Strategic Management Of Information Systems Research Articles

Manajemen Strategis Sistem Informasi Menggunakan Metode The Open Group Architecture Framework (TOGAF) (Studi Kasus: SMA Galatia Bekasi)

Information systems in this era of globalization have a role in carrying out every activity in all fields. The use of computer technology and information systems is very helpful for humans in all jobs, especially in light and difficult jobs. Information systems strategy is a necessity that can help business organizations achieve the company's business goals. The Open Group Architecture Framework (TOGAF) is an architectural framework that provides methods and tools to assist the acceptance, production, use, and maintenance of Enterprise Architecture. Galatia High School located in Harapan Indah still uses a manual system to carry out their activities. Therefore, Strategic Management of Information Systems is needed to facilitate their activities and improve the quality of their services. This research was conducted by conducting direct observations and interviews with the Principal, Deputy Principal, and Administration. The interview results obtained were analyzed using the TOGAF technique. The author also uses literature studies from books, journals, and previous research. This research will produce an information strategy management system to increase the competitive value of Galatian High School and assist Galatian High School in realizing their vision.

The Effect of Knowledge Management, Strategic Management Information System, And Innovation Capability on Organizational Performance Pushidrosal Mediated by Strategic Leadership

The Effect of Knowledge Management, Strategic Management Information System, And Innovation Capability on Organizational Performance Pushidrosal Mediated by Strategic Leadership

THE INFLUENCE OF RESOURCE BASED VIEW, STRATEGIC MANAGEMENT INFORMATION SYSTEM ON PERFORMANCE OF PERSONNEL IN INFORMATION INTELLIGENCE TECHNOLOGY IN STATE INTELLIGENCE AGENCY MEDIATED IN STRATEGIC POLICY

This research is aimed at the interests of the Organization of the State Intelligence Agency, especially the Deputy for Information Technology, which is the implementing element of some of the tasks and functions of the State Intelligence Agency in the Field of Technology Intelligence who is directly responsible to the Head of the State Intelligence Agency. The Deputy for Technology Intelligence has the task of carrying out policy formulation and implementation of Information Technology intelligence activities and/or operations. The method of analysis is done through explanatory research, with the application of PLS/SEM. Concepts and problems under study look at causality, then explain the variables causing the problem under study. The research sample was 96 Staff and Officials of the Directorate of Planning for Control of Activities and Operations, the Directorate of Telematics, and the Directorate of Geospatial Intelligence at the State Intelligence Agency. The results of this study Resource Based View has a positive effect on Performance. Strategic Management Information System has a positive effect on Performance. Strategic Policy has a positive effect on Performance. illustrates that Resource Based View, Strategic Management Information System and Strategic Policy at the Deputy for Information Technology of the State Intelligence Agency can have an influence on the performance of the personnel of the State Intelligence Agency. Theoretical implications of the Strategic Policy through increasing its dimensions will be able to improve the performance of the Deputy for Information Technology of the State Intelligence Agency so as to increase the trust and loyalty of related parties. Resource Based View, and Strategic Management Information System The results of this study strengthen the positive and significant influence of Resource Based View, and Strategic Management Information System on Strategic Policy. Improvement and development of the quality of human resources must first, pay attention to policies and strategies. The development will give a good indication of the performance of the State Intelligence Agency personnel.

INFORMATION TECHNOLOGY OF FORMING OPTION FOR LOGISTICS DISTRIBUTION CHANNEL CONFIGURATION RESISTANT TO EMERGENCIES

The problem and the main stages of choosing a rational configuration of a four-level logistics network that is resistant to the impact of emergencies forstrategic planning are considered. The problem under consideration belongs to the class of multicriteria optimization problems. Criteria related to thefinancial costs of building and operating a logistics distribution channel, as well as criteria related to the level of quality of customer service, arecontradictory. To solve the problem of stability of the logistics system configuration to emergencies, such as failure of intermediate warehouses,failure of transport arteries, etc., a strategic management information system was developed by integrating existing software components at the level ofenterprise software applications. The integration of the system was based on a service-oriented architecture, as all its components are heterogeneous innature. This approach allows you to reuse existing program code. To determine a sustainable configuration option, two criteria are used, which areconsidered equivalent: the level of costs for the maintenance of the logistics channel and the level of service quality in the event of differentemergencies. Since the probability of emergencies is unknown, the minimax criterion is used to minimize the risk when choosing a rationalconfiguration of the logistics network. For this purpose, losses from emergencies are calculated according to all criteria, and there is a variant of thelogistics network configuration that will be the least risky. That is, we will not be able to get a worse result than the one we rely on. The results of thestudy are presented in the form of a configuration variant of the logistics distribution system, which can be used in the future to determine businessoptions.

