The Politics of Information Management
The Politics of Information Management
The Business Value of Computers: An Executive's Guide
The Business Value of Computers: An Executive's Guide
Strategic Sourcing of Information Systems: Perspectives and Practices
Strategic Sourcing of Information Systems: Perspectives and Practices
Information Systems Outsourcing; Myths, Metaphors, and Realities
Information Systems Outsourcing; Myths, Metaphors, and Realities
Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times
Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times
Information technology and economic performance: A critical review of the empirical evidence
ACM Computing Surveys (CSUR)
Information Systems Research
The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model
Organization Science
Forty years of the corporate information technology function at Texaco Inc. - A history
Information and Organization
A marketing maturity model for IT: building a customer-centric IT organization
IBM Systems Journal
Metaphorical analysis of social factors during information systems development
International Journal of Business Information Systems
Parasitism and Internet auction fraud: An exploration
Information and Organization
Editor's comments: perspectives on time
MIS Quarterly
Explaining history of egovernment implementation in developing countries: an analytical framework
EGOV'11 Proceedings of the 10th IFIP WG 8.5 international conference on Electronic government
Hi-index | 0.00 |
We attempt to use general systems theory (GST) to understand why the resources of Texaco's corporate information technology function consistently did not match its task during its 40-year lifetime. Our interpretation uses mechanistic, organic, and colonial systems metaphors, each with three components. The first is an analysis of a management action system made up of organizational indicators such as Texaco's revenues, profits, employee numbers, IT budgets, and IT personnel numbers. The second is a narrative of performance versus resource needs, which shows a gap between the resources and expanding responsibilities of Texaco's IT function. The third is a management perception system, which offers reasons why top management continually misinterpreted IT's performance as inferior. Our results show that the mechanistic, organic, and colonial interpretations converge. In addition, our GST-based interpretations show how top management might have remedied the situation.