Information systems strategy development and implementation in SMEs

Abstract

Purpose -The purpose of this paper is to further understanding of how information systems (IS) strategy is developed and implemented in small and medium-sized enterprises (SMEs). Design/methodology/approach -The purpose utilizes eight case studies, each one covering an 18-24 month time span. Qualitative research based on first-hand experience (action-research), interviews, meeting minutes, Board papers, final reports. Earl's model of IS strategy development is used as a framework for assessing strategy development and implementation. Findings -All three approaches identified by Earl are valid, depending on business context. All eight companies have been successful in their IS investment, some showing significant bottom-line benefits.Research limitations/implications -Shows value of properly managed IS strategy deployment in SMEs. Should encourage SMEs to adopt mid-to long-term approach to IS, linked to business plan. Models for IS strategy development and alignment could be progressed in subsequent research, focussing on some of these company projects and others just starting Practical implications -Case studies provide real life examples of IS good practice in SMEs. Cases can also be used as ''benchmarks''. Supports alignment of IS strategy with overall business strategy. May encourage other companies to explore use of knowledge transfer partnership (KTP) scheme for IS strategy deployment. Originality/value -The case examples are original and have not been studied before. Strategic options, key decisions, product selections and benefits gained are of value as examples to senior management and IS professionals in industry. Provides examples of how KTP scheme operates. Keywords Information systems, Knowledge transfer, Small to medium-sized enterprises Paper type Research paperThe current issue and full text archive of this journal is available at www.emeraldinsight.com/0140-9174.htm Grateful acknowledgement is given to the senior management and KTP Associates in the eight companies included in this research for their efforts and collaboration in advancing the companies' information systems. Information systems strategy development 79major strategic projects in industry. The scheme can be viewed as a partnership between the University, the partner company, the Associate and the UK Government's Department of Innovation, Universities and Skills (DIUS), who provide over 50 per cent of the operational project budget through their Technology Strategy Board (Figure 1). Eight different project managers were used to lead these IS projects, with incompany supervision provided by an appropriate line manager (this being the Finance Director in five of the eight companies). The projects focussed on systems replacement and process change but also involved on-going support and upgrade of the information technology/IS (IT/IS) infrastructure. The research team provided external project direction and support in all eight projects.

Providing e-Business Capability on a Legacy Systems Platform: A Case Study from the Knowledge Transfer Partnership Scheme

“…It provides direct support of circa £25 million per annum for graduates -normally with several years' business experience -to undertake specific knowledge transfer projects in firms of all sizes, but particularly in SMEs of less than 250 staff (Wynn, 2009). This KTP project brought TPG DisableAids significant technology based business benefit and competitive advantage.…”

E-business and process change: two case studies (towards an assessment framework)

“…. These were collaborative university-business projects conducted within the Knowledge Transfer Partnership (KTP) programme (Wynn, 2009, Wynn andTurner, 2013). At TPG DisableAids, a full time Associate worked on developing e-business systems at the company in the period December 2008-December 2010, and another full-time Associate worked over a similar period at Optimum Consultancy.…”

IT and Fast Growth Small-to-Medium Enterprise Performance: An Empirical Study in Australia

“…Recent research (Jansen et al 2013;Wynn 2008) demonstrates that the inter-firm collaboration and coordination helps SMEs to increase the intensity of, and enrich the quality of, its interactions with partners and suppliers, thus enhancing business relationship development. SMEs sharing important product planning and inventory information with value chain members on a regular and realtime basis are more likely to develop productive relationships than those who do not (Raymond & Bergeron 2008;Theyel 2013).…”

“…For example, some studies (Bharadwaj & Soni 2007;Butler & Murphy 2008;Cragg et al 2011;Cragg et al 2013;Johnston et al 2007;Oh et al 2009;Wynn 2008;Zhang et al 2008) provide empirical support for a positive relationship between IT and SME performance through achieving business process competencies, enabling innovation, and increasing revenue and decreasing costs. Others (Cragg et al 2002;Hicks et al 2006) suggest that the impact of IT on SME performance is weak.…”