scholarly journals IT Investment Strategy And IT Infrastructure Services

2002 ◽  
Vol 6 (2) ◽  
pp. 55-64 ◽  
Author(s):  
Hsin-Ginn Hwang ◽  
Robert Yeh ◽  
Houn-Gee Chen ◽  
James J. Jiang ◽  
Gary Klein
Keyword(s):  
Investment Strategy ◽  
It Infrastructure ◽  
It Investment ◽  
Infrastructure Services

Option Game Analysis in IT Investment Strategy of B2B E-Intermediary

IE&EM 2019 ◽  
2020 ◽  
pp. 145-152
Author(s):  
Hua Zhang ◽  
Li Li ◽  
Xingzhen Zhu ◽  
Xiang He
Keyword(s):  
Investment Strategy ◽  
It Investment ◽  
Game Analysis

A Past to Present Journey

2015 ◽  
pp. 180-206
Author(s):  
Moyassar Al-Taie ◽  
Michael Lane ◽  
Aileen Cater-Steel
Keyword(s):  
Large Scale ◽  
Chief Information Officer ◽  
Supply Side ◽  
Demand Side ◽  
It Infrastructure ◽  
The Usa ◽  
Large Scale Survey ◽  
Infrastructure Services ◽  
Skilled Staff

This chapter explores the role of the Chief Information Officer (CIO). A detailed review of the existing literature traces the evolution of this role and highlights its characteristics and configurations. CIO role effectiveness can be described in terms of three demand-side roles: strategist, relationship architect, integrator, and three supply-side roles: educator, information steward, and utility provider. To explore the configuration of roles of CIOs in Australia, a large-scale survey of CIOs was conducted. The Australian results, based on 174 responses, are compared with those from similar studies in USA. The top priority for the Australian CIO was information steward, ensuring organizational data quality and security and recruiting and retaining IT skilled staff. In comparison, the first priority for the USA CIOs was utility provider - building and sustaining solid, dependable, and responsive IT infrastructure services. This study's findings have implications for CIO career development and recruitment.

Beyond Strategy — Benefits Identification and Management of Specific IT Investments

1990 ◽  
Vol 5 (4) ◽  
pp. 205-214
Author(s):  
Glen Peters
Keyword(s):  
Investment Strategy ◽  
It Strategy ◽  
Investment Portfolio ◽  
It Investment ◽  
It Investments ◽  
Operating Variables ◽  
Specific Investments ◽  
New Challenges ◽  
Improved Performance ◽  
The Impact

Much effort has been concentrated in the eighties on IT strategy and many companies today have an IT investment portfolio. Managing the benefits of the investment portfolio presents new challenges. The author has previously published the first stage to a method for linking investment strategy to benefits and in this paper discusses the second of the process when it is necessary to identify benefits for specific investments to ensure their realization. The process ensures that sponsors not only understand the impact of the investment on key operating variables but also take responsibility for ensuring the improved performance.

Sourcing Markets

2006 ◽  
pp. 171-186
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Cost Reduction ◽  
Business Models ◽  
It Outsourcing ◽  
Electronic Business ◽  
It Infrastructure ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Outsourcing Contracts ◽  
Infrastructure Services

According to Gartner (2004b), IT infrastructure consolidation and standardization characterized the largest multibillion IT outsourcing contracts during 2003 and 2004 and are expected to continue for the next several years. These contracts are not just exercises in cost reduction necessitated by economic doldrums, but they are also intended to advance clients toward becoming enterprises that are more efficient. The foundation of an IT portfolio is the firm’s information technology infrastructure. This internal IT infrastructure is composed of four elements as was illustrated in Figure 2.3. The presentation of Weill and Vitale’s (2002) work on infrastructure services indicated the number and complexity of services that constitute the IT infrastructure in an organization to enable electronic business. Successfully implementing e-business initiatives depends on having the necessary IT infrastructure in place. E-business initiatives can be decomposed into their underlying atomic e-business models, which can have quite different IT infrastructure requirements.

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