Study Guide
Information Systems,Organizations, and Strategy
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University:
Kentucky State University -
Course:
MIS 300 | Management Info Systems Academic year:
2020
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Views:
192
Pages:
62
Author:
SataTalluctft9
Chapter 3
Information Systems,
Organizations, and Strategy Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Learning Objectives
• Identify and describe important features of
organizations that managers need to know about in
order to build and use information systems
successfully.
• Demonstrate how Porter’s competitive forces
model helps companies develop competitive
strategies using information systems.
• Explain how the value chain and value web models
help businesses identify opportunities for strategic
information system applications.
3.2 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Learning Objectives (cont.)
• Demonstrate how information systems help
businesses use synergies, core competencies,
and network-based strategies to achieve
competitive advantage.
• Assess the challenges posed by strategic
information systems and management
solutions.
3.3 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Will Sears’s Technology Strategy Work This Time?
• Problem: Fading brand, powerful
competitors, technology costs
• Solutions:
– Customer data mining to improve customer
intimacy, design sales floors, implement
customer programs and promotions
• Demonstrates IT’s central role in defining
competitive strategy
3.4 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Information technology and organizations
influence each other
– Relationship influenced by organization’s
• Structure
• Business processes
• Politics
• Culture
• Environment
• Management decisions
3.5 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
THE TWO-WAY RELATIONSHIP BETWEEN ORGANIZATIONS AND INFORMATION TECHNOLOGY
This complex two-way
relationship is mediated by
many factors, not the least of
which are the decisions
made—or not made—by
managers. Other factors
mediating the relationship
include the organizational
culture, structure, politics,
business processes, and
environment.
FIGURE 3-1
3.6 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• What is an organization?
– Technical definition:
• Stable, Formal social structure that processes resources
from environment to produce outputs
• A formal legal entity with internal rules and
procedures, as well as a social structure
– Behavioral definition:
• A collection of rights, privileges, obligations, and
responsibilities that is delicately balanced over a period
of time through conflict and conflict resolution
3.7 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• People develop customary ways of working; they gain
attachments to existing relationships; and they make
arrangements with subordinates and superiors about how work
will be done, the amount of work that will be done and under
what conditions work will be done. Most of these
arrangements and feelings are not discussed in any formal
rulebook.
3.8 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• How do these definitions of organizations relate to information
systems technology?
A technical view of organizations encourages us to focus on
how inputs are combined to create outputs when technology
changes are introduced into the company. The firm is seen as
infinitely malleable, with capital and labor substituting for
each other quite easily.
3.9 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
3.10
•
behavioral definition of an organization suggests that building new
information systems, or rebuilding old ones, involves much more than a
technical rearrangement of machines or workers—that some information
systems change the organizational balance of rights, privileges, obligations,
responsibilities, and feelings that have been established over a long period
of time.
•
Changing these elements is disruptive, requires training and learning to
implement (IS) is much longer than usually anticipated
•
lag between implementing a technical system and teaching employees and
managers how to use the system. Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
THE TECHNICAL MICROECONOMIC DEFINITION OF THE ORGANIZATION
FIGURE 3-2
3.11
In the microeconomic definition of organizations, capital and labor (the primary production factors provided by
the environment) are transformed by the firm through the production process into products and services
(outputs to the environment). The products and services are consumed by the environment, which supplies
additional capital and labor as inputs in the feedback loop. Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
THE BEHAVIORAL VIEW OF ORGANIZATIONS
The behavioral view
of organizations
emphasizes group
relationships, values,
and structures.
FIGURE 3-3
3.12 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Features of organizations
• *Routines and business processes
• Organizational *politics,* culture, and
environments
• Use of hierarchical *structure
• Accountability, authority in system of impartial
decision making
• Adherence to principle of efficiency
3.13 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Routines and business processes
• Routines (standard operating procedures)
•Precise rules, procedures, and practices
developed to cope with virtually all
expected situations
• Business processes: Collections of routines
• Business firm: Collection of business
processes
3.14 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
ROUTINES, BUSINESS PROCESSES, AND FIRMS
All organizations are composed
of individual routines and
behaviors, a collection of
which make up a business
process. A collection of
business processes make up the
business firm. New information
system applications require that
individual routines and
business processes change to
achieve high levels of
organizational performance.
FIGURE 3-4
3.15 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Organizational politics
• Divergent viewpoints lead to political
struggle, competition, and conflict.
• Political resistance greatly hampers
organizational change.
3.16 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Organizational culture:
• Encompasses set of assumptions that
define goal and product
• What products the organization should produce
• How and where it should be produced
• For whom the products should be produced
• May be powerful unifying force as well as
restraint on change
3.17 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Organizational environments:
• Organizations and environments have a reciprocal
relationship.
• Organizations are open to, and dependent on, the social
and physical environment.
