- List of Figures
- List of Tables
- List of Contributors
- List of Abbreviations
- The challenges of ICTs
- The ICT paradigm
- Markets and policies in new knowledge economies
- Globalization of the ICT labour force
- Productivity and ICTs: A review of the evidence
- Economic policy analysis and the internet: Coming to terms with a telecommunications anomaly
- Internet diffusion and the geography of the digital divide in the United States
- The economics of ICTs: Building blocks and implications
- On confronting some common myths of is strategy discourse
- Information technology sourcing: Fifteen years of learning
- ICT, organizations, and networks
- Information technology and the dynamics of organizational change
- Making sense of ICT, new media, and ethics
- Electronic networks, power, and democracy
- E‐democracy: The history and future of an idea
- Communicative entitlements and democracy: The future of the digital divide debate
- Governance and state organization in the digital era
- Privacy protection and ICT: Issues, instruments, and concepts
- Surveillance, power, and everyday life
- New media literacies: At the intersection of technical, cultural, and discursive knowledges
- Youthful experts? A critical appraisal of children's emerging internet literacy
- The interrelations between online and offline: Questions, issues, and implications
- ICTs and political movements
- ICTs and communities in the twentyfirst century: Challenges and perspectives
- ICTs and inequality: Net gains for women?
Abstract and Keywords
This article has a strategic focus and therefore focuses on two key considerations — one more prevalent in the 1980s, the other a focus of attention in the 1990s and into the twenty-first century — namely, competitive advantage and knowledge management. The third consideration — alignment — has been a major focus, and a source of some contention, and the article incorporates this to treat the subject matter. The article focuses more on the process of strategizing than on the outcome of the process, that is, the strategy itself. It argues that benefit is to be gained from a more inclusive, exploratory approach to the strategy process. This perspective is set against the common view, which is concerned more with exploiting the potential of ICT systems for business gain. Implicit in the arguments is the view that it is to be intellectually bankrupt to accept these myths as ‘self evident truths’.
Robert D. Galliers is Provost and Vice President for Academic Affairs at the Bentley College, USA; and Visiting Professor at the Information Systems Group, Department of Management, London School of Economics and Political Science.
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