mis12信息系统复习参考3

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1、ManagementInformationSystems,12e(Laudon)Chapter3InformationSystems,Organizations,andStrategy1)Anadhocracyisaknowledge-basedorganizationwheregoodsandservicesdependontheexpertiseandknowledgeofprofessionals.Answer:FALSEDiff:3PageRef:88AACSB:ReflectiveThinkingCASE:ContentObjective:3.12)Fromthepointofvie

2、wofeconomics,informationsystemstechnologycanbeviewedasafactorofproductionthatcanbesubstitutedfortraditionalcapitalandlabor.Answer:TRUEDiff:3PageRef:89AACSB:UseofITCASE:ContentObjective:3.13)Afirmcanbesaidtohavecompetitiveadvantagewhentheyhavehigherstockmarketvaluationsthantheircompetitors.Answer:TRU

3、EDiff:2PageRef:95AACSB:ReflectiveThinkingCASE:ContentObjective:3.24)Thecompetitiveforcesmodelwascreatedfortodaysdigitalfirm.Answer:FALSEDiff:1PageRef:95AACSB:ReflectiveThinkingCASE:ContentObjective:3.25)Researchhasshownthatonly25%offirmsareabletoaligntheirinformationtechnologywiththeirbusinessgoals.

4、Answer:TRUEDiff:3PageRef:111AACSB:ReflectiveThinkingCASE:ContentObjective:3.516)Customersareoneofthecompetitiveforcesthataffectanorganizationsabilitytocompete.Answer:TRUEDiff:1PageRef:96AACSB:ReflectiveThinkingCASE:ContentObjective:3.27)Atransparentmarketplacemeansthatthereishighproductdifferentiati

5、on.Answer:FALSEDiff:2PageRef:96AACSB:ReflectiveThinkingCASE:ContentObjective:3.28)TheeffectoftheInternethasbeentoraisebargainingpoweroversuppliers.Answer:TRUEDiff:2PageRef:96AACSB:ReflectiveThinkingCASE:ContentObjective:3.29)Inanefficientcustomerresponsesystem,digitalansweringsystemsareusedtomonitor

6、andrespondtocustomerinquiries.Answer:FALSEDiff:2PageRef:97AACSB:UseofITCASE:ContentObjective:3.210)Inthestrategyofproductdifferentiation,informationsystemsareusedtoenablenewproductsandservices.Answer:TRUEDiff:2PageRef:97AACSB:UseofITCASE:ContentObjective:3.211)Masscustomizationisaformofmassproductio

7、n.Answer:TRUEDiff:2PageRef:98AACSB:UseofITCASE:ContentObjective:3.2212)Stronglinkagestocustomersandsuppliersdecreaseswitchingcosts.Answer:FALSEDiff:2PageRef:99AACSB:ReflectiveThinkingCASE:ContentObjective:3.213)IntheageoftheInternet,Porterstraditionalcompetitiveforcesmodelisstillatwork,butcompetitiv

8、erivalryhasbecomemuchmoreintense.Answer:TRUEDiff:1PageRef:99AACSB:ReflectiveThinkingCASE:ContentObjective:3.214)Inthevaluechainmodel,primaryactivitiesaremostdirectlyrelatedtotheproductionanddistributionofthefirmsproductsandservicesthatcreatevalueforthecustomer.Answer:TRUEDiff:2PageRef:102AACSB:Refle

9、ctiveThinkingCASE:ContentObjective:3.315)Thevaluechainmodelclassifiesallcompanyactivitiesaseitherprimaryorsupport.Answer:TRUEDiff:2PageRef:102AACSB:ReflectiveThinkingCASE:ContentObjective:3.316)Theideadrivingsynergiesisthatwhentheoutputofsomeunitscanbeusedasinputstootherunits,therelationshipcanlower

10、costandgenerateprofits.Answer:TRUEDiff:1PageRef:107AACSB:ReflectiveThinkingCASE:ContentObjective:3.417)Allorganizationshavebedrock,unassailableassumptionsthatdefinetheirgoalsandproducts.Answer:TRUEDiff:2PageRef:84AACSB:ReflectiveThinkingCASE:ContentObjective:3.1318)Inademonstrationofnetworkeconomics

11、,themorepeoplethatuseAdobesoftwareandrelatedproducts,thegreaterthevalueofthesoftware.Answer:TRUEDiff:2PageRef:108AACSB:ReflectiveThinkingCASE:ContentObjective:3.419)Thetermbusinessecosystemdescribestheinterplaybetweenthevariousorganizationalforceswithinafirm.Answer:FALSEDiff:2PageRef:109AACSB:Reflec

