Information Systems Strategy Research Articles

Meta‐abilities and outsourcing: an individual based conceptual framework

AbstractOutsourcing is a strategy being considered appropriate to cope with the current turbulent times. In the information systems (IS) area, outsourcing has fastly become an essential part of an organization's IS strategy. By signing outsourcing agreements, firms expect to reduce their overall information technology (IT) costs, focus on their core competencies, and gain superior technical resources. This paper offers a conceptual model for the area of outsourcing, which is based primarily on the concept of meta‐abilities. The principal argument offered by this paper is that organizations need to develop meta‐abilities in order to facilitate the process of outsourcing. Copyright © 2009 John Wiley & Sons, Ltd.

The development of an information systems strategic plan: an e-government perspective

Information and Communications Technologies (ICTs) have been playing a major role in governments across the world to improve the efficiency, effectiveness and quality of public services. However, ICT has been utilised only in a piecemeal fashion by different public sectors and, hence, many governments are keen to incorporate an integrated e-government strategy to achieve business and service excellence. This paper presents the development of an Information Systems Strategic Plan (ISSP) for a large government organisation as a case study. We discuss the evolution of an e-government strategy and examine its influence in the development of an information systems strategy within a state sector organisation in New Zealand. The findings from the case study analysis are used to measure the degree of alignment between the objectives of the e-government strategy and the organisation's ISSP strategy. We identify the challenges that face the organisation and propose a ten-point framework for the improvement of the ISSP alignment with the e-government strategy. Finally, we conclude with a summary of the outcomes of this study and the future research directions.

COMPARING THE EFFECTIVENESS OF PUBLIC VS. PRIVATE BLOGGING IN A MANAGEMENT INFORMATION SYSTEMS STRATEGY COURSE

This paper reports on a study of the use of blogs to support a Management Information Systems Strategy class requiring higher level thinking skills. Comparison of the use of private vs. public blogs showed that public sites were more effective in providing students with the skills to assess the potential of emerging technologies and to integrate blogs into their daily activites.

Information systems strategy development and implementation in SMEs

Purpose – The purpose of this paper is to further understanding of how information systems (IS) strategy is developed and implemented in small and medium‐sized enterprises (SMEs).Design/methodology/approach – The purpose utilizes eight case studies, each one covering an 18‐24 month time span. Qualitative research based on first‐hand experience (action‐research), interviews, meeting minutes, Board papers, final reports. Earl's model of IS strategy development is used as a framework for assessing strategy development and implementation.Findings – All three approaches identified by Earl are valid, depending on business context. All eight companies have been successful in their IS investment, some showing significant bottom‐line benefits.Research limitations/implications – Shows value of properly managed IS strategy deployment in SMEs. Should encourage SMEs to adopt mid‐ to long‐term approach to IS, linked to business plan. Models for IS strategy development and alignment could be progressed in subsequent res...

Using Evidence in Practice: Retrospective

Using Evidence in Practice: Retrospective

Contextual determinants and performance implications of information systems strategy planning within South African firms

While studies have shown the effect of context on IS planning as important, the incorporation of contextual factors has not been systematic and the categorization of factors has not been made explicit and some factors have only been superficially examined. My study examined the interrelationships amongst four domains of context and considered their influence on IS planning. The corresponding impact of planning on performance was also assessed. Data was collected from 116 South African companies and results revealed that the internal IS context mediated the effects of environmental and organisational level variables on IS planning practice. Results further showed that IS planning intensity and degree of integration with business planning was strongly influenced by managerial planning expertise, and had positive effects on business management's commitment to IS as well as on IS contribution to business performance. Results have important implications in organisational IS planning and performance.

The Information System Strategies of MNC Affiliates

This article applies a technology-organization-environment framework to evaluate the determinants of the global information systems (GIS) strategies of foreign affiliates. The results indicate that IT maturity, parent resource dependency, cultural distance, restrictive regulations, and local competition are significant determinants of GIS strategy. We also find that the integration-responsiveness model can be applied to explain GIS strategies and their implementation. These findings provide additional insight into the complex relationship between headquarters and affiliates in GIS management. We conclude by discussing the implications of our findings for both research and practice.

Rapid business and IT change: drivers for strategic information systems planning?