– information systems in helping organizations perceive
changes in their environments and also in helping
organizations act on their environments
• Organizations can influence their environments.
• Environments generally change faster than organizations.
• Information systems can be instrument of environmental
scanning, act as a lens.
3.18 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
ENVIRONMENTS AND ORGANIZATIONS HAVE A RECIPROCAL RELATIONSHIP
FIGURE 3-5
3.19
Environments shape what organizations can do, but organizations can influence their environments and decide
to change environments altogether. Information technology plays a critical role in helping organizations
perceive environmental change and in helping organizations act on their environment. Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Disruptive technologies
– Technology that brings about sweeping change
to businesses, industries, markets
– Examples: personal computers, word processing
software, the Internet, the PageRank algorithm
– First movers and fast followers
• First movers—inventors of disruptive
technologies
• Fast followers—firms with the size and
resources to capitalize on that technology
3.20 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• 5 basic kinds of organizational structure
– Entrepreneurial:
• Small start-up business
– Machine bureaucracy:
• Midsize manufacturing firm
– Divisionalized bureaucracy:
• Fortune 500 firms
– Professional bureaucracy:
• Law firms, school systems, hospitals
– Adhocracy:
• Consulting firms
3.21 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Organizations and Information Systems
• Other organizational features
– Goals
• Coercive, utilitarian, normative, and so on
– Constituencies
– Leadership styles, Democratic Authoritarian
– Tasks, Routine and nonroutine tasks
– Surrounding environments
3.22 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Economic impacts
– IT changes relative costs of capital and the costs of
information
– Information systems technology is a factor of
production, like capital and labor
– IT affects the cost and quality of information and
changes economics of information
• Information technology helps firms contract in size
because it can reduce transaction costs (the cost of
participating in markets)
– Outsourcing
3.23 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Transaction cost theory
– Firms seek to economize on transaction costs
(the costs of participating in markets).
• Vertical integration, hiring more employees,
buying suppliers and distributors
– IT lowers market transaction costs for firm,
making it worthwhile for firms to transact with
other firms rather than grow the number of
employees.
3.24 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Agency theory:
– Firm is nexus of contracts among self-interested
parties requiring supervision.
– Firms experience agency costs (the cost of
managing and supervising) which rise as firm
grows.
– IT can reduce agency costs, making it possible for
firms to grow without adding to the costs of
supervising, and without adding employees.
3.25 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Organizational and behavioral impacts
– IT flattens organizations
• Decision making is pushed to lower levels.
• Fewer managers are needed (IT enables faster
decision making and increases span of control).
– Postindustrial organizations
• Organizations flatten because in postindustrial
societies, authority increasingly relies on
knowledge and competence rather than formal
positions.
3.26 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
FLATTENING ORGANIZATIONS
Information systems can reduce
the number of levels in an
organization by providing
managers with information to
supervise larger numbers of
workers and by giving lowerlevel employees more decisionmaking authority.
FIGURE 3-6
3.27 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Organizational resistance to change
– Information systems become bound up in
organizational politics because they influence
access to a key resource—information.
– Information systems potentially change an
organization’s structure, culture, politics, and
work.
– Most common reason for failure of large projects
is due to organizational and political resistance
to change.
3.28 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
ORGANIZATIONAL RESISTANCE AND THE MUTUALLY ADJUSTING
RELATIONSHIP BETWEEN TECHNOLOGY AND THE ORGANIZATION
Implementing information
systems has consequences for
task arrangements, structures,
and people. According to this
model, to implement change,
all four components must be
changed simultaneously.
FIGURE 3-7
3.29 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• The Internet and organizations
– The Internet increases the accessibility, storage,
and distribution of information and knowledge
for organizations.
– The Internet can greatly lower transaction and
agency costs.
• Example: Large firm delivers internal manuals
to employees at distance locations via a
corporate Web site, saving millions of dollars in
distribution costs
3.30 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
How Information Systems Impact Organizations and Business Firms
• Organizational factors in planning a new
system:
– Environment
– Structure
• Hierarchy, specialization, routines, business processes
– Culture and politics
– Type of organization and style of leadership
– Main interest groups affected by system; attitudes of
end users
– Tasks, decisions, and business processes the system
will assist
3.31 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Why do some firms become leaders in their
industry?
3.32
•
access to special resources
•
to use commonly available resources more efficiently-Usually because of
superior knowledge and information assets.
•
they do better in terms of revenue growth, profitability, or productivity
growth (efficiency), all of which ultimately in the long run translate into
higher stock market valuations than their competitors Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
•
3.33
why do some firms do better than others and how do they achieve
competitive advantage?
•
How can you analyze a business and identify its strategic advantages?
•
How can you develop a strategic advantage for your own business?
