Literature Review写作范文：Strategic Management of Information Systems

Literature Review写作范文-信息系统的战略管理。本文是一篇留学生literature review格式范文，主要内容是讲述为了在现代经营一家成功的企业，当今的管理团队需要将业务技能与对信息系统的深入了解以及这些信息系统知识给企业带来的机遇和好处结合起来。理解基本概念对于当今商业世界的组织来说是必要的。了解什么样的信息系统适合您的组织，同时能够开发和管理高效的商业信息系统，这对组织来说是一个巨大的优势。信息系统几乎是商业的方方面面。参与企业管理的每个人都需要了解企业和信息系统是如何协同工作的。以下就是这篇literature review格式范文的具体内容，供参考。

A literature review of the strategic use of information systems/technology in the modern business environment 现代商业环境中信息系统/技术战略使用的文献综述

To run a successful business in this modern day, todays management teams need to combine business skills along with a substantial understanding of information systems and the opportunities and benefits that this knowledge of information systems brings to a business. Understanding the basic concepts is a necessity for organisations in the world of business today. Understanding what Information system suits your organisation along with being able to develop and manage an efficient business information system is a huge advantage for an organisation. (Pearlson & Saunders) Information systems are part of almost every aspect of business. (Pearlson & Saunders). Everyone involved in the management of a business need to understand how business and information systems function and operate together.

(Pearlson & Saunders)

Very often, it is evident that managers claim ignorance of IS issues without losing prominence among their peers. This doesn't tend to happen regarding other functions of the business such as marketing or finance, as a lack of knowledge in these areas would earn colleague's contempt. Business managers have no issue in participating in most company decisions been those that are outside their regular expertise, IS seems to be the one exception. This approach amongst business managers have been traceable to the historic role that IS has obtained in businesses. In the past technology was thought of as an administrative overhead and treated a support. It was not valued as a factor in significant management decisions. Today's environment is extremely different as if that view was present in organizations it would cost them market share and could lead to the failure of an organization as that is how critical IS systems are to organizations now.

本篇Literature Review提到很多时候，很明显，管理者声称对信息系统问题一无所知，但却没有在同行中失去知名度。在营销或财务等其他业务职能方面，这种情况往往不会发生，因为缺乏这些领域的知识会招致同事的蔑视。业务经理在参与大多数公司决策时没有问题——那些超出了他们常规专业知识范围的决策，IS似乎是一个例外。业务经理的这种方法可以追溯到IS在业务中所扮演的历史角色。在过去，技术被认为是一种管理开销，并被视为一种支持。它没有被视为重大管理决策中的一个因素。今天的环境大不相同，因为如果这种观点存在于组织中，就会使他们失去市场份额，并可能导致组织的失败，因为这就是is系统对组织现在的重要性。

(Pearlson & Saunders)

"employing information systems strategically to achieve organisational goals. Taking a problem-solving approach, Business Information Systems looks at information systems theory within the context of the most recent business and technological advances." (Pearlson & Saunders)

“战略性地使用信息系统来实现组织目标。商业信息系统采用解决问题的方法，在最新的商业和技术进步的背景下审视信息系统理论。”

Information systems can be the combination of technology, people and the process that an organisation uses to create and manage information (Saunders, 2013). Most the issues organisations experience and face in the modern business world are either triggered by IT or are a ramification of it. Information systems are continuously on the carping path of a business change programme (Feeny, 2000). Organizations need to optimally can use IS and information resources to influence competitive forces. With the realisation of this it has become apparent that the strategic management of IS has never been more critical to a business's success (Peppard, 2010 and 2001). It is important for Information systems in organisations to be treated as a critical strategic resource, although this is not always the case and can be where organizations weaken themselves. It is the key enabler of organisational change, it is essential for businesses to be able to change with the economy and the environment in today's business world that is constantly evolving. An issue in organizations gaining competitive advantage by using IS is the lack of participation by managers in IS decisions. IS is a tool business managers can use to fight challenges from competitors, it can facilitate or constrain opportunities and possible new strategies for businesses. It is evident that understanding the basic concepts about using and managing information systems is valuable and worth investing the time in.

