The Social Antecedents of Business Process Planning Effectiveness

The Social Antecedents of Business Process Planning Effectiveness

Sofiane Sahraoui (American University of Sharjah, United Arab Emirates)
DOI: 10.4018/978-1-930708-32-7.ch002
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Although there has been a wide coverage in the IS literature of the alignment of IT plans with organizational plans, most studies focused on the mechanics of this alignment rather than its antecedents (Brancheau, Janz, & Wetherbe, 1996; Rodgers, 1997). Therefore, emphasis was put on the strategies, structures, and planning methodologies used to attain alignment (Henderson & Sifonis, 1988; Tallon & Kraemer, 1998). A minor line of research that focused on the people involved in the creation of alignment (Nelson & Cooprider, 1996; Subramani, Henderson, & Cooprider, 1999) dealt with the state in which business and IT executives within an organizational unit understand and are committed to the business and IT mission, objectives, and plans (Reich & Benbasat, 2000). While this chapter would partially fit within studies examining the social antecedents of alignment, it departs sharply from earlier studies in the sense that it does not consider the organization as made up of distinct IT and business functions. Instead it adopts a holistic view whereby information systems form the skeleton of business processes and neither can be disentangled from the other. This peculiar perspective on the role of IT in the organization makes it essential to consider antecedents to alignment that go beyond the dichotomy between IT and business. The key concepts that will be introduced throughout this study derive from this logic. Information-enabled leadership, the planning culture, knowledge worker management, and strategic alignment are key constructs that form the backbone of our model of business process planning. The latter is the outcome of integrating IT and business planning. Planning effectiveness that is posited as the outcome variable of the previous variables is itself re-conceptualized within the proposed perspective.

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Table of Contents
Edward J. Szewczak , Coral R. Snodgrass
Chapter 1
Walter O. Einstein, John H. Humphreys
In this Chapter’s beginning, we introduce the degree to which emerging information technologies have changed both the organizational context and the... Sample PDF
The Changing Face of Leadership: The Influence of Information Technology
Chapter 2
Sofiane Sahraoui
Although there has been a wide coverage in the IS literature of the alignment of IT plans with organizational plans, most studies focused on the... Sample PDF
The Social Antecedents of Business Process Planning Effectiveness
Chapter 3
Laura Lally
This chapter provides a managerially oriented analysis of the risk factors involved as Information Technology becomes a more integral part of jobs... Sample PDF
Assessing the Risks of IT-Enabled Jobs
Chapter 4
Huub J.M. Ruel
Office work plays an important role in Western economies, and the use of office technologies in this type of work is inextricably linked. People... Sample PDF
The Non-Technical Side of Office Technology: Managing the Clarity of the Spirit and the Appropriation of Office Technology
Chapter 5
Dianne Willis
Email has been with us now for a long time and is being increasingly adopted as a major communication tool in UK Higher Education (HE)... Sample PDF
Computer-Mediated Communication - The Power of Email as a Driver for Changing the Communication Paradigm
Chapter 6
Edward J. Szewczak
Personal information privacy is arguably the most important issue facing the growth and prosperity of the Internet, especially of e-commerce.... Sample PDF
Personal Information Privacy and the Internet: Issues, Challenges and Solutions
Chapter 7
Ned Kock, Robert J. McQueen
This chapter presents a review of the organizational learning literature that points to process improvement (PI) groups as an appropriate tool for... Sample PDF
E-communication of Interdepartmental Knowledge: An Action Research Study of Process Improvement Groups
Chapter 8
Olivia Ernst Neece
Organizational learning is an “umbrella” term that connects a variety of topics including: learning curves, organizational memory, organizational... Sample PDF
A Strategic Systems Perspective of Organizational Learning: Development of a Process Model Linking Theory and Practice
Chapter 9
Pak Yoong, Brent Gallupe
The objectives of this chapter are to describe the nature of reflective practice and the development of reflective practice in one human aspect of... Sample PDF
GSS Facilitation: A Reflective Practitioner Perspective
Chapter 10
Pak Yoong, Brent Gallupe
Although electronic face-to-face meetings are increasingly being used by organizations to improve the productivity of their strategic planning... Sample PDF
Using Action Learning in GSS Facilitation Training
Chapter 11
Thekla Rura-Polley, Ellen Baker
This chapter first examines the role of collaboration and collective learning in regional and industry-wide innovation and how remote... Sample PDF
Extending Collaboration Support Systems: Making Sense in Remote Innovation
Chapter 12
Andrew Targowski, Ali Metwali
In this millennium, global organizations will increasingly focus on the critical value of the cross-cultural communication process, efficiency... Sample PDF
The Framework for a Cross-Cultural Communication Process Efficiency and Cost in a Global Economy
Chapter 13
Robert W. Gerulat
The purpose of this chapter is to present data and analysis from research that focused on the human side of IT. In an effort to determine the... Sample PDF
Cultural Characteristics of IT Professionals: An Ethnographic Perspective
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