IS Strategy

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Strategy is defined as a plan of action to achieve a position of advantage and meet organizational goals (Mintzberg 1987) . IS strategy is considered an output of the strategic development process . The classical quadrant of strategy determines the approach for IS strategy, which refers to an organisational perspective on the investment in , deployment , use and management of information systems (Mintzberg 1987) . IS strategy is of central importance to IS practitioners and researchers . Prior literature suggest that we operationalize IS strategy in terms of a shared organizational perspective and view Information system as an enabler of innovation ( McFarlan et al. 1983; Tai and Phelps 2000), while some view IS playing a supporting role in…show more content…
2001; Atkins 1994; Hatten and Hatten 1997; Hidding 2001). (Porter,1960) suggested the generic strategy framework, where the IS strategy help organizations improve its cost position through IS initiatives (Brady and Targett 1995). IS strategy should considered as an integral strategy and not only support but push the business strategy to achieve potential impact on organisational performance (Agarwal and Sambamurthy 2002; Galliers 2004; Preston and Karahanna 2009b). The second conception provides a broader view of IS strategy and is highly prevalent in existing literature which focuses on the IS strategy to run the IS function planning efficiently and effectively. According to Mintzberg the aim of IS strategy plan is to identify the required IS assets, efficiently allocate the IS assets and this conception also helps understand the two subdomains of (Earl,1989) triangle model, which contains IT strategy to direct effective management of IS resources and IM strategy to develop technology architecture and policies. The assumptions underlying this second conception suggests that IS strategy is assigned as functional strategy rather than organizational…show more content…
The third conception of IS strategy is organization centric , which bridges the two extremes of business driven logic and IS function logic in earlier conceptions . Conceptualizing IS strategy as a shared role between the business and IS function , viewing it as an organizational perspective which covers all three subdomains (ie . what, how and who) of the management strategy of information systems proposed by Earl (1989) and utilize IS for strategic goals (Armstrong and Sambamurthy 1999; Preston and Karahanna 2009b). Following an organizational perspective approach suggests that IS strategy could be both emergent and deliberate strategies , hence avoiding the contradiction (Galliers 2004) . It is highly likely that with emergence of new technologies and a shared view between IS and business executives, it could reflect the social dimension of IS strategic alignment (Reich and Benbasat 1996, 2000) and shape the business strategy of the organization (Galliers 1995). A limitation of this conception is that it is viewed as a top down perspective
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