The Implementation of Strategic Information Systems Planning Methodologies

Lederer, Albert L.; Sethi, Vijay

doi:10.2307/249212

Cited by 362 publications

(182 citation statements)

References 17 publications

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“…Despite the IPA experience and achievement, they still face difficulties in ICTSP development and implementation process using the selected methodology. The study found that 21 Lederer and Sethi, 1988), lack of human expertise and budget limitation problem had been identified as one of SISP problem in previous research (Pita et al, 2009; Wilcocks, 2000; Ward and Griffith, 1998; Cherpa and Verner, 1998). Lack of human expertise in ICT Strategic Planning might happened when the ICT planning steering committee and IT unit/ department did not have enough knowledge to develop and implement SISP smoothly due to unclear methodology and lack of training.…”

Section: Resultsmentioning

confidence: 71%

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ICT Strategic Planning in Malaysia Public Research Institute

Ishak¹,

Alias²,

Adam³

et al. 2013

IJEEEE

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Abstract-ICTThe finding of the study showed that one of IPAs ICTSP aim is to promote innovation in their organization since they are a dynamic and innovative organization. The research also revealed that even though IPA had experienced in ICTSP development and implementation, they were still facing several problems in developing and implementing ICTSP using existing methodologies. The problem is related to the level of easiness and completeness of methodology used and the comprehensiveness of blueprint produce to gain the requested budget from the sponsor. In addition, the research also suggested that there is a need to customize the existing ICTSP methodology to fulfill research institutes unique characteristics and to maximize ICTSP impact to promote innovation in the organization.Index Terms-Strategic information systems planning, ICT strategic planning, SISP methodology, research institutes.

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Section: Resultsmentioning

confidence: 71%

“…In this methodology, the organizational IS objectives are aligned against the organizational goals. In contrast the impact methodology can be used to create and justify new uses of IT [5]- [7]. Secondly, SISP approach can be classified based on the formalization and effectiveness classification matrix [8].…”

Section: Introductionmentioning

confidence: 99%

ICT Strategic Planning in Malaysia Public Research Institute

Ishak¹,

Alias²,

Adam³

et al. 2013

IJEEEE

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“…The success of such an initiative is also critically dependent on carrying out effective Strategic Information Systems Planning (SISP) by the firm (Galliers, 1991). As the process whereby an organization determines a portfolio of computer-based applications to help it achieve its business objectives (Galliers, 1993;Lederer and Sethi, 1988), SISP focuses on aligning investment in IS with business goals, exploring IT for competitive advantage, directing efficient and effective management of IS resources, and developing technology policies and architectures (Chan and Reich, 2007;Dohertya et al, 1999;Min et al, 1999;Newkirka et al, 2003;Teubner, 2007). Effective SISP will help support innovations in a firm's IT-dependent strategic initiative (Galliers et al, 1998(Galliers et al, , 1995, such as the implementation of Green IT initiatives.…”

Section: It Capital It-enabled Changes In Management Practicesmentioning

confidence: 99%

Journal of Strategic Information Systems

Galliers¹

2008

The Journal of Strategic Information Systems

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a b s t r a c tGreen IT (information technology) has recently emerged into an active research area in the information systems (IS) discipline. A major gap that exists in the Green IT research literature today is the absence of a theoretical framework that can be used to assist organizations in assessing their potential for undertaking Green IT initiatives and implementing them via modern technological means such as virtualization. This study attempts to bridge this gap by developing and proposing an integrative framework which focuses on identifying and examining the factors that contribute to the assessment of a firm's readiness to go green via IT-enabled virtualization. The framework is firmly grounded using three wellestablished IS theories: (a) technology-organization-environment, (b) process-virtualization, and (c) diffusion of innovation. It integrates these three theoretical lenses to utilize the strengths of each for assessing the potential for undertaking Green IT initiatives and the stages of Green IT implementation at the organizational level. The implications of the outcome of this study, both for the IS researchers and for the practicing managers are discussed. The plan for empirical testing and validation of our propositions is presented, as well as suggestions for future extensions of this study.

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“…For an extensive review of the literature we refer to Earl (1989), Ward et al (1990), Galliers (1993) and Fitzgerald (1993). A frequently used term, related to information strategy, is strategic information systems planning (SISP), defined as "the process of deciding the objectives for organizational computing and identifying potential computer applications which the organization should implement" (Lederer and Sethi, 1988). However, Galliers (1991) views information strategy as only a part of SISP, together with information technology (IT) strategy, information management (IM) strategy, management of change strategy, and human resources strategy.…”

Section: Literature On Information Strategymentioning

confidence: 99%

Assessment of information strategies in insurance companies in the Netherlands

Smits

Poel

Ribbers

1997

The Journal of Strategic Information Systems

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This paper describes the information strategies of three major insurance companies in the Netherlands. A research model was developed as an aid to describe how managers nowadays deal with information strategy. We report on the linkages between information strategies and business strategies, the roles of the stakeholders involved, and how the results are perceived. We found that in all three companies the executive board, IT management and line management are heavily involved in the information strategy process. The main focus in the three companies is on adjusting IT to business goals and processes, with only some attention directed towards creating a competitive advantage with IT. With respect to the effects of information strategy, we found that none of the three companies systematically evaluate the effects of information strategies on an organizational or a business process level. More case study research is required to look into the evolutionary changes of information strategies within organizations, and the effects of information strategies on the business processes and the use of IT over time. © 1997 Elsevier Science B.V.

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The Implementation of Strategic Information Systems Planning Methodologies

Cited by 362 publications

References 17 publications

ICT Strategic Planning in Malaysia Public Research Institute

ICT Strategic Planning in Malaysia Public Research Institute

Journal of Strategic Information Systems

Assessment of information strategies in insurance companies in the Netherlands

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