Today's organizations increasingly plan new information systems (IS) to better compete. Through such planning, they attempt to align their IS strategy and their business strategy. This study tested the impact of business and information technology (IT) change on strategic information systems planning (SISP) horizon, of horizon on the planning itself, and of the planning on the alignment of IS strategy and business strategy. A questionnaire defined business change, IT change, and alignment as multi-item scaled questions, and planning horizon as a single, nonscaled one. It defined a multi-item scaled SISP measure as both a second-order construct and as single-order constructs for its individual phases. A postal survey collected data from 161 IS executives. Constructs were extensively validated. The analysis used structural equation modeling, and surprisingly found that business change predicted longer SISP horizons, but IT change predicted neither longer nor shorter ones. Planning horizon predicted SISP itself (as a second-order construct and as all of its phases), and such planning (as a second-order construct, and as strategic awareness and strategy conception phases) predicted alignment of IS strategy and business strategy. These findings suggest that practitioners more carefully assess their own degree of caution in setting planning horizons in response to business and IT change. In fact, the findings suggest it may not be necessary for practitioners to shorten planning horizons in a rapidly changing environment.

Business Performance, Business Strategy, and Information System Strategic Alignment: An Empirical Study on Chinese Firms

The alignment between information systems (IS) and business strategy along with its implications for perceived IS effectiveness and business performance is an important question, which is rarely studied in China. Based on an empirical study, this paper summarized the significance of IS strategic alignment and its impact on business performance. This study also measured business strategy, information system strategy, and information system strategic alignment, built a conceptual model to describe the relationship between these factors, and investigated their implications for information system performance and business performance. A structural equation model was employed to test the conceptual model. Analyses of data gathered in a survey indicate that information system strategic alignment is a better predictor of business performance than business strategy or information system strategy alone, although business strategy can significantly influence business performance.

Seven Durable Ideas

Partners Healthcare, and its affiliated hospitals, have a long track record of accomplishments in clinical information systems implementations and research. Seven ideas have shaped the information systems strategies and tactics at Partners; centrality of processes, organizational partnerships, progressive incrementalism, agility, architecture, embedded research, and engage the field. This article reviews the ideas and discusses the rationale and steps taken to put the ideas into practice.

IS Success Factors and IS Organizational Impact

This research investigated the possible ownership type effect on the information systems (IS) success factors and IS impact on organizational performance in Kuwaiti organizations. Four IS success factors—IS strategy and resources, end user support, IS sophistication and IS organizational level & user involvement—and three IS organizational impact factors—improving work efficiency, improving decision making, and improving work effectiveness—were identified. Ownership type was found to affect the profiles of the IS success factors and IS organizational impact. Public organizations tend to commit less IS resources; their managers get less involved in IS strategy formulation, and their users get less involved in systems development. Yet, they tend to rate their IS organizational impact higher. This “IS expectation-performance gap” is further explained in the article, along with research implications, limitations, and future research.

Critical issues in the management of information systems in Nigeria: an empirical study

This is an empirical study that surveyed information managers in Nigeria to determine issues that are critical to managers of information systems in a developing economy. Information managers, like their counterparts in developed nations where similar studies of key issues had been studied, face many challenges. A sample survey strategy is used with a questionnaire requesting managers to rank issues from the most important to the least important issues. The questionnaires containing 29 issues are evaluated. One hundred questionnaires are distributed. Seventy-six questionnaires are returned. The top three issues critical to the managers are infrastructure and power supply, information and data security and availability of skill human resources. The top critical issue is contrary to results of similar studies in developed countries that show that the critical issue is improving the link between information systems strategy and business strategy. The paper discusses those issues considered important for proper perspectives of management of information systems in a developing nation.

