Where is the Observer in IT Strategy and Systems?

1997 ◽  
pp. 163-169
Author(s):  
Steve Armstrong ◽  
Aidan Ward
Keyword(s):  
It Strategy

scholarly journals It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality

2021 ◽  
Vol 2 (3) ◽  
pp. 263178772110296
Author(s):  
Paula Jarzabkowski ◽  
Mustafa Kavas ◽  
Elisabeth Krull
Keyword(s):  
Active Role ◽  
Empirical Approach ◽  
It Strategy ◽  
Dominant Focus ◽  
Study Strategy ◽  
Strategy As Practice ◽  
Practice Agenda

In this essay we revisit the radical agenda proposed by strategy-as-practice scholars to study strategy as it emerges within people’s practices. We show that, while much progress has been made, there is still a dominant focus on articulated strategies, which has implications for what is seen as strategic. We anchor our argument in the notion of consequentiality – a guiding yet, ironically, constraining principle of the strategy-as-practice agenda. Our paper proposes a deeper understanding of the notion of strategy as ‘consequential’ in terms of both what is important to a wider range of actors and also following the consequences of these actors’ practices through the patterns of action that they construct. In doing so, we offer a conceptual and an empirical approach to reinvigorating the strategy-as-practice agenda by inviting scholars to take a more active role in field sites, in deciding and explaining what practices are strategic.

IT strategy @ UK.gov

2006 ◽  
Vol 3 (4) ◽  
pp. 14-18
Author(s):  
Ian Grant
Keyword(s):  
It Strategy

scholarly journals IT LONG TAIL STRATEGY FOR SOFTWARE PACKAGE COMPANY

2010 ◽  
Vol 4 (2) ◽  
pp. 125
Author(s):  
Andreas Winata ◽  
Lydia Theodore ◽  
Hoga Saragih
Keyword(s):  
Business Strategy ◽  
Software Package ◽  
It Strategy ◽  
Total Revenue ◽  
Total Income ◽  
Software Developers ◽  
Long Tail ◽  
Role Of It ◽  
Identification Analysis

Long Tail Strategy is a business strategy which explains that the total revenue from the sale of non-popular products may exceed the total income from popular products. This may happen since generally there is only a small number of popular products, which is in great demand, while there are many of the non-popular types which is sold in small amounts. This research aims to better understand the role of IT behind the success of the Long Tail strategy. Results show stages of how to develop IT strategy, including identification, analysis, determines on a strategy, until implementation. The results of this study will help software developers to plan IT strategy by implementing an accurate Long Tail Strategy.Keywords: Long Tail, IT Strategy, Services, Software Package

scholarly journals Managing and Delivering Information Technology Value

2011 ◽  
Vol 2 (1) ◽  
pp. 72
Author(s):  
Yuliana Lisanti
Keyword(s):  
Information Technology ◽  
Value Creation ◽  
Business Strategy ◽  
Primary Objective ◽  
Business Value ◽  
It Strategy ◽  
Value Innovation ◽  
Capability Maturity ◽  
It Capability ◽  
It Organization

Investment Information Technology (IT) has always been a primary objective of the business which is expected to provide value to businesses through its role as a competitive advantage and the creation of innovation. However, it is ot easy to measure how much value is successfully created, or determine whether the IT strategy is aligned with business strategy, or find out if the IT organization has a strategy that focuses on creating business value. Innovation Value of Institute (IVI) introduces a new concept known as the IT Capability Maturity Framework (IT-CMF) which can help IT organizations to align the business vision with the IT vision so that IT strategy could focus on value creation . the IT-CMF implementation which begins with the assessment of the maturity of IT organization can provide an overall picture, so that organization can prioritize the development of appropriate IT investments to support the value creation for the overall business. 

scholarly journals The Equilateral Agility Concept as Mediating Variable in Relationship between IT-Strategy Alignment and Sustainable Competitive Advantage

2020 ◽  
Vol 10 (2) ◽  
pp. 240-255
Author(s):  
Lutfi Nurcholis
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
It Strategy ◽  
Sustainable Competitive Advantage ◽  
Business Relationship ◽  
Operational Flexibility ◽  
Business Decision ◽  
Strategy Alignment

This paper aims to investigate the effect of IT-strategy alignment, responsiveness, operational flexibility, and business relationship on sustainable competitive advantage and the mediating effect of responsiveness, operational flexibility, and business relationship in relationships between IT-strategy alignment and sustainable competitive advantage. Data were collected from 189 Batik SME in Pekalongan and analyzed by using Structural Equation Modeling (SEM). The result shows that IT-strategy alignment significantly affects responsiveness. Responsiveness, operational flexibility, and also business relationship significantly affect sustainable competitive advantage. Furthermore, responsiveness, operational flexibility, and business relationship mediate the correlation of IT-strategy alignment and sustainable competitive advantage. Responsiveness, operational flexibility, and business relationship have the confidence and value that puts customers on every business decision. It encourages Batik SME to improve the sustainable competitive advantage based on the customers’ expectations. IT-strategy alignment is essential to enhance responsiveness, operational flexibility, and business to gain a sustainable competitive advantage. That IT-strategy alignment can improve the sustainable competitive advantage of the Batik SME.

scholarly journals An IT strategy development framework for small and medium enterprises

2020 ◽  
Author(s):  
Andreas Drechsler ◽  
S Weissschaedel
Keyword(s):  
Small And Medium Enterprises ◽  
Design Science ◽  
Science Research ◽  
Strategy Development ◽  
It Strategy ◽  
Development Framework ◽  
Strategy Process ◽  
Value Contribution ◽  
Sales Industry ◽  
Medium Enterprises

© 2017, Springer-Verlag Berlin Heidelberg. We design and evaluate an IT strategy development framework for small and medium enterprises (SMEs). The framework’s objective is to provide a theoretically grounded, empirically validated, uncomplicated, and accessible framework to develop an IT strategy for an SME. The framework is a social artifact whose purpose is to guide the design of two other artifacts: an IT strategy process and an IT strategy plan. We rely on design science research, combined with action research, to design, apply, evaluate, and refine the framework in a specific SME in the sales industry. People responsible for managing the IT in an SME can use the framework to design or refine their IT strategy, in order to make better-informed IT strategy decisions, to improve the utilization of their SME’s usually scarce IT resources, and ultimately increase their IT’s business value contribution. We also gain an enhanced understanding of IT strategies’ role in SMEs and provide methodological implications for social artifact design.

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