Interdependency between strategic management and the formulation of an information and communication technology strategy

Kruger, Cornelius Johannes; Snyman, M.M.M.

doi:10.4102/sajim.v4i2.160

Cited by 8 publications

(10 citation statements)

References 7 publications

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“…The aim was to identify components and activities that are either unique or common to the development of a technology strategy and to a generic strategy. Technology strategy-related frameworks reveal that many of the principles involved are similar to those of the strategic management process, and illustrate the interdependency between strategic management and strategic technology management [18,19,20]. It was evident that the starting point for developing a TSF for SM/FM was the identification of the business strategy.…”

Section: Identifying Strategic Framework Componentsmentioning

confidence: 99%

“…Kruger & Snyman [18], John & Buys [19], Oerlemans et al [20], and Granger [31] proposed that an external technology analysis be conducted to discover the various technologies available to SM/FM. It is critical for the SM/FM to select the most appropriate technology that matches the need, the business, and the strategy.…”

Section: Phase 2: Technology Considerationsmentioning

confidence: 99%

“…This will expose the competencies, knowledge, know how, process management, and strategic leadership inherent in the business [45,18,19,20,31]. An internal audit can be viewed as a diagnostic tool to determine and evaluate the current technological competencies and applications, assets, capabilities, strengths, and weaknesses of the business [19,32,46].…”

Section: Internal Evaluation For Current Situation and Technology Selmentioning

confidence: 99%

“…Once the business strategy has been identified, a process is followed to determine the most suitable technology to allow successful execution of the business strategy [18,19,20,31]. Kruger & Snyman [18], John & Buys [19], Oerlemans et al [20], and Granger [31] proposed that an external technology analysis be conducted to discover the various technologies available to SM/FM.…”

Section: Phase 2: Technology Considerationsmentioning

confidence: 99%

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An integrated approach for developing a technology strategy framework for small- to medium-sized furniture manufacturers to improve competitiveness

Lourens¹

2013

sajie

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Low-technology firms, such as those found within the furniture manufacturing industry, have no framework or methodology to guide them successfully to acquire and integrate technology that enables them to operate more competitively. The aim of this article is to illustrate the development of a technology strategy framework for small-to medium-sized furniture manufacturers to assist them to improve their competitiveness. More specifically, this article presents an integrated technology strategy framework that enables management to integrate their business strategy with their technology requirements successfully, thus improving competitiveness. OPSOMMINGLae-tegnologie ondernemings, soos dié in die meubelvervaardingingsbedryf, het geen raamwerk of metodologie om hulle te lei in die suskesvolle aanwending van tegnologie met die oog daarop om hulle meer mededingend te maak nie. Die doel van hierdie artikel is om te illustreer hoe 'n tegnologiestrategieraamwerk ontwikkel is om klein-tot mediumgrootte meubelvervaardigers te help om meer mededingend te wees. Hierdie artikel bied dus 'n geïntegreerde tegnologiestrategieraamwerk aan wat bestuur sal help om hulle ondernemingstrategie met hul tegnologievereistes te integreer en sodoende meer mededingend te wees.

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Section: Identifying Strategic Framework Componentsmentioning

confidence: 99%

Section: Phase 2: Technology Considerationsmentioning

confidence: 99%

Section: Internal Evaluation For Current Situation and Technology Selmentioning

confidence: 99%

Section: Phase 2: Technology Considerationsmentioning

confidence: 99%

See 2 more Smart Citations

An integrated approach for developing a technology strategy framework for small- to medium-sized furniture manufacturers to improve competitiveness

Lourens¹

2013

sajie

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“…Table 1 illustrates the three phases and various components of the framework, as well as the relevant authors whose research contributed to its development. Main authors [8], [9], [10], [11], [12], [13], [14], [15], [16], [17] [18], [19], [20], [21], [22], [23], [24], [25], [26], [27], [28] [29], [30], [31], [32], [33], [34], [35], [36] …”

Section: Theoretical Foundation: Development Of a Technology Strategymentioning

confidence: 99%

The Strategic Relevance of Technology-Related Variables to the Competitiveness of Small - To Medium-Sized Furniture Manufacturers

