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Evolution of Management Thinking and Practice about People,

Information, and IT
DONALD A. MARCHAND, WILLIAM J. KETTINGER, and JOHN D. ROLLINS
in Information Orientation: The Link to Business Performance
Published in print: 2002 Published Online:
Publisher: Oxford University Press
January 2010
DOI: 10.1093/
ISBN: 9780199252213 eISBN: 9780191714276 acprof:oso/9780199252213.003.0002
Item type: chapter
This chapter examines the three broad schools of management thinking

and practice that have, over the course of the last century, shaped the
ways people, information, and IT are viewed by managers. It reviews
the history and evolution of the IT, Information Management, and
Behaviour and Control schools, and discovers the few real interactions or
connections between the three schools, particularly in recent decades.
It postulates that the viewpoints of senior managers concerning the
effective use of information were not completely captured within
the theories of one individual school of thought. It shows that senior
managers had a more complex and comprehensive view of effective
information use that integrated dimensions from each of the three
schools. It adds that senior managers seem to hold that this higherlevel information usage effectiveness idea better predicts business
performance than did the singular perspectives of each individual school
of thought.
Introduction: Managing People, Information, and Technology to

Improve Business Performance
January 2010
DOI: 10.1093/
Item type: chapter
Page 1 of 6
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This chapter discusses the focus of this book, which is to examine how
the interaction of people, information, and technology establishes
an orientation towards the use of information within a company,
and how this, in turn, affects business performance. It presents the
three vital Information Capabilities: Information Technology Practices,
Information Management Practices, and Information Behaviours/Values.
It presents the results of a major international research project that
introduces a new metric of effective information use, called Information
Orientation (IO). It demonstrates how IO of organisations shapes business
performance, and how IO is associated with managerial expectations
about competing with information in the future. It examines how IO
improves business performance, as well as the three broad schools of
management thinking and practice. It investigates how senior managers
think about competing with information in the future. It provides a brief
discussion of the topics discussed in the next chapters.
How Senior Managers Assess Information Technology Practices

January 2010
DOI: 10.1093/
Item type: chapter
This chapter discusses the evolution of IT practices at four levels: IT for

operational support, IT for business support, IT for management support,
and IT for innovation support. It explains that each of these levels of IT
application is tied to different types of employees and decisions in the
company. It examines the context for decision making as the foundation
for all IT support and uses in a company.
e-Business and the New Economy

Manuel Castells
in The Internet Galaxy: Reflections on the Internet, Business, and Society

September 2011
DOI: 10.1093/
Item type: chapter
This chapter defines e-Business as any business activity whose

performance of the key operations of management, financing
innovation, production, distribution, sales, employee relations, and
customer relations predominantly takes place by or on the Internet
Page 2 of 6
or other networks of computer networks regardless of the kind of

connection between the virtual and the physical dimensions of the
firm. It evaluates the transformation of the practice of the firm, the
relationship between the Internet and capital markets, the role of
work and flexible employment practices in the networking business
model, and the specificity of innovation in the economy, at the source of
labour productivity growth. It also proposes some hypotheses regarding
the characteristics of the new business cycle and of potential crises,
prompted by a sharp downturn in the value of technology stocks in
financial markets, based on the observation of the period from March
2000 to March 2001.
Competing for the Future: Industry Leadership Using

Information

January 2010
DOI: 10.1093/
Item type: chapter
This chapter defines the concepts and practices underlying the three key
dimensions of future industry leadership in competing with information:
competitive, customer, and operational information. It explains how IO
is associated with these three dimensions of future industry leadership
in competing with information, and how IO predicts senior manager
expectations of future industry leadership with information.
Risk Mitigation and the Relationship Advantage in IT

Outsourcing
Thomas Kern and Leslie P. Willcocks
in The Relationship Advantage: Information Technologies, Sourcing, and

Management
October 2011
DOI: 10.1093/
Item type: chapter
Over the last decade the growth in significance and in the size of
outsourcing deals has resulted in rising concern with the actual
management of outsourcing arrangements, in particular with the twin
issues of risk mitigation and relationship management. This chapter
develops a risk analysis framework for helping to understand and analyse
Page 3 of 6
the critical components of client-supplier relationships. It shows that

the juxtaposition of these two subjects risks and relationships
is far from coincidental. Risk and relationships in IT outsourcing are
undermanaged and understudied, and previous studies have never
systematically linked the two issues. However, the case studies provide
convincing evidence that managing the relationship dimension has also
proven to be a major contributor to risk mitigation.
Alliance Management at British Petroleum Exploration


