IS Strategic Planning for Operational Efficiency

Philip, George

doi:10.1080/10580530701404504

Cited by 44 publications

(39 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…It is recommended that (Earl & Feeney, 1994;Nord et al, 2007;Philip, 2007;Ranganathan & Kannabiran, 2004) the CIO should play an important role in the company and should therefore be a member of the administration board or at least directly subordinate to a CEO. Further, membership in the top management board and informal interactions with it also strengthens the business knowledge of a CIO (Armstrong & Sambamurthy, 1999) and increases the trusting relationship the CIO has with top management (Scott, 2007).…”

Section: Business Role Of It/ismentioning

confidence: 99%

“…Research in the past has shown that top management support is extremely important for successful IS planning (Philip, 2007;Teo & Ang, 2001) and successful IS implementation (Byrd & Davidson, 2003;Caldeira & Ward, 2003;Jarvenpaa & Ives, 1990;Ranganathan & Kannabiran, 2004); however, it is not obvious how IT/IS personnel and CIO can actually acquire that support. Therefore, the purpose of this paper is to research some critical success factors that are important for IT/IS personnel to obtain top management's support.…”

Section: Introductionmentioning

confidence: 98%

See 1 more Smart Citation

Achieving top management support with business knowledge and role of IT/IS personnel

Štemberger

Manfreda

Kovačić

2011

International Journal of Information Management

View full text Add to dashboard Cite

Section: Business Role Of It/ismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 98%

Achieving top management support with business knowledge and role of IT/IS personnel

Štemberger

Manfreda

Kovačić

2011

International Journal of Information Management

View full text Add to dashboard Cite

“…Therefore, the organizations should bear in their mind that the strategic IS for operational efficiency can be as important and productive as planning for competitive advantages [26].…”

Section: A Operational Efficiencymentioning

confidence: 99%

“…The process of reducing internal costs resulting from operational efficiency enables the company to achieve higher profit margins or be more successful in highly competitive markets [24] and this can be done by using several strategies and techniques such as SIS [25]. Philip in [26], believes that the operational efficiency is the strategic IS goal, especially when competitive advantage is the primary objective.…”

Section: A Operational Efficiencymentioning

confidence: 99%

The Role of Strategic Information Systems (SIS) in Supporting and Achieving the Competitive Advantages (CA): An Empirical Study on Saudi Banking Sector

Alshubaily¹,

Al-Tameem²

2017

ijacsa

View full text Add to dashboard Cite

Abstract-The purpose of this research paper is to identify the significant role of Strategic Information Systems (SIS) in supporting the Competitive Advantage (CA). It also explains its role on the dimensions that increase the competitive advantage which are the operational efficiency, information quality and innovation. In order to achieve the goal of this study and to collect the primary data, the researchers designed a survey, in the form of an electronic questionnaire. This survey instrument consisted of 20 questions. It was distributed to members of the study sample, which contains the managers at all levels, and the employees in the Saudi banking sector. The number of the participants included in the survey was 147. The results of this study revealed that there is a significant role of strategic information systems on increasing operational efficiency, improving the quality of information and promoting innovation. This in turn enabled the organizations to achieve higher levels of competitive advantages. The strategic information systems have deep consequences for organizations that adopt them; managers could achieve great and sustainable competitive advantages from such systems if carefully considered and developed. On the other hand, this study was conducted in the banking sector in KSA context. So, more research is needed in other sectors and in the context of other countries; to confirm and generalize the results. Finally, the paper's primary value lies in its ability to provide the evidence that the strategic information systems play a significant role in supporting and achieving the competitive advantages in Saudi Arabia, particularly in the banking sector. Since there was a lack of such research in the Saudi context, this paper can provide a theoretical basis for future researchers as well as practical implications for managers.

show abstract

“…With faster access to needed information, managers can make better decisions about procedures, future directions and make them more quickly. The main idea behind the MIS is to keep a continuous supply of information flowing to the management and afterward use the data and information gathered from MIS to make decisions [2]. We are living in a time of great change and working in an information age, managers have to gather masses of data, convert that data into information, form conclusions on this information and make decisions leading to achieve the work objectives.…”

Section: Introductionmentioning

confidence: 99%

The Impact of the Sector Type on the Role of Management Information Systems for the Decision-Making Process: RNS-Sudan as Case Study

Hassan¹,

Wang²,

Feng-wen³

et al. 2014

Proceedings of the 2014 International Conference on Global Economy, Commerce and Service Science

View full text Add to dashboard Cite

Abstract-This study purpose was to investigate the influence of the sector type on the role of management information systems in the administrative decision-making process in River Nile StateSudan. The study adopted the technique stratified random sampling to cover 200 employees in various positions in the public and same number of respondent in the private sector. Data were collected and analyzed using frequencies count, percentages and chi square test statistics. The four hypotheses generated were tested at 0.05 level of significance; the study revealed that there was no significant difference between the managers at all levels in the public and private sector in terms of the adoption of management information systems in administrative decision-making process, also there was no significant difference between the public sector and the private sector in terms of the existence of management information system will enhance the efficiency and the effectiveness of decision making process. Therefore, the study showed there was no significant difference between the public sector and the private sector in terms of that information systems help and guided the managers in policies and strategies formulations. Finally, the study revealed there was no significance difference in terms that there are some managerial and technological obstacles that limits the uses and implementations of Information Systems in the River Nile State between the public sector and the private sector.Keywords-component; management information systems (MIS); decision making process; decision making and MIS in an organization; river nile state(RNS)/sudan

show abstract

IS Strategic Planning for Operational Efficiency

Cited by 44 publications

References 41 publications

Achieving top management support with business knowledge and role of IT/IS personnel

Achieving top management support with business knowledge and role of IT/IS personnel

The Role of Strategic Information Systems (SIS) in Supporting and Achieving the Competitive Advantages (CA): An Empirical Study on Saudi Banking Sector

The Impact of the Sector Type on the Role of Management Information Systems for the Decision-Making Process: RNS-Sudan as Case Study

Contact Info

Product

Resources

About