Bringing ICT to the strategy table

Stace, Doug; Courtney, Nigel; Holtham, Clive

doi:10.1002/jsc.1894

Cited by 2 publications

(4 citation statements)

References 21 publications

(20 reference statements)

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“…It has to ensure "C" for communication is fully integrated into strategic business thinking in both a technological and human sense. It is an assessment tool to assist organizations in identifying behavior regarding ICT adoption [47,48]. There are five strategic orientations, which are listed and explained below.…”

Section: Moderating Variablesmentioning

confidence: 99%

“…When it comes to a Reactor, this organization significantly lags others in ICT introduction. According to Stace et al [47], in the case of Reactor, technology and ICT applications are often introduced towards the end of the technology life cycle and usually only when forced to do so by competitor pressure. Mean values of the constructs: knowledge (C1), IT management (C2), effective system (C3), organizational culture (C4), managerial mindset (C10), and ICT capacities vs. exploitation (C11) are given in Table 3.…”

mentioning

confidence: 99%

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confidence: 99%

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Digitalization in Developing Maritime Business Environments towards Ensuring Sustainability

Kapidani¹,

Bauk

Davidson

2020

Sustainability

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The paper focuses on assessing the level of digitalization in several developing maritime business environments in Albania, Bosnia and Herzegovina, Montenegro, and Serbia. The assessment has been done in reference to Holtham’s and Courtney’s Intelligent Information and Communication Technologies (ICT) Exploiter Model. The dimensions as maritime business system effectiveness, roles, and skills of information technology personnel, ladders of knowledge, ICT strategy, organizational culture, and manager’s mindset are analyzed. In addition, benchmarking with findings from developed maritime business environments in Croatia, Greece, Italy, and Slovenia, which belong to the European Union (EU), by using the same model, has been conducted. This is done with the aim to outline directions for improving the quality and speed of digitalization in non-EU countries, which have been functioning for decades in transitional conditions. The maritime ecosystem naturally has a tendency to be unique and to function smoothly as such. Alleviating the differences in the level and effectiveness of digitalization in developed and developing European countries is a path towards achieving this goal. By sharing their own expertise in the rational and intelligent use of ICT, developed EU countries can support developing non-EU countries towards ensuring sustainability in the entire European and worldwide maritime business ecosystem.

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Section: Moderating Variablesmentioning

confidence: 99%

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confidence: 99%

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Digitalization in Developing Maritime Business Environments towards Ensuring Sustainability

Kapidani¹,

Bauk

Davidson

2020

Sustainability

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“…An effective IS strategy is recognised as contributing to improved firm performance (Leidner et al, 2011;Ravichandran and Lertwongsatien, 2005), as well as being a key enabler of business strategy (Preston and Karahanna, 2006). IS strategy has been a significant concern for practice, dominating management agendas in recent decades (Teubner, 2013) and becoming integral to business positioning and processes (Stace et al, 2012).…”

Section: Research Context and Backgroundmentioning

confidence: 99%

In defence of the case study methodology for research into strategy practice

Hughes

McDonagh

2017

The Irish Journal of Management

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In defence of the case study methodology for research into strategy practice RESEARCH CONTEXT AND BACKGROUNDThe objective of the wider study was to answer the research question 'How is strategic information systems planning (SISP) practised by senior managers?' The research involves investigating the practice of SISP by senior managers set in a public service context, thus answering enduring calls for studies into information systems (IS) strategising behaviour within organisations located in a public service context (Rocheleau, 2007;Rubin, 1986). An effective IS strategy is recognised as contributing to improved firm performance (Leidner et al., 2011;Ravichandran and Lertwongsatien, 2005), as well as being a key enabler of business strategy (Preston and Karahanna, 2006). IS strategy has been a significant concern for practice, dominating management agendas in recent decades (Teubner, 2013) and becoming integral to business positioning and processes (Stace et al., 2012).The specific purpose of this article is to elucidate the methodological approach employed to achieve the wider study's goal. The strategy-as-practice (SAP) and SISP literature sets are the two core strands of literature informing the research question as posed. Each literature set has made a unique contribution to the formulation and execution of the chosen research design. THE REVIEWED LITERATUREAn overview of each domain of literature now follows, with particular emphasis upon the core constructs that informed the approach to enquiry. The SAP domainVaara and Whittington (2012) trace the origins of the wider practice perspective back to the works of Wittgenstein (1951) and Heidegger (1962). Wittgenstein is viewed as having the most significant influence upon the placement of the practical dimension of philosophy front and centre of philosophical debate in modern times (Deslandes, 2011 Abstract: This paper aims to illustrate how the case study methodology may be used in novel and productive ways for research into strategy practice. Instigated by the quest for a research design that could target the 'practice' of strategic information systems planning (SISP), a review of the strategy-as-practice (SAP) literature uncovered parallels with the SISP domain from a methodological standpoint. A SAP perspective was employed in conjunction with the case study methodology to investigate SISP (the strategy practice) on the part of senior managers (the practitioners) at the meso level (the level of praxis). Ultimately, this approach was found to offer original insights and uncover valuable new directions for future academic enquiry.

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Bringing ICT to the strategy table

Abstract: Information and communication technologies (ICTs) may assist key decision‐making when defining business strategies.

Cited by 2 publications

References 21 publications

Digitalization in Developing Maritime Business Environments towards Ensuring Sustainability

Digitalization in Developing Maritime Business Environments towards Ensuring Sustainability

In defence of the case study methodology for research into strategy practice

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