Resumen
The article focuses on the theme that environments where Information Service (IS) is relegated to a support role and where there is little involvement of the larger organization in IS investments tend to nurture traditional transaction processing and information reporting systems. Corporations elevating the status of IS and integrating the IS function into the larger organizational superset through formal mechanisms tend to rate traditional investments lower. An IS planning culture at the top of the organization seems to facilitate recognition of the importance of strategic system investments. Diversity of IT representation favors Business Process Redesign and infrastructural investment, and does not favor more traditional systems. The need to manage a rapidly changing resource such as IT requires effective management of change. No longer can people rely on IS functional expertise to manage every element of a myriad of technologies. IS investments have to be prioritized and made from a holistic organizational perspective, in the face of dynamic technological change.