12、tiveThinkingCASE:ContentObjective:3.420)TheuseofInternettechnologiesallowscompaniestomoreeasilysustaincompetitiveadvantage.Answer:FALSEDiff:3PageRef:111AACSB:UseofITCASE:ContentObjective:3.521)Asdiscussedinthechapteropeningcase,whichofthefourgenericstrategiesdidVerizonemploytocombatthecompetitionoff

13、eredbyAT&T?A)low-costleadershipB)focusonmarketnicheC)customerandsupplierintimacyD)productdifferentiationAnswer:DDiff:2PageRef:79,97AACSB:AnalyticSkillsCASE:AnalysisObjective:3.222)TheinteractionbetweeninformationsystemsandorganizationsisinfluencedA)primarilybythedecisionmakingofmiddle-andsenior-mana

14、gers.B)bymanyfactors,includingstructure,politics,culture,andenvironment.C)bytwomainmicroeconomicforces:capitalandlabor.D)primarilybytheorganizationsbusinessprocessesandculture.Answer:BDiff:2PageRef:81AACSB:UseofITCASE:ContentObjective:3.1423)AnorganizationisaA)stable,formalsocialstructurethattakesre

15、sourcesfromtheenvironmentandprocessesthemtoproduceoutputs.B)formal,legalentitywithinternalrulesandproceduresthatmustabidebylaws.C)collectionofsocialelements.D)BandCE)A,B,andCAnswer:EDiff:2PageRef:82AACSB:ReflectiveThinkingCASE:ContentObjective:3.124)Howdoesthetechnicalviewoforganizationsfallshortofu

16、nderstandingthefullimpactsofinformationsystemsinafirm?A)Itseesinformationsystemsasawaytorearrangetheinputsandoutputsoftheorganization.B)Itseescapitalandlaborasprimaryproductionfactors.C)Itseestheinputsandoutputs,laborandcapital,asbeinginfinitelymalleable.D)Itseestheorganizationasasocialstructuresimi

17、lartoamachine.Answer:CDiff:2PageRef:83AACSB:AnalyticSkillsCASE:EvaluationObjective:3.125)Accordingtothedefinitionoforganizations,anorganizationisseenasameansbywhichprimaryproductionfactorsaretransformedintooutputsconsumedbytheenvironment.A)microeconomicB)macroeconomicC)sociotechnicalD)behavioralAnsw

18、er:ADiff:3PageRef:82AACSB:ReflectiveThinkingCASE:ContentObjective:3.1526)AllofthefollowingaremajorfeaturesoforganizationsthatimpacttheuseofinformationsystemsEXCEPTforA)businessprocesses.B)environments.C)goals.D)agencycosts.Answer:DDiff:2PageRef:84AACSB:ReflectiveThinkingCASE:ContentObjective:3.127)B

19、usinessprocessesarecollectionsofA)informalpracticesandbehaviors.B)formalizedanddocumentedpractices.C)routines.D)rightsandprivileges.Answer:CDiff:2PageRef:84AACSB:ReflectiveThinkingCASE:ContentObjective:3.128)WhichofthefollowingwouldNOTbeconsideredadisruptivetechnology?A)instantmessagingB)e-mailC)Int

20、ernettelephonyD)PCsAnswer:ADiff:3PageRef:87AACSB:AnalyticSkillsCASE:AnalysisObjective:3.129)Mintzbergsclassificationoforganizationalstructurecategorizestheknowledge-basedorganizationwheregoodsandservicesdependontheexpertiseandknowledgeofprofessionalsasa(n)A)entrepreneurialstructure.B)divisionalizedb

21、ureaucracy.630)AlargebureaucracyexistinginaslowlychangingenvironmentthatproducesstandardproductsandisdominatedbycentralizedmanagementmakingisclassifiedbyMintzbergasabureaucracy.A)machineB)professionalC)divisionalizedD)multidivisionalAnswer:ADiff:2PageRef:88AACSB:ReflectiveThinkingCASE:ContentObjecti

22、ve:3.131)AnexampleofaprofessionalbureaucracyisaA)smallstartupfirm.B)schoolsystem.C)mid-sizemanufacturingfirm.D)consultingfirm.Answer:BDiff:3PageRef:88AACSB:ReflectiveThinkingCASE:ContentObjective:3.132)ThecostsincurredwhenafirmbuysonthemarketplacewhatitcannotmakeitselfarereferredtoasA)switchingcosts

