Information systems strategic management: an integrated approach

2012 ◽  
pp. 23-39
Keyword(s):  
Information Systems ◽  
Strategic Management ◽  
Integrated Approach

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

scholarly journals STRENGTHENING SPATIAL PERSPECTIVE THROUGH GIS APPLICATIONS IN TRANSPORT MODELING

2022 ◽  
Vol 1 (15) ◽  
pp. 150-154
Author(s):  
Ol'ga Lebedeva ◽  
Zlata Tarasova
Keyword(s):  
Information Systems ◽  
Geographic Information Systems ◽  
Integrated Approach ◽  
Geographic Information ◽  
Transport Processes ◽  
Transport Modeling ◽  
Spatial Perspective ◽  
Gis Applications ◽  
Technical Developments ◽  
Modeling Transport

The process of transporting passengers and goods takes place in space; therefore, geospatial foundations are considered in transport models. Considering conceptual, methodological and technical developments in this direction, the relevance of an integrated approach becomes obvi-ous. The article deals with geographic information systems and their application in modeling transport processes. Three areas are identified in which the spatial perspective contributes to effective modeling and increasing the reliability of the results obtained. The purpose of the study is to prove the prospects of spatial transport modeling with the integration of geographic information systems

THE NEED TO IMPLEMENT AUTOMATION AND INFORMATION SYSTEM IN THE MANAGEMENT OF THE RESTAURANT BUSINESS

2021 ◽  
Vol 2 (64) ◽  
pp. 67-69
Author(s):  
G. Golovko ◽  
M. Borozdin ◽  
Y. Tokar
Keyword(s):  
Information System ◽  
Information Systems ◽  
Strategic Management ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Necessary Condition ◽  
Work Process ◽  
Management Activity ◽  
Nature Of Information ◽  
Information And Communication

This article highlights the need and importance of using an information system in the modern restaurant business. The nature of information systems and the tasks they can perform are presented. The direction of introduction of information and communication technologies and automation in management activity of restaurants is considered. The dependence of the efficiency of the food establishment on the correctly automated work process is determined. It has been proven that the use of information systems is a necessary condition for modern restaurants and contributes to the adoption of strategic management decisions to increase competitiveness and create an appropriate and efficient infrastructure.

Concepts of Strategic Alignment of IT and Business

2013 ◽  
pp. 168-191
Keyword(s):  
Information Systems ◽  
Strategic Management ◽  
Strategic Alignment ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
It Alignment ◽  
Strategic Information Systems Planning ◽  
Systems Planning ◽  
Information Engineering ◽  
Information Systems Planning

This chapter begins by explaining the purpose of strategic information systems planning, which is followed by describing three commonly adopted methodologies. They are known as “business systems planning,” “strategic systems planning,” and “information engineering.” In addition, the six broad process dimensions that characterize the activity of strategic information systems planning are discussed. In order to provide an understanding of what is meant by alignment, the basic concepts are presented and some established principles discussed. In essence, the primary and secondary functions in alignment for a business are explained, including the purpose it serves, how optimum alignment occurs, and when. Some proposed models for strategic alignment are reviewed to provide an understanding of the different types of strategic activities that are involved, and their flow and relationships with each other for interaction. By demonstrating how each model works based on a given set of conditions, the key to achieving strategic alignment for a business is established. The strengths and limitations of each of the models are stated. In particular, the model proposed by Henderson and Venkatraman (1990), the Strategic Alignment Model (SAM), is described in detail to explain how it works. It is explained in the context of four fundamental domains of strategic choice, with each having its own underlying dimensions. In essence, SAM has been developed for conceptualizing and directing the emerging area of strategic management of IT in terms of two fundamental characteristics of strategic management. They are strategic fit (the interrelationships between external and internal components) and functional integration (integration between business and functional domains). These fundamental characteristics are defined with respect to four different perspectives of alignment. Further, three dominant domain types are introduced together with appropriate illustrations of their application. Finally, case studies are presented to show how companies with a technology vision can achieve enormous business success through applying strategic IT alignment and indeed become global players. The chapter concludes with a summary of the main points covered on the concepts of strategic alignment of IT and business.

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