UNIVERSITATEA „AUREL VLAICU” ARAD

FACULTATEA DE ȘTIINȚE EXACTE

- ADVANCED STUDIES
IN APPLIED COMPUTER SCIENCE -
MASTER AN 1

COLOCVIU
-Cursul “Integrated Information Systems”-

„An overview for integrated

information systems”

Masterand,
Coordonator,
Gabriel MOȘ
Prof. Dr. Simon SANDOR

Arad, 2019
 CONTENT

1. Introduction...................................................................................................3
2. Literature review...........................................................................................4
3. Infrastructure Support..................................................................................6
4. Enterprise structure......................................................................................7
5. Logical level...................................................................................................7
6. Computing and Networking Architecture.....................................................8
7. Application of Integrated Information Systems............................................9
8. Challenges of Adopting Integrated Information Systems...........................12
9. Managing hardware and software..............................................................14
10. IIS as strategic weapon..............................................................................15
11. Case study – Integrated Information System at Mobilink Infinity................16
11.1. Uses of Integrated Information Systems in Mobilink Infinity.............................................17
11.2. Seeing the bigger picture...................................................................................................19
12. Conclusions............................................................................................................................21

6. Bibliography
 Integrated information systems

1. Introduction

A recent case study investigating worker performance in more than 1500

organizations showed that disorganized work practices accounted for close to 50% of
an organization’s inefficiency (Business Case Studies, 2012, p. 1). This case study
also revealed that in a year, an employee wasted about 98 working days because of
inefficient organizational practices.
Nationally, the case study also revealed that the United Kingdom (UK)
reported the highest level of inefficiencies in their organizations. Employees also
reported efficient performance in only 48% of their time. They wasted about 52% of
their time in organizational inefficiencies (Business Case Studies, 2012, p. 1). The
strongest reason identified for this inefficiency was the lack of proper systems for
managing information and communication.
The need to have an efficient platform for managing information and
communication births the need to have an effective integrated information system
(Lee, 2004). An integrated information system platform mainly aims to improve the
level of organization within different companies.
This platform also aims to help organizations achieve their key objectives.
Since integrating information systems are ICT-centered, they handle larger quantities
of information, have a high accuracy level, reduce the cost of organizational
processes, and improve the quality of services offered to customers (Lee, 2004).
Different organizations and institutions can therefore reap the benefits of
adopting integrated information system technologies by controlling their operating
costs and using multifunctional devices in an integrated manner (Ranjan, 2011).
Broadly, societies also gain from embracing integrated information systems because
they help people to be effective members of the society.
This paper seeks to explain the dynamics surrounding the implementation of
integrated information systems for different organizational processes. The paper also
explores case studies where the adoption of integrated information systems occurred

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to show how this development improved their productivity and organizational
efficiencies.
Comprehensively, this paper shows that integrated information systems
provide a holistic conceptualization of organizational activities to not only provide a
generic and well-documented approach for undertaking business processes, but also
to provide a powerful tool for effective business process modeling.

2. Literature review

The increasingly competitive landscape of the business environment has

forced many organizations to reconsider the best ways for improving their
competitive edges. Naumann (2002) explains that an important strategy of improving
an organization’s competitive edge is the adoption of integrated information system
technology. In fact, Naumann (2002) believes that this tool is the most important
management tool that can effectively improve an organization’s competitive edge in
today’s fast-paced business environment.
Over the past few years, there has been a shift in business ideology from
adopting information technology for individual purposes to embracing integrated
information systems for purposes of redesigning and integrating different
organizational functions.
Through this redefinition of core business processes come a renewed focus
on key management concepts, such as, “business process reengineering, cycle time
reduction, workflow automation, supply chain management, and group coordination
and collaboration” (Business Case Studies, 2012, p. 1).
Information technology cross-functional organization forms the bedrock for the
realization of the above managerial innovation practices. To this extent, Naumann
(2002) perceives an integrated information system platform as the main infrastructure
requirement for improving organizational performance.
Future identification of the importance of an integrated information system
provides a framework for the future improvement of organizational process (either
gradually or radically). Such improvements may happen through total quality
management approaches and similar managerial tools.

