Skip to main content
Article thumbnail
Location of Repository

IS/IT management in the global enterprise : a framework for strategic alignment

By Joe Peppard


School of Managemen

Year: 1998
OAI identifier:
Provided by: Cranfield CERES

Suggested articles


  1. (1991). Applications of global information technology: key issues for management’, doi
  2. (1992). Building successful strategic alliances’, doi
  3. (1986). Competition in global industries: A conceptual framework’,
  4. (1986). Configurations of strategy and structure’, doi
  5. (1985). Control: organisational and economic approaches’, doi
  6. (1985). Designing global strategies: comparative and competitive advantage value-added chains’,
  7. (1989). Do you really have a global strategy?‘,
  8. (1990). Editors comments: MIS and global organisations’,
  9. (1987). Electronic markets and electronic hierarchies’, doi
  10. (1996). Epistemology of Globalizing Firms, doi
  11. (1995). Exploiting the virtual value chain’,
  12. (1994). Exploring the globalization of the organisation: new realities for information systems design, information technology applications, and strategy’,
  13. (1993). Global business drivers: aligning information technology to global business strategy’, doi
  14. (1991). Global information technology: some lessons from practice’,
  15. (1991). Global strategic management: impact on the new frontiers of strategy research’, doi
  16. (1991). Global strategy implementation at the business unit level: operational capabilities and administrative mechanisms’, doi
  17. (1987). Global strategy: an organising framework’, doi
  18. (1991). Globalisation and information management strategies’,
  19. (1986). Government policies and global industries’, in M.E. Porter, Competition in Global Industries,
  20. (1981). Headquarters influence and strategic control in MNCs’, doi
  21. (1991). I t n ernational Marketing Strategy,
  22. (1993). Improving business and information strategy alignment: learning from the banking industry’, doi
  23. (1997). Information and organisation for horizontal multimarket coordination’, doi
  24. (1990). Information partnerships - shared data, shared scale’,
  25. (1991). Information processing theory and the multinational enterprise’, doi
  26. (1988). Information resource management - a cross cultural perspective’, doi
  27. (1995). Information systems design decisions in a global versus domestic context’, doi
  28. (1995). Information systems in global business: evidence from European multinationals’,
  29. (1991). Information technology and global competition: a framework for analysis’, doi
  30. (1994). Information technology and the coordination of global organisations’,
  31. (1991). Information technology at Rosenbluth Travel: competitive advantage in a rapidly growing global service corporation’,
  32. (1981). Inside the Multinationals: The Economics of Internal Markets, doi
  33. (1993). Integrating global commercial operations with information technology at doi
  34. (1995). International Business: A Strategic Management Approach, doi
  35. (1986). International Dimensions of Organisational Behaviour,
  36. (1989). IT in the 1990s: managing organisational interdependencies’,
  37. (1995). Johnson & Johnson: building an infrastructure to support global operations’, Working Paper No.
  38. (1989). Joint ventures in the face of global competition’,
  39. (1991). Knowledge flows and the structure of control within multinational corporations’, doi
  40. (1995). Linking information technology to global business strategy to gain competitive advantage: an integrative model’, doi
  41. (1983). Linking the MIS plan with corporate strategy: an exploratory study’, doi
  42. (1989). Managing Across Borders: The Transnational Solution, doi
  43. (1994). Managing in the marketspace’,
  44. (1991). Managing the global pipeline’, doi
  45. (1972). Managing the Multinational Enterprise, doi
  46. (1983). MNCs: get off the reorganisation merry-go-round’,
  47. (1994). MSAS Cargo International: global freight management’,
  48. (1992). Multinational CIO challenges for the 199Os’,
  49. (1994). National culture, information systems, and organisational implications’,
  50. (1993). New competitive strategies: chaallenges to organisations and information technology’, doi
  51. (1985). Organising for dual strategies of product diversity and international expansion’, doi
  52. (1984). patterns of control in US, UK and European multinational corporations’, doi
  53. (1986). Patterns of international competition’, doi
  54. (1984). Patterns of strategic control within multinational corporations’, doi
  55. (1992). Planning globally: practical strategies for information technology in the transnational firm’,
  56. (1990). Plugging into strategic partnerships: the critical IS connection’,
  57. (1993). Strategic alignment: leveraging information technology for transforming organisations’, doi
  58. (1993). Strategic assets and organisational rent’, doi
  59. (1991). Strategic information management in global manufacturing’, doi
  60. (1986). Strategies and Style: The Role of the Centre in Managing Diversified Corporations,
  61. (1988). Strategy and structure in multinational corporations: a revision of the Stopford and Wells model’, doi
  62. (1982). Strategy and structure in multinational corporations: an information processing approach, doi
  63. (1984). Strategy and structure of US multinationals: an exploratory study’, doi
  64. (1997). Strategy and the new economics of information’,
  65. (1996). Strategy as revolution’, doi
  66. (1990). The centrally decentralised IS organisation’,
  67. (1990). The core competence of the corporation, doi
  68. (1997). The DifSerentiated Network: Organizing Multinational Corporations for Value Creation, Jossey-Bass Publishers,
  69. (1987). The genesis of configuration’, doi
  70. (1996). The IT/Business relationship: a troubled marriage in need of guidance’, doi
  71. (1996). The role of the corporate IT function in the federal IT organisation’,
  72. (1994). The shifting logic of the IS organisation: from technical portfolio to relationship’,
  73. (1983). The transfer of organisation culture overseas: an approach to control the multinational corporation’, doi
  74. (1996). The value of selective IT sourcing’, Sloan Management Review,
  75. (1997). Thinking globally, act locally - does it follow the rule in multinational corporations?‘, in
  76. (1995). Total Global Strategy: Managing For Worldwide Competitive Advantage, doi
  77. (1977). Transfer of managers as a coordination and control strategy in multinational organisations’, doi
  78. (1996). What is strategy ?’

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.