Problems with strategic information systems frameworks

Abstract

In the mid 1980s a number of frameworks appeared for analysing information systems from a strategic perspective. A dozen generic problems with these strategic information systems frameworks (SIS frameworks) are described, including the following. Most SIS frameworks are American in origin (and hence may be culturally bound). Since there are a large number of frameworks in existence, each is at best a relative version of the truth. Also because of the variety it may be costly to find an appropriate framework, and even more costly to find an inappropriate one. SIS frameworks are mostly post hoc applications of general strategic frameworks and so do not incorporate any special features of the computer world which might not have been apparent when the frameworks were devised. It is argued that SIS frameworks are externally imposed meanings and will stifle creativity by focusing attention away from bright ideas generated internally, will create the conditions for a power struggle for that meaning, and tend to move the locus of control for SISs outside the company. Finally, even the simplest framework may be understood in more than one way, creating the possibility of further hidden divisions.

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