A survey of strategic information systems planning in Australian companies

Falconer, Donald J.; Hodgett, R. Alan

doi:10.1109/iscnz.1996.555273

Cited by 7 publications

(6 citation statements)

References 13 publications

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“…Ward and Griffiths [31] found that despite a belief in its importance in the past decade, many organizations have developed perfectly sound IT strategies that had been left to gather dust. Similarly, Falconer and Hodgett [32] in their Australian survey found that proportion claiming to undertake strategic IT planning ranged from 58% in large organizations to 29% in medium-sized organizations and only 19% in small organizations.…”

Section: Strategic Planning Process Among Smesmentioning

confidence: 92%

“…Literature is full of studies that has not only highlighted the various IT strategies that are applied and used among SMEs [25,31,32,39,40] but also included studies that highlighted the benefits of having IT strategic methods [7,25] and studies focusing on the barriers to IT strategy development [7,51]. At the outset, review of the literature was examined from more general studies focusing on the impact of the strategic IT processes on the organizations to the specific studies that has provided a base for this study.…”

Section: Review Of Literaturementioning

confidence: 99%

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Evaluating Information Technology Strategic Planning Process: Lesson Learnt from Bruneian Small Businesses

Seyal¹

2020

Strategy and Behaviors in the Digital Economy

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The chapter investigates the 85 small and medium organizations in Brunei Darussalam within the context of information technology (IT) strategic planning process. The study results reveal that although the surveyed Bruneian SMEs are familiar with IT strategy basic methods, however, the use of any of the basic IT strategic development process is at the grassroot level. The results further found that only three methods have indirect influence on IT strategy development such as critical success factors, transaction cost, and balanced scorecard. Conclusion from these findings further suggests that no statistical difference exists among SMEs on the basis of organization size and industry sector. These findings are useful for both the researchers and practitioners. For researchers, it helps in building a theoretical foundation in developing the repository of organizational use of IT strategy basic methods and for practitioners to gauge the performance of SMEs in relation with developing IT strategy basic methods in designing the relevant policies.

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Section: Strategic Planning Process Among Smesmentioning

confidence: 92%

Section: Review Of Literaturementioning

confidence: 99%

Evaluating Information Technology Strategic Planning Process: Lesson Learnt from Bruneian Small Businesses

Seyal¹

2020

Strategy and Behaviors in the Digital Economy

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“…However, as discussed later in this article, the survey in this research was conducted in Norway where the organizations are smaller than those in previous studies, leading to a potential expectation that there would be a lower percentage of organizations with a formal IT strategy. For example, in an Australian survey, the number of respondent organizations that claimed to undertake strategic IS planning ranged from 58% in large organizations to 29% in medium-sized organizations and 19% in small organizations (Falconer & Hodgett, 1997).…”

Section: Research Questionmentioning

confidence: 99%

“…The detail dimension refers to the implementation content which may be the whole plan, one or more projects in the plan, or one or more systems in one project. Implementation content thus refers to a plan consisting of one or several projects (Bryson & Bromiley, 1993;Shoval & Giladi, 1996;Falconer & Hodgett, 1997), and a project consisting of one or several systems. The term project is defined as the means by which the organization's technological, organizational, and external assets are mobilised and transformed (Williams, 1992, p 36): 'Projects, or initiatives as termed in this study, then, are the vehicles through which an organization's competitive and technology strategies are operationalised into organizational outputs'.…”

Section: Installedmentioning

confidence: 99%

Strategic information systems planning: the IT strategy implementation matrix

Gottschalk

1999

European Journal of Information Systems

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The need for improved implementation of information technology (IT) strategy has been emphasised in both empirical and prescriptive research studies. In this study, ten content characteristics of formal information technology strategy are identified from the research literature as potential implementation predictors. These are descriptions of: (i) resources needed for the implementation; (ii) user involvement during the implementation; (iii) analyses of the organization; (iv) anticipated changes in the environment; (v) solutions to potential resistance during the implementation; (vi) information technology to be implemented; (vii) projects' relevance to the business plan; (viii) responsibility for the implementation; (ix) management support for the implementation; and (x) clarity of the documentation. An IT strategy implementation matrix is introduced to illustrate the relationship between the expired time horizon and the IT strategy implementation extent. The matrix can be used by organizations to monitor their IT strategy implementation performance over time. A survey was conducted in Norway whereupon the return of 471 completed questionnaires resulted in a satisfactory response rate of 43%. Formal IT strategy was reported in 40% of these organizations. The two significant predictors in the testing of hypotheses proved to be the description of responsibility for the implementation and the description of user involvement during the implementation.

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“…IS planners dedicate a good deal effort on strategy planning, although it has a small impact on planning effectiveness, and not enough effort into strategy implementation planning, which has a greater impact in leveraging IT (Newkirk and Lederer, 2006). Though organizations engage extensively in strategic IS planning, the level of implementation has been low (Falconer and Hodgett, 1997;Finnegan et al, 1997;Lederer and Sethi, 1998;Gottschalk, 2001). However, failure to implement IS strategies can lead to lost opportunities, duplicated efforts, incompatible systems and wasted resources (Lederer and Mendelow, 1993;Galliers, 1994;Premkumar and King, 1994;Tan et al 1995;Lederer and Salmela, 1996).…”

Section: Introductionmentioning

confidence: 99%

Predictors of Effective IS Strategy Implementation: A longitudinal Study of Indian organizations

Kannabiran

Sharda

Gupta

et al. 2009

Asia Pacific Business Review

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The overall outcome of SISP (Strategic Information Systems Planning) depends on how effectively IS strategies are implemented. Several organizational and environmental variables predict effective IS strategy implementation. This empirical work investigates the impact of changes in the predictors on the effective implementation of IS strategy over two successive planning periods. Based on longitudinal case studies of three Indian organizations from diverse industries, we analyze the changes in five important predictors-top management commitment, IS plan characteristics, technological environment, user involvement and role of the IS function. The Findings are then related to implementation effectiveness measured through rate of implementation, extent of implementation, and attainment of IS objectives. Our research shows that these key predictors have undergone major changes over two planning periods and that such changes have greatly improved the effectiveness of IS strategy implementation. Based on the analysis, we present a set of implications for developing countries and directions for future research.

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A survey of strategic information systems planning in Australian companies

Cited by 7 publications

References 13 publications

Evaluating Information Technology Strategic Planning Process: Lesson Learnt from Bruneian Small Businesses

Evaluating Information Technology Strategic Planning Process: Lesson Learnt from Bruneian Small Businesses

Strategic information systems planning: the IT strategy implementation matrix

Predictors of Effective IS Strategy Implementation: A longitudinal Study of Indian organizations

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