信息系统可以是技术、人员和组织用于创建和管理信息的过程的组合。组织在现代商业世界中经历和面临的大多数问题要么是由IT引发的，要么是IT的分支。信息系统一直在商业变革计划中吹毛求疵。组织需要以最佳方式利用信息系统和信息资源来影响竞争力量。随着意识到这一点，很明显，IS的战略管理对企业的成功至关重要。组织中的信息系统被视为一种关键的战略资源是很重要的，尽管情况并非总是如此，而且组织可能会削弱自己。它是组织变革的关键推动者，在当今不断发展的商业世界中，企业能够随着经济和环境的变化而变化至关重要。组织通过使用信息系统获得竞争优势的一个问题是管理者缺乏对信息系统决策的参与。IS是企业经理可以用来应对竞争对手挑战的工具，它可以促进或限制企业的机会和可能的新战略。很明显，了解有关使用和管理信息系统的基本概念是有价值的，值得投入时间。

"The knowledge gap - the lack of understanding among executive management of the nature and role of IS within an organisation, which is often exacerbated by the prevalence of technology orientated language unknown outside of the IS domain" (Stephens 1993). The issue of these symptoms of disconnect then prevail into many consequences thus in the failure of the information systems operation to build a common vision of information systems throughout the organisation. This can also be from senior managements failing to engage with the information strategy during the development. (jones, 1995) A significant issue with Information systems is that it is generally considered as a cost rather than a strategic asset. Organisations suffer because they find difficulties in transforming good ideas into action. The creation of silo projects across the organisation that are not integrated into an overall corporate strategy (Kaarst-Brown 2005).

“知识差距——执行管理层对信息系统在组织内的性质和作用缺乏了解，信息系统领域之外未知的技术导向语言的盛行往往加剧了这种情况”。这些脱节症状的问题会导致许多后果，从而导致信息系统运营失败，无法在整个组织中建立信息系统的共同愿景。这也可能是由于高级管理层在开发过程中未能参与信息战略。信息系统的一个重要问题是，它通常被认为是一种成本，而不是一种战略资产。组织之所以痛苦，是因为他们发现很难将好的想法转化为行动。在整个组织中创建未纳入整体企业战略的筒仓项目。

IS is a useful tool to fight competitive challenges. Competition arises from both anticipated and unanticipated areas, which is why general managers tend to be in the best position to be able to identify a developing threat and can apply IS effectively to fight or handle ever changing competitive challenges. (Pearlson & Saunders). General managers often are involved in demonstrating and comparing how their systems, technology programmes and products compare to their competition. An understanding of IS and how it integrates and supports the competitive view for the business. (Pearlson & Saunders)

IS是应对竞争挑战的有用工具。竞争既来自预期领域，也来自意料之外的领域，这就是为什么总经理往往处于最佳位置，能够识别发展中的威胁，并能够有效地应用信息系统来应对或应对不断变化的竞争挑战。总经理经常参与展示和比较他们的系统、技术方案和产品与竞争对手的比较。了解IS及其如何整合和支持业务的竞争观点。

Businesses have had to redesign existing business models that they had in place with the customer pull and power of social media. Businesses must account and adapt to the constant growing and changing social media outlets. Social media facilitates the ever-powerful voice of consumers, and businesses goals along with understanding the proficiency of the company can create a competitive advantage and change the

企业不得不重新设计现有的商业模式，利用社交媒体的客户吸引力和力量。企业必须考虑并适应不断增长和变化的社交媒体渠道。社交媒体促进了消费者不断强大的声音，企业目标以及对公司熟练程度的了解可以创造竞争优势并改变

businesses mustn't make the mistake in not listening. Businesses are constantly looking for ways to redesign the customer experience, customer's interactions with the business are the focus of many managers with IS enabling and enhancing the interaction between the organization and the customer. Using social IT facilitates new and sometimes more rooted relationships with customers while attracting the social demographic of customers. Business are learning how to integrate and leverage these aspects into their business models and how to construct new business models that facilitate these variables.

