Information systems management: role of planning, alignment and leadership

IS Strategic Planning for Operational Efficiency

“…Currently, in most large corporations, CIOs are invited to take part in the planning process, and in many cases, they are part of the executive board so that they are fully aware of the corporate aims and objectives of the business. In all of the previous tenets, CIOs, quite apart from their normal IT responsibilities (Rockart et al, 1996), have at least two critical roles to play (Booth & Philip, 2005;Gordon, 2002). Firstly, CIOs need to play the role of technology scout within organizations because of the need to match the company's vision with the incessant technological changes.…”

“…Consequently, they include those emanating from the major consulting firms, such as Coopers & Lybrand, Andersen Consulting (Lederer & Gardiner, 1992), IBM (Business Systems Planning methodology), Information Engineering (Martin, 1989), and Total Information Systems Management (Osterle, Brenner, & Hilbers, 1993). The number of methods available is itself open to criticism, and is seen by many as symptomatic of an immature and disorganized research community, with individual researchers working to advance their own agendas at the expense of the advancement of the community/tradition as a whole (Booth & Philip, 2005). Tukana and Weber (1996: 737), for instance, argue that researchers"focused too much on introducing new items onto the IS planning agenda.…”

“…It is then possible to decide if a new portfolio of applications is to be developed to reach the desired future state. A review of the literature will reveal that there are two broad categories of planning methodologies for IS: impact and align methodologies (Lee & Gough, 1993;Booth & Philip, 2005). The emphasis of impact methodology is to gain competitive advantage through the use of IT, and there was a great deal of exuberance and euphoria in the 1980s and 1990s concerning the strategic/competitive use of IT.…”

Perceptions of the Impact of Chief Executive Leadership Style on Organizational Performance Through Successful Enterprise Resource Planning

“…It has been found that the implementation of an effective ERP system can bring both strategic (Nah, Islam, & Tan, 2007) and operational (Hunton, Lippincott, & Reck, 2003;Jiang, Klein, & Discenza, 2001;Nicolaou, 2004) benefits to the organization even in a dramatically changing and competitive environment. Unfortunately, many organizations fail to grasp the expected benefits from the investment in ERP projects (Booth & Philip, 2005;Holland & Light, 1999;Scott & Vessey, 2000).…”

Compliance und Alignment: Vorgabenkonformität und Strategieabgleich als Erfolgsfaktoren für eine wettbewerbsfähige IT

“…Die Antworten fallen je nach »Technologiegläubigkeit« der Zeit und aktuell gemachten Erfahrungen mit Technologien und Technologieeinsatz unterschiedlich aus: So platzierte Solow 1976 bereits sein Produktivitätsparadoxon zu einer Zeit, in der die recht verbreitete Technologieeuphorie abklang. Carrs These »IT doesn't matter« [Carr 2003] stieß mehr als 25 Jahre später in die gleiche Richtung, als sich mit Blick auf eBusiness und eCommerce zunehmend Ernüchterung breitmachte und sich das Platzen der Dotcom-Blase abzeichnete.…”