ABSTRACTThe challenge imposed onbusiness organizations today depends not only on the provision of information,but on the speed of access to it, how to deal with it, its structure and itsenrichment to make the best decision in a timely and appropriate manner. Thisis why organizations today are developing their information systems andachieving the required efficiency in this development process. It is imperativefor these organizations to use the strategic planning of information systems tochart the correct future vision for the development requirements. Keywords: IT Strategies, BusinessObjectives, business processes and management, effectiveness . Introduction Today, in any organization ofvarious sectors, the government industry and commerce rely mainly on their owninformation systems.
In the words of Rockerart1 ? IT has become inextricablyintertwined with the business ?. The judgment of organizational excellenceon the effectiveness and the ability of organizations to feed at all levelswith the necessary information and ability to produce strategic informationwith the accuracy and timeliness required supporting decision-makers in makingthe right decisions .On the other hand, technological progress has forcedorganizations to develop Information systems, especially in response to rapidchanges in all areas of life .This research comes to address the problem ofsome sectors, which is not use of technology Information to achieve outstandingperformance, and the objectives of research are reflected through knowledge ofthe role played by information systems Strategy as an independent variable inperformance excellence.In light of the escalatingcurrents of competition in the knowledge economy, organizations are looking forthe tools and means to survive in this competition. The strategic informationsystems represent one of these vital tools and tools that are seen as animposed choice and not an option for the organization to be adopted or not; thegeneral problem is that “strategic information systems have a role inachieving outstanding performance in sectors such as electricity and water. Theimportance of research in trying to raise the interest of senior and middle managementin different sectors highlights the importance of the role of the informationsystems strategy in terms of its dimensions, which include (individuals,information, information technology) as one of the main success factors inachieving outstanding performance. Also will highlight the appropriatesolutions to the problems that organizations may face in order to overcome thechallenges that hamper their work, which may make many of these organizationsoutside the field of competition.
State of ArtThe concept of strategic information systems:In the literature ofcontemporary administrative thought, a common concept of strategic informationsystems has been defined by the conceptual overlap of evidence with other typesof systems. (Ward & Peppard, 2002: 23) noted that contemporary applicationsenable organizations to change the nature of their work to keep pace withcontemporary changes. Others also interpret it as an interaction between humanand technological resources that work manually or automatically to equipmanagers with the necessary information. Also, It defined that is one of thetypes of advanced systems that provide strategic information to the Departmentto support the long-term planning process. Some studies confirmed that it is anadvanced system that supports administrative levels in achieving competitiveadvantages.
(Yang et al., 2011:2) noted that strategic information systems aremodern systems capable of analyzing the internal and external environment variables. The researchers believe that the strategicinformation systems refer to a type of advanced applications based ontechnology in providing the necessary information to the beneficiary.Here I mention some previous studies support the useof information systems strategy to increase work efficiency:aresearcher studied a range of techniques to improve the decision-support systemfor the strategic planning process in the industry through a case study ofIndian pharmaceutical manufacturers who added and developed techniques toimprove the decision support system through four key elements, Stimuli, storageareas, durationIn order to use this system effectively, the user must know the techniques thathave been improved study by Dutta, et al (2007). The results ofthis study indicate that through the data collected, the techniques used toimprove decision support system for the planning process Strategy has led toimproved returns and profits.Study by (Angelidis, Tomic and Parsa, 2013) the researcher studied the relationshipbetween the strategic planning and the growth in the small industrial companiesusing the analytical descriptive method and the field study.
The researcherprepared a questionnaire to collect the data. They designed small industrialcompanies in small manufacture firms. There is a positive correlation betweenstrategic planning and four dimensions of growth related to the competition:sales / revenues, expansion of market share, opening of new positions of thecompany and increase in the number of employees.”The Role of InformationSystems in Achieving Competitive Advantage” study by (Palanisamy, 2003)in the Industrial Sector. This course aims at identifying the role thatinformation systems play as a strategic tool to achieve competitive advantage.The most important findings of this study are: A positive relationship betweenthe technological requirements of the information systems and the competitiveadvantage of the industrial establishments.
