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Information Systems Planning and Development: Strategic Postures and Methodologies

44 citations0/0 files storedJournal of Management Information Systems

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Information Technology Governance and Strategy Information Systems Education and Curriculum Development Information Systems Theories and Implementation

Abstract

:Two complementary issues emerge in development and implementation of a comprehensive is plan—the determination of the is functions’s strategic posture and the choice of appropriate is planning and development methodologies. Frameworks for addressing both issues are presented. is strategic postures vary along several dimensions, including the level and scope of the system view as well as the degree of participation of the is function in overall organizational planning. Current is planning methodologies differ in: components of the organization used as planning pivots, assumptions indicating perceived stability of components, and is objectives reflected in the methodology. Those assumptions and objectives implicit in a methodology dictate their suitability for given strategic postures. A contingency framework is used in examining selected is planning and development methodologies.

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1973Designing Complex Organizations 1965The Causal Texture of Organizational Environments 1979Chief executives define their own data needs.1967Management Misinformation Systems 1981Challenging strategic planning assumptions 1997COMPETITIVE STRATEGY 1978Strategic Planning for Management Information Systems 1979Business information analysis and integration technique (BIAIT)

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1989Interaction of task and technology to support large groups 1988Strategic Planning for Information Systems: Requirements and Information Engineering Methods 1986Automating Planning Environments: Knowledge Integration and Model Scripting 1985Research on MIS Planning: Some Guidelines from Strategic Planning Research 2000The contributions of systems science to the development of the decision support system subspecialties: an empirical investigation 1998Relationships between the decision support system subspecialities and reference disciplines: An empirical investigation

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