Strategic Management Of Information Technology Research Articles

Arquitectura empresarial: estrategia para un cambio organizacional apoyado en la gestión de tecnologías de la información. Una revisión bibliográfica

El objetivo principal de este artículo es realizar una revisión bibliográfica acerca de la arquitectura empresarial (AE), la gestión estratégica de tecnologías de la información (TI) y el cambio organizacional, presentando su definición y su asociación con el fin de afrontar el cambio en las organizaciones. De acuerdo con diferentes estudios en los que se menciona la AE como un enfoque ágil, se identifican los principales componentes de la organización y su relación en el propósito de obtener los objetivos del negocio. En la actualidad, varias empresas se apoyan en diferentes estrategias debido a su complejidad y, por tanto, requieren procesos de negocios flexibles que los soporten TI de manera efectiva en toda la organización. Ante este panorama, la problemática que se intenta resolver aquí es la siguiente: ¿cómo la AE se puede gestionar mediante estrategias de TI? A fin de alcanzar el objetivo se utilizó el método Deslizar —ordenarse, rotular, integrar, priorizar—, el cual consistió primero en la organización de la información bibliográfica recuperada de bases de datos estructuradas, información que luego se etiquetó con la finalidad de clasificarla y priorizarla para su lectura y análisis. Se destaca como principal conclusión de este trabajo el hecho de que las organizaciones más abiertas al cambio son las que asumen el desafío de transformarse utilizando las TI, y en las que la AE es una aliada estratégica en ese cambio al gestionar de forma adecuada los procesos del negocio.

Strategic management of information communication technology in Oil Pension Fund

Strategic management of information technology (IT) is one of the main factors of business and IT integration and achievement of competitive advantage and success of the organization. According to comprehensive growth of IT and its influence in different levels of organizations, necessity of using strategic plans in field of IT would be appeared more than before. Methodology: At the present study, information is obtained through questionnaires in the population in retirement fund oil and then would be analyzed using inferential statistics through SPSS software. Results: According to the study, it was found that except for investment on education for employees, which was in weak level, all remained components at the mentioned organization are in average level. Components of organizational success also include flexibility, integration, acceleration and innovation. Investigations indicated that except for sharing tasks and specialization, which were in weak level, other remained components have been relatively in high level at the studied organization. Conclusion: Obtained results from testing hypotheses indicated that IT strategic management and organizational success have significant correlation. In addition, IT integration index and investment are in significant correlation with organizational success.

Concepts of Strategic Management of Information Technology

Strategic management of information technology (SMIT) is closely related to many strategical activities involving IT utilization which are coordinated to achieve organizational goals within a competitive business environment. Along with the dynamics of research development to disclose the strategic roles of IT, previous research proposed various models in relation to how IT contributes to organizational success involving different variables. The difference within models raised some eccentricities since they pointed the same endpoint, organizational performance. This study presents a literature review exploring the general concept of SMIT by mapping each identified strategic factor, configuring the intersection, and discussing a collaborated SMIT models. We conclude three outer layers of SMIT concept, that are SMIT establishment or the environment, significant factors, and a combined model.

Strategic IT management: how companies can benefit from an increasing IT influence

PurposeThe purpose of this paper is to analyze the value of a strong decision-making information technology (IT) influence within organizations. Although research and managerial practice has repeatedly shown the importance of IT departments within firms and has commented on the influence of IT departments on business performance, prior research has still no evidence about the value of a strong decision-making IT influence yet.Design/methodology/approachTo prove the influence of the IT department within the company, this study identifies and operationalizes a formative construct determined by four main specifics of the IT department: IT department size, IT department value assessment, IT experience of the top management and degree of digitization. A questionnaire was used to collect the data of 124 experts from companies that could be assigned mainly to the sectors manufacturing, trade as well as information and communication. The data were analyzed using exploratory and confirmatory factor analyses. Further, partial least squares structural equation model (PLS-SEM) was used to test the proposed model.FindingsThe results show that both investments in the size of the IT department as well as in top managers with IT experience, and a high degree of digitization in a company positively influence the role of the IT department. It also shows that a higher general appreciation of the IT department goes hand in hand with a higher influence of IT in the company. The measures are significant as companies, which do have an influential IT department, actually have higher monetary as well as non-monetary business performances.Practical implicationsThe study is aimed equally at science and practice, as it provides information on the extent to which more importance should be attached to IT management in the future and what organizational adjustments need to be made.Originality/valueDespite the ongoing discussions on the importance of IT management for business performance, no existing studies have delivered evidence that there is a significant direct link between the decision-making influence of IT and the extent of corporate performance. The present work therefore has two objectives. The theoretical goal is to clarify the impact of the IT department on business performance and to identify the factors that make up an influential IT department. The practical objective of the research is to provide recommendations on how firms could establish or expand the IT department.

