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Information politics

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MARC record
Tag12Value
LDR  00000nab a2200000 i 4500
001  MAP20071012022
003  MAP
005  20080418113141.0
007  hzruuu---uuuu
008  921204e19920923usa|||| | |00010|eng d
040  ‎$a‎MAP‎$b‎spa
084  ‎$a‎922.13
1001 ‎$0‎MAPA20080261979‎$a‎Davenport, Thomas H.
24510‎$a‎Information politics‎$c‎Thomas H. Davenport, Robert G. Eccles, Laurence Prusak
520  ‎$a‎Information technology was supposed to stimulate information flow and eliminate hierarchy. It has had just the opposite effect, argue the authors. As information has become the key organizational "currency", it has become too valuable for most managers to just give away. In order to make information-based organizations successful, companies need to harness the power of politics - that is, allow people to negotiate the use and definition of information, just as we negotiate the exchange of other currencies. The authors describe five models of information politics and discuss how companies can move from the less effective models, like feudalism and technocratic utopianism, and toward the more effective ones, like monarchy and federalism.
65011‎$0‎MAPA20080558888‎$a‎Información
65011‎$0‎MAPA20080556709‎$a‎Tecnología
65011‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
65011‎$0‎MAPA20080546991‎$a‎Empresas
65011‎$0‎MAPA20080598204‎$a‎Política empresarial
7001 ‎$0‎MAPA20080190644‎$a‎Eccles, Robert G.
7001 ‎$0‎MAPA20080175795‎$a‎Prusak, Laurence
7400 ‎$a‎Sloan management review
7730 ‎$w‎MAP20077000185‎$t‎Sloan management review‎$d‎Boulder‎$g‎Fall 1992 ; p. 53-65