The New IT Organization: Eight Imperatives |
John F. Rockart, Michael J. Earl, and Jeanne W. Ross |
|
291 |
Managing Models in a Multi-Site Environment |
J. Debra Hofman |
|
290 |
Developing Long-Term Competitiveness Through Information Technology Assets |
Jeanne W. Ross, Cynthia M. Beath, and Dale L. Goodhue |
|
289 |
The Role and Worldview of Design Practitioners: A Multimethod Study of Information Systems Developers in the Public Sector |
Michael K. Epstein |
|
287 |
Realizing the Potential of Groupware Technologies: An Improvisational Strategy for Change Management |
Wanda J. Orlikowski and J. Debra Hofman |
|
286 |
A German View of Executive Support Systems |
Kuno Rechkemmer |
|
285 |
Case Study—Schneider National, Inc.: Building Networks to Add Customer Value |
Jeanne W. Ross |
|
284 |
Case Study—GTECH Corporation: Leveraging Networking Competencies |
Jeanne W. Ross |
|
283 |
Case Study—Johnson & Johnson: Building an Infrastructure to Support Global Operations |
Jeanne W. Ross |
|
282 |
Case Study—Travelers Insurance: Process Support Through Distributed Technologies |
Jeanne W. Ross |
|
281 |
The Assimilation of Software Process Innovations: An Organizational Learning Perspective |
Robert G. Fichman and Chris F. Kemerer |
|
280 |
Radical Change in the Systems Delivery Process: Object-Oriented Component Assembly |
J. Debra Hofman |
|
279 |
Evolving with Notes: Organizational Change Around Groupware Technology |
Wanda J. Orlikowski |
|
278 |
The Role of Information Technology Infrastructure in Business Process Redesign |
Marianne Broadbent, Peter Weill, and Don St. Clair |
|
277 |
The Information Systems Balancing Act: Building Partnerships and Infrastructure |
Carol V. Brown and Jeanne W. Ross |
|
272 |
Computers and Economic Growth: Firm-Level Evidence |
Erik Brynjolfsson and Lorin Hitt |
|
270 |
Application Templates: Faster, Better, and Cheaper Systems |
J. Debra Hofman and John F. Rockart |
|
262 |
Electronic Integration and Business Network Redesign: A Roles-Linkage Perspective |
Ajit Kambil and James E. Short |
|
257 |
Is Information Systems Spending Productive? New Evidence and New Results |
Erik Brynjolfsson and Lorin Hitt |
|
256 |
Transformation of the IS Organization: From "Technical Portfolio" to "Relationship Portfolio" |
N. Venkatraman and Lawrence Loh |
|
251 |
Strategic Issues in Information Technology Sourcing: Patterns, Perspectives, and Prescriptions |
N. Venkatraman and Lawrence Loh |
|
242 |
Adoption of Software Engineering Process Innovations: The Case of Object-Orientation |
Robert G. Fichman and Chris F. Kemerer |
|
223 |
Improving Systems Delivery: A Managerial Perspective |
John F. Rockart and J. Debra Hofman |
|
217 |
Strategic Alignment: A Model for Organizational Transformation via Information Technology |
John C. Henderson and N. Venkatraman |
|
215 |
Strategic Data Planning: Lessons from the Field |
Dale L. Goodhue, Laurie Kirsch, Judith A. Quillard, and Michael Wybo |
|
213 |
The New Industrial Engineering: Information Technology and Business Process Redesign |
Thomas H. Davenport and James E. Short |
|
210 |
Strategies for Electronic Integration: From Order-Entry to Value-Added Partnerships |
N. Venkatraman and James E. Short |
|
200 |
IT and the Networked Organization: Towards More Effective Management of Interdependence |
John F. Rockart and James E. Short |
|
195 |
Building and Sustaining Partnership Between Line and IS Managers |
John C. Henderson |
|
191 |
Critical Success Factors: An Annotated Bibliography |
Nancy S. Forster and John F. Rockart |
|
169 |
Groupware: A Key to Managing Business Teams? |
Christine V. Bullen and Robert R. Johansen |
|
160 |
The Line Takes the Leadership |
John F. Rockart |
|
69 |
A Primer on Critical Success Factors |
Christine V. Bullen and John F. Rockart |
