MIS, STRATEGIC ROLE OF INFORMATION SYSTEMS, ‎MANAGEMENT INFORMATION SYSTEM, INFORMATION ‎TECHNOLOGY, INFORMATION SYSTEMS, STRATEGIC ROLE ‎OF INFORMATION SYSTEMS, INFORMATION SYSTEM ‎STRATEGY, CHARACTERISTICS OF INFORMATION SYSTEM ‎STRATEGY, CLASSIFICATION OF STRATEGIC ROLE OF ‎INFORMATION SYSTEM, STRATEGIES TO GAIN ‎COMPETITIVE ADVANTAGES, ‎

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INFORMATION SYSTEMS
An information system (IS) can be any organized combination of people, hardware, software,
communications networks, data resources, and policies and procedures that stores, retrieves, transforms,
and disseminates information in an organization. People rely on modern information systems to
communicate with one another using a variety of physical devices (hardware), information processing
instructions and procedures (software), communications channels (networks), and stored data (data
resources). (O'Brien & Marakas, 2011)
There are three vital roles that information systems can perform for a business enterprise:
 Support of business processes and operations.
 Support of decision making by employees and managers.
 Support of strategies for competitive advantage.
STRATEGIC ROLE OF INFORMATION SYSTEMS /
INFORMATION SYSTEM STRATEGY
In business, Information system strategy (IS strategy) involves aligning information system development
with business needs. It should be demand oriented and business focus. There are total three levels of
information strategy which are information system strategy, information management strategy, and
information technology strategy.
AN OVERVIEW:
According to Online Etymology Dictionary, Strategy came from Greek Word “strategia” meaning “art of
troop leadership, Generalship, Command.” People perceive Strategy as the Plan of Action or Roadmap .
In war, it’s considered as the plan of action designed to achieve complicated goals. Most of disciplines
including Management sciences borrowed that word. Business Environment is more competitive today
and war exists among companies. Business people devise such a course of actions or strategies to win the
game just like war but now the business people devise plan to create and grab new opportunities.
However, Information systems are built to resolve problems and on the other hand information systems
are built to grab opportunities. It is very difficult to create opportunity instead of identifying problems.
To find opportunity, organization need intense amount of vision and creativity to identify and seize
opportunity. Information systems that grab opportunities are called Strategic Information Systems. In
other words SIS is defined as the “information system that support or change the enterprise’s strategy”.
Strategic management is a technique that management adopts for long term planning and the information
system that support long term decision making in sense of information and assistance. The term Strategic
means long term planning to achieve long term benefits. (Altaf & Khalil, 2016).
CHARACTERISTICS OF INFORMATION SYSTEM STRATEGY
 IS strategy considers what information is needed at strategic, tactical and operation levels of an
organization to meet its objectives.
 It must be able to deliver tangible benefits like the effectiveness of operations, increased profit etc.

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 It involves interconnecting of an organization’s activities that obtain, process data and finally
provides information.
 It highlights what information is needed to achieve business objectives.
 It may form to use informational resources for generating new business opportunities.
 An IS strategy must be able to meet the demand (demand-oriented) of an organization.
 IS strategy is about either supporting existing strategies or development of new strategic choices.
 It must be functional-based (How can organization’s functions, divisions and strategic business units
perform well?). (Explainry, 2018)
Example:
IS strategy is like:
 Expansion into e-business to meet customer demand.
 Use of website by local CD store to stay in the market (Technology becomes a threat when it is
not adopted at the right time).
 An organization’s campaign to save costs for competitive advantage by adopting modern
infrastructure.
 Using IT to minimize tough competition by building a strong relation with customer and
supplier.
 Use of modern methods (computer aid) while new product development to enter the market first.
CLASSIFICATION OF STRATEGIC ROLE OF INFORMATION SYSTEM:
The strategic roles of IS can be classified into Strategic Management, Strategic planning, and Strategic
operations. (Kaloki)
Strategic Management: It is a systematic approach to a major and increasingly important
responsibility of general management to position and relate the firm to its environment in a way,
which will assure its continued success and make it secure from surprises. It is concerned with
deciding on strategy and planning how that strategy is to be put into effect via Strategic analysis,
Strategic choice, and Strategic implementation.
Strategic Planning: Strategic Planning is the process of developing and maintaining consistency
between the organization’s objectives and resources and its changing opportunities. Strategic
Planning turns an organization’s vision, more commonly referred to as its mission, into concrete
achievable.
Strategic Operations: The day to day running of organization involves mostly the:
 Gap Analysis
 Benchmarking
 Emergent strategies
 Low cost producer
 Product differentiation
 Focused production
 Lock in customer/suppliers
ROLE OF INFO. TECH ( IT) IN STRATEGIC INFORMATION SYSTEM (SIS)
Due to emergence of Information technology, number of businesses had to change their business
model and convert their selves towards information technology oriented Business Model to take