企业不能犯不听的错误。企业一直在寻找重新设计客户体验的方法，客户与企业的互动是许多管理者关注的焦点，IS能够实现并增强组织与客户之间的互动。使用社交IT有助于与客户建立新的、有时更牢固的关系，同时吸引客户的社交人群。企业正在学习如何将这些方面集成并利用到其业务模型中，以及如何构建有助于这些变量的新业务模型。

IS strategy Triangle IS战略三角

The information systems strategy triangle relates the business strategy of an organization with IS strategy and organizational strategy. This triangle suggests that successfully organizations have an overriding business strategy that influences both the organizational strategy and IS strategy. Successful organizations have the three strategies well balanced. Strategically designing the organization strategy and the IS strategy of a company to correlate their business strategy. IS strategy can impact and be impacted by changes in organizations business and organizational strategies. Each attribute on the triangle can impact and be impacted by the other two. In the scenario of a firm's business strategy being designed in such a way that it uses IS to gain strategic advantage, it will mean that the authority position in IS could only be supported by continued innovation. The three strategies must constantly be adjusted. (Pearlson & Saunders) IS strategy always having consequences so it is crucial to consider the business and organizational strategies when designing IS formation. Organizations will only reach success if each aspects of the triangle are specifically tailored.

信息系统战略三角将组织的业务战略与信息系统战略和组织战略联系起来。这个三角形表明，成功的组织有一个压倒一切的商业战略，它影响组织战略和信息系统战略。成功的组织在这三种战略上有很好的平衡。从战略上设计公司的组织战略和IS战略，使其商业战略相互关联。IS战略可能影响组织业务和组织战略的变化，也可能受到这些变化的影响。三角形上的每个属性都可以影响其他两个属性并受其影响。在一家公司的商业战略被设计为利用信息系统获得战略优势的情况下，这意味着信息系统中的权威地位只能由持续创新来支持。这三种策略必须不断调整。信息系统战略总是有影响的，因此在设计信息系统时考虑业务和组织战略至关重要。只有三角关系的每一个方面都经过专门的定制，组织才能取得成功。

(Pearlson & Saunders)

Porter's Generic Strategies Framework 波特通用策略框架    

"Michael Porter identified three primary strategies for achieving competitive advantage and sustaining competitive advantage." (Pearlson & Saunders) The issue with Porters model and the variants is that the rate of change is not as easily managed and sustained anymore. Organizations sell their goods/services in a highly competitive marketplace, Porters framework aids managers in understanding their choice of strategy and how it enables them to achieve advantage.

“Michael Porter确定了实现竞争优势和保持竞争优势的三个主要策略。”波特模型和变体的问题是，变化率不再那么容易管理和保持。组织在竞争激烈的市场中销售商品/服务，波特框架帮助管理者了解他们的战略选择，以及如何使他们获得优势。

Porters Value Chain a process view of the organization 波特价值链组织的流程视图

The value chain draws on how information systems add value to the fundamental movements of an organizations internal operations and supporting that and of its customers and the other attributes of its supply chain.

价值链利用信息系统如何为组织内部运营的基本运动增加价值，并支持组织内部运营及其客户的基本运动，以及供应链的其他属性。

Information resources can be recognised as assets or capabilities. information Resources can be identified as technology, data, people and the processed that exist in an organization.

信息资源可以被识别为资产或能力。信息资源可以被识别为组织中存在的技术、数据、人员和被处理的信息。

Analysis and findings 分析和发现

Higher levels of management and CEOs that manage the management teams continue to condone disregard in this area relative to other business functions. Some consequences of the lack of collusion between the two are; the overspending on underperforming projects, Miss-alignment of resources, Misalignment of functional areas and organisational systems, Ongoing failure of IS for the organisation, organizations goal under-achieved, Organisation is susceptible to the competitive environment and risk of company failure. These are some of the consequences businesses are allowing themselves to become susceptible to by not closing the Gap and integrating the two.

