A new method for strategic systems planning

King, William R.; Cleland, David I.

doi:10.1016/0007-6813(75)90027-0

Cited by 13 publications

(8 citation statements)

References 3 publications

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“…As Cleland and King ( 1975) point out, in the functioning of an intelligence system the most important element is the individual who develops and implements it. Furthermore, one determining factor of the system's effectiveness is the recognition that everybody in an organization is implicated in the environmental information gathering process.…”

Section: Human Beings As An Information Sourcementioning

confidence: 99%

“…The role of the boundary men is decisive. The boundary persons, such as salesmen, because of their frequent contact with customers and competitors, hold a strategic position for external information gathering (Carbonnel and Dorrance, 1973;Cleland and King, 1975;Huff, 1977;Organ, 1971). This last remark is consistent with Wall's results which show that company salesmen are used 84 per cent of the time for providing information about competition.…”

Section: Human Beings As An Information Sourcementioning

confidence: 99%

“…In 1973, 34 per cent of the interviewed executives felt that such industrial spying activity had increased, compared with a low 12 per cent in 1959. Intelligence activity is a valuable management tool and should be included in the first phase of development of a strategy (Benjamin, 1979;Cleland and King, 1975). If this activity is inadequately performed, the company runs the risk of operating with an ineffective or inappropriate strategy, which may, at the very least, cause a loss of potential profit (Denning, 1973).…”

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confidence: 99%

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Strategic intelligence activity: The management of the sales force as a source of strategic information

Thiétart

Vivas

1981

Strategic Management Journal

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SUM MARYEnvironmental information is very important to strategic management. Human sources are among the most commonly used sources of information and among them, boundary people, such as salesmen, hold a privileged position. One dimension which measures the quality of a strategic response is its speed of implementation. Recognizing this, to ensure a good (fast) strategic response, fast communication of information is imperative.This article focuses on factors which influence the speed of communication of environmental information. It is based on an exploratory research which has been carried out on a sample of salesmen of an industrial company. Management policies regarding the use of the sales force as an efficient source of strategic information are proposed in conclusion. 0 0 Comment' low speed of high speed of average speed of communication communication communication a 0: no significant relationship + : significant positive relationshipThe difference between groups' speeds is not statistically significant (Wilcoxon Z test) ( 5 ) Importance ofparticipation f o r the thirdgroup us un uctivutor of'u high spc.c.d qf communicution: participation is the only factor which tends to improve the speed of communication of the senior-blase group. The greater the participation in decision making related to the organization of Group 3's work, the faster the communication. ADAPTING THE INTELLIGENCE ACTIVITY POLICY T O INDIVIDUAL CHARACTERISTICSAs Table 1 reveals, salesmen in the surveyed sample are different from each other and may be split into three main categories: follower-suspicious, participative-confident, and senior-blasC. As such, depending on the various individual characteristics of the sales force, considered as a source of strategic information, salesmen management should be different. For that purpose, Table 2 gives some insight into the way to manage such heterogeneous sales force. First, in conditions of uncertainty, reliance upon a group of

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Section: Human Beings As An Information Sourcementioning

confidence: 99%

Section: Human Beings As An Information Sourcementioning

confidence: 99%

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confidence: 99%

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Strategic intelligence activity: The management of the sales force as a source of strategic information

Thiétart

Vivas

1981

Strategic Management Journal

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“…The process for strategic IS/IT planning has been first addressed by King and Cleland [32]. They suggest that the highest level of 'sophistication for strategic planning for information systems' should meet three criteria: (1) it should incorporate processes for relating IS strategy to the existing business strategy of the enterprise, such that a significant change in business strategy would require a significant change in IS strategy, (2) it should explicitly incorporate processes for assessing the existing and planned IS resources of the organization with the objectives of identifying potentially useful changes in the business strategy, tactics, or the processes that they may support, and (3) it should govern information and information systems as a strategic resource or competitive weapon, and explicitly involves processes for the identification of opportunities for the use of the information resource [33].…”

Section: Extending the Pmm: Strategic Alignmentmentioning

confidence: 99%

Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning

2010

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The proposed method allows hospitals to strategically plan for PACS maturation. It is situational in that the required investments and activities depend on the alignment between the hospital strategy and the selected growth path. The inclusion of both strategic alignment and maturity growth path concepts make the planning method rigorous, and provide a framework for further empirical research and clinical practice.

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“…It is a central element of strategic planning, the process by which organizations develop and deploy a competitive, long-term strategy in which internal resources are integrated into external opportunities [20]. …”

Section: Defining Framework Constructsmentioning

confidence: 99%

A Situational Alignment Framework for PACS

et al. 2011

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This paper reports the outcomes of a study on an integrated situational alignment framework for picture archiving and communication systems (PACS) labeled as PISA. Following the design research cycle, complementary validation methods and pilot cases were used to assess the proposed framework and its operationalized survey. In this paper, the authors outline (a) the process of the framework’ development, (b) the validation process with its underlying iterative steps, (c) the outcomes of pilot cases, and (d) improvement opportunities to refine and further validate the PISA framework. Results of this study support empirical application of the framework to hospital enterprises in order to gain insights into their PACS maturity and alignment. We argue that the framework can be applied as a valuable tool for assessments, monitoring and benchmarking purposes and strategic PACS planning.

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A new method for strategic systems planning

Cited by 13 publications

References 3 publications

Strategic intelligence activity: The management of the sales force as a source of strategic information

Strategic intelligence activity: The management of the sales force as a source of strategic information

Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning

A Situational Alignment Framework for PACS

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