Implementing empowerment through teams: the case of Texaco's information technology division
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
The productivity paradox of information technology
Communications of the ACM
The balanced scorecard: a foundation for the strategic management of information systems
Decision Support Systems
The untapped potential of IT chargeback
MIS Quarterly
The myths and realities of information technology insourcing
Communications of the ACM
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Information Management: The Organizational Dimension
Information Management: The Organizational Dimension
Managing I. T. as a Strategic Resource
Managing I. T. as a Strategic Resource
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
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Information Technology Competence of Business Managers: A Definition and Research Model
Journal of Management Information Systems
Nature versus nurture: an examination of factors that contribute to IT service quality
Proceedings of the special interest group on management information system's 47th annual conference on Computer personnel research
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Despite a variety of management tools, valuable management prescriptions, and the desire of information technology (IT) managers and business managers alike to build a better relationship, the current state of the IT-business relationship is far from ideal. Although many believe the difficulty in managing this relationship is rooted in differences in knowledge, culture, motivation, and language, we argue in this paper that the key to managing relationships is in the frame of reference and that a marketing perspective can prove valuable. We outline how concepts from marketing (e.g., price, product, customer, place, and promotion) are useful within an IT context and propose a marketing maturity model for IT executives to assess how to enhance their relationship with their business counterparts.