Information systems strategy and implementation

Abstract

The formation and implementation of strategy with respect to computer-based information systems (IS) are important issues in many contemporary organizations, including those in the financial services sector. This paper describes and analyzes an in-depth case study of the strategy formation and implementation process in one such organization, a medium-sized UK building society, and relates the process to its organizational and broader contexts; the organization is examined over a period of several years and under the contrasting leadership of two different chief executives. The case study is used to develop some general implications on IS strategy and implementation, which can be taken as themes for debate in any new situation. The paper provides an example of a more detailed perspective on processes in IS strategy and implementation than typically available in the literature. In addition, a new framework for further research in this area is developed, which directs the researcher toward exploring the dynamic interplay of strategic content, multilevel contexts, and cultural and political perspectives on the process of change.

Assessment of information strategies in insurance companies in the Netherlands

“…With respect to the research methods employed, we conclude, in line with Earl (1993), Walsham and Waema (1994) and others, that the analysis of information strategy should not be based on the results of only one interview with one (senior) manager, nor should it be based on postal surveys alone. It requires significant effort to obtain an accurate view on information strategy in an organization, due to the complex and often implicit meaning of the concept of information strategy.…”

“…Senior management is heavily involved in information strategy: the members of the executive board in two companies in this study spent up to 20% of their time. This is also reported by Walsham and Waema (1994), the CEO of a building company (500 employees) was for 25% of his time involved in information strategy.…”

“…In contextualism, the main focus of research is to trace the dynamic interlinking between aspects of the components over time. This can be done via longitudinal studies, or, as in the present study, by in-depth retrospect analysis of case material and interviews (Orlikowsky and Baroudi, 1991;Walsham and Waema, 1994). One important link is how previous strategies affect the actual environment, and how this again influences the strategy process and content.…”

“…We describe the planning process for information strategies as well as the contents of the plans, as suggested by King (1988) and Walsham and Waema (1994). A framework to analyse an organizations information strategy was derived from the literature and used to gather information from both informants and secondary sources, e.g.…”

From National to Supranational Government Inter-Organizational Systems: An Extended Typology

“…Out intent is now to go more in-depth and gain additional detailed insights of what makes SN IOS a distinct form of IOS and where are similarities and differences compared to other types of IOS. In order to do so we build on the interpretative and contextualist tradition that is well established in IS research (Orlikowski & Baroudi, 1991;Klein & Myers, 1999;Walsham, 1993;Walsham & Sahay, 1999;Walsham & Waema, 1994). Interpretive studies are "aimed at producing an understanding of the context of the information system, and the process whereby the information system influences and is influenced by the context" (Walsham 1993, pp.…”