Information systems planning in a turbulent environment

Effective information technology (IT) governance mechanisms: An IT outsourcing perspective

“…The involvement of senior management appears to lead to effective IS planning (Rockart 1988;Cerpa and Verner 1998;Earl 1993;Schuman and Rohrbaugh 1991;and Sohal and Fitzpatrick 2002). A lack of senior management involvement has been shown to lead to unfavorable outcomes in IS planning, and even failure to plan for IS (Cerpa and Verner 1998;Nath 1989;Sabherwal 1999;and Salmela et al 2000). In the IT governance literature, a recent study by Vaswani (2003) has shown that senior management involvement had a significant positive effect on the level of effective IT governance.…”

An approach to analyzing and planning post-merger IS integration: Insights from two field studies

“…Table 2 summarizes motivations in favour and against the options of the four remaining dimensions. The ideas presented in the Table 2 build on the ideas presented in Table 1 and hence are grounded on writings by, among others, Fredrickson (1984), Salmela et al (2000), and Segars and Grover (1999). Based on Table 2, it is possible to suggest a decision model that depicts the decisions needed to consider when facing post-merger IS-integration planning, see Fig.…”

“…Comprehensiveness High vs. low comprehensiveness means being exhaustive or inclusive in gathering information relevant to IS planning, and determining the course of action (Fredrickson 1984;Salmela et al 2000;Segars and Grover 1999). Oftentimes ignored in M&A situations (Buck-Lew et al 1992;Stylianou et al 1996) even though the pre-merger assessment of IT fit sheds light on what can be expected from the acquired firm's IS, and what can be expected from post-merger IS integration Formalization…”

“…Broad vs. narrow, where the first refers to participation from many organizational groups and the latter to a small group of a few key individuals (Salmela et al 2000). In post-merger IS integration planning, the breadth of participation involves two separate decisions: the abovementioned representation of different functional areas and managerial levels, and whether representatives of both parties participate.…”

Contextual determinants and performance implications of information systems strategy planning within South African firms

“…In prior ISSP research, attempts were made to link environment directly to ISSP practice. However, results were inconclusive; some report that environmental uncertainty will result in less analysis during planning [27], others find that environmental uncertainty leads to increased planning comprehensiveness [28] and improved alignment with business planning [8]. Still, others have not confirmed effects [32] or have reported mixed results [18].…”