Key Issues in Information Systems Management: An International Perspective

Watson, Richard T.; Kelly, Gigi G.; Galliers, Robert D.; Brancheau, James C.

doi:10.1080/07421222.1997.11518144

Cited by 226 publications

(170 citation statements)

References 21 publications

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“…Over the long term, the culture and stories within the organization must move from those of failure and defeat to those of mastery and success. Watson et al (1997) remind us that alignment has a strong cultural and social component, so organizations need to be cautious when disrupting culture, for example, transferring IT personnel from one area or country to another to perform key tasks that influence alignment. However, research by Reich and Kaarst-Brown (2003) shows how transfers of people can affect the culture of IT competence throughout an organization.…”

Section: Share Knowledgementioning

confidence: 99%

IT Alignment: What Have We Learned?

Chan

Reich

2007

Journal of Information Technology

749

639

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We provide a review of the alignment literature in IT, addressing questions such as: What have we learned? What is disputed? Who are contributors to the debate? The article is intended to be useful to faculty and graduate students considering conducting research on alignment, instructors preparing lectures, and practitioners seeking to assess the 'state-of-play'. It is both informational and provocative. Challenges to the value of alignment research, divergent views, and new perspectives on alignment are presented. It is hoped that the article will spark helpful conversation on the merits of continued investigation of IT alignment.

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Section: Share Knowledgementioning

confidence: 99%

IT Alignment: What Have We Learned?

Chan

Reich

2007

Journal of Information Technology

749

639

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“…According to Saunders and Jones (1992), to promote the achievement of organizational goals the IS plans must be tied to the overall organizational plans. The research interest focusing on goal or strategy alignment continues to grow among researchers and practitioners in both public and private sectors (Ahlan, 2005;Tallon et al, 2000;Watson et al, 1997;King & Teo, 1996;and Swain et al, 1995).…”

Section: Goal Alignmentmentioning

confidence: 99%

The Influence of Organizational Factors on Information Systems Success in E‐Government Agencies in Malaysia

Hussein

Karim

Mohamed

et al. 2007

E J Info Sys Dev Countries

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Information system success continues to be a subject of interest among IS researchers. The literature nevertheless offers limited understanding in regard to organizational factors influencing IS success particularly in public sector organizations. Using perceptual measures, this study aims to investigate the influence of organizational factors on IS success in selected public sector agencies in Malaysia. Data was gathered from 201 users from four central agencies located at the central administration complex in Putrajaya. Based on related studies in the literature, six organizational factors and four IS success dimensions were used in designing the framework for this study. The framework is used to investigate the relationship between the identified organizational factors and IS success dimensions within the scope of the selected e-government agencies. The organizational factors are top management support, decision-making structure, management style, managerial IT knowledge, goal alignment, and resources allocation, whereas the IS success dimensions include systems quality, information quality, perceived usefulness, and user satisfaction. The study found that all the organizational factors are significantly correlated with the four IS success dimensions under investigation. Further analyses reveal that goal alignment is the highest predictor of IS success, followed by management style and centralization of decision-making structure. Least expected was the top management support factor which appear to be the weakest predictor of IS success and its influence on IS success is insignificant. The study concludes that the findings are generally consistent with previous studies. On a specific note related to goal alignment, the public sector agencies can be seen experiencing a similar impact to that of their private counterparts in terms of IS strategy alignment, though they still generally subscribe to the traditional and centralized decision-making structure.

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“…While researchers have conducted piecemeal and limited attempts to address particular issues in specific countries or regions of the world (e.g., Ifinedo, 2006;Luftman et al, 2012;Watson, Kelly, Galliers, & Brancheau, 1997), no one has looked at much of the world's IT issues in any systematic or comprehensive manner. We lack a global view that focuses on understanding the major IS issues in the world in the context of each country's or region's unique cultural, economic, political, religious, and societal environments.…”

Section: Motivationmentioning

confidence: 99%