Enterprises often face problems while executing business strategies to exploit opportunities or solve problems. Within enterprises, strategy blindness could be affected by mistranslation of strategic intent, flexibility of the information system, or cognitive entrenchment. The alignment between business strategy and business processes is a critical factor in the ability of enterprises to overcome the phenomenon. Opportunities for value creation include magnifying the positive spread in cash flow or pursuing growth opportunities. Information systems could greatly simplify the processes involved in business strategy by integrating process-related decision-making with the business strategy. Decision support tools such as knowledge management, decision strategy, decision content, and expert groups, customised for organisational information systems can help enterprises optimise operations in a variety of ways such as becoming more responsive to changing market conditions in hypercompetitive markets. Greatest opportunities for decision support are incorporating external sources of data such as economic data and user behaviour analytics. Benefits are more effective utilisation of resources, larger product portfolio, better product or service quality, and shorter delivery times.
JEL Classification M10
- Arvidsson, V., Holmström, J., and Lyytinen, K., 2014. Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use. The Journal of Strategic Information Systems. 23(1), pp. 45-61.
- Bhatia, A., 2012. Value Creation. Dallas: Brown Books Publishing.
- Creswell, J., 2014. Research Design. London: SAGE Publications.
- Dong, X., Liu, Q., andYin, D., 2008. Business Performance, Business Strategy, and Information System Strategic Alignment: An Empirical Study on Chinese Firms. Tsinghua Science & Technology. 13(3), pp. 348-354.
- Evans, V., 2013. FT Essential Guide to Developing a Business Strategy. London: FT Press.
- Harvard Business Review. 2005. Strategy. Boston: Harvard Business Review.
- Henfridssona, O. and Lindb, M., 2014. Information systems strategizing, organizational sub-communities, and the emergence of a sustainability strategy. The Journal of Strategic Information Systems. 23(1), pp. 11–28.
- Jiang, Y. and Seidmann, A., 2014. Capacity planning and performance contracting for service facilities. Integrating Information Systems and Operations Management. 58, pp. 31-42.
- Kalkan, A., Erdil, O. and Çetinkaya, O. 2011. The relationships between firm size, prospector strategy, architecture of information technology and firm performance. Procedia – Social and Behavioral Sciences. 24, pp. 854-869.
- Leonard, J. and Higson, H., 2014. A strategic activity model of Enterprise System implementation and use: Scaffolding fluidity. The Journal of Strategic Information Systems. 23(1), pp. 62-86.
- Mirchandani, D. and Lederer, A., 2014. The impact of core and infrastructure business activities on information systems planning and effectiveness Original Research Article. International Journal of Information Management. 34(5), pp. 622-633.
- Schrödl, H. and Turowski, K., 2014. Risk management in hybrid value creation. Integrating Information Systems and Operations Management. 58, pp. 21-30.
- Uçaktürk, A. and Villard, M., 2013. The Effects of Management Information and ERP Systems on Strategic Knowledge Management and Decision-making. Procedia – Social and Behavioral Sciences. 99, pp. 1035-1043.
- Wu, J., Li, L. and Xu, L., 2014. A randomized pricing decision support system in electronic commerce. Integrating Information Systems and Operations Management. 58, pp. 43-52.