tailieunhanh - Strategic Planning for Information Systems Third Edition phần 2

Các doanh nghiệp có thể được nghiêm túc hoàn cảnh khó khăn nếu hệ thống không. Do đó, hệ thống chất lượng cao là cần thiết, thông thường, một mức độ cao của hội nhập. Các hệ thống đã trở thành một phần của 'xương sống' của tổ chức, trong các điều khoản của Sullivan. | The Context for IS IT Strategy 49 Internal organizational pressures demanding further distribution of IS IT control HIGH Diffusion -degree of decentralization of IS IT control in the organization LOW External competitive pressures increasing_ the criticality of IS IT to the business LOW HIGH Infusion - degree of dependence on IS IT of the business Figure Environments of IS IT strategy as a traditional environment typical of companies using IT solely to improve efficiency on a system-by-system basis. Low diffusion high infusion highly-centralized control and IS is critical to business operations and control. The business could be seriously disadvantaged if systems fail. Therefore high-quality systems are needed with normally a high degree of integration. The systems have become part of the backbone of the organization in Sullivan s terms. High diffusion low infusion largely-decentralized control giving business managers the ability to satisfy their local priorities. Any integration of systems occurs due to user-user cooperation a federation of interests not by overall business or IT design. The management approach is essentially opportunistic driven by short-term priorities that may create business advantage in some areas. High diffusion high infusion largely-decentralized control but the business depends on the systems for success both in avoiding dis- 50 Information Systems and Technology in Organizations advantage and in achieving its overall business objectives. Sullivan describes this as a complex environment that is difficult to manage. Too much central control to avoid poor investments will limit innovation hence new strategic opportunities may be missed too little control and the core systems may disintegrate. As organizations evolved through the DP and MIS eras they tended to move from the low-low quadrant into one or other of the high-low quadrants. This often depended on the timing of their particular evolution and the availability of .