与其他业务职能部门相比，管理管理团队的高级管理层和首席执行官继续容忍在这一领域的忽视。两者之间缺乏勾结的一些后果是：；表现不佳的项目超支、资源不协调、职能领域和组织系统不协调、组织信息系统持续失败、组织目标未实现、组织易受竞争环境和公司失败风险的影响。这些都是企业不缩小差距并整合两者而容易受到影响的一些后果。

An organisation needs to have valuable and rare resources acquired that they can leverage to ensure a superior resource position to enable them to attain competitive advantage. A valuable resource is a resource that allows a firm to operate more efficiently or effectively. It becomes a rare resource when other organizations don't possess it and it is unique to a specific organization. Being able to have a rare resource optimizes the possibilities of success for an organization and provides opportunity in market share. For example, customers expect banks to have ATMs in a vast amount of convenient locations, nowadays a bank wouldn't consider operating without having ATMs swell, therefore this is not a rare resource and do not offer a competitive advantage. (Pearlson & Saunders)

一个组织需要获得宝贵而稀有的资源，他们可以利用这些资源来确保优越的资源地位，使他们能够获得竞争优势。有价值的资源是指能够使公司更高效或更有效地运营的资源。当其他组织不拥有它时，它就会成为一种罕见的资源，而且它是特定组织独有的。能够拥有稀有资源可以优化组织成功的可能性，并提供市场份额的机会。例如，客户希望银行在大量方便的地方安装自动取款机，如今银行不会考虑在没有自动取款机的情况下运营，因此这不是一种罕见的资源，也不会提供竞争优势。

A lot of organizations that invested in information systems were naïve in thinking that once they obtained a competitive advantage that they would maintain it long term. To sustain an organizations competitive advantage long term there needs to be constant innovation and the organization needs to protect itself against resource imitation, substitution, or transfer. (Pearlson & Saunders) Often when companies within an industry imitate other company's successful systems, this often happens with logistic models within a company's supply chain. The self-scan self-service checkouts in supermarkets was at first a novelty and a competitive advantage for one, but then imitations were vastly created by many supermarkets making them become almost an expectation in the eyes of the customer. When competitors build similar systems, organizations lose advantages they may have attained from there is and competition within an industry driven by forces that had existed before the new technology. (Pearlson & Saunders) Social IT platforms are now the most rampant evolution of applications, processes and strategic opportunities in a new evolution for organizations striving to adapt there is strategies for their internal and external circumstances.

许多投资于信息系统的组织都天真地认为，一旦获得竞争优势，他们就会长期保持这种优势。为了长期保持组织的竞争优势，需要不断创新，组织需要保护自己不受资源模仿、替代或转移的影响。通常，当一个行业内的公司模仿其他公司成功的系统时，这种情况经常发生在公司供应链中的物流模型中。超市里的自动扫描自助结账起初是一种新奇的东西，也是一种竞争优势，但后来许多超市大量模仿，使其几乎成为顾客眼中的期望。当竞争对手建立类似的系统时，组织就失去了他们可能从现有系统中获得的优势，也失去了由新技术之前存在的力量驱动的行业内的竞争。社交IT平台现在是应用程序、流程和战略机遇的最猖獗的演变，对于努力适应其内部和外部环境的组织来说，这是一种新的演变。

Managers invest a lot of time trying to control and monitor elements that can influence their organizations competitive environment, to ensure they are aware of all elements they must strategically look at it from different views. Three views can enable a manager to align IS strategy with the business strategy. The use of Porters five competitive forces to interpret the influences of the organizations competitive environment, along with the ability to alter the five forces to boost the firm's status. The value chain to judge the operations internally and links in its supply chain. The value chain of the organization should then be assessed to decipher the opportunities available for an organization to gain competitive advantage. Finally focusing on the specific IS resources required to gain and sustain competitive advantage for the organization. The three views combined allow a manager a variance of perspectives hat it can identify strategic opportunities to apply to an organizations information resources.