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 Researchers have frequently used business process re-engineering methods
to explain the importance of having an efficient integrated information system
(Business Case Studies, 2012). In fact, Naumann (2002) says that high failure rates
often characterize initial business process reengineering efforts (because of the lack
of an effective information exchange platform).
The lack of an effective integrated information system normally limits the
scope and success of developing process innovations that ordinarily transcend
different organizational processes. Additionally, Naumann (2002) adds that the failure
of organizations to allocate enough resources to overhaul their information
technology infrastructure renders it economically unwise to undertake business
process reengineering efforts.
The relationship between business process re-engineering and integrated
information systems are however deeper than most researchers depict them to be.
This relationship deepens from the role of business process reengineering initiatives
to increase new investments in integrated information systems.
These new investments aim to introduce common definitions within the
information technology platform (and the free sharing of data across different
business functions) (Business Case Studies, 2012). While adopting information
integration systems across the entire scope of business operations, different
organizations still choose to adopt integrated information systems across specific
business processes.
Beyond one organization, integrated information systems may also pose
several advantages to an industry. For the realization of significant success in the
adoption of integrated information systems, well-coordinated supplies of coordinating
operations need proper establishment. Such an integrative system helps to improve
the efficiency of not only the supply chain, but also the entire industry, if all the firms
choose to embrace a common structure for the integration of such a system (Joshi,
1998).
Many managers have always supported the importance of integrated
information systems before scholars and professionals attached importance to
integrated information systems and workflow automation. For example, an
independent comparison of the activities of German and British firms show that
British firms were losing their competitive edge to German firms by increasing their
functional competitiveness (Business Case Studies, 2012).
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 Comprehensively, the adoption of an integrated information system leads to
the reversal of such trends by redefining organizational functional boundaries and the
integration of organizational processes. The establishment of mechanisms for the
integration of organizational activities therefore forms the main structure of integrated
information systems because through this platform, it is easy to coordinate the
different activities to achieve organizational goals.
Such an integrated information system platform is crucial for organizations that
intend to manage their operations by increasing their responsiveness and reducing
their overall cost of operations (Joshi, 1998). Comprehensively, the adoption of an
integrated information system does not only apply to intra-organizational activities,
but also inter-organizational activities.

3. Infrastructure Support

While the importance and applicability of an integrated information system

surfaces prominently in this paper, one key issue that underscores the success of an
integrated information system is the infrastructure support that supports this platform.
An effective integrated information system is one that has a sound
infrastructure that outlines the available technology and information available to
ensure this platform complements the achievement of organizational goals. Joshi
(1998) believes that an effective integrated structure of information systems consist
of three components – enterprise architecture, information architecture, and the
computing and network infrastructure.

4. Enterprise structure

The enterprise structure is a high-level conceptualization of an organization’s

process that defines the organization’s hierarchal control and its components. This

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structure also represents the different functions and business processes of an
organization in the same regard. This analysis also includes the identification of
business objects and events that may occur within a business (plus the cross-
functional interaction of these workflows) (Joshi, 1998).

5. Logical level

The second part of the framework occurs at the logical level where objects
and events in the business environment provides an enterprise-wide data model that
highlights the relationship between these objects and the events characterizing the
business environment. The same model also outlines the business rules and
constraints that outline the actions of businesses in this closed sphere of business
operations.
This model works on a platform that contains interrelated pieces of information
that provides a central resource for the functions of the integrated information
system. This central resource may distribute across several nodes of an organization
to allow users to share the same data using common definitions and formats. This
information-sharing platform is a critical component of logical integration (Joshi,
1998).

