2005
DOI: 10.1080/01449290512331335582
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Information systems management: role of planning, alignment and leadership

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Cited by 24 publications
(13 citation statements)
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References 71 publications
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“…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.…”
Section: Tenet #8: It Leaders Are Technology Scouts and Interpretersmentioning
confidence: 97%
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“…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.…”
Section: Tenet #8: It Leaders Are Technology Scouts and Interpretersmentioning
confidence: 97%
“…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.…”
Section: Strategic Is Planning Literaturementioning
confidence: 98%
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“…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).…”
mentioning
confidence: 99%
“…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.…”
Section: Wertbeitrag Der Itunclassified