Strategic Information Systems Planning Success Research Articles

Strategic Information System and Contingency Planning is Necessary for The Rapid Growth of Any Organization

Strategic information system planning (SISP) has been identified as a critical management issue. It is considered by many as the best mechanism for assuring that IT activities are congruent with those of the rest of the organization and its evolving needs. Our research investigated the success of SISP as a function of its key success factors (KSFs) in different contexts and SISP approaches, in a framework that integrated all of the SISP components and provided a new perspective on how the constructs are instrumental to produce SISP success. Based on responses from 172 American CIOs, our study’s findings empirically supported our research model: the combination of SISP context and approach was found to have a moderating influence on the basic relationship between SISP KSFs and its success, the best predictor for the long-term success of the SISP process was apparently based on the three-way interactions between SISP’s KSFs, its approach and its context. In addition, specific combinations of SISP approach and SISP context were found to decrease or increase the size of the ‘‘planning paradox’’ (the inconsistency in the behavior of the ‘‘basic relationship’’ between the three).

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Strategic Information Systems Planning (SISP) is an important process in the implementation and use of IT systems in today’s dynamic and increasingly digitalized organizations. However, SISP is not a straightforward task, it is a process that covers simultaneous multiple planning issues often in changing environmental and organizational climates. Although SISP has been widely studied, and evaluating the SISP process has matured, theory on SISP facilitators that enable successful outcomes remain sparse. The main objective of this paper is to explore such facilitators and to investigate their relationship and contribution in achieving SISP success. By postal surveying a random sample of managers with SISP experience in South Korean organizations, we modeled the relationship between facilitators of SISP and their outcomes. The study used Structural Equation Modelling to analyze and validate its findings. This study suggests that facilitators positively affect successful SISP through business and IT alignment. It also demonstrates that effective SISP has a positive effect on organizational outcomes by ensuring organizational capabilities and IT infrastructure flexibility. The findings of this study expounding the role of facilitators adds to the theory of SISP and provides a guide to planners and managers responsible for information systems.

Strategizing Information Systems: An Empirical Analysis of IT Alignment and Success in SMEs

IT investment is a crucial issue as it does not only influence the performance in Small-Medium Enterprises (SMEs) but it also helps executives to align business strategy with organizational performance. Admittedly, though, there is ineffective use of Information Systems (IS) due to a lack of strategic planning and of formal processes resulting in executives’ failure to develop IS plans and achieve long-term sustainability. Therefore, the purpose of this paper is to examine the phases of Strategic Information Systems Planning (SISP) process that contribute to a greater extent of success so that guidelines regarding the implementation of the process in SMEs can be provided. Data was collected by 160 IS executives in Greek SMEs during February and May 2017. Multivariate Regression Analysis was applied on the detailed items of the SISP process and success constructs. The results of this survey present that managers should be aware of the strategic use of IS planning so as to increase competitive advantage. Senior executives should choose the appropriate IT infrastructure (related to their business strategy and organizational structure), so as to align business strategy with organizational structure. The findings of this paper could help IS executives concentrate their efforts on business objectives and recognize the great value of the planning process on their business.

An empirical examination of a mediated model of strategic information systems planning success

Based upon the strategic information systems planning (SISP) and contingency theories, a mediating model was developed to investigate the direct and indirect effects of top management support on SISP success. The model was tested using partial least squares analysis on a sample of 57 information systems executives from US organisations. Top management support was found to influence SISP success both directly and indirectly through the information systems plan usefulness, but not through the information technology (IT) infrastructure flexibility. The former was found, as predicted, to be a significant mediator of the effects of top management support on SISP success. By contrast, IT infrastructure flexibility was not found to be a significant mediator.

The Determinants of Strategic Information System Planning (SISP) Success: A Proposed Framework for Small and Medium-Sized Enterprises (SMEs)

The growing importance of Information System (IS) to support business operation demands for adequate IS planning. Good IS planning enables organizations to closely align the IS and strategic business objectives. Such alignment ultimately ensures organizations to gain competitive advantages from IS-related investment. Despite extensive works to understand SISP practices in large organizations, works are still limited in the context of Small and Medium Enterprise (SMEs). This issue is worth further investigation in view of the increasing importance of IS to support many facets of the SMEs operation. More importantly, due to inherent resource constraints among SMEs to invest in IS, top management commitment as well as user participation in IS planning activities are getting more crucial. This study, therefore proposes a framework to assess the effect of top management commitment and user participation on SISP success. The findings are of relevance for firm’s top management in ensuring SISP success.

