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The Value Added of Strategic Is Planning: Understanding Consistency, Validity, and Is Markets

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Information Technology Governance and Strategy Strategic Planning and Analysis Information Systems Education and Curriculum Development

Abstract

The potential for using Information technology to affect the cofflpetltive position of the flm (9,50) has served to highlight the i^ortance of effective infomation systems planning.That is not to say that research on strategic and tactical IS planning is scarce.As the research reviews of IS planning approaches reveal (31), there are aany alternative methodologies.Rather, as the criticality of effectively linking the strategic IS plan to the strategic baslness plan has increased, the need to better understand the nature of strategic planning, in general, and strategic IS planning, in particular, has also increased.It is nov particularly relevant to ask how strategic IS planning adds value to efforts to devise a strategic business plan.In particular, a better understanding is required of both the types of products produced by a strategic IS plan as well as the iiqpact on the overall planning process.Venkatraman (55) argues that the intersection of interest between IS planning and strategic planning stems not only from a common critical assumption, i.e., a belief that planning positively affects the performance of the firm, but also from the similarity in the research questions and methodological issues that have been pursued.Strategic planning is often approached from a systems view of planning and design.A system can be viewed as a theory of objects, relationships between objects, and performance, (11).Thus, Alexander (1) suggests that, in a general sense, a house is a reflection of an architect's theory of how people live.Similarly, strategic planning can be viewed as a process of building a theory of the firm.That is, planning is an attempt to prescribe sets of objects and relationships such that desirable performance is achieved.

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References

1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1993Organizational culture and leadership 1984Toward a Model of Organizations as Interpretation Systems 1979Chief executives define their own data needs.1978Strategy formulation : analytical concepts 1985Organizational Culture and Leadership: A Dynamic View 1978Decision support systems : an organizational perspective 1980Strategic Management: A New View of Business Policy and Planning.

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2012All for one, one for all: Coopetition and virtual team performance 1999The Relationship Between Information System Planning Sophistication and Information System Success: An Empirical Assessment*1991Critical Dimensions of Strategic Information Systems Planning 2013A Systematic Review of Business and Information Technology Alignment 1995Strategies for Business Process Reengineering: Evidence from Field Studies 1994The evaluation of strategic information system planning

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