TRANSFORMATION OF THE IS ORGANIZATION FROM “TECHNICAL PORTFOLIO” TO “RELATIONSHIP PORTFOLIO”
Name
MIT_CISR_WP_256_Transformation_of_the_IS_Organization_From_Technical_Portfolio_to_Relationship_Portfolio_Venkatraman_Loh.pdf
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329.51 KB
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Adobe PDF
Checksum (MD5)
c73e43c9cd887f860fbb9b1339e57804
Author(s)
Venkatraman, N.
Loh, Lawrence
Date Issued
May 1, 1993
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Venkatraman, N. and Lawrence Loh. “Transformation of the IS Organization From ‘Technical Portfolio’ to ‘Relationship Portfolio’.” Working paper 256, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1993 https://dspace.mit.edu/handle/1721.1/175264.
Series/Report no.
MIT Sloan School of Management Working Paper 3564-93
CISR Working Paper 256
Abstract
The traditional information systems (IS) organization is analogous to a "technical portfolio" that is characterized by: (1) the acquisition of IS-based competences from internal arrangements (e.g., line management obtaining services from the corporate IS department); and (2) the concentration of decision rights on the use of IS within the central IS division (e.g., end-users having to conform to IS policies that invariably originate from the IS division).
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