6. Computing and Networking Architecture

The third part of the IT infrastructure is the computing and networking

architecture, which normally occurs at the physical level of developing integrated

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information systems. The computing and network architecture defines the layout and
computing architecture of integrated information systems.
The computing and networking architecture is widely associated with
information storage and the specification of arrangements for providing
telecommunication interconnections (Joshi, 1998). The telecommunications
interconnection may serve different clients and servers (computer nodes), both in
and out of the organization. A structured framework, developed by the international
standards organization (IS0), for accomplishing this objective exists.
A vital part of the computing and network architecture is the availability of
software and other programming tools that provide a complete software project
environment that simplifies information exchanges throughout the organization.
Several software application interfaces include the application of different software
interfaces that provide simplified and integrated applications.
In this regard, Joshi (1998) says, “user interface applications can transparently
provide access to different databases on different platforms and present a cross-
functional integrated view of the organizational mode to users who are unconstrained
by organizational boundaries, as departures functions and physical locations” (p. 22).
The common basis of ensuring such integrated information platforms work is
the introduction of common definitions and standards within the platform. Several
companies, in a range of industries, have demonstrated their success in this
integration because the use of a commonly developed standard of definitions and
middleware provides the right framework for the implementation of integrated
information systems.

7. Application of Integrated Information Systems

7.1. Canon
Founded as a technology company in 1933, Canon has grown to be a popular
global company that produces high-tech technology gadgets, such as, copiers and

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digital imaging systems (Business Case Studies, 2012, p. 2). With the global push to
embrace sustainable business practices and products, Canon has been at the
forefront in embracing environmentally friendly technologies.
This commitment highlights one of Canon’s core business principle, which is to
market itself as a sustainable future technology company that can be floated in the
market quickly and reach the highest technology specifications. To achieve these
objectives, the company embraces integrated information system technologies. In
fact, some experts believe that Canon’s integrated information system is a key
component of the company’s business success (Business Case Studies, 2012, p. 2).
Characterized by a huge flow of information through emails, online feedbacks,
and other documentations, Canon realized the need to introduce a new set of skills
and technologies that cater for the potential information overload that the company
experiences.
Key to the success of this strategy is the ability of the company to have the
right technological expertise and distribution capability to distribute these pieces of
information throughout all business functions. This way, Canon has been able to
improve its main business processes, by making them more efficient and profitable.
After realizing the importance of embracing an integrated information system
technology, Canon is set to be a business leader in revolutionizing the information
management systems of other organizations. Indeed, some observers believe
companies, which intend to lead other companies in developing superior quality
products and services need to be innovative and accommodating of good business
practices (Business Case Studies, 2012, p. 2).

7.2. World Bank

The World Bank is a global financial institution that offers financial assistance
to different governments around the world. The global financial institution mainly
focuses on providing loans to developing countries to reduce their poverty levels
(Rainer, 2010, p. 295). The World Bank experienced a radical transformation of
business processes, from an organization that provides low-interest loans to a global
financial institution with decentralized services, through a knowledge-sharing
framework.

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 Therefore, at the core of the company’s activities stem the willingness to
empower its clients (mainly comprising of technologically disenfranchised countries).
To achieve this goal, the bank had to overhaul its information technology
infrastructure to provide its clients with the necessary technological tools needed to
fight poverty and address other pressing social and economic issues (Rainer, 2010,
p. 295).
Initially, World Bank had a disconnected IT infrastructure, which consisted of
about 65 different legacy systems, 100 databases, and over 90 different business
functions (Rainer, 2010, p. 295). As a complication of the bank’s IT infrastructure,
every field office had a different approach to their I.T processes.
These field offices therefore had no common platform for communicating with
the headquarters, or with other field offices. In fact, field managers had to mail
proposals to Washington (the head office) and have them approved, then mailed
back to the respective field office (Rainer, 2010, p. 295). This process ordinarily took
many weeks to complete.
Based on the backdrop of these challenges, the bank adopted an integrated
information system where field office operations could be relayed to Washington (in
real-time) using one IT platform. A series of processes improved from this upgrade.
They included procurement processes, materials management, project management
and financial reporting processes.
The introduction of the integrated information system technology occurred in
different phases where the bank introduced a document management system, a
global network, and a knowledge management system, before it could connect with
field offices in remote parts of the world (where the bank’s presence was needed the
most) (Rainer, 2010, p. 295). Today, the integrated information system forms a
critical part of the bank’s operational practice.