Lourens

2012

sajie

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SMMEs can make a critical and positive economic contribution to South Africa, and small-to medium-sized furniture manufacturers (SM/FMs) have the potential to contribute to economic growth, job creation, and GDP. However, the furniture industry has not stayed abreast of technological advances. To survive in an environment of increasing competition and imports, competitive strategies must be devised. One such strategy is for technology adoption and implementation that can provide solutions for the furniture industry to improve speed, quality, variety, flexibility, and productivity, resulting in improved competitiveness. However, the adoption of technology means that its acquisition and application must be managed strategically, as the use of technology involves far more than simply taking it into account during the business-planning process.This paper investigates the impact of business strategy and selected technology-related variables on the competitiveness of SM/FM. OPSOMMINGSMMEs het die potensiaal om 'n kritiese en positiewe bydrae te maak tot Suid-Afrika se ekonomiese groei en SM/FMs, tot die skepping van werksgeleenthede, en tot die BNP. SM/FMs het egter nie op die hoogte gebly met tegnologiese ontwikkelings en die aanwending daarvan nie. Om in 'n omgewing van toenemende mededingendheid en invoere te wedywer moet effektiewe strategieë ontwikkel word. Een strategie wat moontlik sal lei tot verhoogde mededingendheid is die aanwending van tegnologie wat oplossings kan bied in terme van spoed, kwaliteit, verskeidenheid, aanpasbaarheid, en produktiwiteit. Die aanwending van tegnologie moet egter op 'n strategiese manier bestuur word, want dit behels veel meer as bloot om tegnologie in ag te neem gedurende die strategiese beplanningsproses.Hierdie artikel ondersoek die invloed van besigheidstrategieë en sekere tegnologieverwante veranderlikes op die mededingendheid van SM/FMs.

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Incorporating business strategy formulation with identity management strategy formulation

Kruger

Mama²

2012

Information Management &Amp; Computer Security

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Identity management (IdM) not only improves the process of creating and maintaining digital identities across business systems; it can, if implemented successfully, contribute to the strengthening and positioning of the business for success. In order to have a successful IdM implementation, an organisation must step back to determine a course of action that solves enterprise-wide issues. Short-sighted actions can lead to confusion, unnecessary expenses and the delay of beneficial results. The purpose of this paper is to deliver guidelines for the application of strategic management principles regarding IdM implementation, and propose a holistic model incorporating business strategy formulation with IdM strategy formulation. Design/methodology/approach -A total of ten senior managers involved in IdM implementation projects were interviewed. Face-to face interviews were conducted, with 30 minutes allocated per participant, and an assistant present to administer the proceedings. Primary data was collected using a semi-structured questionnaire. Part A of the questionnaire collected the respondent's details and provided definitions of IdM to clarify the concept. Part B consisted of descriptive questions which dealt with the following three categories: IdM as part of the business strategy, IdM challenges in the company, IdM implementation approach used by the company and strategic framework used. Findings -Findings indicate that IdM is seen as part of strategy and as such IdM implementations consist of a strategic thinking process accompanied by an incremental tactical implementation. Challenges facing IdM centred not on technological issues, but on implementing IdM as a competitive tool. Unfortunately, lack of commitment and external environment analysis; relegate IdM planning to remain on a tactical, rather than a strategic level. Originality/value -A strategic planning process is presented in this article to model the interdependence between IdM implementation planning and strategic management (business strategy formulation). This model enables the organisation to develop and communicate its vision for IdM, to link IdM and business plans, and to gain the support of the wh...

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Interdependency between strategic management and the formulation of an information and communication technology strategy

Cited by 8 publications

References 7 publications

An integrated approach for developing a technology strategy framework for small- to medium-sized furniture manufacturers to improve competitiveness

An integrated approach for developing a technology strategy framework for small- to medium-sized furniture manufacturers to improve competitiveness

The Strategic Relevance of Technology-Related Variables to the Competitiveness of Small - To Medium-Sized Furniture Manufacturers

Incorporating business strategy formulation with identity management strategy formulation

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