23、.B)transactioncosts.C)procurement.D)agencycosts.Answer:BDiff:2PageRef:89AACSB:UseofITCASE:ContentObjective:3.133)WhichofthefollowingstatementsisNOTtrueaboutinformationtechnologysimpactsonbusinessfirms?A)Ithelpsfirmsexpandinsize.B)Ithelpsfirmslowerthecostofmarketparticipation.C)Ithelpsreduceinternalm

24、anagementcosts.D)Ithelpsreducetransactioncosts.Answer:ADiff:2PageRef:89-90AACSB:UseofITCASE:ContentObjective:3.1734)Accordingtoagencytheory,thefirmisviewedasa(n)A)unified,profit-maximizingentity.B)taskforceorganizationthatmustrespondtorapidlychangingenvironments.C)entrepreneurialendeavor.D)nexusofco

25、ntractsamongself-interestedindividuals.Answer:DDiff:3PageRef:90AACSB:ReflectiveThinkingCASE:ContentObjective:3.135)AccordingtoLeavittsmodeloforganizationalresistance,thefourcomponentsthatmustbechangedinanorganizationinordertosuccessfullyimplementanewinformationsystemareA)environment,organization,str

26、ucture,tasks.B)technology,people,culture,andstructure.C)organization,culture,management,andenvironmentD)tasks,technology,people,andstructure.Answer:DDiff:3PageRef:93AACSB:UseofITCASE:AnalysisObjective:3.136)Themodelisusedtodescribetheinteractionofexternalforcesthataffectanorganizationsstrategyandabi

27、litytocompete.A)networkeconomicsB)competitiveforcesC)competitiveadvantageD)demandcontrolAnswer:BDiff:2PageRef:95AACSB:ReflectiveThinkingCASE:ContentObjective:3.237)Whichofthefollowingindustrieshasalowbarriertoentry?A)automotiveB)computerchip838)WhichofthefollowingisNOToneofthecompetitiveforces?A)sup

28、pliersB)othercompetitorsC)externalenvironmentD)customersAnswer:CDiff:2PageRef:95-96AACSB:ReflectiveThinkingCASE:ContentObjective:3.239)Amanufacturerofdeep-seaoilrigsmaybeleastconcernedaboutthismarketplaceforce.A)productdifferentiationB)traditionalcompetitorsC)lownumberofsuppliersD)newmarketentrantsA

29、nswer:DDiff:3PageRef:96AACSB:AnalyticSkillsCASE:EvaluationObjective:3.240)AsubstituteproductofmostconcernforacableTVdistributorisA)satelliteTV.B)broadcastTV.C)satelliteradio.D)theInternet.Answer:ADiff:2PageRef:96AACSB:AnalyticSkillsCASE:EvaluationObjective:3.241)Whichofthefollowingcanforceabusinessa

30、nditscompetitorstocompeteonpricealone?A)transparentmarketplaceB)highproductdifferentiationC)poorprocessefficiencyD)demandcontrolAnswer:ADiff:3PageRef:96AACSB:ReflectiveThinkingCASE:ContentObjective:3.2942)AfirmcanexercisegreatercontroloveritssuppliersbyhavingA)moresuppliers.B)fewersuppliers.C)global

31、suppliers.D)localsuppliers.Answer:ADiff:1PageRef:96AACSB:ReflectiveThinkingCASE:ContentObjective:3.243)AmazonsuseoftheInternetasaplatformtosellbooksmoreefficientlythantraditionalbookstoresillustratesauseofinformationservicesforA)low-costleadership.B)marketingeffectiveness.C)focusingonmarketniche.D)s

32、trengtheningsupplierintimacy.Answer:ADiff:2PageRef:96-97AACSB:AnalyticSkillsCASE:AnalysisObjective:3.244)ThefourmajortypesofcompetitivestrategyareA)low-costleadership;substituteproductsandservices;customers;andsuppliers.B)low-costleadership;productdifferentiation;focusonmarketniche;andcustomerandsup

33、plierintimacy.C)newmarketentrants;substituteproductsandservices;customers;andsuppliers.D)low-costleadership;newmarketentrants;productdifferentiation;andfocusonmarketniche.Answer:BDiff:2PageRef:96-99AACSB:ReflectiveThinkingCASE:ContentObjective:3.245)Wal-MartscontinuousreplenishmentsystemallowsittoA)

