Begrippenlijst Digital Organisation:
Digital organisation A digital organisation implements information systems to
realize its strategic objectives in order to achieve a
competitive advantage and create stakeholder value
Strategies for competitive advantage 1) Lowest cost
2) Differentiated product
3) Market niche
4) Customer and supplier intimacy
Industrial revolution 3 ingredients:
- Technological innovation
- Transformation of the way of living
- Transformation of the way of working
Internet of Things (IoT) Sensors make it really easy for people to detect things in
electrical devices. These sensors are all connected with
each other through the internet.
New business models All about:
- Personalization
- Servitization
- Platforms
Productivity paradox Why did the shift from steam power to electrical power
take that long?
Information system A set of interrelated components that collect, process,
store and distribute information to support decision
making and control in an organization
Data and information Data = streams of raw facts representing events occurring
in the organization
Information = data shaped into meaningful, useful form
Computer literacy The knowledge of information technology
Information system literacy The broader understanding of information systems
Senior/middle/operating management Senior = makes strategic decisions about products and
services to ensure firm performance
Middle = carries out the plans of the senior management
and need to encounter the operational management
Operational management = responsible for monitoring
daily activities
Time and space shifting Time shifting: being able to buy thing 24/7, to watch
movies every hour of the day or …
Space shifting: working while you are on vacation,
working from home, …
Operational excellence This comes in the form of improved efficiency results in
higher profits and information systems and technologies
that help to improve efficiency and productivity
Product leadership Information systems and technologies enable firms to
create superior/innovative products, services and
business models
Customer and supplier intimacy Customers who are served well become repeat customers
who purchase more
Competitive advantage Advantages over competitors, often results from
achieving previous business objectives
,Survival Businesses may need to invest in information systems out
of necessity, simply the cost of doing business
Improved decision making Decision making without accurate information
Gartner hype cycle This cycle represents the lifetime of a technology with
different stages:
1) Innovation trigger
2) Peak of inflated expectations
3) Trough of disillusionment
4) Slope of enlightenment
5) Plateau of productivity
Complementary assets Assets required to derive value from a primary
investment
Business process Any system or procedure that an organisation uses to
achieve a larger business goal. When you break it down,
you see that a business process is actually a series of
individual tasks and each task is executed in a specific
order
Transaction processing systems (TPS) Collecting data about every step that we do in a company
Business intelligence Data and software tools for organizing and analysing data
Management information systems Serve the middle management and make analytical
(MIS) reports that will make it easier for them to execute their
job properly
Decision support systems Focus on problems that are unique and rapidly changing
- Model driven
- Data driven
Executive support systems For senior management, address non-routine decisions
Enterprise resource planning (ERP) Integrate data from key business processes into single
system, also called enterprise systems
Supply chain management systems Manage relationships with suppliers, purchasing firms,
(SCM) distributors and logistics companies. Also manages
shared information about orders, production, inventory
levels, and so on.
Customer relationship management Helping to manage the relationship with customers
systems
Knowledge management systems Manage processes for capturing and applying knowledge
and expertise
Intranet and extranet Intranet = internal networks based on Internet standards
Extranet = company web sites accessible only to
authorized vendors and suppliers
Social business The use of social networking to engage employees,
customers and suppliers. It aims to deepen interactions
and accelerate information sharing
Organisation Technical definition: formal social structure that
processes resources from environment to produce
outputs
Behavioural definition: a collection of rights, privileges,
obligations and responsibilities that is delicately balanced
over a period of time through conflict and conflict
resolution
Mediating factors Factors that need to be understood to correctly
implement IT-systems
, Routines Precise rules, procedures, and practices developed to
cope with virtually all expected situations
Business processes Collections of routines
Business firm Collection of business processes
Organizational politics Divergent viewpoints lead to political struggle,
competition an conflict
Organizational culture Encompasses set of assumptions on how we do things in
an organization an how everything is done
Organizational structure - Entrepreneurial structure
- Machine bureaucracy
- Divisionalized bureaucracy
- Professional bureaucracy
- Adhocracy
Reciprocal relationship Organizations are open to an depend on the social and
physical environment but they can also influence their
environments
Inertia The inability of the organization to respond quickly to
environmental change
Disruptive innovation model Companies are keen to innovate their products to
increase quality. This causes the price to go up and mainly
high-end users are going to be served. The disruption lies
in the fact that low-end consumers are now no longer
going to be served. Other companies will take advantage
of this and start offering a lower-quality product, gaining
a large share of the market
Coherent value network A network in which suppliers, partners, distributors and
customers are each better off when the disruptive
technology prospers
First movers and fast followers First movers = inventors of disruptive models
Fast followers = firms with the size and resources to
capitalize on that technology
Environmental scanning Searching and determining external changes that may
require an organizational response
Transaction cost theory These are the costs of participating in markets. Firms seek
to economize on transaction costs.
Agency theory A principal employs agents to perform work. However
every agent, every individual is self-interested.
Porter’s competitive forces model Five forces:
- Customers
- Suppliers
- New market entrants
- Substitute products
- Competitors
Value chain model Primary activities: directly related to production and
distribution of the products or services, which create
value for the customer
Support activities: make the primary activities possible
Value web A highly synchronized industry value chain
Synergies Benefits that an organization expects to realize when it
merges with or acquires another organization.
