Strategic context and patterns of IT infrastructure capability

Broadbent, Marianne; Weill, Peter; Neo, Boon-Siong

doi:10.1016/s0963-8687(99)00022-0

Cited by 157 publications

(168 citation statements)

References 25 publications

Supporting

Mentioning

132

Contrasting

Unclassified

Order By: Relevance

“…IT infrastructure of a firm is understood as ''the base foundation of the IT portfolio (including both technical and human assets), shared through the firm in the form of reliable services'' (Broadbent et al, 1999). The IT infrastructure provides the foundation for the delivery of business applications and services.…”

Section: It Capital It-enabled Changes In Management Practicesmentioning

confidence: 99%

“…The IT infrastructure varies from firm to firm in reach (the extent of the connectivity both within and outside of the firm), and range (the scope of services that it can support). As reach and range increase, the resources made available by the IT infrastructure, and its ability to support a wide range of strategic initiatives, increase as well (Broadbent et al, 1999).…”

Section: It Capital It-enabled Changes In Management Practicesmentioning

confidence: 99%

See 1 more Smart Citation

Journal of Strategic Information Systems

Galliers¹

2008

The Journal of Strategic Information Systems

View full text Add to dashboard Cite

a b s t r a c tGreen IT (information technology) has recently emerged into an active research area in the information systems (IS) discipline. A major gap that exists in the Green IT research literature today is the absence of a theoretical framework that can be used to assist organizations in assessing their potential for undertaking Green IT initiatives and implementing them via modern technological means such as virtualization. This study attempts to bridge this gap by developing and proposing an integrative framework which focuses on identifying and examining the factors that contribute to the assessment of a firm's readiness to go green via IT-enabled virtualization. The framework is firmly grounded using three wellestablished IS theories: (a) technology-organization-environment, (b) process-virtualization, and (c) diffusion of innovation. It integrates these three theoretical lenses to utilize the strengths of each for assessing the potential for undertaking Green IT initiatives and the stages of Green IT implementation at the organizational level. The implications of the outcome of this study, both for the IS researchers and for the practicing managers are discussed. The plan for empirical testing and validation of our propositions is presented, as well as suggestions for future extensions of this study.

show abstract

Section: It Capital It-enabled Changes In Management Practicesmentioning

confidence: 99%

Section: It Capital It-enabled Changes In Management Practicesmentioning

confidence: 99%

Journal of Strategic Information Systems

Galliers¹

2008

The Journal of Strategic Information Systems

View full text Add to dashboard Cite

show abstract

“…The IT architecture comprises the applications to realize efficient processes (like an e-commerce application), and the infrastructure that enables the applications to run (e.g. information service providers services) (Broadbent et al, 1996). The organizational architecture involves the organizational functions and task descriptions, the management, and the relations with suppliers of content (e.g.…”

Section: The Information Services Design Challengementioning

confidence: 99%

Design Components for Information Market Services

Wijnhoven

2003

Towards the Knowledge Society

View full text Add to dashboard Cite

Abstract:Information services are becoming more available and gain in importance for our economy. Many of these services, though often launched with great enthusiasm by their creators and sponsors, quickly die. This article assumes that the main cause of information service failure are based on an insufficient design at its beginning. Following an alignment model, information services design needs the selection of (1) a business model, (2) a process model, (3) a system architecture, and (4) an organizational architecture. Not much explicit understanding of each of these components exists, and consequently the article describes the basic typological elements of each component. The ideas are illustrated by current examples. The article concludes with a discussion and research agenda. Keywords:Information services design; Information goods; Information markets THE INFORMATION SERVICES DESIGN CHALLENGEFollowing Stamper (1973), who takes a semiotic stance, we define information as signs that represent something (e.g. knowledge, observations, illocutions and assertions). Information has at least two values ( 1) information helps the management of organizations, and (2) information is a value by itself (Shapiro and Varian, 1999). This article focuses on the second value, though both are not unrelated. Information as a value by itself is not a new concept, because people are inherently curious or enjoy patterns of representations in art. The efficiency of modem computers in information processing and the abilities of the Internet for communication give the following new opportunities (1) more people can be reached efficiently, and (2) information can be supplied and accessed easier, improving the cost-benefit relation of using information.

show abstract

“…It is a combination of three elements (McKay -Brockway 1989, Broadbent et al 1996, Broadbent -Weill 1997: First element is information technology components like computers and communications technologies between them. The second element is shared services, for example management of databases and data processing hardware.…”

Section: Local Area Network Management-concept and Tasksmentioning

confidence: 99%

“…Broadbent et al ( 1996) call these tasks services that form a platform for business applications. According to them there are several organization-wide IT infrastructure services that are needed.…”

Section: Local Area Network Management-concept and Tasksmentioning

confidence: 99%

Local Area Network Management

Sirkemaa

Suomi

2003

Towards the Knowledge Society

View full text Add to dashboard Cite

Abstract:Local area networks (LAN) are by definition organization-internal communication networks. Thus they are typically used, built and maintained internally. However, even this area of IT can not escape the effects of external networking. Local area network managers can draw benefits from product and service offerings from markets and electronic commerce. This article builds a taxonomy of local area management tasks, and discusses which of these can and should be outsourced to electronic markets, and which should be kept inhouse. Our focus is on eSupport, also here on the delivery of local area management services through the Internet. eSupport is an important incredient in the e-applications of the Internet. The article rests on a research project of LAN management practices in ten organizations.

show abstract

Strategic context and patterns of IT infrastructure capability

Cited by 157 publications

References 25 publications

Journal of Strategic Information Systems

Journal of Strategic Information Systems

Design Components for Information Market Services

Local Area Network Management

Contact Info

Product

Resources

About