Management Misinformation Systems

Management Science (Impact Factor: 2.52). 01/1968; 14(4):147-147. DOI: 10.1108/eb000823
Source: RePEc

ABSTRACT Five assumptions commonly made by designers of management information systems are identified. It is argued that these are not justified in many (if not most) cases and hence lead to major deficiencies in the resulting systems. These assumptions are: (1) the critical deficiency under which most managers operate is the lack of relevant information, (2) the manager needs the information he wants, (3) if a manager has the information he needs his decision milking will improve, (4) better communication between managers improves organizational performance, and (5) a manager does not have to understand how his information system works, only how to use it. To overcome these assumptions and the deficiencies which result from them, a management information system should be imbedded in a management control system. A procedure for designing such a system is proposed and an example is given of the type of control system which it produces.

  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Within the supply chain context, schedule instability is caused by revisions to forecast demand from customers, problems with scheduled deliveries from suppliers, and disruptions to internal production. Supply chain partners attempt to address schedule instability by regular exchanges of information flows on current demand and delivery forecasts. However, if these updating information flows are unreliable and likely to be over-ridden by subsequent updated schedules, then the problem of schedule instability at the supplier–customer interface is not being solved. The research hypothesis investigated in this paper is whether supply chain partners may reduce schedule instability at the supplier–customer interface by identifying and omitting complexity-adding information flows. To this aim, previous work by the authors on an information-theoretic methodology for measuring complexity is extended and applied in this paper for identifying complexity-adding information flows. The application consists of comparing the complexity index of actual exchanged information flows with the complexity index of scenarios that omit one or more of these information flows. Using empirical results, it is shown that supply chain partners may reduce schedule instability at the supplier–customer interface by identifying and omitting complexity-adding information flows. The applied methodology is independent of the information systems used by the supplier and customer, and it provides an objective, integrative measure of schedule instability at the supplier–customer interface. Two case studies are presented, one in the commodity production environment of fast-moving consumer goods, and another in the customised production environment of electronic products sector. By applying the measurement and analysis methodology, relevant schedule instability-related insights about the specific case-studies are obtained. In light of the findings from these case studies, areas for further research and validation of the conditions in which the proposed research hypothesis holds are also proposed.
    International Journal of Production Economics 09/2013; 145(1):253–262. DOI:10.1016/j.ijpe.2013.04.043 · 2.08 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: The open, flexible affordances of pervasive digital technologies have fundamentally altered the nature of organisational innovation. In the extreme, these technologies become platforms for digitally enacted organisational innovation. At its core, innovation is a process of creating and using new ideas and concepts. In the digital realm innovation becomes a process of enacted knowledge creation. This research contributes to a growing discourse on the relationship between innovation and knowledge creation by building and testing a hybrid model of organisational knowledge creation and innovation. Its findings illustrate the utility of using knowledge-based perspectives to investigate organisational innovation and have significant implications for fostering digital innovation in the firm.
    21st European Conference of Information Systems.; 06/2013
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: La maîtrise et la gestion des flux abondants d’informations qualifiés de « Big Data » représentent aujourd’hui un véritable défi pour les organisations. La bonne intégration de la masse volumineuse de données structurées et non structurées permet aux cadres d’accéder à des informations utiles à l’amélioration de leur prise de décision et de conférer à l’organisation un avantage concurrentiel. Cet article présente une étude de cas au sein d’une entreprise française spécialisée dans le bâtiment et les travaux publics afin de mieux comprendre l’impact de la multiplication de systèmes d’aide à la décision sur le processus de prise de décision. A l’aide d’un cadre théorique se référant aux modèles organisationnels de prise de décision (Simon 1947, Mintzberg 1973 ; Weick, 1969) notre étude montre que les enjeux du Big Data se focalisent autour de l’intégration des données dans l’organisation. Alors que les cadres de l’entreprise se réfèrent plutôt à de l’information qualifiée « humainement », ils attendent de l’entreprise la définition d’une architecture SI comme une pratique de management de l’information permettant d’intégrer ces données.
    Association Information et Management, Lyon, France; 01/2013


Available from