Business Research for Decision Making
Preliminary Research Design
Abstract
There are many or business professional positions within a corporation that must work together in a value partner chain to achieve a common interest or goal. Nested within these chains are numerous support systems which are of IT origin to assist in the process. From processors, to specialist, analyst, consultants, developers, programmers, supervisors, and managers, all may at some point be benefited or handicapped by a IT system. Interestingly, each position may have a different perspective of how IT helps them do their job. The purpose of this review is to provide the reader with a clear indication of the benefits of IT on businesses, particularly for
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“The synergy between IT and business activities also ensures speedy, effective, and efficient translation of innovative responses that usually require radical changes to and reengineering of business processes and information systems.” (Lu & Ramamurthy, 2011) * Adequate IT investment and acceptance will improve employees’ knowledge capacity.
There is an old saying that “you get what you pay for”, not sure who penned it but it is consistent with a biblical proverb that says “whatever you sow, you will reap” (Galatians 6:7) Suffice to say that one of the keys to technical competency of end users of systems is directly related to the investment that the company has made into those systems. “It is evident that adequate investment in knowledge-oriented technology infrastructures (such as Lotus Notes, internet, or the enterprise intranet) can support the management of knowledge” (Kuo & Ye, 2010) * Organizations underutilize the functional potential of the majority of this mass of installed IT applications.
The original purpose of a cell phone was to allow users to make mobile calls, but now even the most basic cell phone can receive email, search the web, take pictures and text. Actually many people who have a cell phone or smart phone never use the many features it has. “While about 35% of U.S. adults now have apps on their cell phones, only 24%
This article makes up Chapter 1 of the free, open access book titled, Information Systems: A Manager's Guide to Harnessing Technology, by John Gallaugher. Please ensure that you read the entire Chapter 1 of the book consisting of 3 parts (Part 1 Introduction; Part 2 Don’t Guess, Gather Data; and Part 3 Moving Forward).
Case Study Assignment KL Worldwide Enterprises Inc.: Putting Information Technology to Work Submitted by Mark Lemoine September 14th, 2012
Cell phones are so much more than just an electronic. They are huge parts of our personal welfare. Cell phones are used to call for help, make appointments, contact loved ones, set reminders, and so much more. If you get lost somewhere, you have navigation right there in
The mini-case starts with “IT is a pain in the neck,” which is a wrong notion that most of the business managers have in an organization. The history of IT-business relationships in most of the organizations shows that there is a huge gap between both sides which is getting better over a period of time. Today, managers know the fact that it is the people, technology and information that realizes the value of a company and everytime IT cannot be blamed for everything. The days have gone when IT was looked at as the sole responsibility for a company’s growth or downfall. IT processes along with the
(Sivaprasad & JangaJe, 2012): With the introduction of Information Technology in the business, every organization that comprises IT has started to take benefits of this technology. This is done by attaining the advantage over other competitors in the market, by providing new features to the customers after incorporating technology at the operational side specially, increasing the operational speed and reducing the probability for any error in operations. (Wen, 2012): IT also assists higher management in the process of decision making.
The role played by the IT in the company to the rest of the organization is reactive to business conditions rather than a proactive approach. IT has been busy establishing several IT processes, policies, and projects in order to catch up with current demand from customers, and has been relying on the “diving catch” approach of finishing things at the very last minute.
The existence of shadow IT shows employees' growing comfort with digital technologies, as well as a desire to interface with new solutions. It often highlights weak spots in current IT infrastructure, and fosters a sense of autonomy and freedom to innovate amongst departments willing to seek out solutions on their own. As long as IT has adequate oversight and is equipped to manage the problems that shadow IT presents, the issue in many cases can be leveraged into a positive for any organization with the right mindset.
The cell phone today can do just about anything needed, and is an outstanding improvement from when the first cell phone was invented. Major improvements such as its appearance, and its overall usefulness and capability. Though the first cell phone was an extreme breakthrough for modern technology at the time, the technological advancement today has made the cell phone not only extremely handy, but considered by most as a necessity. Only time can tell what future cell phones will be like and how we can compare them to the way we use them
The balance of power between the power users in business units one the one hand and the IT staff is shifting quickly. In addition to the pace of learning occurring in business units, there are economic factors that are working in favor of the software experts emerging from business units. The power users now have the responsibility to make core technologies quickly deliver business results. And it isn't just at the managerial level; many of these experts emerging in business units are being motivated by the business unit directors and vice presidents to master enterprise software fast. Directors and VPs want to be able to quickly align these systems and their powerful features to strategies and initiatives without waiting for IT.
Which of the following is NOT a situation in which exploratory research should be used?
Powered by inquisitive minds, we leverage our global talent and innovative blend of services and technology to deliver customer delight." Mphasis's expertise in attaining and maintaining IT systems and the unique value proposition comprises all segments of IT including designing, development, implementation, infrastructure and support (both voice and non-voice). It gives the necessary insight that help customers embark on an important strategic advantage. The role of IT has changed from a mere enabler of business to a key driver of business. Information Technology has ushered new avenues for business growth. Growth brings in new applications and accumulation of IT baggage. It is important that it must be aligned to business in order to maximize an organization's
Organisations often implement similar technologies, especially when these are ‘industry standard’ such as planning and customer relationship management systems. The value, which is added through the investments, provides the opportunity to reduce the cost of the firm’s final product/service provided. Benefits rarely occur automatically and benefit management is, therefore an essential part of information technology management.
Brown/DeHayes/Hoffer /Martin/Perkins, Managing Information Technology 6/e © 2009 JessuplValacich, Information Systems Today 31e © 2008 Kr oenke, Using MIS 21e © 2009 Kr oenke, Experiencing MIS © 2008 Laudon/Laudon, Management Information Systems 10le © 2007 Laudon/Laudon, Essentials of Management Information Systems 81e © 2009 Luftman et aI., Managing the IT Resource © 2004 Malaga, Information Systems Technology © 2005 McKeen/Smith, IT Strategy in Action © 2009 McLeod/Schell, Management Information Systems 10le © 2007 McNurlin/Spr ague, Information Systems Management In Practice 7Ie © 2006 Miller, MIS Cases: Decision Making with Application Software 41e © 2009 Senn,
In this article, we assert the following two hypotheses: • No significant relationship exists between the organization 's characteristics and the overall benefit the organization gains by using the entire IS (all the IS applications portfolio as one entity). • A significant positive relationship exists between organizational characteristics and the benefit the organization may gain by using a specific IS application. These hypotheses are derived from the fact that the overall benefit an organization may gain from IS (when dealing with the entire IS applications portfolio of the organization) is too general, and can be neither predicted nor explained by the organization 's characteristics. Hence, a manager cannot use it to justify investment in IS. Organizational characteristics that have impact on performance such as lead time, throughput time, and lot size [3], do not impact the benefit gained from using the entire IS application portfolio. In order to explain or predict the benefit an organization gains from IS, the definition of the benefit must be more precisely focused. Unlike the total benefit from IS, the benefit an organization may gain from a specific IS application is well focused, and hence, can be predicted or explained by the organization 's characteristics. A manager can consequently use this benefit to justify investment in IS.
This process works towards managing a highly pervasive and diffused IT as a resource that can improve organizational effectiveness in a highly uncertain environment.