Defining CSFs for Information Systems Strategic Planning in Holding Companies: A Case Study of an Iranian Managerial Holding Company (System Group)

Holding companies (HCs) differ in their nature and behavior from other types of companies. Their role is to support, control and budget their subsidiaries. In general, HCs do not compete directly with one another, as it is difficult to find two HCs with the same product and service portfolios. Competition occurs instead at the subsidiary level against companies, which may or may not be part of other HCs, in overlapping markets with similar products and services. This concept of competition, which differs from that of typical commercial companies, is central to the development of HC strategies for supporting and controlling their subsidiaries. Information Systems Strategic Planning (ISSP) attempts to align information systems strategy with business strategy by directing the investment in information systems so as to satisfy strategic goals. Traditionally, ISSP methodologies have addressed the definition of information systems for Strategic Business Units (SBU). This research demonstrates, using a case study of an Iranian Managerial Holding Company, how ISSP can be applied instead to Strategic Business Processes (SBP). It illustrates how to define Critical Success Factors (CSFs) and Information System Needs (ISN) on Strategic Processes instead of Strategic Units. Moreover, this study combines the Balanced Scorecard (BSC) with a statistical questionnaire survey to define strategic processes.

Impact of cultural differences: A case study of ERP introduction in China

ERP systems are central to the information systems (IS) strategy of most international companies. With the global economy, there is pressure to implement such applications at a global level, in order to control and manage all the company processes at all sites. However, rolling out a global template in each of the different countries is risky as it does not take the local environment into account. Each country has its own specificities: organizational, cultural, political and economic, and these can have an important influence on the potential of the new IS. This case study describes a largely unsuccessful implementation of a French firm's ERP project in its Chinese subsidiary over 18 months. This system has been rolled out successfully elsewhere but our diagnosis suggests that China has particular cultural factors that include language, governance, political and legal issues.

THE IMPACT OF INFORMATION SYSTEMS STRATEGIES ON SUPPLY CHAIN PERFORMANCE: A RESEARCH ON EXPORTER FIRMS

The aim of this study is to examine the effect of information systems strategies on supply chain performance. According to this aim, research population was selected the first thousand exporter firms determined by the Turkish Exporters Assembly (TIM). Research has tried to reach the entire universe, but the data could be collected from 215 firms. Data was collected by interviews with middle and senior managers and questionnaire technique. In this quantitative study, data was analysed by statistical analysis software. Information systems strategies are dealt with in three different approaches. These are Efficiency-Oriented, Flexible-Oriented and Comprehensive Information Systems Strategies. Five dimensions were identified as supply chain performance dimensions in the study. These dimensions are called cost performance, logistics performance, customer service performance, integration performance and flexibility performance. EfficiencyFocused Information Systems Strategy can impact supply chain performance at the highest level. This is followed by Flexibility Focused Information Systems Strategy and Comprehensive Information Systems Strategy. Efficiency-Oriented Information Systems Strategy influenced cost performance the most from the supply chain performance dimensions. Flexible-Oriented Information Systems Strategy and Comprehensive Information Systems Strategy, influenced flexibility performance the most from the supply chain performance dimensions. As a result of the research with the first 1000 exporter companies that have directed the economy of Turkey, Efficiency-Oriented Information Systems Strategy affect supply chain performance more than the other two strategies.

Do You Know What You Don't Know? Critical Reflection and Concept Mapping in an Information Systems Strategy Course

Mental models are personal tools developed by students to help them apply ideas they have learned to solve problems. If students are not required to reflect on the adequacy of their current mental models, they risk arriving at suboptimal solutions due to knowledge gaps or misapplication of theory. After critically reflecting on the capstone project reports from students in an undergraduate information systems strategy and planning course, we argue that our students require a deeper and broader understanding of alternative management theories in order to become more effective and creative problem solvers. Furthermore, students must be made explicitly aware of the existence of (and adequacy of) their mental models using techniques such as concept mapping and critical reflection. Our solution to the problem of knowledge gaps is not to “push” more content to students, but to enable students to “pull” new ideas into their mental models once they recognize their existing mental models are inadequate. An action learning approach that combines problem-based learning, student-centered inquiry, concept mapping, and critical reflection can help students self-diagnose and treat their knowledge gaps. This in turn helps students develop into more effective, creative, and motivated critical thinkers and problem solvers.

