Academic journal article Canadian Social Science

What Sort of Role Do Management Information Systems Undertake in Strategy Practice? A Case Study Investigation in Tourism Sector

Academic journal article Canadian Social Science

What Sort of Role Do Management Information Systems Undertake in Strategy Practice? A Case Study Investigation in Tourism Sector

Article excerpt

Abstract

In attempt to understand how management information systems play role on strategy implementation, the study uses a case study of one branch of an internationally wellknown Hotel Chain. The findings show that management information systems has an impact on the strategy implemention process in terms of contributing to develop specific procedures regarding decision making process, accelerating the decision process through providing true and fast information to the managers, and helping them to maket he right decisions. The emprical evidence from the case study also suggests that management information systems play an important role in strategy implementation enabling very important information to reach into relavant parts of the organisation in a systematic way.

Key words: Strategy impelementation; Management information system; Case study investigation

INTRODUCTION

The literature review that is typically done in the field of management refers to the significant interest in strategy and information studies in the last two decades. These two sub-disciplines coincide in competition and technology; the studies that start with the association of these two topics have provided a significant repertoire especially in international literature upon getting deeper in time. The interest shown in this subject in international literature has taken delayed effect in home literature as well and studies carried out in technology topics have increased especially in the last decade. While one part of these researches tries to define the relationship between technology and the competitive advantage of businesses in different ways, the other part focuses on explanation that what kind of forces does technology does to cause a change in business nature and management type.

It is possible to say that studies carried on have made significant contributions to both academic and practice. However, it stands out that there is a significant need in literature about constructing the technology and strategy management relationship with more specific sub-branches. This study aims to explain what role do information strategy, accepted as the technology of our era, play in applying the organizational strategy to make a modest contribution to the deficiency stated in literature. Within the scope of this aim, it will be tried to define in detail what kind of function management information systems undertake in applying the strategy and what the importance of this function in the application process is.

1. REVIEW OF LITERATURE: THE RELATIONSHIP BETWEEN INFORMATION SYSTEMS AND STRATEGY PRACTICE

Strategy practice is the phase in which getting through strategic management's notion of practice step occurs (Stacey, 1993). It is not possible to mention about a universal explanation of strategy practice term as it is in all the social sciences terms. Moreover, it is another argument topic that even making such a the strategy practice is to what extend reasonable (Porter, 1996). Therefore, rather than making a conceptualization study about the strategy practice in literature it can be seen to focus on how to apply the strategy and the relationship between strategy practice and executive mechanisms. The first subject to stand out of strategy practice at the relationship between strategy practice and executive mechanisms. Doz and Prahalad (1981-2010), suggest that strategy practice process is first degree related to selection, design and using management stuff. Similarly, Galbraith and Kazanjian (1986), Hamermesh (1982) stated that the organizational structure, process and systems have an important role in strategy practice.

Simons (1994-1995) claimed that there is a significant relationship between management control systems and strategy. In other words, it can be seen that there is a mutual interaction between executive mechanisms and the element pertain to this mechanisms (such as information systems). I fact, this interaction is in the very center of strategic practice relationships (Barney, 2001). …

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