Term
| Information Systems Strategy Triangle |
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Definition
| Information Systems Strategy Triangle relates business strategy with IS strategy and organizational strategy. |
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Term
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Definition
A strategy is a coordinated set of actions to fulfill objectives, purposes and goals
Strategy starts with a mission |
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Term
| Michael Porter describes how businesses can build a sustainable competitive advantage |
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Definition
Cost leadership – lowest-cost producer
Differentiation – product is unique
Focus – limited scope |
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Term
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Definition
Fits turbulent environments
Enables managers respond instantly and change rapidly
Requires dynamic structures and processes
focus specific competitive advantage is deadly |
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Term
| when is agility the competitive advantage |
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Definition
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Term
| “winner-take-all” environments |
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Definition
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Term
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Definition
| GE employees develop strategies to destroy GE’s competitive advantage |
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Term
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Definition
| strategy to find fresh ways to reach new customers and better serve existing ones |
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Term
| Competitive Dynamics Models |
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Definition
A similar strategy of cannibalizing their own products was used by Apple® and GilletteTM.
Apple introduced the iPhone® while iPod® sales were brisk, and the iPad® while its Macintosh sales were strong |
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Term
Porter’s
generic
strategies |
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Definition
Understanding which strategy is
chosen by a firm is critical to choosing IS to complement the strategy |
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Term
Dynamic
environment
strategies |
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Definition
IS are critical to achieving the speed needed for moves and countermoves.
IS are in a constant state of flux or development |
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Term
Porter’s
generic
strategies |
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Definition
| Firms achieve competitive advantage through cost leadership, differentiation, or focus |
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Term
Dynamic
environment
strategies |
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Definition
| Speed, agility, and aggressive moves and countermoves by a firm create competitive advantage |
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Term
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Definition
| includes the organization’s design as well as the choices it makes to define, set up, coordinate, and control its work processes |
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Term
| Organizational strategy question |
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Definition
| How will the company organize to achieve its goals and implement its business strategy?” |
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Term
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Definition
identifies the crucial components of an organization’s plan as its information/control, people, structure, and tasks.
This simple framework is useful for designing new organizations and for diagnosing organizational troubles |
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Term
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Definition
| There are four key components to an organization’s design: people, structure, tasks, and information/control |
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Term
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Definition
Organizational variables, control variables, and cultural variables are the levers managers can use to affect
change in their organization |
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Term
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Definition
| This is a more detailed model than the Business diamond and gives specific areas where IS can be used to manage the organization and to change the organization |
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Term
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Definition
| Using IS in an organization will affect each of these components. Use this framework to identify where these impacts are likely to occur |
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Term
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Definition
| the plan an organization uses to provide information services. |
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Term
| Business strategy is a function |
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Definition
Competition (What does the customer want and what does the competition do?)
Positioning (In what way does the firm want to compete?)
Capabilities (What can the firm do?). IS help determine the company’s capabilities. |
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Term
| The manager need to combine all the available firm’s resources |
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Definition
| internal and external sources |
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Term
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Definition
| Financial, production, human, and information resources, |
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Term
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Definition
| The Internet and various global opportunities |
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Term
Information resources
which are either assets or capabilities |
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Definition
| available data, technology, people, and processes available to perform business processes and tasks. |
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Term
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Definition
| date, technology, people and processes |
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Term
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Definition
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Term
| Categories of IT Capabilities |
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Definition
Technical skills
IT management skills
Relationship skills |
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Term
Categories of IT Capabilities
technical skills |
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Definition
| applied to designing, developing and implementing information systems |
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Term
Categories of IT Capabilities
IT management skills |
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Definition
critical for managing the IT function and IT projects.
Require understanding of business processes,
Ability to oversee the development and maintenance of systems to support these processes effectively
Ability to plan and work with the business units in undertaking change. |
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Term
Categories of IT Capabilities
relationship skills |
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Definition
can either be externally-focused or spanning across departments.
Relationship skills
Ability to respond to the firm’s market and to work with customers and suppliers.
The relationship between a firm’s IS managers and its business managers is a spanning relationship skill and includes the ability of IS to manage partnerships with the business units.
Relationship skills develop over time and require mutual respect and trust. |
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Term
| Advantages of Information Resource |
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Definition
Eras I through III – value was derived from scarcity reflected in the cost to produce the information.
Era IV – value was derived from plenitude |
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Term
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Definition
is the value of a network node to a person or organization, it increases when others join the network. (i.e. e-mail)
Rather than use production costs to guide the determination of price, information products might be priced to reflect their value to the buyer. |
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Term
| Information resource appropriation |
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Definition
| Determining where a resource’s value lies and how it can be improved in a firm’s favor. |
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Term
| Information resource distribution across firms |
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Definition
asset - used for making the IT processes
capability - how you learn from the process adnd your ability to do the process |
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Term
| Managers must take multiple view of the strategic landscape |
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Definition
First view - Porter’s five competitive forces model.
