Contextual factors influencing strategic information systems plan implementation

Brown, Nancy; Brown, Irwin

doi:10.1145/2072221.2072225

Cited by 5 publications

(4 citation statements)

References 21 publications

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“…According to Bartenschlager and Goeken (2010), Brown and Brown (2011), Waweru (2011), Gottschalk (1999), Elysee (2012), there is a need for more research regarding the improvement of the implementation of an IT innovation strategy. Despite the great interest in implementation as a crucial role, empirical studies show that most IT strategy implementations fail (Bartenschlager, 2011;Yeh et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…One of the factors that prevent the success of IT innovation strategies is the lack of an OLM to manage the knowledge needed to monitor and communicate the implementation of an IT innovation strategy. An approach to communicate the current state of an IT innovation strategy should provide a clear method for planning implementation and communicating it (Brown and Brown, 2011;Shu, 2008), promote organizational learning (Yeh et al, 2012;Bennet and Tomblin, 2006;Stata and Almond, 1989), determine well-defined milestones and standardize the progress/performance measurement (Cabrey and Haughey, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…According to PMI (Cabrey and Haughey, 2014), the primary factors for failure in the implementation of strategic initiatives are insufficient communications (59 per cent) and lack of commitment by senior management (56 per cent). The communication issue is related to the need for a clear method of communication (Brown and Brown, 2011;Shu, 2008), well-defined milestones and objectives to measure progress (Cabrey and Haughey, 2014), established and reported specific ownership and accountability (Bartenschlager, 2011;Gottschalk, 1999). The commitment issue is related to the involvement of C-Suite (only 25 per cent) in the monitoring of the strategy (McKinsey, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…To increase engagement, senior managers need "distilled" information so that they can readily understand the progress or any emerging and/or urgent problem, limiting overwhelming amounts of information to only the most critical milestones, risk, interdependencies and objectives. Basahel and Irani (2010), Brown and Brown (2011) conclude that top management's commitment is crucial to implementing IT strategic plans.…”

Section: Introductionmentioning

confidence: 99%

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IT innovation strategy: managing the implementation communication and its generated knowledge through the use of an ICT tool

Olivo

Guzmán

Colomo‐Palacios

et al. 2016

JKM

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Purpose Without effective implementation, no information technology (IT) strategy can succeed. There has been much re-search into IT planning, but few studies have developed one of the most important phases of IT strategy: IT Implementation. IT implementation can be improved at information and communication technology (ICT) organizations through the use of organization learning models (OLM) and the implementation of ICT tools. This paper has two purposes define an OLM framework that determines the best practices to increase knowledge at individual, group and/organizational levels, and define and implement an ICT tool to facilitate the integration and institutionalization of the OLM. The ICT tool is based on the technology roadmapping technique that allows an organization to manage at an executive level what, when and how the IT strategy is going to be implemented. Design/methodology/approach This paper is based on a case study performed at an ICT organization that provides ICT services to financial institutions. The study was carried out in 2014. It analyzed over 24,000 projects, which translated into an equivalent of more than 18 million man-hours. The proposal was assessed at a very large ICT organization. Findings This paper proposes a framework called SPIDER to effectively implement OLMs based on Big Data management principles for monitoring and reporting current status of IT innovation strategies. These kinds of approaches contribute to solve the problems identified in the state-of-the-art regarding the communication and monitoring the implementation status of IT innovation strategies. During this research work, several factors that are essential to implement these kinds of approaches in large banking organizations were identified: effort required to elaborate the monitoring and reporting activities; easiness to understand the reported information; detailed planning of the implementation program; and focus on communication efficiency. Originality/value This paper determined the best practices to manage knowledge generated during the implementation of an IT strategy. Additionally, this paper defined and implemented an ICT tool to properly communicate and monitor the implementation of an IT innovation strategy, based on technological roadmap techniques.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

IT innovation strategy: managing the implementation communication and its generated knowledge through the use of an ICT tool

Olivo

Guzmán

Colomo‐Palacios

et al. 2016

JKM

View full text Add to dashboard Cite

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Towards a contextual model of software engineering capabilities: Factors affecting team performance

Plant

Hillegersberg

Aldea

2023

2023 IEEE 25th Conference on Business Informatics (CBI)

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A prevalent research stream in the information systems domain is founded on the rationale that organizations need to establish and manage specific IT capabilities to achieve competitive advantage. More recently, research efforts have shifted from investigating organizational-level capabilities towards identifying team capabilities in order to support modern approaches to software engineering. The research at hand aims to identify contextual factors which influence these software engineering capabilities required by teams to achieve superior performance. To this end, we adopt a mixed-methods approach conducting a tertiary study and an empirical research component involving six domain experts. The tertiary study results in a taxonomy of 56 contextual factors which are then reduced and validated with regards to their relevance to software engineering teams through a Q-Sort ranking exercise and a subsequent focus group session. This results in a subset of 15 items which together form a contextual model of software engineering team capabilities along the dimensions technology, organization and environment. The paper discusses the mature research stream on information systems context in the new light of modern software engineering approaches. The resulting contextual model is of value to researchers and practitioners when analyzing their team context and deciding in which capabilities to invest.

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Assessing the Implementation Success of Strategic Information Systems Planning (SISP) in Ghanaian Organizations

Owusu

2024

Sage Open

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The purpose of this study is to assess the implementation success of strategic information systems planning (SISP) in Ghanaian organizations. The study adopted the qualitative approach and interviewed 20 managers from large organizations in diverse sectors and used content analysis in analyzing the data. The results indicate that the success of SISP depends largely on the Alignment of an organization’s Business Strategy to its IT Strategy, the Awareness of Top Management to utilize SISP in strategic planning, the Cooperation of all the functional units/levels of management in utilizing IS in their operations and the Capabilities of the employees in the firm. Findings further suggest that the available resources of the firms also play a key role in the SISP implementation Success. The study, therefore, concludes that adequate resources in terms of highly skilled manpower, financial resources, and financial commitment must be made available always to ensure SISP implementation success. In addition, policies should be formulated around these factors to ensure SISP implementation success for organizations that embark on SISP implementation.

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Contextual factors influencing strategic information systems plan implementation

Cited by 5 publications

References 21 publications

IT innovation strategy: managing the implementation communication and its generated knowledge through the use of an ICT tool

IT innovation strategy: managing the implementation communication and its generated knowledge through the use of an ICT tool

Towards a contextual model of software engineering capabilities: Factors affecting team performance

Assessing the Implementation Success of Strategic Information Systems Planning (SISP) in Ghanaian Organizations

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