LEADER 05628nam 2200709 450 001 9910132187503321 005 20190408102906.0 010 $a1-119-20391-0 010 $a1-118-85350-4 010 $a1-118-85352-0 035 $a(CKB)3710000000203808 035 $a(EBL)1744755 035 $a(SSID)ssj0001599665 035 $a(PQKBManifestationID)16306038 035 $a(PQKBTitleCode)TC0001599665 035 $a(PQKBWorkID)14892186 035 $a(PQKB)11605615 035 $a(MiAaPQ)EBC1744755 035 $a(CaSebORM)9781118443934 035 $a(EXLCZ)993710000000203808 100 $a20160408h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aTrust and partnership $estrategic IT management for turbulent times /$fRobert J. Benson, Pieter M. Ribbers with Ronald B. Blitstein 205 $a1st edition 210 1$aHoboken, New Jersey :$cWiley,$d2014. 210 4$dİ2014 215 $a1 online resource (1081 p.) 225 1 $aWiley CIO Series 300 $aDescription based upon print version of record. 311 $a1-118-44393-4 320 $aIncludes bibliographical references and index. 327 $aCover; Series Page; Title Page; Copyright; Preface; Part One: The Challenges; Chapter 1: Business and IT in Turbulent Times; Turbulence and Uncertainty Challenge Enterprises; This Is Not about Alignment (Entirely); The Problem of Business and IT Relationships; Strategic IT Management Changes the Mental Models about IT in the Enterprise; To Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?; Notes; Chapter 2: The Barrier; Trust and Performance Are Highly Correlated; Trust and Partnership Are Highly Correlated 327 $aContext and Performance Affect Trust and Ability to PartnerTrust and the Total Value Performance Model; Trust and Governance; A Case of Broken Trust; The Role of Executive Leadership; Notes; Chapter 3: A Staircase to Trust; What Is Trust?; Dimensions of Trust; Trust Improves Business Performance; Can Trust between Business and IT Be Built?; Personal Trust versus Organizational Trust; Maslow's Hierarchy of Needs and IT; Business Requirements for Total Value Performance; How Does Trust Affect IT Strategy in Turbulent Times?; Producing Business Outcomes-An Assessment; References; Notes 327 $aChapter 4: IT Strategy in Turbulent EnvironmentsChange and Turbulence Defined; How Do Organizations Cope with Change and Turbulence?; Assessing Turbulence in the Enterprise; Organizational Capabilities and Environmental Turbulence; How Do IT and IT Management Cope with Turbulence and Change?; Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessment; References; Notes; Chapter 5: Turbulence in Information Technology; History of Technology Turbulence; The Impact of Technology Turbulence; Enterprise Implications Based on Turbulence in IT; Technology Turbulence Assessment 327 $aReferencesNotes; Chapter 6: The Effects of IT Sourcing; The IT Services Supplier as a Strategic Concern; Strategic IT Outsourcing; The Impact of Trust and Turbulence; Looking Ahead9; References; Notes; Part Two: Principles for Transforming Business in Turbulent Times; Chapter 7: Requirements for Strategic IT Management; The Impact of Turbulence and Trust; The Impact of Turbulence; The Impact of Trust; Turbulence and Trust: Requirements for Business-IT Partnership; Demand and Supply Management of IT; Demand and Supply Impact on Outsourcing; To Conclude: The Need for Relational Governance 327 $aSelf-Assessment: IT CompetenciesNotes; Chapter 8: The Service Relationship; IT Is a Service Business; Service Performance Is the Foundation for IT Credibility and Trust; IT Service Management Is Critical; So What?; Conclusion and Scorecards; Scorecard Evaluation20; Notes; Chapter 9: The Partnership Relationship; Reasons for the Business-IT Partnership; Defining the Business-IT Partnership; Dealing with Culture, Behavior, and Silos; Implementing the Business-IT Partnership; Engaging the Business; Implementing Partnerships Requires Agreement on Roles for the Partners; Is This a Real Problem? 327 $a"Teaming" Is the New Partnership 330 $aProven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practices There is no doubt that a tidal wave of change is hitting the area of business technology; new business models are forming around the cloud, new insights on how an enterprise runs is being aided by mining massive transactional and operational data sets. Decision-making is becoming almost prescient through new classes of data visualization, data analytics, and dashboards. Despite the promise of technologies to make a difference, or perhaps because of it, IT 410 0$aWiley CIO series. 606 $aInformation technology$xManagement 606 $aStrategic planning 606 $aInternational business enterprises$xCommunication systems$xManagement 608 $aElectronic books. 615 0$aInformation technology$xManagement. 615 0$aStrategic planning. 615 0$aInternational business enterprises$xCommunication systems$xManagement. 676 $a004.068 676 $a004.068/4 700 $aBenson$b Robert J.$0964163 702 $aRibbers$b Pieter M. 702 $aBlitstein$b Ronald B. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910132187503321 996 $aTrust and partnership$92186545 997 $aUNINA