Core competencies Activity for which firm is world-class leader
Digital organisation A digital organisation implements information systems to
realize its strategic objectives in order to achieve a
competitive advantage and create stakeholder value
Strategies for competitive advantage 1) Lowest cost
2) Differentiated product
3) Market niche
4) Customer and supplier intimacy
Industrial revolution 3 ingredients:
- Technological innovation
- Transformation of the way of living
- Transformation of the way of working
Internet of Things (IoT) Sensors make it really easy for people to detect things in
electrical devices. These sensors are all connected with
each other through the internet.
New business models All about:
- Personalization
- Servitization
- Platforms
Productivity paradox Why did the shift from steam power to electrical power
take that long?
Information system A set of interrelated components that collect, process,
store and distribute information to support decision
making and control in an organization
Data and information Data = streams of raw facts representing events occurring
in the organization
Information = data shaped into meaningful, useful form
Computer literacy The knowledge of information technology
Information system literacy The broader understanding of information systems
Senior/middle/operating management Senior = makes strategic decisions about products and
services to ensure firm performance
Middle = carries out the plans of the senior management
and need to encounter the operational management
Operational management = responsible for monitoring
daily activities
Time and space shifting Time shifting: being able to buy thing 24/7, to watch
movies every hour of the day or …
Space shifting: working while you are on vacation,
working from home, …
Operational excellence This comes in the form of improved efficiency results in
higher profits and information systems and technologies
that help to improve efficiency and productivity
Product leadership Information systems and technologies enable firms to
create superior/innovative products, services and
business models
Customer and supplier intimacy Customers who are served well become repeat customers
who purchase more
Competitive advantage Advantages over competitors, often results from
achieving previous business objectives
,Survival Businesses may need to invest in information systems out
of necessity, simply the cost of doing business
Improved decision making Decision making without accurate information
Gartner hype cycle This cycle represents the lifetime of a technology with
different stages:
1) Innovation trigger
2) Peak of inflated expectations
3) Trough of disillusionment
4) Slope of enlightenment
5) Plateau of productivity
Complementary assets Assets required to derive value from a primary
investment
Business process Any system or procedure that an organisation uses to
achieve a larger business goal. When you break it down,
you see that a business process is actually a series of
individual tasks and each task is executed in a specific
order
Transaction processing systems (TPS) Collecting data about every step that we do in a company
Business intelligence Data and software tools for organizing and analysing data
Management information systems Serve the middle management and make analytical
(MIS) reports that will make it easier for them to execute their
job properly
Decision support systems Focus on problems that are unique and rapidly changing
- Model driven
- Data driven
Executive support systems For senior management, address non-routine decisions
Enterprise resource planning (ERP) Integrate data from key business processes into single
system, also called enterprise systems
Supply chain management systems Manage relationships with suppliers, purchasing firms,
(SCM) distributors and logistics companies. Also manages
shared information about orders, production, inventory
levels, and so on.
Customer relationship management Helping to manage the relationship with customers
systems
Knowledge management systems Manage processes for capturing and applying knowledge
and expertise
Intranet and extranet Intranet = internal networks based on Internet standards
Extranet = company web sites accessible only to
authorized vendors and suppliers
Social business The use of social networking to engage employees,
customers and suppliers. It aims to deepen interactions
and accelerate information sharing
Organisation Technical definition: formal social structure that
processes resources from environment to produce
outputs
Behavioural definition: a collection of rights, privileges,
obligations and responsibilities that is delicately balanced
over a period of time through conflict and conflict
resolution
Mediating factors Factors that need to be understood to correctly
implement IT-systems
, Routines Precise rules, procedures, and practices developed to
cope with virtually all expected situations
Business processes Collections of routines
Business firm Collection of business processes
Organizational politics Divergent viewpoints lead to political struggle,
competition an conflict
Organizational culture Encompasses set of assumptions on how we do things in
an organization an how everything is done
Organizational structure - Entrepreneurial structure
- Machine bureaucracy
- Divisionalized bureaucracy
- Professional bureaucracy
- Adhocracy
Reciprocal relationship Organizations are open to an depend on the social and
physical environment but they can also influence their
environments
Inertia The inability of the organization to respond quickly to
environmental change
Disruptive innovation model Companies are keen to innovate their products to
increase quality. This causes the price to go up and mainly
high-end users are going to be served. The disruption lies
in the fact that low-end consumers are now no longer
going to be served. Other companies will take advantage
of this and start offering a lower-quality product, gaining
a large share of the market
Coherent value network A network in which suppliers, partners, distributors and
customers are each better off when the disruptive
technology prospers
First movers and fast followers First movers = inventors of disruptive models
Fast followers = firms with the size and resources to
capitalize on that technology
Environmental scanning Searching and determining external changes that may
require an organizational response
Transaction cost theory These are the costs of participating in markets. Firms seek
to economize on transaction costs.
Agency theory A principal employs agents to perform work. However
every agent, every individual is self-interested.
Porter’s competitive forces model Five forces:
- Customers
- Suppliers
- New market entrants
- Substitute products
- Competitors
Value chain model Primary activities: directly related to production and
distribution of the products or services, which create
value for the customer
Support activities: make the primary activities possible
Value web A highly synchronized industry value chain
Synergies Benefits that an organization expects to realize when it
merges with or acquires another organization.
Core competencies Activity for which firm is world-class leader
