Case studies
| | 2.1 An original equipment manufacturer: Dell | 39 |
|
| | 2.2 A software house: Borland International | 40-2 |
|
| | 2.3 An infrastructure operator: AT&T Corp | 44-5 |
|
| | 2.4 A ‘publisher’: AltaVista | 46-8 |
|
| | 2.5 Information services provider: EDS | 49 |
|
| | 2.6 An intensive information user: HSBC bank | 50-1 |
|
| | 3.1 Microsoft and the courts | 85-6 |
|
| | 3.2 Singapore: from intelligent island to global infocomm capital? | 99 |
|
| | 4.1 Revising the Data Protection Act in the United Kingdom (95/46/EC) | 109-10 |
|
| | 5.1 IT and competitive advantage: Ford | 145 |
|
| | 5.2 IT and competitive advantage: American Airlines | 146 |
|
| | 5.3 IT and competitive advantage: J. Sainsbury plc | 147-8 |
|
| | 5.4 IT and competitive advantage: the Open University | 148 |
|
| | 7.1 Spinal muscular atrophy: self-help on the web | 218 |
|
| | 7.2 Some unusual US local community networks | 221 |
|
| | 7.3 Digital Amsterdam | 221 |
|
-x-
Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information:
Book title: Business, Information Technology and Society.
Contributors: Stephen D. Tansey - Author.
Publisher: Routledge.
Place of publication: London.
Publication year: 2003.
Page number: x.
This material is protected by copyright and, with the exception of fair use, may
not be further copied, distributed or transmitted in any form or by any means.
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