A Fuzzy TOPSIS Based Analysis to Prioritize Enabling Factors for Strategic Information Technology Management

Strategic management of information technology (IT) requires the attention provided to internal and external organizational factors. This paper discusses different enabling factors that allow strategic management of IT, making advances not only for using the approaches independently as well as in us

Strategic Design of Information System Implementation at University

Higher education over the past decade has experienced several view changes that include: paradigm shift, management and competition changes, and so forth. The only university supported by the excellent IT that will be able to enhance and maintain its advantages. The purpose of this article is reviewing the strategic design of IT implementation at the university. The analysis used to reveal the fact, problem and problem-solving in this article adopts the model of Strategic Management of Information Technology (SMIT) developed by Flodström. The strategy design of IT implementation based on the competitive environment of UIN Sunan Gunung Djati Bandung is coordinated with its business strategy. The role of IT as an enabler or tool that allow the university to be able to create cheaper-better-faster educational process. In this article, there are designed two types of IT Functions: back office and front office. For back office application function, there is a software management with specific modules to support the implementation of university management. In the front office function of IT usage, there are some types of IT usage concepts that directly and indirectly affect the way of establishing education that leads to quality improvement which can be implemented through: media simulation, course management, virtual class, computer-based training (CBT), knowledge portal and cyber community. The strategic design of IT implementation presented in this article is a generic model of the plan, design, and implementation of IT in the object of study.

A Framework for the Strategic Management of Information Technology

The complementary between IT as a competitive factor and strategic management is very important for gaining competitive advantages. This paper explores factors related to strategy and IT that should be considered for the strategic analysis of IT as a competitive factor, and proposes a framework for Strategic Technology Management (STM). The research is conducted by means of quantitative and qualitative analysis of data. The framework is expanded and validated through inference to findings of large and small to medium-sized enterprises through interviews, finally ending on theory matching. The results of the analysis show that the strategic management of information technology is a continuous process of evaluation and change and that the alignment between factors such as competitive environment, competitive strategies (business and IT strategies), competitive outcome, and competitive factors gain competitive advantages for industrial companies.

Стратегическо управление на информационните технологии във фирмата (Strategic Management of Information Technology in the Company)

Bulgarian Abstract: Настоящата монография си поставя за цел да систематизира и изведе ключовите предизвикателства пред управлението на съвременните информационни технологии във фирмената дейност. Доказва се необходимостта съвременните ИТ мениджъри да притежават специфичен микс от технически, професионални и управленски умения, които да им позволят постигането на стратегическите цели на фирмата в условията на ресурсна ограниченост и засилен конкурентен натиск. English Abstract: The present monograph aims to systematize and highlight the key challenges for the management of modern information technologies in the company's business. It proves the need for modern IT managers to have a specific mix of technical, professional and managerial skills to enable them to achieve the company's strategic goals in terms of resource constraints and increased competitive pressures.

Strategic management of information technology (IT) towards sustainability in the construction Industry

Strategic management of information technology (IT) towards sustainability in the construction Industry

The role of information technology in emergency preparedness by local health departments: a literature review.

Ever since the terrorist attacks of 9/11, the federal government increased funding for emergency preparedness. However, the literature continues to document several areas of weaknesses in public health emergency management by local health departments (LHD). This literature review discusses the role of information technology (IT) for emergency preparedness by LHDs. The focus areas for this review include evaluating the strategic management of IT by LHD, evaluation of the adoption and implementation of IT in emergency management, and assessing LHD's capacity and capability for emergency preparedness. Findings reveal that LHDs face significant challenges in the utilization of IT for emergency preparedness purposes such as weak capacity and capabilities, lack of structured planning and program implementation, and limited resources. Implications from this review include the development of "best practices," increased funding for IT infrastructure, and the establishment of strategic management framework for IT initiatives.

Interorganizational Information Systems in Industrial Markets

A version of this paper was accepted for publication in [Nault, B.R. and A.S. Dexter,Interorganizational Information Systems in Industrial Markets, Chapter 14 in Strategic Information Technology Management: Perspectives on Organizational Growth and Competitive Advantage, R. Banker et. al eds., Idea Group Publishing Inc. (1992) 297-316.] This version is a pre print version of the published Chapter.

Board-level IT governance and organizational performance

Research on the strategic management of Information Technology (IT) resources has mostly focused on the oversight provided by the management team as a means to increase organizational performance. In recent years, boards of directors have also increased their involvement in IT matters, and various theoretical lenses suggest that this oversight too has the potential to influence organizational performance. Hence, this study synthesizes the resource-based and contingency views of MIS with corporate governance theories, and examines key antecedents and consequences of board-level IT governance (ITG) using a multi-method approach. Structural Equation Modelling analysis applied to organization-level data collected from 171 board members suggested that the level of ITG exercised by boards was contingent upon the organization's ‘IT use mode’, along the two dimensions of need for (a) fast and reliable IT, and (b) new innovative IT. But, the findings further suggested that the contingency approach may be suboptimal because it can cause new ways of leveraging IT to be ignored. High levels of board-level ITG, regardless of existing IT needs, increased organizational performance. This phenomenon was illuminated with applicability checks. Moreover, content analysis and structured interviews with board members further enriched these insights.