Application of Strategic Management Information System (SMIS) in the Ministry of Interior, UAE: Issues and Challenges

The purpose of this paper is to present and describe SMIS implementation challenges or problems as well as identifying the key issues to achieve successful implementation. Moreover, this research seeks to explain the implementation effects and consequences which impact the organization and its processes. We investigate the key challenges faced for implementing SMIS in the Ministry of Interior, UAE. Quantitative methodology used and structured questionnaire was imployed.150 respondents were participated in this study and data was analyzed by using SPSS V.19. The findings show that budgetary, infrastructural and human resource capabilities have significant impact on the performance of SMIS. It is recommended to invest in technology development and taking initiatives to enhance skill of employee. Increase awareness at every level of the management, from the grass root level should be practiced as to make all aware that such a strategic management information system exists in the ministry of interior. Better regulatory observation needed to be adhered to monitor the information system and adhere to compliance issues. Training facilities by both in house and external trainers required on the latest software and application of strategic management information system.

Perancangan sistem informasi strategik pada ukm xyz untuk memaksimalkan pemasaran dan efisiensi biaya

The goal of writing this research is to Maximize Marketing Through E-Commerce Small Mediun Enterprise (SME) XYZ. The structure of composing this research is refers of methodology IT Strategic Planning which created by John Ward and Peppard in the book The Strategic Management of Information Systems (2016). The analysis start with company’s condition using internal analysis tools such as SWOT and external analysis tools such as PEST and Porter Analysis, Internal Environment IS/IT, External Environment IS/IT. The result of the analysis are then processed and later generate initiatives in form of IS Business Strategies, IS/IT Management Strategies, and IT Strategies. From that analysis result can take a summary and recommend for IS Business Strategy are create Website E-Commerce with Cloud Computing Cozy and integrated with BI (Business Intelligence) Google Analytics, Install SMS Gateway Gammu, and optimalize online marketing with social media. For IS/IT management strategy are analysis cost and benefit from this project. IT Strategy analysis are recommend software and IT Roadmap.

It-consultant training in the context of issues of domestic consulting

The article proposes the concept of the master’s program of training of IT-consultants based on the extension of the relevant sections of the higher professional education of the third generation in the direction of “Applied Informatics”. Under the proposed concept features, a professional IT-consultant formulated the basic competencies that graduates of the relevant specialization should possess, the interaction scheme, the composition and structure of the academic disciplines of the program are presented. The general section of the program covers the basics of systems’ theory, as well as models and methods for modeling business processes and system design. A special section is devoted to the disciplines actually make the required competence. The approbation of the proposed concept for the departments “System Analysis and IT Management” and “Strategic Management of Information Systems” at Moscow Institute of Physics and Technology and Higher School of Economics, engaged in the preparation of IT consultants, is described; respectively, statistical data are given for master’s theses of graduates. The conclusion states the general results of the testing of the proposed concepts and conclusions on its applicability for teaching students both engineering and economic direction, and with different levels of previous training.

From Innovative I.S. Strategy to Customer Value

While information systems (IS) have traditionally been used primarily for firm-wide operational efficiency, emerging theoretical perspectives have shifted scholarly focus to IS as a force that can drive value through business innovation. This study examines how IS strategy creates customer value through an innovative business orientation and how IS leadership and the organizational context can influence the relationship between innovative IS and business strategies. Integrating several research streams under the umbrella of the IS strategic management literature, we develop and empirically validate a research model based on confirmatory analysis and structural equation modeling applied to survey data collected from senior IS executives in 165 organizations based in the United States and India. Our results suggest that organizations that have an innovative IS strategy are well positioned to engage in business innovation, which in turn yields greater customer value. Furthermore, we find that strong IS leadership and a creative organizational climate enhance the relationship between an innovative IS strategy and innovative business orientation.