•
how do information systems contribute to strategic advantages? Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• Michael Porter’s competitive forces model
– Provides general view of firm, its competitors,
and environment
– Five competitive forces shape fate of firm:
1. Traditional competitors
2. New market entrants
3. Substitute products and services
4. Customers
5. Suppliers
3.34 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
PORTER’S COMPETITIVE FORCES MODEL
FIGURE 3-8
3.35
In Porter’s competitive forces model, the strategic position of the firm and its strategies are determined not
only by competition with its traditional direct competitors but also by four other forces in the industry’s
environment: new market entrants, substitute products, customers, and suppliers. Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Traditional competitors
– All firms share market space with competitors who are continuously
devising new products, services, efficiencies, and switching costs.
• New market entrants
– Some industries have high barriers to entry, for example, computer chip
business.
– not locked into old plants and equipment,
– Hire younger workers who are less expensive and perhaps more
innovative,
– not encumbered by old worn-out brand names, and they are “more
hungry” (more highly motivated)
– outside financing, less-experienced workforce; and they have little
brand recognition.
3.36 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Substitute products and services
– Substitutes customers might use if your prices
become too high, for example, iTunes substitutes for
CDs
• Customers
– Can customers easily switch to competitor’s
products? Can they force businesses to compete on
price alone in transparent marketplace?
• Suppliers
– Market power of suppliers when firm cannot raise
prices as fast as suppliers
3.37 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Four generic strategies for dealing
with competitive forces, enabled by
using IT:
– Low-cost leadership
– Product differentiation
– Focus on market niche
– Strengthen customer and supplier
intimacy
3.38 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Low-cost leadership
– Produce products and services at a lower price than
competitors
– Example: Walmart’s efficient customer response
system
• Product differentiation
– Enable new products or services, greatly change
customer convenience and experience
– Example: Google, Nike, Apple
– Mass customization
3.39 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Focus on market niche
– Use information systems to enable a focused
strategy on a single market niche; specialize
– Example: Hilton Hotels’ OnQ system
• Strengthen customer and supplier intimacy
– Use information systems to develop strong ties and
loyalty with customers and suppliers
– Increase switching costs
– Example: Netflix, Amazon
3.40 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Interactive Session: Organizations
Technology Helps Starbucks Find New Ways to Compete
Read the Interactive Session and discuss the following questions
– Analyze Starbucks using the competitive forces
and value chain models.
– What is Starbucks’ business strategy? Assess the
role played by technology in this business
strategy.
– How much has technology helped Starbucks
compete? Explain your answer.
3.41 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• The Internet’s impact on competitive
advantage
– Transformation or threat to some industries
• Examples: travel agency, printed encyclopedia, media
– Competitive forces still at work, but rivalry more
intense
– Universal standards allow new rivals, entrants to
market
– New opportunities for building brands and loyal
customer bases
3.42 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Value chain model
– Firm as series of activities that add value to products
or services
– Highlights activities where competitive strategies
can best be applied
• Primary activities vs. support activities
– At each stage, determine how information systems
can improve operational efficiency and improve
customer and supplier intimacy
– Utilize benchmarking, industry best practices
3.43 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
THE VALUE CHAIN MODEL
This figure provides examples
of systems for both primary
and support activities of a firm
and of its value partners that
can add a margin of value to a
firm’s products or services.
FIGURE 3-9
3.44 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Interactive Session: Technology
Automakers Become Software Companies
Read the Interactive Session and discuss the following questions
• How is software adding value to automakers’
products?
• How are the automakers benefiting from softwareenhanced cars? How are customers benefiting?
• What value chain activities are involved in enhancing
cars with software?
• How much of a competitive advantage is software
providing for automakers? Explain your answer.
3.45 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Value web:
– Collection of independent firms using
highly synchronized IT to coordinate value
chains to produce product or service
collectively
– More customer driven, less linear
operation than traditional value chain
3.46 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
THE VALUE WEB
The value web is a networked
system that can synchronize the
value chains of business
partners within an industry to
respond rapidly to changes in
supply and demand.
FIGURE 3-10
3.47 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Information systems can improve overall
performance of business units by promoting
synergies and core competencies
– Synergies
• When output of some units used as inputs to
others, or organizations pool markets and
expertise
• Example: merger of Bank of NY and JPMorgan
Chase
• Purchase of YouTube by Google
3.48 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Core competencies
– Activity for which firm is world-class leader
– Relies on knowledge, experience, and
sharing this across business units
– Example: Procter & Gamble’s intranet and
directory of subject matter experts
3.49 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Network-based strategies
– Take advantage of firm’s abilities to
network with each other
– Include use of:
•Network economics
•Virtual company model
•Business ecosystems
3.50 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Traditional economics: Law of diminishing
returns
– The more any given resource is applied to production, the
lower the marginal gain in output, until a point is reached
where the additional inputs produce no additional outputs
• Network economics:
– Marginal cost of adding new participant almost zero, with
much greater marginal gain
– Value of community grows with size
– Value of software grows as installed customer base grows
3.51 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• The availability of Internet and networking technology have
inspired strategies that take advantage of firms’ abilities to
create networks or network with each other.
