Information Technology: Strategic Decision Making for Managers

2006 ◽  
Vol 15 (1) ◽  
pp. 109-110
Author(s):  
Egon Berghout
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Strategic Decision ◽  
Strategic Decision Making

Assessing Information Technology Capability versus Human Resource Information System Utilization

2011 ◽  
pp. 1370-1378
Author(s):  
Ralf Burbach ◽  
Tony Dundon
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resource ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Utilization ◽  
Resource Information ◽  
It Capabilities ◽  
Information Technology Capability ◽  
Administrative Tasks

The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.

Managing IT to Innovate and Strategize in the Higher Education Sector

2018 ◽  
pp. 27-50
Author(s):  
Prithvi Jyoti Bhattacharya
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Information Technology ◽  
Enterprise Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Packaged Software ◽  
Education Market ◽  
Higher Education Market

The current dynamic business landscape has compelled all organizations worldwide to innovate and strategize continually to remain competitive and achieve an edge in the market. Information technology has often made lofty promises to assist such endeavors. This chapter explores the management of large, integrated, and packaged software suites collectively called enterprise systems (ES) to enable innovation and strategic decision making in organizations. In particular, this chapter explains how a globally renowned and highly ranked university manages its enterprise-systems-based IT platform to offer new services, develop new processes, and make astute strategic decisions – all in an attempt to retain and improve its position in the global higher education market.

DSS for Strategic Decision Making

2011 ◽  
pp. 230-246 ◽  
Author(s):  
Sherif Kamel
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Changing Environments ◽  
Socio Economic Development ◽  
Egyptian Government

This chapter describes and analyzes the experience of the Egyptian government in spreading the awareness of information technology and its use in managing socio-economic development through building multiple information handling and decision support systems in messy, turbulent and changing environments. The successes over the past 10 years in developing, implementing and sustaining state-of-the-art decision support systems for central governmental decision making holds many lessons for the implementation of sophisticated systems under conditions of extreme difficulty.

The Dubai tennis ball machine

2011 ◽  
Vol 1 (1) ◽  
pp. 1-3
Author(s):  
Zeenath Reza Khan
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
United Arab Emirates ◽  
Subject Area ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Tennis Ball ◽  
Content Type ◽  
The Impact

Subject area Ethics in IT, community informatics, management. Study level/applicability Undergraduate and postgraduate information technology and citizens' rights, strategic decision making. Case overview This case spotlights Athlete Sports in Dubai, United Arab Emirates (UAE). It focuses on the malfunction of the company's equipment that is rented from ABC Sports Equipment. Athlete Sports has been in the UAE over a decade and has positioned itself fairly at the top due to its qualified coaches and quality of facilities it provides. The case highlights the company's transition from owning equipment to leasing equipment that increases profits. However, it also sheds light on ABC Sports' venture into code reusability in order to upgrade equipments faster. The case looks closely at the ultimate consequences of ABC Sports' practice and the impact it has on Athlete's Sports' clients and the subsequent decisions the managers are expected to make. Expected learning outcomes This case can be used to teach strategic decision making, and ethics in information technology. Supplementary materials A teaching note is available on request.

Assessing Information Technology Capability versus Human Resource Information System Utilization

2009 ◽  
pp. 56-62
Author(s):  
Ralf Burbach ◽  
Tony Dundon
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resource ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Utilization ◽  
Resource Information ◽  
It Capabilities ◽  
Information Technology Capability ◽  
Administrative Tasks

The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.

Sign in / Sign up

Export Citation Format

Share Document