scholarly journals Theory borrowing in IT-rich contexts: Lessons from IS strategy research

2020 ◽  
Vol 35 (3) ◽  
pp. 270-282
Author(s):  
Mohammad Moeini ◽  
Boyka Simeonova ◽  
Robert D Galliers ◽  
Alex Wilson
Keyword(s):  
Information Systems ◽  
Strategy Research ◽  
Information Systems Strategy ◽  
Is Strategy

While indigenous theorizing in information systems has clear merits, theory borrowing will not, and should not, be eschewed given its appeal and usefulness. In this article, we aim at increasing our understanding of modifying of borrowed theories in IT-rich contexts. We present a framework in which we discuss how two recontextualization approaches of specification and distinction help with increasing the IT-richness of borrowed constructs and relationships. In doing so, we use several illustrative examples from information systems strategy. The framework can be used by researchers as a tool to explore the multitude of ways in which a theory from another discipline can yield the understanding of IT phenomena.

The Relationship between Information Systems Strategy and the Perception of Project Success

2016 ◽  
pp. 1551-1577
Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius
Keyword(s):  
Information Systems ◽  
Project Success ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Information Systems Strategy ◽  
Perceived Importance ◽  
Is Strategy ◽  
Project Success Criteria ◽  
Outcome Orientation ◽  
The Relationship

This chapter reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.

The Relationship between Information Systems Strategy and the Perception of Project Success

2015 ◽  
Vol 6 (1) ◽  
pp. 1-25
Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius
Keyword(s):  
Information Systems ◽  
Project Success ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Information Systems Strategy ◽  
Perceived Importance ◽  
Is Strategy ◽  
Project Success Criteria ◽  
Outcome Orientation ◽  
The Relationship

This article reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.

An Empirical Study of the Construct of Information Systems Strategy

2010 ◽  
Vol 20-23 ◽  
pp. 905-909 ◽  
Author(s):  
Bao Liang Hu
Keyword(s):  
Factor Analysis ◽  
Information Systems ◽  
Business Strategy ◽  
Three Dimensions ◽  
Business Decision ◽  
Network Embeddedness ◽  
Information Systems Strategy ◽  
Confirmatory Factor ◽  
Is Strategy ◽  
Deductive Method

According to the ways of information systems(IS) to support business strategy, this paper proposes three dimensions of IS strategy fitting for organizations in China with theoretically deductive method, and they are respectively business action support dimension, business decision support dimension and network embeddedness support dimension. Then, the paper confirms this dimensional construct based on exploratory factor analysis and confirmatory factor analysis.

scholarly journals Information system strategies: The South African context

1991 ◽  
Vol 22 (3) ◽  
pp. 46-52
Author(s):  
Neil Duffy
Keyword(s):  
Information System ◽  
Information Systems ◽  
South African ◽  
Business School ◽  
South African Context ◽  
The South ◽  
Information Systems Strategy ◽  
Is Strategy ◽  
African Context ◽  
Do So

Many studies of information systems (IS) issues place IS strategy at the top of the list. In this article the development is sketched of IS strategy and then the relevant findings are summarised of a number of studies undertaken at the Wits Business School over the last five years which provide the South African context. From these studies it is possible to derive an information systems strategy profile of the respondent organisations and to trace the information systems issues that have concerned them. It is interesting to note that some of these information systems issues seem to have persisted through the years and seem likely to continue to do so.

scholarly journals Strategy System and Information Technology Planning In PT.Trikarsa Sempurna Sistemindo

2015 ◽  
Vol 6 (3) ◽  
pp. 402
Author(s):  
Muhamad Abdul Holik
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Information Needs ◽  
Technology Planning ◽  
Management Effectiveness ◽  
Strategy System ◽  
Strategic Design ◽  
Doing Business ◽  
Information Systems Strategy ◽  
Information Technology Planning

This research is to provide strategic design of information systems/information technology to the PT. Trikarsa Sempurna Sistemindo. With the design of information systems strategy, it is expected that within the next four years (2012-2015) business developments of PT TSS can be supported appropriately by the system and information technology that has been invested in PT TSS. Data in this research is collected through discussion, study and questionnaires. The collected data is then processed using the methodology of Ward and Peppard and supporting tools that generate qualitative analysis of information. From the analysis, it can be concluded that in order to make the achievement of a good business then PT TSS should do three thing. First, improve work efficiency by automating various processes of information management. Second, improve management effectiveness by satisfying the information needs for decision making. Third, improve or enhance the competitiveness of the organization by changing styles and ways of doing business.

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