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Developing information systems (IS) strategies and choosing the right IS portfolio for an organi-zation require, among other things, identifying the most appropriate IS projects, determining how best to organize the IS staff, and arranging for IS procurement. All of these actions involve deci-sion-making. This paper analyzes IS strategic decision-making in organizations, with the Garbage Can Model (GCM) of decision-making providing the theoretical framework. Our findings show that IS strategic decision-making often happens through GCM processes, and while these proc-esses are hard to control and predict, the decision quality tends to be high at the organizational level. At the individual level, however, Garbage Can processes tend to return low-quality IS stra-tegic decisions.
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Stored only when both papers are in the corpus — 18 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.