Abstract
Abstract For many IS executives strategic information systems planning (SISP) continues to be a critical issue (Niederman et al. 1991). It is also reportedly the top IS concern of chief executives (Moynihan 1990). At the same time it is almost axiomatic that information systems management be based on SISP (Synott and Gruber 1982). Furthermore, as investment in information technology has been promoted to both support business strategy or create strategic options (Earl 1988; Henderson and Venkatraman 1989), an ‘industry’ of SISP has grown as IT manufacturers and management consultants have developed methodologies and techniques. Thus SISP appears to be a rich and important activity for researchers. The literature recommends that SISP target the following areas: aligning investment in IS with business goals; exploiting IT for competitive advantage; directing efficient and effective management of IS resources; developing technology policies and architectures.
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