The Relationship between Strategic Information Systems Planning Situational Factors, Process Configuration and Success

This paper reports a study into the relationship between the configuration of the process of Strategic Information Systems Planning (SISP) and the success of SISP. SISP is an important activity in the alignment of information technology systems and services to business requirements. However, despite the obvious importance of a proper planning of information technology and information systems in organizations, success of SISP is not evident. And as the success of SISP is also influenced by the process followed in developing the SISP, the research question for this study was, “How does the configuration of the SISP process influence the success of the SISP?” Based on an explorative multi case study, we concluded that the specificity and comprehensiveness of strategies, goals and decisions in an organization has a positive effect on the success of SISP. Another conclusion was that a more dominant role of the IS/IT organization in the SISP process influences the quality of the SISP deliverable positively, but has a negative effect on the building of partnership between business and IT in the organization. A final conclusion was that following a formal SISP methodology does not seem to have an effect on the success of SISP. These findings provide guidance for practitioners that plan to develop an SISP as part of their efforts to align business and IT.

A MODEL OF INFLUENCES OF ENVIRONMENTAL STAKEHOLDERS ON STRATEGIC INFORMATION SYSTEMS PLANNING SUCCESS IN AN ENTERPRISE

Worldwide spending of enterprises on information technologies (IT) in 2011 is projected to total USD 2.6 trillion with 350 enterprises each investing more than USD 1 billion. Despite such large and rapidly growing investment figures, the success rates of IT deployment projects over the past 20 years remained relatively low: approximately half of IT deployment projects were unsuccessful. Literature review reveals that inadequate strategic information system planning (SISP) is one of the main reasons for low deployment success rates of IT deployment projects and, thus, one of the current critical IT management issues. For this reason researchers and practitioners in the SISP field are currently directing their efforts into expanding the traditional understanding of SISP as a pure IT planning activity. In addition to the activities dedicated to the planning of IT investments, new SISP models should also include the contextual activities that enable adaptation of the deployed IT to the environment and knowledge transfer from the environment. In this paper, the authors propose an extended SISP model that includes influences of environmental stakeholders. The developed SISP model was empirically tested on a sample from the population of 1000 largest enterprises in Slovenia. The authors believe that the findings of their research and the suggested extended SISP model will improve understanding of SISP success factors in enterprises and consequently enable them to manage their IT investments with greater success.

An Empirical Investigation of Capability Factors Affecting Strategic Information System Planning Success

Strategic information systems planning (SISP) is more difficult in today’s world of rapid change and uncertainty. The dynamic changes in the environment require a fit between SISP and internal resources of the firm. A need exists to study SISP success based on a broad set of organizational attributes of firm. In this regard, a resource-based view (RBV) has gained increasing dominance in the strategic management field and views organization as a bundle of resources. Reviewing SISP literature reveals little on what the essential Information Systems’ formulation (IS) capabilities for SISP are and how they affect success. In this study, the relationship between capability factors and SISP success are explored. Capability factors were compiled through literature review and validated by using interviews. Hypotheses were developed and tested utilizing responses collected from 167 medium to large Iranian organizations. Using PLS for data analysis, the results show the important role of capability factors in SISP success that could be beneficial for both practice and research.

Antecedents, Drivers, and Success of Strategic Information Systems Pla View

Strategic information system planning (SISP) is a long-standing issue for both scholars and practitioners. Although many studies have been done on SISP success, firms still face with SISP failure. Reviewing previous SISP literature shows that organizational aspects have been neglected in SISP studies. Therefore, this study attempts to fulfil this gap by proposing a conceptual model for SISP success. Using Resource Based View (RBV) as underlying theory, in this paper, we investigated the firm-wide IS capabilities as drivers (i.e. organizational factors) of SISP success. Six firm wide IS capabilities were identified that are internal and external IS relationships capability, IS knowledge and skills capability, IS planning and change management capability, IS-business integration capability, and IS infrastructure capability. Furthermore, we hypothesized that top management support and formalization are antecedents of SISP success. Generally, the contribution of this study is developing a comprehensive and theory-based model for SISP success in terms of its antecedents and drivers.