Gaining social values of wireless technology: An interpretive case study in the healthcare institutional context

The existing literature has given little consideration to social values of information technology in general or of wireless technology in particular. The purpose of this paper is thus to shed new light on this issue. Based on an interpretive case study, we examine two healthcare organisations and discover that social values are often manifested beyond, as well as within, organisations. A matrix of social values in relation to technology changes and their interactions with various stakeholders is further discussed. The matrix helps understand how various social values emerge from and revolve around organisations’ strategic management of information technology. The implications of the findings about social values are discussed and future research directions are suggested.

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Analysis of Strategic Leadership Models in Information Technology

Strategic leadership of the company includes the strategic management of Information Technology (IT) [1] in the context of business relationships. Companies do not exist in isolation. Multiple constituents make up a relationship network that constitutes the vital resource needed to fulfil the mission of a business.To leverage a company's business relationships [2] basically, a relationship “lens” is needed that can act as a guiding process for strategy creation. In order to engage and manage each business relationship and to execute relationship strategies, the relationship engagement cycle creates the phases necessary to acquire, learn about and build memorable experiences with each relationship and to establish trust and loyalty with the most valuable relationships. IT, in many various forms, is a key strategic enabler of the relationship engagement cycle. The literature review reveals that such issues are often approached with the use of computational methods [3–17].This is exactly where a Dynamic Simulation Model for strategic management [18] can give the solution, by building greater transparency into the current IT landscape and making explicit its contribution to the business rising of the company. The company strategy and business requirements are combined to fulfil the requirements for IT: an ongoing process that helps to build a picture of the target architecture, designing implementation plans and managing the process of putting plans into action.Right from the start, the toolkit must enable management of the company [19] in a spherical way and include every aspect of the company architecture: processes, business organization and IT structures, as well as software support. Yet it also has to be introduced in reached stages so that it can deliver tangible success. Business departments, senior management, and IT teams all have to be convinced for the significance of the Strategic Leadership Model in success.

Gestión de riesgos y controles en sistemas de información: del aprendizaje a la transformación organizacional

Risk management and controls for information systems (RMCIS) is commonly seen as a technical function used by experts in information technology, software engineers, or information systems programmers. However, this task requires a much broader perspective that helps the learner have better comprehension of its meaning and the processes of organizational change that it requires. This article shows the results of a research process, approached from the perspective of soft systems thinking, to support RMCIS in organizations, showing the human activity system of the strategic management of information technology, the organizational changes necessary, and a description of the activities and methods proposed.

Strategic Information Systems Planning: An Empirical Evaluation of Its Dimensions

Strategic management of Information Technology (IT) has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP) as a function of strategic management in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998) who identified six dimensions that provide a structured approach to reviewing the SISP process. Our results show that SISP was widely used in these 29 organizations in aspects such as planning associated with strategic IS investment and application, and whilst the theoretical review generally supported the literature, some amendments are required to the participation and focus dimensions suggested by Segars et al. (1998). Such results have implications for both practitioners and researchers.

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The strategic management of information technology in UAE hotels: An exploratory study of TQM, SCM, and CRM implementations

Although IT applications in the hotel industry have largely been devoted to the handling of routine operational problems, it has become increasingly evident for hoteliers that proactively incorporating IT into their services, operations, and strategy is a key element in their quest for service excellence and high profits. Based on a recent survey of IT applications and challenges in four- and five-star hotels in the UAE, this study presents the findings of an exploratory empirical investigation in this understudied, yet one of the fastest growing tourist destination in the world. Insights and recommendations for hotel managers in the region are, thereafter, drawn from the findings.

Automate to informate: positive work environments, trust and the strategic management of technology

Organizations implement information technology for a variety of reasons. Most often organizations look to information technology to automate existing processes in search of efficiency. We suggest that strategic management of technology allows for efficiency gains, but also holds the potential to create a healthier work environment. Organizational efficiency and effectiveness need not be mutually exclusive in the strategic management of information technology. Organizations can create a competitive advantage by using information technology to create a positive work environment while also automating existing processes. Our analysis begins with a discussion of positive psychology and strategic management. We discuss strategic uses of technology and present a framework for creating a positive work environment through the strategic use of technology. We conclude by developing areas for future research and present applicable strategies managers can use to increase organizational efficiency as well as empower and enhance the well-being of workers