An investigation of successful strategic planning of information systems within large companies in the United Kingdom
Year: 1998
Type: dissertation
Abstract: Strategic information systems planning (SISP) remains a primary concern for many\norganisations. It is reportedly a top concern of not only the Information Systems (IS)\nexecutives but also of many chief executives. Recently, calls have been madefor better\nunderstanding of strategic planning in general, including SISP, and especially for studies of\nactual planning behaviour in organisations. As doubts continue to be raised about the payoff\nofIT, it is important to examine the effectiveness ofmany accepted IS management practices\nsuch as SISP. Accordingly, researchers have investigated SISP practice and proposed both\nformal methods and principles of good practice. SISP cannot, however, be understood by\nconsidering formal methods alone. Yhe processes of planning and the implementation of\nplans are equally important However, there have been very few investigations of these\nphenomena. More surprisingly, few studies have been undertaken to identify and understand:\n(]) the approaches to SISP adopted in practice, (2) the relationship between SISP\napproaches and its ultimate success, (3) the influence of organisational and technological\ncontext on planning success. Yhis study helps to fill this vacuum in the important research\narea. A formal survey of IS Directors, which generated two hundred and ninety two,\nresponses was initiated to empirically investigate these issues.\nThe categorisation of SISP approaches adopted by companies was accomplished by\nperforming cluster analysis, based on chosen IS planning dimensions, namely.,\ncomprehensiveness, participation, formalisation, flow, focus, frequency, alignment,\nownership, IS benefit and plan implementation. Using this multivariate technique, four\nunique and stable groups were identified, namely: (1) organisational, (2) business-led,\n(3) administrative and (4) formal, This derived taxonomy was thoroughly validated to ensure\nthat it is exhaustive, mutually exclusive, stable and consistent.\nWithin this study,S ISPs uccessh as been conceptualisedb asedo n the extento f thefollowing\nmeasures: (1) alignment, (2) analysis, (3) co-operation, (4) implementation,\n(5) capabilities,( 6) satisfactiona nd (7) contribution. Thes tudyh as also conceptualisedS ISP\nsuccess in terms of an aggregate score. It is found that each approach, with its different\ncharacteristics, has a different likelihood of success. Thefindings of this research suggest\nthat the Organisational approach, which is characterised by high levels of alignment,\ncomprehensivenespsa, rticipation,f requency,i nfusion benefita ndp lan implementationi,s by\nfar the most successful. Conversely, the Administrative approach which has low levels of\ncomprehensivenessfr, equency, participation and alignment is the least successful.\nInterestingly,t his study also suggeststh at the Organisationala pproach deliversa high level\nofSISP successir respectiveo fthe organisationala nd technologicalc ontexto f the company.\nIn summary, this study has extended our understanding of SISP processes and has provided\nuseful insightsfor IS executives and top management in general, in implementing SISP\nwithin their organisations.
Author: Mohd Adam Suhaimi
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
Funder: Loughborough University
OpenAlex ID: W1548317