On the Assessment of the Strategic Value of Information Technologies: Conceptual and Analytical Approaches

This study compares two conceptual (resource-centered and contingency-based) and two analytical (linear and nonlinear) approaches that can be used to assess the strategic value of information technology. Two hypotheses related to these approaches are developed and tested based on matched survey data collected from the CEOs and CIOs of 110 firms. The results indicate that the resource-centered and contingency-based approaches provide complementary understanding of the strategic value of IT. On the one hand, the contingency-based approach is better at explaining the impact of cost-related IT applications on firm performance. Alignment between business strategy and information systems strategy on cost reduction was found to have a significant negative association with firm expense. On the other hand, the resource-centered perspective has a stronger predictive ability of IT impact on firm revenue and profitability. Our results indicate that investments in growth-oriented applications were directly and positively related to firm revenue. An ANOVA test indicates that the nonlinear approaches provide additional insights that help to better understand the relationship between alignment and performance. The response surface method (RSM) shows that high-end strategic alignment (i.e., fit occurring when business strategy and IT strategy are both high) leads to superior performance compared to low-end strategic alignment (i.e., fit occurring when business strategy and IT strategy are both low). We discuss the implications of this study for research and practice and conclude with suggestions for future research directions.

A Survey of PDA Use by Palliative Medicine Practitioners

This paper describes the results of a Web survey on the use of personal digital assistants (PDAs) by physicians across Canada involved with the delivery of palliative medicine in different settings. Seventy-two physicians responded to the survey from April to July 2005. The survey revealed 58.3% of respondents currently use PDAs on a daily basis, mostly to organize their practice and to look up medical references. Some use their PDAs to store patient information and to access a central electronic patient record (EPR). In terms of potential PDA use in palliative medicine, six thematic areas are suggested: medical references, EPR, staying connected, personal productivity, clinical research, and issues/concerns. For implications, healthcare organizations should consider mobile technology as part of their information systems strategy. The feasibility of a portable EPR for palliative medicine should be explored, and an information-based approach can help advance palliative medicine research in Canada.

A study of issues relating to information management across engineering SMEs

The use of information and consequently the development of more effective strategies for its management are widely accepted as being important issues for any organisation. This is particularly the case for engineering SMEs in the Advanced Engineering sector where systematic knowledge resources are critical for achieving and sustaining competitive advantage. However, relatively little empirical work has been undertaken which seeks to explore and understand the barriers to improving information management for this class of organisation. To address this, an in-depth study of issues within 10 engineering SMEs has been undertaken. This paper presents an overview of the research method and describes the process of eliciting and filtering the issues. Using the filtered results a set of core issues is developed that characterises the range of issues currently facing engineering SMEs. An indication of the relative significance of these core issues is obtained by reclassifying the initial empirical data against the core set of issues. It is further argued that in practise many of these core issues are related to one another. To explore these relationships, the dependencies and causalities between core issues are explored. This reveals a set of fundamental issues which may be considered to represent the key barriers to improving information management within engineering SMEs. These barriers and their implications for improving information management are discussed with respect to the information flow in engineering SMEs and a number of important considerations are highlighted. The findings of this study and the understanding gained are critical for improving information management and the development and long-term planning of the information systems strategy.

Antecedents and outcomes of strategic IS alignment: an empirical investigation

Prior research argues that alignment between business and information systems (IS) strategies enhances organizational performance. However, factors affecting alignment have received relatively little empirical attention. Moreover, IS strategic alignment is assumed to facilitate the performance of all organizations, regardless of type or business strategy. By using two studies of business firms and academic institutions, this paper: 1) develops and tests a model relating alignment, its antecedents, and its consequences and 2) examines differences in these relationships across organizational types and strategies. Findings indicate that alignment depends on shared domain knowledge and prior IS success, and also support the expected positive impact of alignment on organizational performance. Differences across Prospector, Analyzer, and Defender business strategies are examined. A key research contribution is the empirical demonstration that the importance of alignment, as well as the mechanisms used to attain alignment, vary by business strategy and industry. In past alignment studies, controlling for industry has not been uncommon. The findings suggest that future research studies should also control for business strategy. The article also empirically demonstrates that past implementation success influences alignment. In addition, it highlights the influence of a process variable, strategic planning, on the development of shared knowledge and, consequently, on alignment. This paper examines strategic issues related to the management of technology. Data from multiple surveys are used to test the extent to which strategic planning, shared business-IS knowledge, prior IS success, and other variables consistently enhance IS alignment. The study also provides empirical support for the popular argument that IS alignment improves organizational performance. It extends the current literature by examining the extent to which these findings hold across firm strategies and industries. The authors argue that not all firms are equally well served by allocating scarce resources to improve IS alignment.