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advantage over their competitors. The success of an information system should not be measured only
by its efficiency in terms of minimizing costs, time, and the use of information resources. Success
should also be measured by the effectiveness of the information technology in supporting an
organization’s business strategies, enabling its business processes, enhancing its organizational
structures and culture, and increasing the customer and business value of the enterprise.
Strategic information systems apply information technology to a firm’s products, services, or business
processes to help it gain a strategic advantage over its competitors. Business applications of
information systems in the real world are typically integrated combinations of the several types of
information systems. The conceptual classifications of information systems are designed to emphasize
the many different roles of information systems. In practice, many roles are combined into integrated
or cross-functional informational systems that provide a variety of functions. Most information
systems are designed to produce information and support decision making for various levels of
management and business functions, as well as perform record-keeping and transaction-processing
chores. (O'Brien & Marakas, 2011)
STRATEGIES TO GAIN COMPETITIVE ADVANTAGES
A major role of information systems applications in business is to provide effective support of a
company’s strategies for gaining competitive advantage. This strategic role of information systems
involves using information technology to develop products, services, and capabilities that give a
company major advantages over the competitive forces it faces in the global marketplace.
This role is accomplished through strategic information architecture: the collection of strategic
information systems that supports or shapes the competitive position and strategies of a business
enterprise. So a strategic information system can be any kind of information system (e.g., TPS, MIS,
and DSS) that uses information technology to help an organization gain a competitive advantage,
reduce a competitive disadvantage, or meet other strategic enterprise objectives.
The Figure 2.1 illustrates the various competitive forces a business might encounter, as well as the
competitive strategies that can be adopted to counteract such forces. Any of the major strategies may
be deemed useful against any of the common competitive forces. Although it is rare and unlikely that
a single firm would use all strategies simultaneously, each has value in certain circumstances. It also
illustrates an important conceptual framework for understanding forces of competition and the various
competitive strategies employed to balance them.

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Figure 2.1 Businesses can develop
competitive strategies to counter the
actions of the competitive forces
they confront in the marketplace.
A company can survive and succeed in the long run only if it successfully develops strategies to
confront five competitive forces that shape the structure of competition in its industry. In Michael
Porter’s classic model of competition, any business that wants to survive and succeed must effectively
develop and implement strategies to counter...
1. The rivalry of competitors within its industry,
2. The threat of new entrants into an industry and its markets,
3. The threat posed by substitute products that might capture market share,
4. The bargaining power of customers, and
5. The bargaining power of suppliers.

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Figure 2.2 Porter’s Five Forces Model
Competition is a positive characteristic in business and competitors share a natural, and often
healthy, rivalry. This rivalry encourages and sometimes requires a constant effort to gain competitive
advantage in the marketplace.
Guarding against the threat of new entrants also requires the expenditure of significant organizational
resources. This competitive force has always been difficult to manage, but it is even more so today.
The Internet has created many ways to enter the marketplace quickly and with relatively low cost. In
the Internet world, a firm’s biggest potential competitor may be one that is not yet in the marketplace
but could emerge almost overnight. Figure 2.1 also illustrates that businesses can counter the threats
of competitive forces that they face by implementing one or more of the five basic competitive
strategies. (O'Brien & Marakas, 2011)
 Cost Leadership Strategy. Becoming a low-cost producer of products and services in the
industry or finding ways to help suppliers or customers reduce their costs or increase the costs
of competitors.
 Differentiation Strategy. Developing ways to differentiate a firm’s products and services
from those of its competitors or reduce the differentiation advantages of competitors. This
strategy may allow a firm to focus its products or services to give it an advantage in particular
segments or niches of a market.
 Innovation Strategy. Finding new ways of doing business. This strategy may involve
developing unique products and services or entering unique markets or market niches. It may
also involve making radical changes to the business processes for producing or distributing
products and services that are so different from the way a business has been conducted that
they alter the fundamental structure of an industry.

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 Growth Strategies. Significantly expanding a company’s capacity to produce goods and
services, expanding into global markets, diversifying into new products and services, or
integrating into related products and services.
 Alliance Strategies. Establishing new linkages and alliances with customers, suppliers,
competitors, consultants, and other companies. These linkages may include mergers,
acquisitions, joint ventures, formation of virtual companies, or other marketing,
manufacturing, or distribution agreements between a business and its trading partners.
An organization may make use of one, some, or all of the strategies in varying degrees to manage the
forces of competition. Therefore, a given activity could fall into one or more of the categories of
competitive strategy. For example, implementing a system that allows customers to track their orders
or shipments online could be considered a form of differentiation if the other competitors in the
marketplace do not offer this service. If they do offer the service, however, online order tracking
would not serve to differentiate one organization from another. (O'Brien, 2011)
CONCLUSION
Managers now days tackle with lots of information in making business related decision. Strategic
Information System (SIS) helps managers to channelize the information in a systematic way to make
strategic decisions. Moreover, through the system, organizations can catch the long lasting benefits of
competitive advantages. Moreover, for the survival in competitive environment, organization must
focus on the implementation of strategic information system because it will be the key for
organizational survival in future.
REFERENCES
Altaf, M., & Khalil, M. (2016). Strategic information system: a source of competitive advantage. J. Inf. Knowl. Manage, 6(9), 24-34.
Explainry. (2018). Information System Strategy. Retrieved from https://explainry.com/management/information-system-strategy/
Kaloki, K. (n.d.). Strategic Roles of information Systems Introduction. Retrieved from
https://www.academia.edu/9464635/Strategic_Roles_of_information_Systems_Introduction
O'Brien, J. A., & Marakas, G. M. (2011). Management information systems, 10th ed. New York: McGraw-Hill Irwin.
Turban, E., King D., Viehland, D. and Lee, J. (2006). Electronic commerce: A Managerial Perspective. New Jersey: Pearson Prentice Hall.