1. INTRODUCTION. No one usher out doubt today that Information engineering science (IT) especially computers, has created a prominent impact on the affair environment. In every office, in that respect must be telephones, likeness machines and computers. IT has compel a need. Companies discharge millions of dollars investing in IT with the expect to gain a militant edge over their competitors. However, in June 2003 a raging count was going on in the production line circle. Everyone was engaged in heated discussions over a thought provoking article, IT DOESNT result. This article, first appe atomic number 18d in the may 2003 incommode of the Harvard Business Review, was scripted by Nicholas G. Carr. Carr (2003) argued that IT is very low-cost today. More and more companies are investing in and implementing IT. IT has become a commodity and its investments do not justify the necessary returns. Therefore, IT is diminishing as a source of competitive gain and should be managed defensively (spend little on IT and avoid risk). So, is it realizable that IT is diminishing as a source of competitive benefit? Can IT still plunk for and sustain organisational competitive emolument? This report critically analyses this issue but before these questions can be answered, it is important to actualise the functions of the organisation, the role of information engine room and the process of achieving sustainable competitive advantage.
Subsequently, the analysis touches on the cogency of IT to continue backup and sustaining competitive advantage and demonstrates that IT does matter w ith a case probe on a successful company, ! national Express. 2. BUSINESS ORGANISATION. A company, set up with the purpose of carrying business activities, is a business organisation. Elliot and Starkings (1998, p. 198) defined a business organisation as ...a forgiving activity system that deals with, and is affected by, the internal and outer forces make up within the business... If you want to get a honest essay, frame it on our website: OrderCustomPaper.com
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