7.3. Construction industry

The construction industry poses unique dynamics to the implementation of
integrated information systems because it normally produces customized one-time
order products (Dikbaş, 2004). Although the construction industry shares similar
dynamics with the manufacturing industry, some of the products realized from this
industry may take years to produce.
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 Similarly, the construction industry is unique because it ordinarily involves
unique projects that may involve different parties at once. This dynamic complicates
the implementation of integrated information systems because different parties may
come from different organizations (driven by different objectives regarding one
project) (Dikbaş, 2004).
This dynamic exposes the fragmented and inefficient nature of the
construction industry. These dynamics also show that the construction industry is
technologically averse and its failure to realize the full potential of an integrated
information system hinders its productivity and quality. Nonetheless, these
challenges have led the construction industry to seek new methods of resolving
these issues.
The use of an integrated information system solves some of these problems.
One significant contribution of integrated information systems in the construction
industry is the introduction of the enterprise resource planning (ERP) technique.
Dikbaş (2004) considered the introduction of the ERP technique as the best
innovative technology to happen in the 90s.
Software service providers, such as, Oracle, and SAP have offered integration
solutions to large manufacturing firms, with significant success. In fact, a recent
survey by Dikbaş (2004) says that about 19% of firms in the construction industry
adopted the ERP technique.
In another survey, Dikbaş (2004) reported that about 70% of the fortune 5000
companies had adopted integrated information systems, or were in the process of
doing so. The introduction of the integrated information system has offered a real-
time solution to integration problems in the construction industry. Service vendors
(such as, oracle) have also made handsome profits from developing tailor-made
integrated information softwares in the construction industry.

8. Challenges of Adopting Integrated Information Systems

Many researchers have extensively researched the implications of adopting

integrated information systems. The acceptance of this technology platform is

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especially interesting many researchers because no matter how perfectly the new
technology integrates with an organization’s activities, if the users do not accept it, it
will not serve its purpose (Arshad, 2008).
To this extent, researchers have tried to predict the user acceptability of
integrated information systems by using applicable theories, such as, the theory of
planned behavior, and the theory of reasoned action to explain the adoption of
integrated information systems. These theories demonstrate that the introduction of
integrated information systems may be problematic if users do not fully embrace
them. Therefore, there needs to be a strong commitment to include all stakeholders
(including users) when introducing such a system.
Another problem associated with the introduction of integrated information
systems stem from the complex design process required to develop this system.
Ordinarily, the process of designing the integrated information system is
cumbersome and sophisticated. From this complexity, recent reports show that the
initial implementation of integrated information systems normally fails (Arshad, 2008).
Popular opinion would stipulate that since administrators know the causes of
system failure, it should not be very difficult to prevent such failures; however,
integrated information systems normally involve the interaction of different factors,
which make it difficult to identify the source of the failure. Normally, the situation
exacerbates when the initial problem is not correctly fixed and another problem
develops from the initial problem.
Comprehensively, the adoption of an integrated information system brings
several risks (tangible and intangible). Joshi (1998) especially cautions companies
against adopting this sophisticated integrated information system without carrying out
an effective planning exercise to investigate how the new system integrates with the
company’s key functions. The absence of this planning exercise may increase the
amount of risk involved in the implementation of this system.
In fact, since integrated information systems may involve the reorganization of
business processes, it is crucial to assess the implications for the introduction of this
system. In addition, Joshi (1998) highlights that integrated information systems
require more time, money and effort to implement. A recent study showed customers
spending five times more money for the implementation of integrated information
systems (compared to the amount of money they would spend on the purchase of a
software license).
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 Moreover, Arshad (2008) says that positive outcomes from the implementation
of this process may take years before they materialize.
The main aim of having an integrated information system is to piece together
different parts of an organization’s information system. For example, having one
central copier system replaces the need to have several such systems, serving the
same purposes. In an organizational setting, employees may access one central PC
to read faxed messages instead of using different machines for the same purpose.
This way, it is easy to see how integrated information systems help to
streamline company operations in an efficient manner. To people who actively
engage in organizational operations (such as staff), integrated information systems
help to reduce the time needed to gain access to information, reduce the tasks
needed to gain access to information, reduce the paperwork needed in an
organization, provides a secure system that protects data. Employees therefore have
a broader picture of organizational activities.