Second view - Porter’s value chain.
Third view – focuses on the types of IS resources needed to gain competitive advantage. |
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Term
| Porter’s five forces model |
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Definition
Threat of New Entrants: new firms that may enter a companies market.
Bargaining Power of Buyers: the ability of buyers to use their market power to decrease a firm’s competitive position
Bargaining Power of Suppliers: the ability suppliers of the inputs of a product or service to lower a firm’s competitive position
Threat of Substitutes: providers of equivalent or superior alternative products
Industry Competitors: current competitors for the same product |
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Term
| Porter’s Value Chain Model |
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Definition
| addresses the activities that create, deliver, and support a company’s product or service |
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Term
Porter’s Value Chain Model
Two broad categories: |
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Definition
Primary activities – relate directly to the value created in a product or service.
Support activities – make it possible for the primary activities to exist and remain coordinated. |
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Term
| When is a resource considered valuable? |
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Definition
| when it enables the firm to become more efficient or effective. |
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Term
| When is a resource considered rare? |
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Definition
| when other firms do not possess it.. For example, banks and ATMs. ATMs are very valuable to the banks in terms of their operations. |
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Term
| interorganizational relationship |
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Definition
that affords one or more companies in the relationship a strategic advantage
functioned by IT |
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Term
| Hierarchical Organizational Structure |
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Definition
an organizational form based on the concepts of division of labor, specialization, spans of control, and unity of command.
Key decisions are made at the top and filter down through the organization. |
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Term
| Hierarchical structures are sometimes called |
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Definition
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Term
| Flat Organization Structure |
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Definition
Horizontal, less well-defined chain of command.
Fewer employees, everyone does whatever needs to be done in order to complete business.
Respond quickly to dynamic, uncertain environments.
Appropriate for entrepreneurial and smaller organizations |
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Term
| Matrix Organization Structure |
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Definition
Appropriate for complex decision making and dynamic and uncertain environments
two supervisors |
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Term
| Networked Organization Structure |
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Definition
Feel flat and hierarchical at the same time.
Networked organizations are defined by their ability to promote creativity and flexibility while maintaining operational process control. |
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Term
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Definition
| technology enables individuals from all parts of the organization to reach all other parts of the organization |
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Term
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Definition
| an IT-enabled network that links individuals together in ways that enables them to find experts, get to know colleagues, and see who has relevant experience for projects across traditional organization lines. |
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Term
| management control processes |
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Definition
| Data collection, Evaluation, and Communication |
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Term
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Definition
| Concerned with how planning is performed in organizations and how people and processes are monitored, evaluated, and compensated or rewarded. |
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Term
| Management Control: PLANNNING |
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Definition
date
scenario senstivity analysis,stimulations
automate planning process
create strategic plan |
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Term
| Management Control: DATE CONTROL |
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Definition
An important part of management control lies in making sure that individuals perform appropriately.
IS can streamline the process of data collection (i.e., monitoring), and support performance measurement and evaluation, as well as compensation through salaries, incentives, and rewards. |
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Term
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Definition
| shared “set of values and beliefs |
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Term
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Definition
| observable artifacts, values, and assumptions. |
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Term
| Hofstede originally identified four major dimensions of national culture: |
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Definition
Power distance
Uncertainty Avoidance
Individualism-collectivism
Masculinity-femininity
Confusian Work Dynamism (a new dimension) or “short-term vs. long-term orientation |
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Term
| three ways in which new IT alters |
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Definition
Creating new types of work.
Enabling new ways to do traditional work.
Supporting new ways to manage talent. |
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Term
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Definition
| work arrangements with employers that allow employees to work from home, at a customer site, or from other convenient locations instead of the corporate office |
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Term
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Definition
| - remote workers have their own computers in the location where they work. |
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Term
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Definition
Two or more people who:
Work together interdependently with mutual accountability for achieving common goals.
Do not work in the same place and/or at the same time.
Use electronic communication technology to communicate, coordinate |
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Term
| Disadvantages and Challenges of Virtual Teams |
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Definition
Different time zones.
Security is harder to ensure.
Considerable number of challenges that could turn into disadvantages (Figure 4.7).
Electronic communications may not allow the person to convey nuances that are possible with face-to-face conversation.
Trust may be slower to form.
Diversity of team members (languages, nations, cultures, etc.). |
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Term
| The Technology Acceptance Model (TAM) |
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Definition
The Technology Acceptance Model (TAM)
TAM suggests that managers cannot get employees to use a system until they want to use it.
Managers may need to employ unfreezing aka MOTIVATON |
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