Title: Information systems in the Indian manufacturing sector: extent of use and support for managerial roles
Authors: Khushdeep Dharni, R.K. Sharma, Ravi Kiran
Addresses: Department of Business Management, Punjab Agricultural University, Ludhiana 141004, India. ' School of Mathematics and Computer Applications, Thapar University, Patiala 147004, India. ' School of Management and Social Sciences, Thapar University, Patiala 147004, India
Abstract: This paper aims to explore Computer-based Information Systems (CBISs) use in manufacturing firms across levels of management, as well as functional areas, in terms of duration and extent of use. An attempt has also been made to study the value of CBISs for different managerial roles. A survey was undertaken covering 26 large-scale manufacturing organisations in India. The respondents were spread across different levels of management, i.e., top level, middle level and lower level, as well as across different functional areas of management. There is a difference in the use of CBISs among Indian managers across both levels of management and functional areas. Information Technology (IT) and Finance & Accounting managers were the heaviest users of CBISs, with an average weekly use of 51 hours and 36 hours respectively, while Production managers and Human Resource (HR) managers were relatively light users with a weekly usage rate of 22 hours and 23 hours respectively. Managers viewed CBISs as having moderate importance for supporting their tasks and activities across managerial roles. Within managerial roles the maximum value of CBIS was attached to carrying out decisional roles, followed by interpersonal roles and informational roles. To a large extent, managers used CBISs for making operational decisions rather than tactical and strategic decisions.
Keywords: computer-based information systems; CBIS; decision making; managerial roles; manufacturing industry; India.
International Journal of Business Information Systems, 2009 Vol.4 No.6, pp.673 - 687
Published online: 23 Jun 2009 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article