9. Managing hardware and software

Information system are consist of several components, these are people

resources, hardware and software components, and data and network resources,
each of this component has its own importance and way of management, and there
are several issues that need to be taken care of while managing any information
system in organizations.
If we talk about hardware and software resources then we see that hardware
components of any information system should be decided and designed while
keeping the future needs of information, same is the case of software component
parts of the system; these parts are usually designed keeping current needs of the
organization and then after some time when information needs changes or expansion
is required then organizations has to face problems.
Same rules apply on data and network components of the system, networks
are also be designed by keeping the same future needs of the organization, and data
management systems should also be made while keeping the information needs of

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all management levels in mind, as every management level has different information
needs, data management system should be flexible and empowered enough to cater
to all types of information need.

10. IIS as strategic weapon

There has been era where business information systems have not been of
that importance and these system where designed to help in giving day to day
transaction support, however with the change in business environment, business
dynamics are also changing and now right information at right time is vital and critical
for strategic management of business, since the importance of correct information on
different dimensions is getting increasing day by day, so is increasing the importance
of information systems, we shall see how information systems if strategically
deployed and intelligently used can become strategic weapon.
There are many ways in which information systems can be used strategically,
looking at front end of the business these application can help customers by
facilitating their interaction with organization, enhancing their experience while doing
business with company and this not applies to B2C model but this can be used with
same effectiveness on B2B model of business, by deploying intelligent information
systems organization can get customer feedback, analyze it and then this information

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can be used to improve business processes and developing a strong business
relation with customers, putting all this together can be used to gain competitive
advantage.
Similarly these systems can increase internal efficiency of organization, better
inventory management, just in time delivery of raw material and continuous learning
by the data collected by these information system are just few examples of where a
well integrated information system can help organization to improve their business
processes and reduce costs, and be a source of experience learning, the concept of
knowledge management is just a continuation of this concept, this way in modern
organizations, information system can strategically be used as weapons.

11. Case study – Integrated Information System at Mobilink Infinity

 Users
The integrated information system at Mobilink Infinity is used by most of the
employees, these users rages from sales team, collection team, marketing team,
accounts team, finance team, inventory and procurement team. There are different
rights that are given to different employees depending upon their designations,
executive level and team leader have rights that are necessary for doing business
processes, and managers have more right to view collective and individual
information, same is the case with departmental heads and top management who
can see all the information and retrieve report in various formats and specifications,
this helps them to understand individual and collective performance on different
parameters and review the performance of employees.

 Hardware resources
These are hardware resources that are deployed in integrated information
systems:

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  Fax Machines
 Inbox Intel Core2Due Processing Systems
 Keyboard
 Modems
 Mouse
 Printers
 Dedicated servers
 Ups

 Software resources
There are various kinds of software that are used in Mobilink Infinity MIS, one
the kind is which are used as machine running software these include Microsoft
Windows & Office, Antivirus system and other are application that are designed for
needs of different departments depending upon the nature of business they are
handling. These applications include Tracer system, Econnect system, CRM system,
Infinity Analysis portal and Octopus.

 Network resources
Mobilink Infinity has their own network system and they use Local Area
Network, Wide Area Network and Virtual Private Network that helps the management
to do their work from remote locations without being present in the office.

11.1. Uses of Integrated Information Systems in Mobilink Infinity

As there are different tear of management and different departments are

working in Mobilink Infinity that is why there are different kinds of uses of these
systems, executive level employees need this system to perform their day to day

16
tasks and run business operations, keep an eye on their own performance and
targets, since MIS system is directly linked with performance management system
there, that is why managers need this system to analyze and communicated the
team wise and individual performance and they also see some special cases and
situation through these systems, top management also need these systems to make
strategic decisions and see revenue, product and performance trends.
So Mobilink Infinity has different systems in place that cater to the need of
different departments and at different employee level, these system are independent
of each other there is no linkage of systems, for example financial management
system is different from client service management, and employee have only access
to the systems related to their job, however top management can view the
information from each system and retrieve reports on different parameters.
In below lines we author has discussed various roles and systems that are
being used in Mobilink infinity, these systems are independent but are strategically
used in collective.

