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Managing International Information Systems: C H A P T E R

This document discusses managing international information systems. It covers factors driving business internationalization and global strategies for developing business. Information systems can support global strategies by coordinating worldwide trade and activities. Managing international information systems involves challenges like organizing global systems and addressing technology issues. The document outlines various global business strategies and how they relate to information systems configurations. It provides recommendations for developing global systems through coordination and addressing technical integration challenges.

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Gangadhar Mamadapur
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63 views

Managing International Information Systems: C H A P T E R

This document discusses managing international information systems. It covers factors driving business internationalization and global strategies for developing business. Information systems can support global strategies by coordinating worldwide trade and activities. Managing international information systems involves challenges like organizing global systems and addressing technology issues. The document outlines various global business strategies and how they relate to information systems configurations. It provides recommendations for developing global systems through coordination and addressing technical integration challenges.

Uploaded by

Gangadhar Mamadapur
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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c h a p t e r

16
MANAGING
INTERNATIONAL
INFORMATION
SYSTEMS
LEARNING OBJECTIVES

• IDENTIFY FACTORS BEHIND


BUSINESS INTERNATIONALIZATION
• COMPARE GLOBAL STRATEGIES
FOR DEVELOPING BUSINESS
• DEMONSTRATE HOW INFO
SYSTEMS SUPPORT
GLOBAL STRATEGIES
*
LEARNING OBJECTIVES

• PLAN DEVELOPMENT OF
INTERNATIONAL INFORMATION
SYSTEMS
• EVALUATE TECHNICAL
ALTERNATIVES IN
DEVELOPING
GLOBAL SYSTEMS
*
MANAGEMENT CHALLENGES

• GROWTH OF INTERNATIONAL INFO


SYSTEMS
• ORGANIZING INTERNATIONAL INFO
SYSTEMS
• MANAGING GLOBAL SYSTEMS
• TECHNOLOGY ISSUES &
OPPORTUNITIES
*
INTERNATIONAL INFORMATION SYSTEMS
INFRASTRUCTURE

BASIC INFORMATION SYSTEMS


REQUIRED TO COORDINATE
WORLDWIDE TRADE
& OTHER ACTIVITIES
*
INTERNATIONAL INFORMATION SYSTEMS
INFRASTRUCTURE

GLOBAL ENVIRONMENT: BUSINESS DRIVERS & CHALLENGES

CORPORATE GLOBAL STRATEGIES

ORGANIZATIONAL STRUCTURE

MANAGEMENT & BUSINESS PROCEDURES

TECHNOLOGICAL PLATFORM

INTERNATIONAL INFORMATION SYSTEMS INFRASTRUCTURE


GLOBAL BUSINESS DRIVERS
General Cultural Factors:
• GLOBAL COMMUNICATION &
TRANSPORTATION TECHNOLOGIES
• DEVELOPMENT OF GLOBAL CULTURE
• EMERGENCE OF GLOBAL NORMS
• POLITICAL STABILITY
• GLOBAL KNOWLEDGE BASE
*
GLOBAL BUSINESS DRIVERS
Specific Business Factors:
• GLOBAL MARKETS
• GLOBAL PRODUCTION & OPERATIONS
• GLOBAL COORDINATION
• GLOBAL WORK FORCE
• GLOBAL ECONOMIES OF
SCALE
*
CHALLENGES & OBSTACLES TO GLOBAL
BUSINESS SYSTEMS

GENERAL:
• CULTURAL PARTICULARISM
• SOCIAL EXPECTATIONS
• POLITICAL LAWS
SPECIFIC:
• TELECOMMUNICATION STANDARDS
• NETWORK RELIABILITY
• DATA TRANSFER SPEEDS
• SHORTAGE OF CONSULTANTS
*
GLOBAL STRATEGIES & BUSINESS
ORGANIZATION
• DOMESTIC EXPORTER: Centralization in
home country
• MULTINATIONAL: Central home base;
decentralized production, sales, marketing
in other countries
• FRANCHISER: Product created, initially
produced in home country; relies heavily
on local workers to produce, market in
other countries
*
GLOBAL STRATEGIES & BUSINESS
ORGANIZATION
• TRANSNATIONAL: Truly global firm; no
national headquarters; value-added
activities managed from global
perspective; optimizes supply & demand,
taking advantage of local competitive
strengths
*
GLOBAL BUSINESS STRATEGY &
STRUCTURE
STRATEGY

DOMESTIC MULTI- TRANS-


FRANCHISER
FUNCTION EXPORTER NATIONAL NATIONAL

PRODUCTION CENTRALIZED DISPERSED COORDINATED COORDINATED

FINANCE / ACCOUNTING CENTRALIZED CENTRALIZED CENTRALIZED COORDINATED

SALES / MARKETING MIXED DISPERSED COORDINATED COORDINATED

HUMAN RESOURCES CENTRALIZED CENTRALIZED COORDINATED COORDINATED

STRATEGIC MANAGEMENT CENTRALIZED CENTRALIZED CENTRALIZED COORDINATED


GLOBAL INFORMATION SYSTEMS

• CENTRALIZED: Domestic home base


• DUPLICATED: Copies of home system
used in foreign locations
• DECENTRALIZED: Each unit has unique
system
• NETWORKED: Integrated & coordinated at
all locations
*
GLOBAL INFORMATION SYSTEMS
CONFIGURATIONS

STRATEGY
SYSTEM DOMESTIC MULTI- TRANS-
CONFIGURATION EXPORTER NATIONAL FRANCHISER NATIONAL
CENTRALIZED X

DUPLICATED X

DECENTRALIZED x X x

NETWORKED x X

X : DOMINANT PATTERN x : EMERGING PATTERN


REORGANIZE THE BUSINESS

• ORGANIZE VALUE-ADDING ACTIVITIES


FOR COMPARATIVE ADVANTAGE
• DEVELOP & OPERATE SYSTEMS AT
EACH LEVEL: National; regional,
international
• ESTABLISH SINGLE WORLD
HEADQUARTERS: Have global chief
information officer
*
DEVELOPING GLOBAL SYSTEMS

• AGREE ON COMMON USER


REQUIREMENTS
• INDUCE PROCEDURAL BUSINESS
CHANGES
• COORDINATE APPLICATIONS
DEVELOPMENT
• COORDINATE SOFTWARE RELEASES
• ENCOURAGE LOCAL USERS TO ACCEPT
OWNERSHIP
*
STRATEGY: DIVIDE, CONQUER, APPEASE

• DEFINE CORE BUSINESS PROCESSES


• IDENTIFY CORE SYSTEMS TO
COORDINATE CENTRALLY
• CHOOSE AN APPROACH: Incremental,
grand design, evolutionary
• MAKE BENEFITS CLEAR
*
IMPLEMENTATION TACTICS

• CO-OPTATION: Bring opposition into


process of designing, and
implementing solution without giving
up control over direction, nature of
change
• TRANSNATIONAL CENTERS
OF EXCELLENCE: Focus on
specific business processes
*
MAIN TECHNICAL ISSUES

• HARDWARE & SOFTWARE


INTEGRATION
• CONNECTIVITY
• SOFTWARE: Languages can be a
barrier
*
c h a p t e r

16
MANAGING
INTERNATIONAL
INFORMATION
SYSTEMS

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