Rashi Glazer

Measuring the value of information: the information-intensive organization

This paper suggests that firms that successfully integrate an information technology (I/T) strategy with their business strategies do so by focusing on the information itself, rather than on technology, as the real carrier of value and source of competitive advantage. A primary mechanism by which a firm becomes an information-intensive firm is the implementation of a procedure for measuring the value of its information assets V(I). This paper presents a methodology for measuring the value of information in the firm. This paper describes the application of that methodology in an actual case study and discusses some consequences of being able to compare organizations with respect to their relative levels of information intensity.

Group process and decision performance in a simulated marketing environment

Abstract This article presents an exploratory study designed to investigate which factors in a group process relate to effective marketing decision making. The study was conducted with 20 teams playing Markstrat, a marketing-simulation game. Results indicate that decision performance is positively related to the attitudes of the group members toward their task, the level of effort they exert, and the degree to which the more effective decision makers emerge from the group process.

Strategy and Structure in Information-Intensive Markets: The Relationship Between Marketing and IT

This paper discusses the relationship between the traditionalfunctions of Marketing and Information Technology (IT) from theperspective of the emerging “information-intensive” marketsthat characterize the environment faced by most modern organizations.First, a conceptual framework is presented for understandingthe range of information-intensive strategies (built aroundexploiting the Customer Information File as the key corporateasset) that are increasingly the determinants of competitivesuccess. Next, the appropriate organizational structure to supportthese strategies is proposed—one in which the historicalseparation between marketing and IT is abandoned in favor ofa new structure organized around a core set of information-processingactivities. Finally, the characteristics of this new organizationare described—in particular its role as a “market-drivenlearning organization” and, increasingly, as a living, biologicalorganism.