 Decision Support System

Decision support system at Mobilink Infinity has been specially designed for
top management to use and help them in making strategically important decisions,
this system is a collective of all the systems working in Mobilink Infinity, this system
provides top managers with the specially designed reports with are flexible in their
parameters and provide valuable information on nationwide, region wise, product
wise sales , sales trends, product growth, market share, revenue growth and financial
health of the organization, such information helps management to decide upon the
future steps to be taken, this application is updated every year with the feedback of
the management so that future needs of information can be handled.

 Executive Support Systems

Executive support system at Mobilink Infinity has been designed to facilitate
the middle tier of the management, these systems are related to different department
and are independent of each other, these systems are also called Infinity Analysis
Portals that are connected with databases of each department and each manager or
departmental head can retrieve reports on various parameters.

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 Every department has their own database and analysis portals, where
managers assign their team with monthly, quarterly and bi-annually targets or
objectives, and then via these portals managers can also asses the performance of
their teams, these assessments can be done individually and then group wise,
manager who are managing team or department which have nationwide operation
can see the reports on geographical and chronological parameters as well, such
reports involve good amount of data handling and are also need real time
processing.

 Office Automation System

This system is designed to make employees more productive same their time
and increase their efficiency, this system connect every employee with core
department of the organization, such are HR, Procurement and Administration, by
using this system, employees, without indulging in lengthy processes, can contact
these department and get their things done, for example if some employee wants to
go on official travel he/she can put request in this system and this system will
forwards tasks to each relevant department and arrangements will be made
accordingly, this system has been successful so far in making organizational routine
operations more smooth and time saving.

 Transaction Processing System

These systems are designed to handle the core business of the organization
and mainly related to consumer side of business, these systems are billing
information system, invoice management systems, collection control systems,
inventory management system and procurement system.

 Management Information System

This system gets its inputs from the above mentioned system and them
processes it and present the useful information in form of reports, this data is used by
supervisors and team leaders for their reports.

11.2. Seeing the bigger picture

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 Mobilink Infinity is market leader in providing Internet and data services in
Pakistan, one of the reason of their success is efficient information systems that are
in place to facilitate the business processes and help management to make timely
and quick decisions, here in the organization different teams are using different kinds
of information systems which are independent of each other, these system have
different names like for business transactions and customer contact, there is are ISs
called Tracer and CRM, for financial purposes they use Octopus & Bond, and for
executive and middle management level information needs they have Infinity
Analysis Portals. After studying the business processes, their needs of information
and information systems in place, author has made few recommendations based on
his ideas of improving the information systems and future needs of the organization.

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 12. Conclusions

Integrated information systems are pivotal to the future development of most

companies/industries. More so, the importance of integrated information systems in
today’s globalized world is profound because companies increasingly face an
increased flow of information from various operational centers.
Therefore, as companies continue to expand their outreach throughout the
world, integrated information systems help them to organize and streamline their
activities for increased efficiency. This efficiency comes with less time wastages and
cost saving advantages. Indiscriminately, integrated information systems offer these
advantages to most types of organizations, irrespective of the industry.
This paper also shows that different organizations adopted integrated
information systems with huge success. This paper gives examples of the adoption
of this technology in the construction and technology industries. The paper also
demonstrates how integrated information systems work at an institutional level (World
Bank).
The adoption of integrated information systems at Canon provides a classic
example of how companies may improve their competitive edge and become industry
leaders at the same time. Indeed, through the adoption of integrated information
systems, Canon has been able to support other companies in developing
sophisticated industry standards in product development.
Through such an inter-organizational approach, integrated information
systems provide a workable tool for industry development. Albeit successful, the
adoption of integrated information systems in the construction industry shows that the
implementation of technology platforms mirror the same challenges facing the
introduction of other technologies in the organization.
The acceptability of an integrated information system surfaces as an important
challenge for companies that intend to introduce this system as part of its
organizational process. Concisely, it would be fruitless to introduce the system if the

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users are not going to appreciate it. To this extent, this paper proposes the
incorporation of different stakeholders before introducing integrated information
systems in organizations.
Similarly, this paper proposes the proper assessment of the implications of
adopting integrated information systems in the organization because its introduction
requires more time, money, and technical knowhow to integrate the system in the
organization. Comprehensively, as companies enjoy the endless advantages of
embracing integrated information systems, they need to assess the pros and cons of
doing so.

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