There is a correlation between thereadiness of information technology and the market share, which is one of theindicators of competitive advantage. The most important recommendations of thisstudy: the need to deal with information as a major resource and importantamong the various resources in the institutions, emphasis on the attention ofqualified manpower and the use of information systems and technology withindifferent sections of institutions.Study entitled “The role ofstrategic information systems in supporting and achieving the competitiveadvantage of insurance companies” by (Madadipouya, 2015). The aim of this study is to assess theeffectiveness of the information systems used in the insurance sector, topresent the problems faced by insurance companies in the use and application ofinformation technology, to determine the role of the strategic informationsystem in influencing the competitive strategies of insurance companies. Thestudy reached many results, including: The strategic information systemprovides strategic information that is comprehensive, integrated, continuityand clarity, which indicates that it affects the support and achievement ofcompetitive advantages , The existence of a positive relationship between thevariables of elements of the strategic information system (requirements,processes, characteristics of outputs) and variables supporting and achievingcompetitive advantages (excellence, cost leadership, creativity, growth,alliances) in the insurance companies. The most important recommendations ofthe study: the need for insurance companies to increase their capabilities andprovide the capital needed to invest in information technology and support thefunctions of management R & D and management of information systems in thecompany, the need to pay attention to the provision of trained manpowerqualified to use the methods of information technology within the variousdepartments in the company.The importance of strategicinformation systemsThe strategic informationsystems acquire their importance through providing strategic information thathelps managers of organizations analyze previous situations, plan and predictfuture events, and have substantial competitive advantages such asattractiveness, uniqueness and future vision .As a key factor in the success ofthe pilot organizations that use them to support their various activitiesthrough the adoption of information technology that supports the direct work ofthe direct user .
Also their application in the organizations involvessignificant changes in objectives, processes and production that enable theorganization to obtain a new position among competitive organizations byoffering its products at a lower cost than competitors and their ability toanalyze customer attitudes, tastes and preferences .The importance of strategicinformation systems comes from the importance of strategic decisions that havea future impact on the operations of the Organization as a whole, which makesmanagers urgently need strategic information to support the decision-makingstage, leading to fewer errors in management processes in the Organization.PERFORMANCE REQUIREMENTSOrganizations strive to achieveoutstanding performance by following a set of criteria that share a conduciveclimateworking to achieve the best results to reach high levels of performance andthese standards (De Waal, 2001: 202 :)· The organization has a clear strategic vision.· Adoption of the principle of participation in work.· Reliance on technology and talented human resources· Develop rules for motivation, promotionand accountability.
Several requirements for organizationsseeking excellence (Nicole, 2005:2) identified:· Establish and adhere to highstandards of performance.· A clear and understandablestrategic vision by all.· Rapid response to environmentalvariables.· Continuing education culture.· Effective information systemsThe requirements of outstandingperformance (Daft, 2007: 40) pointed, which can be summarized as follows:· Ability to diagnose organizational problems.· Continuous assessment.· Restructuring the Organization.
· Shared culture and support for innovation processes.· Flexibility in dealing with environmental variablesPERFORMANCE INDICATORSThe following are the mostimportant performance indicators:StrategyThe strategy is the startingpoint for the process of environmental analysis and assessment. It refers tothe organization’s definition of its long-term goals and objectives and theallocation of the resources necessary to achieve these goals and objectives setby the senior management, it is also the way the organization chooses to manage itsvarious product lines and manage its business units with a drive to maximizevalue. Therefore, the organization’s strategy contributes mainly to determiningthe type of business that the organization wishes to practice and thus howresources are allocated to accomplish these tasks. (Hull & Jones 65: 2008),that the strategy represents the message to management to recognize emergencyoperations and then intervene in a timely manner and eliminate and reinforcethe poor emergency strategies and adopt them as a result of their impact on theorganizational structure. Some studies explained the strategy as one of the windowsthat reflect the prospects of the organization’s work to be achievable andmeasured in the light of environmental variables and based on the scenariosystem that is directly related to analyzing the business environment andbuilding the competitive position.LeadershipLeadership refers to capacityand seeks to translate the strategic vision into a viable reality to reflectthe aspirations of strategic leaders that have a direct impact on the workingsof the Organization.
Organizations lacking active leadership cannot continuetheir work (Weiskittel, 2006: 1) and to influence individuals, but to deal withthe human element and elevate their vision to higher levels and raise theirperformance to higher standards and build their personality beyond their normallimits.In another interpretation it isthe process of influencing others to reach a common understanding and agreementabout the work to be performed and how to achieve it effectively. Itfacilitates individual and collective efforts to achieve common goals thatcontribute to the effectiveness and success of the Organization.
The efficientleadership of the Organization is one of the most important elements ofsuccess. And the basis of its work and practice within a clear and objective workstrategy (Robbins & Judge, 2009: 302).CultureOrganizational culture is one ofthe determining factors in determining the degree of harmony between anorganization and its employees by focusing on a set of values and trends thatreflect the way things are accomplished and the nature of the relationshipbetween the organization and its environment (Berry, 2004: 2) Which affect thenature of the work of individuals within the organization (Kranakis, 2004: 493) ,these beliefs are of greatvalue and must be instilled in the minds of the Organization’s members asfundamental principles governing the behavior of individuals working within theorganization (Tsui et al., 2006: 350).
It contributes to the formulation andcomposition of personality patterns through the dissemination of knowledge andconcepts leading to recognition with environmental data and interaction withthem on the other hand and the importance of organizational culture inorganizations in the following aspects (Jubouri, 2008: 9):Organizational culture is a guide formanagement and staff to be followed and guided.B. An intellectual framework that guides members of one organization andorganizes their work and relations.C.