34、providemasscustomization.B)provideanefficientcustomerresponsesystem.1046)Whenafirmprovidesaspecializedproductorserviceforanarrowtargetmarketbetterthancompetitors,theyareusingastrategy.A)productdifferentiationB)marketnicheC)masscustomizationD)processefficiencyAnswer:BDiff:2PageRef:98AACSB:ReflectiveT

35、hinkingCASE:ContentObjective:3.247)istheabilitytoofferindividuallytailoredproductsorservicesusingthesameproductionresourcesasbulkproduction.A)MasscustomizationB)SizecustomizationC)MagnitudecustomizationD)DimensioncustomizationAnswer:ADiff:1PageRef:98AACSB:UseofITCASE:ContentObjective:3.248)HiltonHot

36、elsuseofcustomerinformationsoftwaretoidentifythemostprofitablecustomerstodirectservicestoisanexampleofusinginformationsystemstoA)strengthencustomerintimacy.B)differentiatetheirservice.C)focusonmarketniche.D)increaseefficiency.Answer:CDiff:2PageRef:98AACSB:UseofITCASE:ContentObjective:3.249)Aninforma

37、tionsystemcanenableacompanytofocusonamarketnichethroughA)complextrendforecasting.B)tailoringproductstotheclient.C)intensiveproducttrendanalysis.D)intensivecustomerdataanalysis.Answer:DDiff:3PageRef:98-99AACSB:UseofITCASE:ContentObjective:3.21150)UponwhichofthefollowingindustrieshastheInternetasawhol

38、ebeenadisruptivetechnology?A)billpaymentsB)airtravelC)booksD)realestateAnswer:BDiff:1PageRef:102AACSB:ReflectiveThinkingCASE:ContentObjective:3.251)Arivalofyourcompany,AutoTown,isgoingtoimplementanalyticsoftwarethatminescustomerdatawithagoalofenablingthebuildingofautomobilesthatcustomersactuallywant

39、.Thiscanbecategorizedasusinginformationsystemsforwhichcompetitivestrategy?A)low-costleadershipB)productdifferentiationC)focusonmarketnicheD)customerintimacyAnswer:DDiff:3PageRef:99AACSB:AnalyticSkillsCASE:AnalysisObjective:3.252)InternettechnologyA)makesiteasyforrivalstocompeteonpricealone.B)imposes

40、asignificantcostofentry,duetoinfrastructurerequirements.C)increasesthedifferencebetweencompetitorsbecauseofthewideavailabilityofinformation.D)makesiteasytosustainoperationaladvantages.Answer:ADiff:2PageRef:99AACSB:ReflectiveThinkingCASE:ContentObjective:3.253)TheInternetraisesthebargainingpowerofcus

41、tomersbyA)creatingnewopportunitiesforbuildingloyalcustomerbases.B)makingmoreproductsavailable.C)makinginformationavailabletoeveryone.D)loweringtransactioncosts.Answer:CDiff:2PageRef:99AACSB:ReflectiveThinkingCASE:ContentObjective:3.21254)Towhatcompetitiveforcedidtheprintedencyclopediaindustrysuccumb

42、?A)positioningandrivalryamongcompetitorsB)lowcostofentryC)substituteproductsorservicesD)customersbargainingpowerAnswer:CDiff:2PageRef:102AACSB:ReflectiveThinkingCASE:ContentObjective:3.255)ThevaluechainmodelA)categorizesfiverelatedadvantagesforaddingvaluetoafirmsproductsorservices.B)seesthesupplycha

43、inastheprimaryactivityforaddingvalue.C)categorizesfourbasicstrategiesafirmcanusetoenhanceitsvaluechain.D)helpsafirmidentifypointsatwhichinformationtechnologycanmosteffectivelyenhanceitscompetitiveposition.Answer:DDiff:1PageRef:102AACSB:UseofITCASE:ContentObjective:3.356)Theprimaryactivitiesofafirmin

44、cludeA)inboundlogistics,operations,outboundlogistics,salesandmarketing,andservice.B)inboundlogistics,operations,outboundlogistics,technology,andservice.C)procurement,inboundlogistics,operations,technology,andoutboundlogistics.D)procurement,operations,technology,salesandmarketing,andservices.Answer:A

