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Information Technology, Integration, and Organizational Change

Author

Listed:
  • Robert I. Benjamin

    (Xerox Corporation, Xerox Square--052, Rochester, New York 14644)

  • Michael S. Scott Morton

    (Sloan School of Management, Massachusetts Institute of Technology, Cambridge, Massachusetts 02139)

Abstract

Information technology and its driving cost performance imperative have changed traditional labor to capital relationships and opened up new opportunities for strategic use of the technology. Different forms of interconnection realized through improved interconnection and larger more accessible data bases are often the basis for deriving strategic advantage. A search strategy based on electronic integration can help organizations find potentially strategic applications.

Suggested Citation

  • Robert I. Benjamin & Michael S. Scott Morton, 1988. "Information Technology, Integration, and Organizational Change," Interfaces, INFORMS, vol. 18(3), pages 86-98, June.
    • Handle: RePEc:inm:orinte:v:18:y:1988:i:3:p:86-98
    DOI: 10.1287/inte.18.3.86
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    Citations

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    Cited by:

    1. Ram Kumar Dhurkari, 2017. "Information Technology and Organizational Change: Review of Theories and Application to a Case of Indian Railways," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 42(2), pages 135-151, May.
    2. Postma, T.J.B.M. & Kok, R.A.W., 1998. "Organizational diagnosis in practice : a cross-classification analysis using the DEL-technique," Research Report 98B11, University of Groningen, Research Institute SOM (Systems, Organisations and Management).
    3. repec:dgr:rugsom:98b11 is not listed on IDEAS

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