IS/IT Capability and Strategic Information System Planning (SISP) Success

[Abstract] Strategic planning of information systems is, perhaps, going to be more problematic in today’s world of rapid change and uncertainty. SISP is a cornerstone of the information system discipline, and very little attention has been paid to its success based on the resource-based view of the firm (RBV). This paper provides a model for IT capability and strategic information system planning success by considering environmental and organizational factors that may influence this relationship in a contingency model. A review of existing IT capability and SISP literature is given to identify the opportunities in building successful SISP. A model is developed by hypothesizing the IT capability, as independent variables lead to SISP success as a dependent variable in which organizational and environmental influences are considered as moderating variables. The control variables are firm size, firm structure, and industry type. The study proposes a model to conceptualize the relationship between IT capabilities and SISP success and contingency factors moderating that relationship. This paper explains the ways of exploiting IT capabilities as specialized and integrated knowledge of the firm in IT area to create a more successful SISP. The researchers believe that the aim to build a model for SISP success based on RBV theory is important because this new perspective will be helpful for gaining a superior assessment and better underpinning of the SISP from a knowledge-based perspective.

Factors Moderating the Relationship between IS Capabilities and Strategic Information System Planning (SISP) Success

SISP is a cornerstone of the information system discipline and its Success is perhaps going to be more important in today’s world of e-commerce prevalence. Yet, despite those facts and its increasing importance, very little attention has been given to its success based on the resource- based view of the firm (RBV).The researchers’ aim is to build a model for SISP success based on RBV perspective and hope that it will be helpful for gaining a superior assessment and better understanding of the SISP. The purpose of this study is to conceptualize the factors moderating the relationship between IS capabilities and SISP success. at the end, the conceptual model is proposed.

Strategic Information Systems Planning (SISP)

This study examines the use of formal Strategic Information Systems Planning (SISP) approaches and methodologies in Australia. The authors analyze the relationships between SISP success, SISP objectives, company size/type and SISP approaches and methodologies. The authors find that the most popular methodologies are not the most successful. Emerging methodologies, such as Fuzzy Cognitive Maps and Information Engineering, could be considered for improving the success of SISP. They also find that a combination of SISP approaches is more successful than the implementation of any one approach. This can be interpreted that the boundary lines that distinguish theoretical approaches are blurred and that SISP theory needs a new way of thinking to stay relevant for practice. In addition, many findings of significant importance to SISP practitioners, in the context of various industries, are presented.

The impact of environmental dynamism on strategic information systems technical and personnel resources planning

This study tested the effect of environmental uncertainty on Strategic Information Systems Planning (SISP), and of SISP on SISP success. A questionnaire operationalised SISP as technical and personnel planning; environmental uncertainty as changeability and unpredictability; and success as alignment, analysis, and cooperation. A postal survey collected data from 161 IS executives. A quickly changing environment predicted technical and personnel resources planning. An unpredictable environment predicted personnel resources planning. Both technical and personnel resources planning predicted SISP success. The research highlighted the impact of environmental dynamism on SISP, and of both technical and personnel resources planning on SISP success.

A contingency model for estimating success of strategic information systems planning

Strategic information system planning (SISP) has been identified as a critical management issue. It is considered by many as the best mechanism for assuring that IT activities are congruent with those of the rest of the organization and its evolving needs. Our research investigated the success of SISP as a function of its key success factors (KSFs) in different contexts and SISP approaches, in a framework that integrated all of the SISP components and provided a new perspective on how the constructs are instrumental to produce SISP success. Based on responses from 172 American CIOs, our study's findings empirically supported our research model: the combination of SISP context and approach was found to have a moderating influence on the basic relationship between SISP KSFs and its success, the best predictor for the long-term success of the SISP process was apparently based on the three-way interactions between SISP's KSFs, its approach and its context. In addition, specific combinations of SISP approach and SISP context were found to decrease or increase the size of the “planning paradox” (the inconsistency in the behavior of the “basic relationship” between the three).

The Effectiveness of Strategic Information Systems Planning for Technical Resources, Personnel Resources, and Data Security in Environments of Heterogeneity and Hostility

Environmental uncertainty is believed to influence strategic information systems planning (SISP). Research suggests that more such uncertainty would prompt more SISP, and that more SISP would produce greater planning success. This study tested those expected relationships.A questionnaire defined SISP in terms of the planning activities for technical resources, personnel resources, and data security. It measured environmental uncertainty as heterogeneity and hostility where hostility consisted of scarcity and competition. It assessed planning success as a second order construct composed of alignment, analysis, cooperation, and improvement in capabilities. A postal survey collected data from 161 IS executives. Constructs were extensively validated.Heterogeneity predicted personnel resources and data security planning. Scarcity predicted technical and personnel resources planning. Technical and personnel resources planning predicted planning success. The research contributed by highlighting the potential impact of heterogeneity and hostility on SISP, and that of technical resources, personnel resources, and data security planning on SISP success.