45、Diff:2PageRef:102AACSB:ReflectiveThinkingCASE:ContentObjective:3.357)Whichofthefollowingisoneofthesupportactivitiesinafirmsvaluechain?A)inboundlogisticsB)operationsC)salesandmarketingD)technologyAnswer:DDiff:2PageRef:104AACSB:ReflectiveThinkingCASE:ContentObjective:3.31358)Whichofthefollowingactivit

46、ieswouldyouperformtomeasureandcompareyourbusinessprocessestosimilarprocessesofothercompanieswithinyourindustry?A)benchmarkingB)bestpracticesC)valuechainanalysisD)strategicsystemsanalysisAnswer:ADiff:1PageRef:105AACSB:ReflectiveThinkingCASE:ContentObjective:3.359)Themostsuccessfulsolutionsormethodsfo

47、rachievingabusinessobjectivearecalledA)valueactivities.B)bestprocesses.C)corecompetencies.D)bestpractices.Answer:DDiff:1PageRef:105AACSB:ReflectiveThinkingCASE:ContentObjective:3.360)Acollectionofindependentfirmsthatuseinformationtechnologytocoordinatetheirvaluechainstoproduceaproductorserviceforama

48、rketcollectivelyiscalleda(n)A)industryvaluechain.B)businessecosystem.C)valueweb.D)consortia.Answer:CDiff:2PageRef:106AACSB:UseofITCASE:ContentObjective:3.361)Howareinformationsystemsusedattheindustryleveltoachievestrategicadvantage?A)bybuildingindustry-wide,IT-supportedconsortiaandsymposiaB)byraisin

49、gthebargainingpowerofsuppliersC)byencouragingtheentryofnewcompetitorsD)byenforcingstandardsthatreducethedifferencesbetweencompetitorsAnswer:ADiff:1PageRef:106AACSB:UseofITCASE:ContentObjective:3.31462)Iftwoorganizationspoolmarketsandexpertisethatresultinlowercostsandgenerateprofitsitisoftenreferredt

50、oascreatingA)avalueweb.B)avaluechain.C)synergies.D)corecompetencies.Answer:CDiff:1PageRef:107AACSB:ReflectiveThinkingCASE:ContentObjective:3.463)AnexampleofsynergyinbusinessisA)AmazonsuseoftheInternettosellbooks.B)JPMorganChasesmergerswithotherbanksthatprovidedJPMorganwithanetworkofretailbranchesinn

51、ewregions.C)Blockbustercombiningtraditionalvideorentalwithonlinevideorental.D)Wal-Martsorderentryandinventorymanagementsystemtocoordinatewithsuppliers.Answer:BDiff:1PageRef:107AACSB:AnalyticSkillsCASE:AnalysisObjective:3.464)AninformationsystemcanenhancecorecompetenciesbyA)providingbetterreportingfa

52、cilities.B)creatingeducationalopportunitiesformanagement.C)allowingoperationalemployeestointeractwithmanagement.D)encouragingthesharingofknowledgeacrossbusinessunits.Answer:DDiff:2PageRef:108AACSB:UseofITCASE:ContentObjective:3.465)Themoreanygivenresourceisappliedtoproduction,thelowerthemarginalgain

53、inoutput,untilapointisreachedwheretheadditionalinputsproducenoadditionaloutput.ThisisreferredtoasA)thepointofnoreturn.B)thelawofdiminishingreturns.C)supplyanddemand.D)networkinelasticity.Answer:BDiff:1PageRef:108AACSB:UseofITCASE:ContentObjective:3.41566)NetworkeconomicsA)appliesthelawofdiminishingr

54、eturnstocommunitiesofusers.B)appliestraditionaleconomicstonetworkedusers.C)seesthecostofaddingnewmembersasinconsequential.D)balancesthehighcostofaddingnewmemberstoacommunityagainstthelowercostofusingnetworkinfrastructure.Answer:CDiff:2PageRef:108AACSB:ReflectiveThinkingCASE:ContentObjective:3.467)An

55、exampleofakeystonefirmwithinabusinessecosystemisA)Appleandsoftwareapplicationwritersinthemobileplatformecosystem.B)GUESSandthefashionecosystem.C)CitibankandtheATMecosystem.D)AmericanAirlinesandthecomputerizedreservationecosystem.Answer:ADiff:1PageRef:103,109AACSB:AnalyticSkillsCASE:AnalysisObjective

