Abstract
Though much has been written on strategic IS planning, little empirical research has been done. This study examined the practice of strategic IS planning in Singapore, and is based on work undertaken in the United States in the 1970s. Data were collected using a questionnaire which was sent to the highest ranking IS executives (identified by name and title) of 320 firms picked at random from the Singapore Phone Book. Seventy usable responses were received. Forty-nine percent (or 34 out of 70) of the respondents indicated that their firms undertook some form of strategic IS planning. Of these, 29 percent stated that their firms did not model their IS strategic plans on their corporate plans. This is indeed surprising, given a literature that stresses the value of having such a linkage.
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