BOOK JACKET SYNOPSIS: Drawing on an extensive study of the way seven organizations' computing systems evolved over periods of up to thirty years, the authors explain how managers make the difference between success and failure in their organizations' effective use of computing technology. They demonstrate how the positions and concerns of managers in charge of organizational computing (depending on whether top management, middle managers, or technical personnel are in control) can determine the way computing technology is used in an organization, the particular strengths and weaknesses of a computing system, and how well technology will serve organizational needs.

The authors reveal how the management of computing in organizations-that is, the way technology is controlled, developed, and used--falls into one of four different categories, or "states." Then, drawing on these classifications, they offer insights for managers at all organizational levels on how best to direct the purchase and application of new technology. They show that any one of the computing management state might be preferable under certain conditions, and they provide guidance for top management in deciding which state is most beneficial given the particular resources and goals of an organization.