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56 Cards in this Set
- Front
- Back
digital firm |
an organization where nearly all significant business processes and relationships with customers, suppliers and employees are digitally enanabled and key corporate assets are managed digitally |
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business processes |
unique ways in which organizations coordinate and organize workactivities, information, and knowledge to produce a product or service. |
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business model |
an abstraction of what an enterprise is and how the enterprise delivers aproduct or service, showing how the enterprise creates wealth. |
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information technology |
all the hardware and software technologies a firm needs to achieveits business objectives. |
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information systems |
a set of interrelated components that collect, process, store anddistribute information to support decision making. reduces costs and improves productivity, improves customerloyalty, creates competitive advantage, and generates growth |
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information |
data that I shaped to be meaningful and useful to human beings |
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data |
streams of raw facts before they are processed into a form that people can understandand use |
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input |
captures or collects raw data from within an organization or from its external environment. |
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processing |
converts raw input into a meaningful form |
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output |
transfers the processed information tot he people who will use it or to the activities for which it will be used |
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feedback |
output that returned to appropriate members of the organization to help them evaluate or correct the input or processing stage |
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information systems literacy |
broad-based understanding of info systems that includes behavioural knowledge about organizations and individuals using info systems as well as technical knowledge about computers |
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computer literacy |
knowledge about info technology, focusing on understanding of howcomputer-base technologies work. |
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management informations systems (MIS) |
provides reports on organizational performance to helpmiddle management monitor and control the business |
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senior management |
people in the topmost hierarchy of an organization who are responsible for makinglong-range decisions |
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middle management |
people in the middle of the organizational hierarchy who are responsible for carryingout the plans and goals of senior management |
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operational management |
people who monitor he day-to-day activities of the organization |
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knowledge workers |
people such as engineers, lawyers, and architects who design products or services or analyze data and create knowledge for the organization |
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data workers |
people such as secretaries or bookkeepers who process theorganization’s paperwork. |
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production or service workers |
people who actually produce the products and servicesof the organization. |
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business functions |
specialized tasks performed in a business organization, finance andaccounting, and human resources. |
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culture |
set of fundamental assumptions about what products the organization should produce, how and where it should produce them and for whom they should be produced |
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computer hardware |
physical equipment used for input, processing, and output activities in aninfo system. |
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data management technology |
software governing the organization of data physical storage media |
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networking technology |
physical devices and software that link various computer hardware components and transfer data from one physical location to another |
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network |
links two or more computers to share data or resources |
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internet |
global network of networks that uses universal standards to connect millions of different networks |
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intranet |
internal corporate networks based on internet technologies |
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extranets |
private intranets extended to authorize users outside the organization |
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world wide web |
service or info space provided on the internet that users universally accepted standards for storing, retrieving, formatting and displaying information on the internet |
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it infrastructure |
computer hardware, software, data, storage technology, networks and human resources providing a portfolio of shared IT resources for the organization |
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complementary assets |
additional assets required to derive value from a primary investment |
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organizational and management capital |
investments in organization and management such as new business processes management behaviour, organizational culture, or training |
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sociotechnical view |
optimal organizational performance is achieved by jointly optimizing both the social and technical systems used in production |
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business functions (4) |
1. human resources maintains policies, plans and procedures for the effective management of employees 2. sales performs the function of selling goods/services 3. marketing supports sales by planning, pricing, and promoting goods or services 4. accounting records, measures and reports monetary transactions |
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information-functional culture |
employees use information as a means of exercising influence or power over others |
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information-sharing culture |
employees across departments trust each other to use information to improve performance |
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information-inquiring culture |
employees across departments search for information to understand the future and align themselves with current trends |
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information-discovery culture |
employees across departments are open to new insights about crisis and radical changes and seek ways for competitive advantages |
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Chief information officer (CIO) |
oversees all uses of IT and ensures the strategic alignment of IT with business goals and objectives |
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Chief Knowledge officer (CKO) |
responsible for collecting, maintaining and distributing the organizations knowledge |
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Chief privacy officer (CPO) |
ensures the ethical and legal use of information |
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chief security officer (CSO) |
ensures safety of IT resources including data, hardware, software, and people |
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Chief technology officer (CTO) |
ensures the throughout, speed, accuracy, availability and reliability of IT |
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competitive advantage |
a product or service that an organizations customers place a greater value on than similar offering from a competitor |
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first-mover advantage |
occurs when an organizaTion can significantly impact its market share by being first to market with a competitive advantage |
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environmental scanning |
the attainment and analysis of events and trends in the environment external to an organization |
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buyer power |
ability of buyers to affect the price of an item |
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supplier power |
high when buyers have few choices to buy from and low when they have many choices |
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threat of substitute products or services |
high when there are many alternatives to a product/service and low when there are a few alternatives |
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threat of new entrants |
high when its easy for new comptitors to enter a market and low when there are significant entry barriers to entering a market |
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rivalry among existing competitors |
high when competition is fierce in a market and low when competition is more complacent |
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B2B marketplace |
internet-based service that brings together buyers and sellers |
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private exchange |
single buyer posts its needs and then opens the bidding to any supplier who wants to bid |
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reverse auction |
auction format in which increasingly lower bids are solicited from organizations willing to supply the product/service at a very low price |
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Value chain analysis |
standardized set of activities that accomplish a specific task, such as processing a customers order. views an organization as a series of processes, each of which adding value to the product/service for each customer |