本篇Literature Review提到管理者投入大量时间试图控制和监控可能影响其组织竞争环境的因素，以确保他们意识到所有因素——他们必须从不同的角度战略性地看待这些因素。三个视图可以使经理将IS战略与业务战略相一致。利用波特的五种竞争力量来解释组织竞争环境的影响，以及改变这五种力量以提高公司地位的能力。价值链内部的运作及其供应链中的环节进行判断。然后应该评估组织的价值链，以解读组织获得竞争优势的机会。最后，重点关注获得和保持组织竞争优势所需的特定信息系统资源。这三种观点相结合，使管理者能够从不同的角度确定应用于组织信息资源的战略机会。

(Pearlson & Saunders)

Risks of information resources in gaining advantage 信息资源获取优势的风险

When IS are used as the route to bolster advantage against an organizations competitor, management should be aware of the risks the organization may face. These risks can arise as demonstrating bad timing, customers are often not ready to use updated technology. Awakening a sleeping giant, implementing an IS can lead to encouraging a competitor with a broader scope and bigger advantage to implement the same with enhanced features and end up gaining the advantage instead of you. Implementing IS poorly, failing IS that had potential but results in being below par followed through and poorly implemented. These would usually be quite complex global systems. Failing to deliver what the user wants, systems that don't meet the needs or the target market are susceptible to fail. These are just some of the risks an organization takes when using this approach and it is crucial for them to be cautious when implanting IS strategies.

当IS被用作增强对抗组织竞争对手优势的途径时，管理层应该意识到组织可能面临的风险。这些风险可能表现为时机不好，客户往往没有准备好使用更新的技术。唤醒沉睡的巨人，实施IS可以鼓励范围更广、优势更大的竞争对手实施增强功能，最终取代你获得优势。IS执行不力，有潜力但导致低于标准的IS失败，执行不力。这些通常是相当复杂的全球系统。不能提供用户想要的东西，不满足需求或目标市场的系统很容易失败。这些只是组织在使用这种方法时所承担的一些风险，对他们来说，在植入is战略时要谨慎至关重要。

Technology has become entwined with all the standard functions of organizations. IT is a critical resource for modern day businesses as it both supports and absorbs an important amount of an organizations resources. Similarly, the other three dominant types of business resources, people money and machines, it needs to be managed carefully Michael Porters Five Competitive Forces model presents a framework for discussing strategic advantage, and his Value Chain model explains calculated methods for businesses to how they can network processes to build strategic alliances. a company's overall business strategy will drive all other strategies. IS links into all aspects of a business, IS is very much the foundation of a lot of supply chain models and is strongly linked into a company's supply chain system. IT spends a major portion of corporate budgets therefore it is sensible that organizations safeguard it is being optimally used within company strategies to bolster their competitive advantage. As discussed there are many attributes in the process that IS is used by organizations to gain competitive advantage within its industry market.

Literature review总结技术已经与组织的所有标准职能交织在一起。IT是现代企业的重要资源，因为它既支持又吸收了组织的大量资源。同样，其他三种主要类型的商业资源，人、钱和机器，需要谨慎管理。Michael Porters的五种竞争力模型提供了一个讨论战略优势的框架，他的价值链模型解释了企业如何将流程网络化以建立战略联盟的计算方法。一家公司的整体商业战略将推动所有其他战略。IS连接到企业的各个方面，IS在很大程度上是许多供应链模型的基础，并与公司的供应链系统紧密相连。IT支出占公司预算的很大一部分，因此，组织应确保IT在公司战略中得到最佳使用，以增强其竞争优势。正如所讨论的，在组织利用IS在其行业市场中获得竞争优势的过程中有许多属性。本站提供各国各专业literature review范文以及literature review写作辅导，如有需要可咨询本平台。