Strategic information resources management: Fundamental practices

Caudle, Sharon L.

doi:10.1016/s0740-624x(96)90008-8

Cited by 19 publications

(13 citation statements)

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“…Developing and implementing a SISP is essential for managing public organizations (Caudle, 1996;Fletcher, 1999;Marchland & Kresselin, 1988). A good SISP provides an enterprise-wide vision, coordinates agency efforts, minimizes redundancy, and prioritizes decision making (Barrett & Greene, 2001), all of which are very important for state governments facing rapid technological changes and tough budget constraints.…”

Section: Sisp In State Governmentsmentioning

confidence: 99%

“…As long as the programmatic and political priorities of the funding agencies are oriented toward these operational objectives, agencies will be forced to make these top priorities. (1999, p. 45) Nevertheless, SISP is possible, necessary, and imperative (Bryson, 2004;Caudle, 1996;Fletcher, 1999;Holley et al, 2002;Poister & Streib, 1999). It is precisely because of these constraints that strategic leadership and management are crucial for creating public value (Moore, 1995).…”

Section: Sisp In State Governmentsmentioning

confidence: 99%

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Competing and Complementary Values in Information Technology Strategic Planning: Observations from Ten States

Yang

Melitski

2007

Public Performance & Management Review

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This article illustrates the competing and complementary value orientations inherent in states' information technology (IT) strategic planning. It develops a two-dimensional value framework and applies the framework to a sample of 10 state IT plans using content analysis. The results show that the linear multistage approach of e-government is questionable. Governments make deliberate strategic choices among four strategic value centers defined by internal/ external and effectiveness/efficiency orientations. The results show that states place greater emphasis on internal and efficiency values in the plans.The importance of strategic information systems and technology planning (SISP) cannot be overstated in government (Andersen, the environment that government faces in the twenty-first century.As the e-government paradigm evolves and draws significant investments (Ho, 2002), it is vital for governments to have strategic plans to guide the fundamental e-transformation that will embrace or enhance values and norms such as transparency, citizen participation, responsiveness, and business reengineering. Although many states have formulated new information technology (IT) strategic plans that attempt to incorporate the goals of e-government initiatives, we do not know the extent to which they reflect various value orientations. What are the values embodied by the strategic plans, and what is their relative importance?

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Section: Sisp In State Governmentsmentioning

confidence: 99%

Section: Sisp In State Governmentsmentioning

confidence: 99%

Competing and Complementary Values in Information Technology Strategic Planning: Observations from Ten States

Yang

Melitski

2007

Public Performance & Management Review

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“…A recent review of empirical research considering both public and private sector IT indicates results typically point to important sectoral differences [Rocheleau and Wu, 2002]. For example economic considerations, while present, are less dominant in the public sector, and IT is placed lower in the hierarchies of public organizations than in the private sector [Bretschneider, 1990;Caudle, 1996;Caudle, Gorr, and Newcomer, 1991].…”

Section: Historical Backgroundmentioning

confidence: 99%

Can Private Sector Strategic Information Systems Planning Techniques Work for the Public Sector?

Dufner¹,

Holley²,

Reed³

2002

CAIS

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This study investigated strategic information technology planning (SISP) at the statewide level. Even though thirty-eight states reported having a strategic information technology plan in place and ten reported having a plan in progress; analysis of the data shows that the executive and legislative or highest levels of state government are "not involved" in SISP. A lack of integrated statewide governmental strategic information systems planning (SISP) suggests that SISP as defined by private sector models may not be accomplished easily in the public sector. Significant differences in the process of setting organizational objectives, planning horizons, and stakeholder involvement are barriers to public sector application of private sector SISP models which few states seem to have overcome.

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“…Indeed, there are some key changes in the nature of public sector computing that are likely to alter its practices to be more similar to those of the private sector. One major change is that governments at many different levels are attempting to implement "best practices," which are often modeled after those of the private sector (Caudle, 1996). Best practices now include giving governmental agencies much more control over purchasing decisions.…”

Section: Review Of Literature: Public Versus Private Management Ismentioning

confidence: 99%

Public Versus Private Information Systems

Rocheleau

2002

The American Review of Public Administration

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Citizens and policy makers have long made assumptions about differences between public and private organizations. Researchers have tested a variety of propositions concerning differences in public and private organizations (Rainey, Backoff, & Levine, 1976) based on a number of differences including environmental factors (e.g., higher degree of market exposure for private organizations), greater legal constraints and political influences for public organizations, organizationenvironment transactions (e.g., greater scrutiny of public organizations), and internal structures and processes (e.g., greater complexity of objectives and fewer incentives for performance in public organizations). For example, due to the fishbowl effect and demands for accountability, public organizations are expected to be more cautious and more involved in red tape, whereas private organizations are expected to take more risks

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Strategic information resources management: Fundamental practices

Cited by 19 publications

References 0 publications

Competing and Complementary Values in Information Technology Strategic Planning: Observations from Ten States

Competing and Complementary Values in Information Technology Strategic Planning: Observations from Ten States

Can Private Sector Strategic Information Systems Planning Techniques Work for the Public Sector?

Public Versus Private Information Systems

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