Much of her work involves development of case studies that describe the human, technology, and IT-business relationship resources of firms that have successfully implemented technology-based changes. Her cur-KL@TG: What prompted you, Peter Weill, and David Robert-son to write Enterprise Architecture as Strategy? JEANNE W. ROSS: In our roles we meet many… (More)
holding a joint appointment in the Departments of Computer Information Systems and Management. He earned his doctorate in Administrative Science in 1973 from Kent State University. Professor Robey is editor in chief of Information and Organization and serves on the editorial boards of Organization Science, Information Technology & People, and the John Wiley… (More)
more CISR research projects that presents management frameworks, findings and recommendations. £ Research Summary: a summary of a research project with preliminary findings.
Successful electronic government requires the successful implementation of technology. This book lays out a framework for understanding a system of decision processes that have been shown to be associated with the successful use of technology. Peter Weill and Jeanne Ross are based at the Center for Information Systems Research at MIT's Sloan School of… (More)
This paper presents preliminary findings from a research project that examined how firms are generating business value from their investments in enterprise resource planning implementations. The research, which was done jointly with Benchmarking Partners, describes the stages of ERP implementations, the obstacles that firms encountered in generating… (More)
In this paper we examine the likely impact of utility computing on information technology (IT) outsourcing. Drawing on a set of eleven outsourcing cases and on IT outsourcing literature, we identify four risks that lessen the potential benefits of IT outsourcing. We consider two approaches to outsourcing: selectively managing a network of outsourcing… (More)
Senior managers often feel frustration--even exasperation--toward information technology and their IT departments. The managers complain that they don't see much business value from the high-priced systems they install, but they don't understand the technology well enough to manage it in detail. So they often leave IT people to make, by default, choices… (More)