During the 1960s, many academics, consultants, computer vendors, and journalists promoted the “totally integrated management information system” (MIS) as the destiny of corporate computing and of management itself. This concept evolved out of the frustrated hopes of 1950s corporate “systems men” (represented by the Systems and Procedures Association) to establish themselves as powerful “generalist” staff experts in administrative techniques. By redefining the computer as a managerial “information system,” rather than a simple technical extension of punch-card “data processing,” the systems men sought to establish jurisdiction over corporate computing and to replace accountants as the primary agents of managerial control. The apparently unlimited power of the computer supported a new conception of information, defined as the exclusive domain of the systems men (assisted by operations research specialists and computer technicians). While MIS proved impossible to construct during the 1960s, both its dream of all-encompassing automated information systems and the resulting association of information with the computer endured into the twenty-first century.

Robert Noyce's career at Fairchild Semiconductor sheds light on several developments that were central to the growth of Silicon Valley and the semiconductor industry: entrepreneurship, technical leadership, and the management of growth in a high-technology company. Noyce served as Fairchild Semiconductors first head of R&D and as its general manager for the six years of the company's most dramatic growth. His technical orientation, personal interest in new technologies, and hands-off management style helped establish a culture at the firm that welcomed innovations in research, process technology, manufacturing, and marketing. As Fairchild Semiconductor grew into a multidivisional mass producer, Noyce's entrepreneurial leadership proved inadequate. Communication breakdowns between divisions, coupled with a series of poor decisions by the parent company, further contributed to the decline of Fairchild Semiconductor.

In the thirteen years following the introduction of IBM's first personal computer in 1982, Microsoft rose from being a small concern to become the colossus of the PC software industry. However, Microsoft was not the only software company to profit from the PC-software boom: firms like AutoDesk, Lotus Development, WordPerfect Corp., Ashton-Tate, Novell, Borland, Adobe Systems, Aldus, Symantec, and the Santa Cruz Operation all had their time in the sun. Whereas some of these firms lost their markets to Microsoft or stumbled through strategic errors, others remained hugely successful, and their relative obscurity is largely due to the contemporary obsession with Microsoft and its billionaire founder.

In 1969, when few commercial communications networks existed, a U.S. Defense Department research agency created an experimental system that would eventually become the Internet. Driven by both research and military considerations, the designers of the Internet created a complex, robust, and flexible system that differed in significant ways from contemporary commercial communications networks. In the 1970s and 1980s, computer manufacturers (mainly based in the United States) and telecommunications carriers (mainly operating outside the United States) vied to offer commercial network products and services, but no single company or technology was able to dominate the market, in part because computer users preferred the type of nonproprietary technical standards used in the Internet. In the 1980s, the National Science Foundation took over operation of the Internet, and in the 1990s the NSF turned over the network to privatesector operators. While the Internet has rapidly increased in scale under commercial ownership, the technology also continues to reflect the systems research origins.