A201 Laudon Mis16 PPT Ch03 KL CE

Management Information Systems:
Managing the Digital Firm

Sixteenth Edition
Chapter 3
Information Systems, Organizations,
and Strategy
Copyright © 2020, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Learning Objectives
3.1 Which features of organizations do managers need to know
about to build and use information systems successfully?
3.2 What is the impact of information systems on organizations?
3.3 How do Porter’s competitive forces model, the value chain
model, synergies, core competencies, and network economics
help companies develop competitive strategies using
information systems?
3.4 What are the challenges posed by strategic information
systems, and how should they be addressed?
3.5 How will MIS help my career?
The Relationship Between
Organizations and Information
Technology
• Information technology and organizations influence each
other
– Relationship influenced by organization’s
 Structure
 Business processes
 Politics
 Culture
 Environment
 Management decisions
Figure 3.1 The Two-Way Relationship
Between Organizations and
Information Technology
What Is an Organization?
• Technical definition
– 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
Figure 3.2 The Technical
Microeconomic Definition of the
Organization
Figure 3.3 The Behavioral View of
Organizations
Features of Organizations
• Use of hierarchical structure
• Accountability, authority in system of impartial decision
making
• Adherence to principle of efficiency
• Routines and business processes
• Organizational politics, culture, environments, and
structures
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
Figure 3.4 Routines, Business
Processes, and Firms
Organizational Politics
• Divergent viewpoints lead to political struggle, competition,
and conflict
• Political resistance greatly hampers organizational change
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
Organizational Environments
• Organizations and environments have a reciprocal
relationship
• Organizations are open to, and dependent on, the social
and physical environment
• Organizations can influence their environments
• Environments generally change faster than organizations
• Information systems can be instrument of environmental
scanning, act as a lens
Figure 3.5 Environments and
Organizations Have a Reciprocal
Relationship
Disruptive Technologies
• Substitute products that perform as well as or better than
existing product
• Technology that brings sweeping change to businesses,
industries, markets
• Examples: personal computers, smartphones, Big Data,
artificial intelligence, the Internet
• First movers and fast followers
– First movers—inventors of disruptive technologies
– Fast followers—firms with the size and resources to
capitalize on that technology
Organizational Structure
• Five basic kinds of organizational structure (Mintzberg)
– Entrepreneurial
– Machine bureaucracy
– Divisionalized bureaucracy
– Professional bureaucracy
– Adhocracy
• Information system often reflects organizational structure
Other Organizational Features
• Goals
– Coercive, utilitarian, normative, and so on
• Constituencies
• Leadership styles
• Types of tasks
• Different environments
Economic Impacts
• I T changes relative costs of capital and the costs of
information
• Information systems technology is a factor of production,
like capital and labor
• I T 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
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
• I T lowers market transaction costs, making it worthwhile
for firms to transact with other firms rather than grow the
number of employees
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
• I T can reduce agency costs, making it possible for firms to
grow without adding to the costs of supervising, and
without adding employees
Organizational and Behavioral
Impacts
• I T flattens organizations
– Decision making is pushed to lower levels
– Fewer managers are needed (I T 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
Figure 3.6 Flattening Organizations
Understanding 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
• Four factors
– Nature of the innovation
– Structure of organization
– Culture of organization
– Tasks affected by innovation
Figure 3.7 Organizational Resistance
to Information System Innovations
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 via a corporate website, saving millions of
dollars in distribution costs
Implications for the Design and
Understanding of Information
Systems
• 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
Porter’s Competitive Forces Model
(1 of 3)
• Why do some firms become leaders in their industry?

• Michael Porter’s competitive forces model
– Provides general view of firm, its competitors, and
environment
• Five competitive forces shape fate of firm:
– Traditional competitors
– New market entrants
– Substitute products and services
– Customers
– Suppliers
(2 of 3)
• 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
– New companies have new equipment, younger
workers, but little brand recognition
(3 of 3)
• Substitute products and services

– Substitutes customers might use if your prices become
too high, for example, i Tunes substitutes for C D s
• 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
Figure 3.8 Porter’s Competitive
Forces Model
Information System Strategies for
Dealing with Competitive Forces
(1 of 3)
• Four generic strategies for dealing with competitive forces,

enabled by using I T:
– Low-cost leadership
– Product differentiation
– Focus on market niche
– Strengthen customer and supplier intimacy
(2 of 3)
• 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 of 3)
• Focus on market niche

– Use information systems to enable a focused strategy
on a single market niche; specialize
– Example: Hilton Hotels’ O n Q system
• Strengthen customer and supplier intimacy
– Use information systems to develop strong ties and
loyalty with customers and suppliers
– Increase switching costs
– Examples: Chrysler, Amazon, Starbucks
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
Smart Products and the Internet of
Things
• Internet of Things (I o T)
– Growing use of Internet-connected sensors in products
• Smart products
– Fitness equipment, health trackers
• Expand product differentiation opportunities
– Increasing rivalry between competitors
• Raise switching costs
• Inhibit new entrants
• May decrease power of suppliers
The Business 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
Figure 3.9 The Value Chain Model
Extending the Value Chain: The Value
Web
• Firm’s value chain is linked to value chains of suppliers,
distributors, customers
• Industry value chain
• Value web
– Collection of independent firms using highly
synchronized I T to coordinate value chains to produce
product or service collectively
– More customer driven, less linear operation than
traditional value chain
Figure 3.10 The Value Web
Synergies
• When output of some units are used as inputs to others, or
organizations pool markets and expertise
• Example: merger of Bank of N Y and J P Morgan Chase
• Purchase of YouTube by Google
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
Network-Based Strategies
• Take advantage of firm’s abilities to network with one
another
• Include use of:
– Network economics
– Virtual company model
– Business ecosystems
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
• Compare to traditional economics and law of diminishing
returns
Virtual Company Model
• Virtual company
– Uses networks to ally with other companies
– Creates and distributes products without being limited
by traditional organizational boundaries or physical
locations
• Example: Li & Fung
– Manages production, shipment of garments for major
fashion companies
– Outsources all work to thousands of suppliers
Business Ecosystems and Platforms
• Industry sets of firms providing related services and
products
• Platforms
– Microsoft, Facebook
• Keystone firms
• Niche firms
• Individual firms can consider how I T will help them
become profitable niche players in larger ecosystems
Figure 3.11 An Ecosystem Strategic
Model
Challenges Posed by Strategic
Information Systems
• Sustaining competitive advantage
– Competitors can retaliate and copy strategic systems
– Systems may become tools for survival
• Aligning I T 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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Management Information Systems:

Managing the Digital Firm

• Why do some firms become leaders in their industry?

• Substitute products and services

• Four generic strategies for dealing with competitive forces,

• Focus on market niche

This work is protected by United States copyright laws and is

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