The Relationship between Information Systems Strategic Management Based on Balanced Scorecard and Information Systems Performance

In the present study, the model of information technology balanced scorecard (ITBSC) was used, because of the importance of information systems (IS) performance evaluation. Moreover, information systems strategic management based on systems performance was considered in order to formulate the information systems strategy based on the results of the systems performance. The information systems strategic management was analyzed on the basis of balanced scorecard maturity model. The research aims to answer this question that "is there any significant relationship between information systems strategic management based on balanced scorecard and information systems performance?" To do this, a sample group including 30 organizations in Tehran - the capital city of Iran - was selected and the maturity status of IT balanced scorecard and the performance degree of their information systems were studied. It was concluded that increase (decrease) in the level of information systems strategic management based on balanced scorecard cause to increase (decrease) in performance of information systems and vice versa.

Performing strategy: conceptualising the strategizing of information systems in organisations

This study conceptualises the “doing of strategy” in the context of the strategic management of information systems in organisations. We study the enactment of strategy by different stakeholders of a major project driving the implementation of 90 self-service kiosks at an airport in the UK. Adopting a single qualitative interpretive case study research approach, we observed and conceptualise three distinct processes of strategizing information systems: decoupling, reframing and repackaging. The study draws on recent work repositioning information systems strategy as a dynamic process of knowledge creation and exploration, by adding a conceptual foundation for further research on the strategic management of information systems in organisations.

Strategic knowledge benchmarking system (SKBS): a knowledge‐based strategic management information system for firms

In accordance with the resource‐based view and the activity‐based view, sustainable competitive advantages are mainly due to core knowledge that, together with tangible and (especially) intangible resources, develops competitive products and services through the appropriate activities and processes of the value chain. Strategic knowledge benchmarking system (SKBS) is a knowledge‐based strategic management information system framework that has been built drawing direct inspiration from both the above‐mentioned perspectives and tries to refine the classic strategic SWOT analysis. This paper carefully describes OSKBS, one of the two versions of SKBS, and shows the main benefits to be obtained from the systematic use of OSKBS. The SKBS system has been successfully piloted in more than 40 small and medium size European enterprises.

Tecnologia de informação e mudança: uma abordagem crítica

Este artigo caracteriza-se pela análise crítica da perspectiva puramente instrumental e tecnicista dos seguidores da Tecnologia de Informação (TI). Nessa crítica, diferenciam-se as mudanças adaptativas das mudanças paradigmáticas e restringe-se a mudança habilitada pela TI aos esforços para melhorar a performance das organizações ainda dentro do paradigma dominante. Assim, evidencia-se como as distorções, causadas pela razão instrumental na percepção dos stakeholders a respeito dos fenômenos de informação, linguagem, comunicação e cognição, implicam sérios problemas para a gestão estratégica de sistemas de informação. Em que pesem as sérias conseqüências dessas distorções, defende-se que o fetiche da TI traz prejuízos ainda maiores, ao induzir à ilusão de que ela, sozinha, pode mudar o mundo. Partindo-se do princípio de que, para confrontar a visão instrumental, são necessárias novas epistemologias, apresentam-se elementos da visão sistêmica, da teoria crítica e do pós-modernismo. Por fim, propõese uma mudança paradigmática e ideológica, fundada em uma razão substantiva que propicie um desenvolvimento sustentado e a prática da justiça social, buscando um debate ético-valorativo da mudança.

