BELEIDSINFORMATIESYSTEMEN
Bart Baesens
H1: Information systems, strategy and governance
Internet of things (IoT) = transmission of data by using internet attached sensors
Vb.: telematics = long-distance transmission of computerized information.
1.1. What is an IS?
Data Raw observed facts of events, without context not interpretable
Information Processed data useful for decision making process (who,what,where…)
Knowledge Ability to perform certain tasks by combining data with own information and experience
(which actions belong with what information)
Metadata Data about data
1.1.1. Types of systems
“A system is a set of elements. These elements are related to each other and, possibly, to
elements from the external environment and are joined for a specific purpose.”
Operational level Tactical level Strategic level
Short term Mid term Long term
Structured Less structured Almost unstructured
Workers Middle management C-level executives
OLTP (ex. Paypal), ERP, TPS MIS,DSS ESS, OLAP, DSS
1.2. IS strategy
1.2.1. Porter’s Five Force Theory (business
model)
Research: profitability in different industries
in America
Conclusion: variability cannot be attributed
only to internal competition/ rivalry =>
additional factors needed to explain
variability
Profitability decreases when low entry barrier, high bargaining power, high power of buyers, high
threat of substitute products or services, high rivalry among existing competitors.
Advantages Disadvantages
Generic, applicable to any company in any Of limited use for determining future strategy
industry
Provides detailed explanations for firm/ Few concrete guidelines in how to
industry profitability (descriptive) operationalize
Reason about an organization’s strategic
position with respect to its external
environment
,1.2.2. Value Chain Model
Value system: sequence of activities through which
inputs are transformed into more valuable outputs.
1.2.3. Henderson & Venkatraman
= strategic alignment model with IT as business
transformation enabler
IT can NOT lead to sustainable competitive advantage
External (strategy level) Business strategy Strategic integration ICT strategy
Scandals leading to changes (corporate governance):
- Enron scandal : huge energy company where people were scammed with fake holdings
to hide the huge amount of debts -> led to a bankruptcy in 2001. (same with Parmalat)
- Parmalat: fake 4 billion euro bank account -> brushed up image of solvency
- Société Générale: a rogue trader who had too much power to make important business
deals. This led to high risks and an enormous amount of debts to cover.
- Credit crisis in 2008
Still problem of Principal-agent:
- Shareholders want high ROI (high dividends/ stock price)
- Management sometimes focused on themselves (their career…)
1) SOX-law (by Sarbanes and Oxley): maintain basic principles of corporate governance
(protecting shareholders of firm and the public)
No compliance -> punishment for both company and managers
Ex.: 404: all information can be tracked to origin
I) COSO internal control (NOT IT focused)
= committee of sponsoring organizations
Most used IT framework to ensure internal control
5 components:
- Control environment
- Risk assessment
- Control activities
- Information & communication
- Monitoring activities
3 purposes:
- Operations
- Rapport
- Compliance
II) COBIT (developed by ISACA in 1996, last update 2019)(IT focused)
= control objectives for information and related technology
= Integrated business framework with a set of tools that ensures IT is working effectively
and generates value. Provides common language to communicate goals, objectives and
expected result to all stakeholders.
Process maturity analyses by means of process capability model
Process capability level: good = 4
4 benefits:
- IT integrations
- Improved risk management
- Discovery of gaps in security
- Creating a framework that provides more visibility to the board of directors
R(esponsibility)A(ccountables)S(upport)C(onsult)I(nform) chart/ matrix
= used to assign responsibilities
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
√ Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, Bancontact of creditcard voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper YaelLingier. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €6,49. Je zit daarna nergens aan vast.