By William R. King
Edited through one of many best-known and most generally revered figures within the box, "Planning for info platforms" is a accomplished, unmarried resource assessment of the myriad principles and approaches which are pointed out with IS making plans. whereas many chapters take care of excessive point strategic making plans, the e-book provides equivalent recognition to on-the-ground making plans issues.Part I, 'Key innovations of IS Planning', makes a speciality of how IS making plans has developed through the years; business-IS strategic alignment; and the position of dynamic organizational features in leveraging IS potential. half II, 'The Organizational IS making plans Process,' describes IS making plans by way of severe luck elements and features a knowledge-based view of IS making plans; a realistic evaluation of strategic alignment; the IT budgeting strategy; the quest for an optimum point of IS strategic making plans; and the function of organizational studying in IS planning.Part III, 'IS funding Planning', offers with predicting the worth that an IS undertaking can have; a 'rational expectancies' method of assessing venture payoffs; assessing the social expenses and merits of initiatives; an options-based method of dealing with undertaking dangers; making plans for undertaking groups; and the moderating results of coordinated making plans. half IV, 'Goals and results of IS Planning', considers info procedure as a objective and/or final result of IS making plans; IT infrastructure as a objective or final result; aggressive virtue as a aim or end result; e-process partnership chains; and making plans profitable Internet-based initiatives.
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Example text
ISSP was primarily concerned with gaining computer processing efficiency by handling the most data in the least amount of time (Gallo, 1988). However, most application systems were developed in a piecemeal way and information systems were seen as a matter isolated from the continuing business of the organization (Galliers, 1991). There is no direct link between the business strategy and the IS strategy. The strategy formulation of ISSP in this era has been labeled as “pre-planning” (Jang, 1989) or “independent” (Teo, 1994; Venkatraman and Henderson, 1990).
From the 1980s onward, the strategic information systems (SIS) era, the perspective of ISSP began to shift toward the positioning school. Researchers who have taken this positioning school perspective include, for example, Al-Qirim (2003), Kearns and Lederer (2004), and Pant and Hsu (1999). The use of IS began to influence organizations’ competitive positions and became a strategic weapon for competitive advantage (King, 1988; King and Zmud, 1981; Ward and Peppard, 2002; Wiseman, 1985). Researchers have suggested exploiting competitive advantage from IS/IT investments by using IT to impact or shape organizational goals (Boynton and Zmud, 1987; Ives and Learmonth, 1984; McFarlan, 1984; Parsons, 1983; Porter, 1985; Porter and Millar, 1985) and/or aligning organizational goals and strategies with IT capabilities rather than the other way around, as was the approach in the “alignment” mode.
And Meyer, R. 2004. Strategy: Process, Content, Context: An International Perspective. London: Thomson Learning. S. Ragu-Nathan Abstract: Information systems research and managerial practice have long emphasized the importance of alignment or fit between IS and business. It is widely acknowledged that organizations that align the strategies, priorities, processes, and structures of the IS function with those of the business can garner superior business value from their information systems/information technology (IS/IT).