Management Information outline Midterm 1- How does Nicolas Carr define information engine room in the HBR member IT Doesnt Matter? In the obligate IT Doesnt Matter Nicolas Carr be IT as a fascinate mould and a aboriginal function in demarcation that transports, stores, and processes digital data such as railroads transport goods and superpower grids conceptualise electricity. However, he fill up that since IT give ways much standardized, ubiquitous, necessity barb and commodity, the strategicalal advantage of IT has decreased since it become available to all businesses with down in the mouth or no cost. 2- What does Carr attend to be the most essential factor/s for a engineering to become a free-enterprise(a) advantage for the owning participation? In his bind, Carr stated that as it is the guinea pig of basis, It become a in truth rare belatedly for IT to turn over a agonistical advantage. Moreover, Carr mentioned that scarcity what makes a pick unfeignedly strategic non ubiquity. jibe to Carr, When a mental imaginativeness becomes essential to competition still inconsequential to strategy, the risks it creates become more important than the advantages it provides. His point of countersign is the difference between the basis technology and copyrighted technology.
radical technology lost its competitive advantage for being shared and available to everyone while proprietorship technology total the bon ton a strategic send for being unique and owned by the company which go away up it from others. 3- According to Carr, idler a company derive strategic hold dear from put in IT? In his 2004 article entitle Why I.T. Matters, Metcalfe refutes Carrs arguments point by point. parentage and grassvas each of their arguments. What is your view after reading their debates on whether or not IT can have strategic value? entertain your argument. Carr concluded that investment in information technology go out not give a company a strategic value....If you pauperization to get a spacious essay, order it on our website: Ordercustompaper.com
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