• economics of factories and agriculture—production
experiences diminishing returns. The more any given resource
is applied to production, the lower the marginal gain in output,
until a point is reached where the additional inputs produce no
additional outputs.
3.52 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• The larger the number of subscribers in a
telephone system or the Internet, the greater
the value to all participants because each user
can interact with more people
• The value of a community of people grows
with size, whereas the cost of adding new
members is inconsequential.
3.53 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Virtual company strategy
– Virtual company uses networks to ally with other
companies to create and distribute products
without being limited by traditional organizational
boundaries or physical locations
– Example: Li & Fung manages production,
shipment of garments for major fashion
companies, outsourcing all work to more than
7,500 suppliers
3.54 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• Another network-based strategy uses the model of a virtual
company to create a competitive business.
• A virtual company, also known as a virtual organization, uses
networks to link people, assets, and ideas, enabling it to ally
with other companies to create and distribute products and
services without being limited by traditional organizational
boundaries or physical locations.
• One company can use the capabilities of another company
without being physically tied to that company.
• The virtual company model is useful when a company finds it
cheaper to acquire products, services, or capabilities from an
external vendor or
• when it needs to move quickly to exploit new market
opportunities and lacks the time and resources to respond on
its own.
3.55 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• manage production and shipment of their garments. Li & Fung
handles product development, raw material sourcing,
production planning, quality assurance, and shipping.
• Li & Fung does not own any fabric, factories, or machines,
outsourcing all of its work to a network of morethan 7,500
suppliers in 37 countries all over the world. Customers place
ordersto Li & Fung over its private extranet.
• Li & Fung then sends instructions to appropriate raw material
suppliers and factories where the clothing is produced.
• The Li & Fung extranet tracks the entire production process
for each order.
3.56 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems to Achieve Competitive Advantage
• Business ecosystems
– Industry sets of firms providing related services and
products
• Microsoft platform used by thousands of firms
• Walmart’s order entry and inventory management
– Keystone firms: Dominate ecosystem and create
platform used by other firms
– Niche firms: Rely on platform developed by keystone
firm
– Individual firms can consider how IT will help them
become profitable niche players in larger ecosystems
3.57 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• today’s firms are much more aware that they participate in
industry sets—collections of industries that provide related
services and products
• Business ecosystem is another term for these loosely coupled
but interdependent networks of suppliers, distributors,
outsourcing firms, transportation service firms, and technology
manufacturers.
• The concept of a business ecosystem builds on the idea of the
value web described earlier, the main difference being that
cooperation takes place across many industries rather than
many firms.
3.58 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• Business ecosystems can be characterized as having one or a
few keystone firms that dominate the ecosystem and create the
platforms used by other niche firms.
• Individual firms should consider how their information
systems will enable them to become profitable niche players in
larger ecosystems created by keystone firms.
• For instance, in making decisions about which products to
build or which services to offer, a firm should consider the
existing business ecosystems related to these products and how
it might use IT to enable participation in these larger
ecosystems
3.59 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
• It is Apple’s mission to sell physical devices (iPhones) that are
nearly as powerful as today’s personal computers.
• These devices work only with a high-speed broadband
network supplied by the wireless phone carriers. In order to
attract a large customer base, the iPhone had to be more than
just a cell phone. Apple differentiated this product by making
it a “smart phone,” one capable of running thousands of
different, useful applications.
• Apple could not develop all these applications itself. Instead it
relies on generally small, independent software developers to
provide these applications, which can be purchased at the
iTunes store.
• In the background is the Internet service provider industry,
which makes money whenever iPhone users connect to the
Internet.
3.60 Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
AN ECOSYSTEM STRATEGIC MODEL
FIGURE 3-11
3.61
The digital firm era requires a more dynamic view of the boundaries among industries, firms, customers, and
suppliers, with competition occurring among industry sets in a business ecosystem. In the ecosystem model,
multiple industries work together to deliver value to the customer. IT plays an important role in enabling a
dense network of interactions among the participating firms. Management Information Systems
Chapter 3: Information Systems, Organizations, and Strategy
Using Information Systems for Competitive Advantage: Management Issues
• Sustaining competitive advantage
– Competitors can retaliate and copy strategic systems
– Systems may become tools for survival
• Aligning IT with business objectives
– Performing strategic systems analysis
• Structure of industry
• Firm value chains
• Managing strategic transitions
– Adopting strategic systems requires changes in business goals,
relationships with customers and suppliers, and business processes
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Information Systems,Organizations, and Strategy
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