56、:3.468)AvirtualcompanyA)usesthecapabilitiesofothercompanieswithoutbeingphysicallytiedtothosecompanies.B)usesInternettechnologytomaintainavirtualstorefront.C)usesInternettechnologytomaintainanetworkedcommunityofusers.D)providesentirelyInternet-drivenservices,orvirtualproducts.Answer:ADiff:1PageRef:10

57、9AACSB:ReflectiveThinkingCASE:ContentObjective:3.469)Theemergence,forA,ofnewcompetitorsinthesphereofonlineshoppingillustrateswhatdisadvantageposedbytheuseofinformationsystemstoachievecompetitiveadvantage?A)E-commerceisaffectedbythelawofdiminishingreturns.B)Internettechnologiesareuniversal,andtherefo

58、reusablebyallcompanies.C)Internetshoppingproducescosttransparency.D)TheInternetenablestheproductionorsalesofsubstituteproductsorservices.Answer:BDiff:3PageRef:111AACSB:AnalyticSkillsCASE:EvaluationObjective:3.51670)Youareconsultingforabeveragedistributorwhoisinterestedindeterminingthebenefitsitcould

59、achievefromimplementingnewinformationsystems.Whatwillyouadviseasthefirststep?A)Identifythebusinessecosystemthedistributorisin.B)Implementastrategictransitiontothenewsystem.C)Performastrategicsystemsanalysis.D)Benchmarkexistingsystems.Answer:CDiff:2PageRef:112AACSB:AnalyticSkillsCASE:SynthesisObjecti

60、ve:3.571)isacompetitivestrategyforcreatingbrandloyaltybydevelopingnewanduniqueproductsandservicesthatarenoteasilyduplicatedbycompetitors.Answer:ProductdifferentiationDiff:1PageRef:97AACSB:ReflectiveThinkingCASE:ContentObjective:3.272)Capitalandaretheprimaryproductioninputsthattheorganizationusestocr

61、eateproductsandservices.Answer:laborDiff:2PageRef:82AACSB:UseofITCASE:ContentObjective:3.173)aretheexpensesincurredbyacustomerorcompanyinlosttimeandresourceswhenchangingfromonesupplierorsystemtoacompetingsupplierorsystem.Answer:SwitchingcostsDiff:2PageRef:99AACSB:ReflectiveThinkingCASE:ContentObject

62、ive:3.274)Themodelhighlightstheprimaryorsupportactivitiesthataddamarginofvaluetoafirmsproductsorserviceswhereinformationsystemscanbestbeappliedtoachieveacompetitiveadvantage.Answer:valuechainDiff:2PageRef:102AACSB:UseofITCASE:ContentObjective:3.21775)Organizationaldescribesthedivergentviewpointsabou

63、thowresources,rewards,andpunishmentsshouldbedistributed,andthestrugglesresultingfromthesedifferences.Answer:politicsDiff:1PageRef:84AACSB:UseofITCASE:ContentObjective:3.176)A(n)activityisapartoftheorganizationsinfrastructure,humanresources,technology,andprocurementthatmakesthedeliveryofthefirmsprodu

64、ctsorservicespossible.Answer:supportDiff:2PageRef:104AACSB:UseofITCASE:ContentObjective:3.377)A(n)isacollectionofindependentfirmsthatuseinformationtechnologytocoordinatetheirvaluechainstocollectivelyproduceaproductorserviceforamarket.Answer:valuewebDiff:3PageRef:106AACSB:UseofITCASE:ContentObjective

65、:3.378)A(n)isanactivityatwhichafirmexcelsasaworld-classleader.Answer:corecompetencyDiff:2PageRef:107AACSB:ReflectiveThinkingCASE:ContentObjective:3.379)Newtechnologiesthatradicallychangethebusinesslandscapeandenvironmentarereferredtoas.Answer:disruptiveDiff:1PageRef:87AACSB:UseofITCASE:ContentObject

66、ive:3.180)Sociotechnicalchangesaffectingafirmadoptingnewinformationsystemsrequiringorganizationalchangecanbeconsidered.Answer:strategictransitionsDiff:3PageRef:112AACSB:UseofITCASE:ContentObjective:3.41881)Differentiatebetweenthetechnicalandbehavioraldefinitionsofanorganization.Answer:Thebehavioraldefinitionofanorganizationisthatitisacollectionofrights,privileges,obligations,andresponsibilitiesthatisdelicatelybalancedoveraperiodoftimethroughconflictandconflictresolution.Thetechnicaldefinitionsee