Is a special feature of the organization from other organizations, and it isa source of pride and pride for its employees, especially if they emphasizecertain values such as innovation, excellence, leadership and overcomingcompetitorsD. Strong culture facilitates the task of management and employees, so they donot need formal procedures to confirm the desired behavior. MarketInline with the phenomenal technological developments in the world ofcommunications and information and the multiplicity of transactions, theinfluence of the markets has expanded in the business economy, making thefinancial markets occupy a large place in economic activity. The market isgenerally seen as the mechanism of convergence of supply forces to provide cashto customers either in cash or in form or securities on the one hand and toexchange certain benefits in a timely fashion. Markets represent an integratedframework that brings together the dealers in the securities (sellers andbuyers) for the purpose of completing transactions in regular terms. There isno specific place for this market to complete transactions, The markets are themain building blocks of any financial system in the country because it is themechanism of mediating between the investment and savings sectors that areworking to re-inject investments in the financing structure of the projects toprovide the necessary funds to re-expand production and to renew its movementin line with the development To a level in the economy.
Analysis of the importance of strategic planning Herean important question arises who needs a strategic plan for informationsystems?Asshown in the figure , all the administrative levels in the organization need ISstrategic plan, for the following reasons:Top management ensures that the corecapabilities and strategic direction supported by the information systems areprovided.Middle and operational management are keento provide technological tools and information that help in decision-makingCustomer relationship management is able toachieve sales support and follow-up and achieve customer satisfaction.Management of information systems is ableto meet the expectations of managers of information technologies and systems insupport of decisions at different levels in the organization.The company’s internal information systemsdepartment works better through:Identify the strategicinformation the company needs.Define the scope of work andexpectations of information systems projects.
Building collective consensussupporting information system priorities.Better use of e-commercetechnology.Reduce the efforts andexpenditures of inefficient information systems.Figure (1) Developing the strategic plan for information systems and theirrelation to the general strategic plan for the development of work andperformance Whatare the disadvantages of organizations not using the information systemsstrategy?The answer are: Systems investments do not support theorganization’s objectives.Loss of control over IT / IS, often leadingindividuals to achieve conflicting goals through IT / IS.Systems are not integrated and this canalso lead to duplication of effort, resulting in inaccurate data andnon-interconnected sources of information.Lack of a means to prioritize projects /resources information systems and change plans continuously resulting inreduced productivity, etc.There are no mechanisms to determineoptimum levels of resources or the best way to supply systems.
Poor information management is eitherunavailable as inconsistent, inaccurate or too slow.Misunderstanding between users and ITprofessionals leading to yelling and dissatisfaction.Technology strategy is interrelated andrestricts options.Infrastructure investments are insufficientAll projects are evaluated on a financialbasis onlyProblems arising from IS / IT investmentscan become a source of conflict between parts of the organization.Concentration of justification forinvestments can result in benefits which are in fact negative effects in themacro environment of the business.CONCLUSIONSIT is a keytool in strengthening the organizational structure when integrated into a clearstrategy, facilitating and stimulating the implementation of the Organization’sactivities in a better manner, and its role is important in reducinguncertainty as a result of the method and procedures used and enhanced bytechnical applicationsIn this paper,a number of important and relevant elements were discussed in the success of ITintegration across all FAO activities, including: the relationship between theorganization’s strategy and the IT strategy, the key elements of IT success,the key elements of its failure, the factors to be successfully integrated into the activities of the Organization.
From analysisand studies, we conclude the following:Administrations in all organizations mustrealize the importance of strategic information systems for their significantrole in achieving outstanding performance. Departments are keen to develop theirperformance to achieve outstanding results that make them within a sustainablecompetitive path through the provision of effective strategic informationsystems.The strategic information provided by thestrategic information systems has a significant impact on the success of thedecisions necessary to perform outstanding work.The statistical results showed that thereis a significant effect on the dimensions of the strategic information systemsin the outstanding performance, which indicates that the strategic informationsystems have a significant impact on the outstanding performance.RECOMMENDATIONSIntensifying the cognitive effort withcontemporary cognitive and conceptual developments such as the topics of thestrategic information systems Factors that influence operations and are theprimary source of sustainable competitive advantage.In order to achieve the goal of excellence,the information systems development departments should keep abreast oftechnological developments as well as their great role in achieving fullcoordination between different administrative levels. Theneed for administrations to recognize the importance of outstanding performanceto ensure the promotion of opportunities for competitive progress and toimprove their role in achieving sustainable development and ensuring thewell-being of society. Toincrease adequate allocations for research efforts, to develop and design newprocesses to reduce costs and effort, and to use advanced training programs forhuman resources in order to achieve differentiation by linking operatingsystems on the one hand with human resource systems and strategic informationsystems on the other.
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