Despite the massive investments in Information Technology in the developed economies, the IT impact on productivity and business performance continues to be questioned. The paper critically reviews this IT productivity paradox debate and finds that an important part, but by no means all, of the...

Information technology (IT) outsourcing continues to experience phenomenal growth, with an estimated market size of over $100 billion in 2000. Its adoption by some of the largest international corporations has seen outsourcing become considered a key component of the information management...

Developments in digitisation, software and processing power and the accompanying data explosion create significant alterations, dilemmas and possibilities for enterprises and their finance function. The article discusses a model for understanding data, information and knowledge relationships. We...

Leslie Willcocks and Chong Ju Choi address the issue of whether cases of 'total' IT outsourcing merit descriptions such as 'strategic alliance' 'cooperative' or 'strategic partnership'. The business strategy literature is used to elicit developments in conceptual aspects of strategic alliances...

In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three organizations from 2000 to 2005. The...

With the recent global recession, senior executives are desperate to cut costs from back office functions like information technology, human resource management, finance and accounting. Outsourcing these functions has been the primary cost reduction strategy for the past decade, and remains a...

For information and communication technology (ICT) companies, the business opportunities arising with Internet-based technology products look like the new cash cows. However, their strategic thinking needs to be disentangled from the traditional ICT-providing mindset, to ensure they reap...

In the past, when the commercial world was relatively stable and the future plannable, organizational structure was appropriately the principal instrument of strategy. Now that strategy is more about intent than long-term plans, more about pasting and prototyping than planning for D-Day,...