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Strategic Information Systems for Competitive Advantage: Planning, Sustainability and Implementation

Copyright © 2001. 15 pages.
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DOI: 10.4018/978-1-878289-87-2.ch009
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MLA

Griffiths, Gareth and Ray Hackney. "Strategic Information Systems for Competitive Advantage: Planning, Sustainability and Implementation." Strategic Information Technology: Opportunities for Competitive Advantage. IGI Global, 2001. 185-199. Web. 2 Oct. 2014. doi:10.4018/978-1-878289-87-2.ch009

APA

Griffiths, G., & Hackney, R. (2001). Strategic Information Systems for Competitive Advantage: Planning, Sustainability and Implementation. In R. Papp (Ed.), Strategic Information Technology: Opportunities for Competitive Advantage (pp. 185-199). Hershey, PA: Idea Group Publishing. doi:10.4018/978-1-878289-87-2.ch009

Chicago

Griffiths, Gareth and Ray Hackney. "Strategic Information Systems for Competitive Advantage: Planning, Sustainability and Implementation." In Strategic Information Technology: Opportunities for Competitive Advantage, ed. Raymond Papp, 185-199 (2001), accessed October 02, 2014. doi:10.4018/978-1-878289-87-2.ch009

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Abstract

This chapter describes three critically important features for the planning, sustainability and implementation of strategic information systems (SIS). The literature identifies a consistent lack of success by organisations in achieving business benefits from their SIS investments and in particular the difficulties of obtaining a sustained competitive advantage over rivals. There appears to be little evidence that this record has improved as organisations increasingly rely on SIS to support their business strategy. The chapter focuses upon the need for appropriate SIS planning, the role of unique, causally ambiguous ‘isolating mechanisms’ in order to sustain SIS-derived competitive advantages and concludes by summarising the implementation factors deemed to be of real practical importance for the success of large-scale SIS projects based upon recent empirical research. The high failure rate of SIS applications in business is deemed to be largely of a managerial rather than a technical causation (Earl, 1989;Burn, 1993; Galliers et al., 1994;Barnett and Burgelman, 1996; Powell and Dent-Micallef 1997; Willcocks and Lester 1999; Watson et al., 2000). This chapter identifies and considers three components which are critical in this respect to enable an IT strategy fusion with the rest of the business (Papp, 1998).
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Complete Chapter List

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Table of Contents
Preface
Raymond Papp
Chapter 1
Ratmond Papp
The concept of strategic alignment is more than two decades old (McLean and Soden, 1977; IBM, 1981; Earl, 1983; Mills, 1986; Brancheau and Wetherbe... Sample PDF
Introduction to Strategic Alignment
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Chapter 2
David L. Bahn
The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is... Sample PDF
Sustainable Competitive Advantage from Information Technology: Limitations of the Value Chain
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Chapter 3
Mark R. Nelson
The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is... Sample PDF
Sustainable Competitive Advantage from Information Technology: Limitations of the Value Chain
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Chapter 4
Mark R. Nelson
The strategic alignment model presented in the first chapter of this book clearly identifies cross-functional integration as a critical dimension of... Sample PDF
Alignment through Cross-Functional Integration
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Chapter 5
Yolande E. Chan
A study sponsored primarily by the Advanced Practices Council of the Society for Information Management (SIM) International is briefly described.... Sample PDF
Information Systems Strategy, Structure and Alignment
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Chapter 6
Mary Elizabeth Brabston, Robert W. Zmud, John R. Carlson
The development, communication, use, and benefits of organizational strategic visions have been well documented. Visions focus the enterprise on... Sample PDF
Communicating Strategic IT Vision to Organization Members: A Conceptual Framework
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Chapter 7
Jerry N. Luftman
Business and IT practitioners, researchers, and consultants have been asking for an effective tool to assess IT-business alignment. Until now, none... Sample PDF
Assessing Business-IT Alignment Maturity
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Chapter 8
Anne L. Powell
It is no longer questioned that the management of information systems (MIS) is an important variable when studying organizational effectiveness and... Sample PDF
Outsourcing Decisions: Using Porter's Model
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Chapter 9
Petter Gottschalk
Information technology (IT) leadership has undergone fundamental changes over the past decade. Despite increased interest in recent years, little... Sample PDF
The Changing Roles of IT Leaders
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Chapter 10
Gareth Griffiths, Ray Hackney
This chapter describes three critically important features for the planning, sustainability and implementation of strategic information systems... Sample PDF
Strategic Information Systems for Competitive Advantage: Planning, Sustainability and Implementation
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Chapter 11
Makoto Nakayama
The era of e-commerce requires firms to have a more sophisticated IT alignment model. Now IT strategy and business strategy (r)evolve together while... Sample PDF
Aligning IT Resources for E-Commerce
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Chapter 12
Brian J. Reithel, Chi Hwang, Katherine Boswell
Information systems researchers continue to grapple with the development of frameworks to aid managers in the identification of opportunities for... Sample PDF
Competitive Force/Marketing Mix (CF/MM) Framework
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Chapter 13
A. C. Leonard
Sound relationships between IT professionals and their business counterparts (end users) could be regarded as one of many important factors playing... Sample PDF
The Importance of the IT-End User Relationship Paradigm in Obtaining Alignment Between IT and the Business
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Chapter 14
Christian Bauer
The dynamic nature and flexibility of electronic commerce increases the importance of the alignment of business strategy and information technology... Sample PDF
Strategic Alignment for Electronic Commerce
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Chapter 15
Wilfred S.J. Geerlings, Alexander Verbraeck, Pieter J. Toussaint, Ron P.T. de Groot
Every organization needs a staff appropriate for its tasks in order to accomplish its business objectives, both now and in the future. To gain... Sample PDF
Strategic Human Resource Forecasting for an Internal Labor Market
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