Review: Information Systems Strategic Management - An Integrated Approach

Review: Information Systems Strategic Management – An Integrated Approach John Gilbey, Reviewed by John Gilbey, Reviewed by Search for other works by this author on: Oxford Academic Google Scholar The Computer Bulletin, Volume 44, Issue 2, March 2002, Page 31, https://doi.org/10.1093/combul/44.2.31-a Published: 01 March 2002

Information Systems Strategic Management: An Integrated Approach

Information Systems Strategic Management: An Integrated Approach

Information systems and competitive advantage: a competency-based view

In this paper, we offer a competency-based view of how information systems (IS) can be used to achieve competitive advantage. Building on the resource-based research that links distinctive organizational competencies to sustainable competitive advantage, we argue that the potential contributions of IS to competitive advantage can be understood in terms of their impact on the development and utilization of distinctive organizational competencies. To explore the potential IS linkage to organizational competencies, we examine whether and to what extent IS can be used to foster and facilitate the development and utilization of three types of organizational competencies at the operational level: input-based competencies, transformation-based competencies and output-based competencies. Our analysis shows that IS may play an important role in enabling firms to develop and leverage these organizational competencies. We discuss research and managerial implications of the competency-based framework for the strategic management of IS.

Building the single market with information technology – lessons from a transnational IT implementation

The subject company operates in a vigorously growing sector of the packaging market, with plants in most European countries. But could this disparate business function as a single company in a single (European) market? This article sets out some lessons learned from a pilot transnational implementation of a strategic management information system, designed to counter entrenched national business thinking in one European company and its subsidaries.

The balanced scorecard: a foundation for the strategic management of information systems

The balanced scorecard (BSC) has emerged as a decision support tool at the strategic management level. Many business leaders now evaluate corporate performance by supplementing financial accounting data with goal-related measures from the following perspectives: customer, internal business process, and learning and growth. It is argued that the BSC concept can be adapted to assist those managing business functions, organizational units and individual projects. This article develops a balanced scorecard for information systems (IS) that measures and evaluates IS activities from the following perspectives: business value, user orientation, internal process, and future readiness. Case study evidence suggests that a balanced IS scorecard can be the foundation for a strategic IS management system provided that certain development guidelines are followed, appropriate metrics are identified, and key implementation obstacles are overcome.

The role of the help desk in the strategic management of information systems

Draws on a recently completed British Library Research and Development‐funded project investigating key factors in help‐desk success. Describes the methodology of survey by questionnaire and case studies. Summarizes the results briefly and focusses specifically on the results which feed into a discussion of the potential of the help desk in enabling an organization or its customers to gather data on systems use, plan and implement IT development strategies and assess their impact on attitudes to IT.

The Design and Impact of Strategic Management Information Systems: Discussion

Cotterill's purpose is to facilitate research on strategic management information systems (SMIS). He utilizes two anecdotes-A&P's failed backward integration strategy into food manufacturing and FARMARCO's failed forward integration strategy into world grain trading-to illustrate the nature and significance of business strategy. He concludes that more research by economists is needed and that government should play an expanded role in strategic management information systems research, standards setting, and data collection. I will not dwell upon these two conclusions. Suffice it to say that because I am an economist working in the strategic management information system of a regional farmer cooperative, I would hardly disagree with his first conclusion. I am skeptical of his second conclusion but will reserve judgment until the issue is more sharply focused. Rather than dwelling upon Cotterill's two conclusions, I believe I can best advance our present discussion and future dialogue between industry and academia by identifying some of the reasons industry has been slow to implement SMIS and by offering some suggestions about how we economists might enhance SMIS.

Strategic Planning and Large Information Systems Installations

Prominent figures in the Information Systems (IS) industry have been propagating the need to integrate the information systems plan of a company with its strategic business plan. They have urged the executive level management to take an active part in charting the role of Information Technology (IT) in their organisation's present and future operations. The primary reason for this has been that the cost of data processing and communications has reached a critical level. A multi‐million pound operation cannot be run without executive systems direction and control. Without a common source, planning, implementation and measurement and control between various levels of management will be meaningless. Despite this, the management approach remains largely tactical, expense‐oriented and short‐sighted. Structures for strategic management of information systems and associated facilities have not yet clearly emerged. In an information systems environment, strategy implies plans, policies and commitment to use IT for exploiting business opportunities in order to achieve the corporate goals of an organisation. Because corporate objectives data, financial and budget data, resource usage, together with service and installations inventory data and personnel data already exist in computer‐readable form for large installations, this makes it easier to implement a computer‐based strategic installation management system.