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 This is a cool book ...
TO BURN! I hate it and so does everyone else who has read it. The authors are smart but they wrote the book for bung-junkies who smoke doobies and don't care about information technology. To answer a question in chapter 2, you have to read chapter 10 first. That's great if you have 3-cheek buttloads of free time and you're high off of laundry detergent and paint thinner, but not for me. Why are the questions so stinking hard?!? I think this book is used to brainwash us and make us more compliable. (...)Please do not read this book and contribute the world-wide molestation of our minds!
one of eight books on IS to stay away from
The book contains numerous factual errors and omissions of crucial material. Textbooks like these that are so full of misinformation are responsible for why management fails to get along with engineers.[...]
 My Best Choice!!
This is one of the best (if not the best) book in this field, comprehensive, up-to-date, and to lay down the concrete and profound managerial framework in IT management (contrast to those books so abstruct or general for nothing to gain, or too IT technical to be so narrow or specific in its scope or to be obsolete in a few years). The strength of this book is the authors themselves who really understand (in theory and practice) both IT and Management fields, and to be able to integrate these two vast fields togather. I have used this book for my MBA MIS course that I have been teaching, and I recommend to read from cover to cover. I think that this book is a bargain!!
Book Doesn't Connect
Information Technology for Management, while a nice paperweight, provides little more than an illustrated dictionary of IT related terms. Its chapters feature lengthy and overly verbose descriptions of fairly basic terms, and far too many case studies and examples. Of course, such examples are important, however the present work tends to rely upon third-party analyses of IT/IS installations, making one wonder whether Turban, McLean, and Wetherbe are in fact authors, or merely just librarians compiling information for this seemingly derivative work. Moreover, the text includes a significant number of charts and diagrams, many of which are provided with little explaination and often serve to confuse, rather than to clarify specific points. Those wishing to learn more about information technology as well as professors considering adopting this text, would be strongly urged to consider some of the many other, perhaps more appropriate, texts available in the rapidly growing field of information technology for management.
 Good for MIS
In the MIS department of a multinational company, the survival skills are not thorough knowledge of VB, ASP, PowerBuilder or JCL, but the overall understanding of company's huge system. You don't do coding step by step by ask for outsourcing. This book shows the computer system blueprints of big corporations. When you bosses ask you about what's the future of company Intranet, you better be able to give him/her a satisfactory answer in terms of company¡¦s overall profit/loss. But if you want to be a creative professional, this book might let you down. Chapter 3 Caterpillar's case study is back to 1993. This book emphasizes too many advantages from IT and ignores many hazards. The EDI case study seems too good to be real. EDI is good, even though Internet is prevailing. But before the system can function properly, many people will suffer from system implementation, such as data missing, counterpart's delay and so on. Even if a field missing on EDI can cause your system stop operation. Besides, I believe most of the corporations in this world already had EDI linkage by 98. Probably it's too late to mention EDI at Y2K. But for a university student who has never heard EDI and other IT things, this book is worth reading.
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(based on 10 reviews)