Management
October 2011
DOI: 10.1093/
Item type: chapter
This chapter discusses a case study of British Petroleum Exploration's

(BPX) IT outsourcing arrangements. Outsourcing at BPX presented a
novel way of using multiple suppliers to deliver best-in-class services
for all areas contracted out. The use of multiple suppliers in part was
driven by BP's desire to keep control, yet at the same time seek benefits
from their expertise and capabilities. BP's objectives of maintaining high
global service and technology standards, while reducing the overall IT
costs beyond what the internal IT group could possibly have achieved
was accomplished. Vendors, on the other hand, benefited from the riskreward arrangements, the new business projects and BPX's expansion
globally, and of course from BP's prestige as a blue chip company and
leading-edge technology user.
The IT Outsourcing Phenomenon: Trends, Practices, Challenges


Management
October 2011
DOI: 10.1093/
Item type: chapter
This chapter summarizes the growing understanding of reasons for the

success and disappointment of IT outsourcing, and of how best to use
the IT outsourcing market. It begins with an overview of the research
findings on past, current, and emerging IT outsourcing practices. It then
Page 4 of 6
focuses in detail on proven practices across the life-cycle of a typical IT

outsourcing arrangement. Using illustrative case material and survey
findings, it investigates how effective IT sourcing decisions can be made
using decision matrices that pinpoint the key business, economic, market
capability, and technical factors. Next, the processes of assessing vendor
bids and then arriving at a suitable contract and system of measurement
are considered. Finally, the chapter details the key in-house capabilities
needed to make any IT outsourcing arrangement work.
Locating the Consequences of Information Society

Developments
Robin Mansell and W. Edward Steinmueller
in Mobilizing the Information Society
October 2011
DOI: 10.1093/
Item type: chapter
The move towards achieving the information society is not without

certain consequences, particularly for government taxation, regional
development, and employment. Since some analysts would perceive this
investigation to be looking into the impact of the previously illustrated
socio-economic and technological changes, a specific aspect of these
developments is found to be unavoidable and reliant on the best use
of technological opportunity. Our examination in this chapter draws
attention to the implications of the said changes for the development of
skills and the growth experienced by employment. We also explore the
relations between the development of information infrastructure and the
development of the non-profit sector, referred to as the Third Sector,
while also looking into the initiatives in developing new technology
applications and how e-commerce requires changes in the tax revenues
collection.
Discovering the Link between Information Orientation and

Business Performance
January 2010
DOI: 10.1093/
Item type: chapter
Page 5 of 6
This chapter empirically shows the existence of IO as a new

comprehensive measure of effective information use. It then establishes
a direct causal link between higher IO and higher business performance.
It notes that the integrated IO perspective demonstrates how senior
managers perceive the three information capabilities contribute to a
comprehensive measure of effective information use in their companies.
It frames this discussion as an answer to an ongoing controversy over
the IT productivity paradox, and the elusive connection between IT
investments and practices and improvements in business performance.
Page 6 of 6

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Oxford Scholarship Online

Evolution of Management Thinking and Practice about People,

This chapter examines the three broad schools of management thinking

Introduction: Managing People, Information, and Technology to

How Senior Managers Assess Information Technology Practices

This chapter discusses the evolution of IT practices at four levels: IT for

e-Business and the New Economy

in The Internet Galaxy: Reflections on the Internet, Business, and Society

This chapter defines e-Business as any business activity whose

or other networks of computer networks regardless of the kind of

Competing for the Future: Industry Leadership Using

DONALD A. MARCHAND, WILLIAM J. KETTINGER, and JOHN D. ROLLINS

Risk Mitigation and the Relationship Advantage in IT

in The Relationship Advantage: Information Technologies, Sourcing, and

the critical components of client-supplier relationships. It shows that

Alliance Management at British Petroleum Exploration

in The Relationship Advantage: Information Technologies, Sourcing, and

This chapter discusses a case study of British Petroleum Exploration's

The IT Outsourcing Phenomenon: Trends, Practices, Challenges

in The Relationship Advantage: Information Technologies, Sourcing, and

This chapter summarizes the growing understanding of reasons for the

focuses in detail on proven practices across the life-cycle of a typical IT

Locating the Consequences of Information Society

The move towards achieving the information society is not without

Discovering the Link between Information Orientation and

This chapter empirically shows the existence of IO as a new

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