Incremental and Comprehensive Strategic Information Systems Planning in an Uncertain Environment

Strategic information systems planning (SISP) is a critical challenge for organizations. Some researchers have suggested that more incremental SISP in an uncertain environment produces greater planning success, while others have suggested that more comprehensive SISP does so in that environment. The purpose of this study was to test the effect of incremental versus comprehensive SISP on SISP success in environments of varying uncertainty. A questionnaire defined SISP in terms of characteristics of incremental and comprehensive planning. It measured environmental uncertainty in terms of 1) the changeability and unpredictability components of dynamism, 2) heterogeneity, and 3) the scarcity and competition components of hostility. It assessed planning success as a second-order construct composed of alignment, analysis, cooperation, and capabilities. A postal survey collected data from 161 IS executives. The constructs were extensively validated. In general, greater SISP comprehensiveness predicted greater SISP success. Greater changeability and unpredictability, however, weakened the impact of such SISP on success. On the other hand, as the environment became more competitive, more comprehensive SISP led to greater SISP success. These findings contribute by suggesting that planners should expect comprehensive SISP to be less effective as changeability and unpredictability increase, but more effective as competition increases

The effectiveness of strategic information systems planning under environmental uncertainty

Researchers have suggested that more extensive strategic information systems planning (SISP) in an uncertain environment produces greater planning success. Managers must decide whether, and if so when, to perform such SISP. Our study tested the effect of SISP phases on planning success in more and less uncertain environments. A questionnaire assessed SISP in terms of strategic awareness, situation analysis, strategy conception, strategy formulation, and strategy implementation planning phases. It inquired about environmental uncertainty as dynamism, heterogeneity, and hostility. Finally, it measured SISP success as a composite of alignment, analysis, cooperation, and capabilities. One hundred and sixty-one IS executives provided data in a postal survey. More extensive strategy formulation uniformly predicted successful planning in more uncertain environments, whereas strategic awareness generally predicted it in less uncertain ones. Strategy conception predicted it in neither more nor less uncertain environments. More extensive planning is thus not uniformly successful in either environment but depends on the nature of the uncertainty.

Strategic information systems planning: too little or too much?

Strategic information systems planning (SISP) is a key concern facing top business and information systems executives. Observers have suggested that both too little and too much SISP can prove ineffective. Hypotheses examine the expected relationship between comprehensiveness and effectiveness in five SISP planning phases. They predict a nonlinear, inverted-U relationship thus suggesting the existence of an optimal level of comprehensiveness. A survey collected data from 161 US information systems executives. After an extensive validation of the constructs, the statistical analysis supported the hypothesis in a Strategy Implementation Planning phase, but not in terms of the other four SISP phases. Managers may benefit from the knowledge that both too much and too little implementation planning may hinder SISP success. Future researchers should investigate why the hypothesis was supported for that phase, but not the others.

Effects of organizational context and inter-group behaviour on the success of strategic information systems planning: An empirical study

The strategic value of information systems (IS) and the impact of information technology (IT) on business competitiveness has increased the need for effective strategic information systems planning (SISP). However, numerous strategic information systems planning methodologies stress the rational and formal aspects of organizational life, while ignoring the complexity of actual organizational situations which are characterized by human behaviour. Additionally, although numerous researchers have conducted empirical studies examining the relationship between various factors and strategic IS planning effectiveness, many factors have received little attention. This study uses structural equation modeling (SEM) to analyse the effects of organizational context and inter-group behaviour on the success of SISP. A survey of senior IS executives in Taiwan was used to test the relationships between the constructs in the research model. The results showed that certain factors relating to organizational context and inter-group behaviour influenced the success of SISP. Finally, the implications of this finding for IS practice and future research are examined.

The relative success of alternative approaches to strategic information systems planning: an empirical analysis

Strategic information systems planning (SISP) is an exercise or ongoing activity that enables organisations to develop priorities for information systems development. It has been suggested that the ‘SISP approach’, a combination of method, process and implementation, is the most complete way of describing SISP activity. Based upon questionnaire responses from 267 IT Directors, four distinct approaches to SISP have been derived using cluster analysis. A comparison of these four approaches with five approaches of Earl, M.J., 1993. Experiences in SISP, MIS Quarterly, (March), 1–24, indicates that three bear strong similarities to the ‘organisational’, ‘business-led’, and ‘administrative’ approaches, whilst the fourth cluster is related to both Earl's ‘method-driven’ and ‘technological’ approaches. An analysis of the relationship between SISP approach and SISP success demonstrates that the ‘organisational approach’ is significantly more successful than the other three approaches.