Beyond organisational agendas: using boundary critique to facilitate the inclusion of societal concerns in information systems planning

2008 ◽  
Vol 17 (2) ◽  
pp. 125-142 ◽  
Author(s):  
José-Rodrigo Córdoba ◽  
Gerald Midgley
Keyword(s):  
Information Systems ◽  
Boundary Critique ◽  
Systems Planning ◽  
Information Systems Planning

Effect of Information Service Competence and Contextual Factors on the Effectiveness of Strategic Information Systems Planning in Hospitals

2016 ◽  
Vol 24 (1) ◽  
pp. 14-36 ◽  
Author(s):  
Shin-Yuan Hung ◽  
Wei-Min Huang ◽  
David C. Yen ◽  
She-I Chang ◽  
Chien-Cheng Lu
Keyword(s):  
Information Systems ◽  
Contextual Factors ◽  
Information Service ◽  
Competitive Advantages ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
Strategic Information Systems Planning ◽  
Systems Planning ◽  
Information Intensity ◽  
Information Systems Planning

Many hospitals in Taiwan have started to encounter new and fierce competition as a result of the enactment of the National Health Insurance Policy in 1995. Hospitals should strive to use information technology (IT) strategically to improve their competitive advantage and meet the dynamic challenges in this competitive environment. This study adopts the Technology-Organization-Environment framework to understand the effects of contextual factors (e.g., environmental uncertainty and information intensity) and information service competence on the effectiveness of strategic information systems planning (SISP) to improve hospital management efficiency. A field survey was conducted using questionnaires distributed to accredited hospitals that serve patients from different regions/districts and with academic teaching qualifications/capabilities. These hospitals represent approximately a quarter of all hospitals in Taiwan. The findings show that the environmental unpredictability and business competence of IS executives are negatively related to the two SISP constructs: IT participation in the hospital planning and alignment of the IT plan with the comprehensive hospital plan. In addition, the findings demonstrate that information intensity has a significantly positive relation to both aforementioned SISP constructs. Finally, both constructs justify the significant positive correlations with the use of IT in increasing competitive advantages and improving the satisfaction of customers and end users. This research intends to guide the healthcare industry in raising competitive advantages to improve the operational efficiency of hospital management in today's highly digitalized environment.

Out of sight, out of mind: the limitations of traditional information systems planning

Facilities ◽  
1995 ◽  
Vol 13 (9/10) ◽  
pp. 15-21 ◽  
Author(s):  
Ethné Swartz ◽  
Dominic Elliott ◽  
Brahim Herbane
Keyword(s):  
Information Systems ◽  
Systems Planning ◽  
Information Systems Planning

Concepts of Strategic Alignment of IT and Business

2013 ◽  
pp. 168-191
Keyword(s):  
Information Systems ◽  
Strategic Management ◽  
Strategic Alignment ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
It Alignment ◽  
Strategic Information Systems Planning ◽  
Systems Planning ◽  
Information Engineering ◽  
Information Systems Planning

This chapter begins by explaining the purpose of strategic information systems planning, which is followed by describing three commonly adopted methodologies. They are known as “business systems planning,” “strategic systems planning,” and “information engineering.” In addition, the six broad process dimensions that characterize the activity of strategic information systems planning are discussed. In order to provide an understanding of what is meant by alignment, the basic concepts are presented and some established principles discussed. In essence, the primary and secondary functions in alignment for a business are explained, including the purpose it serves, how optimum alignment occurs, and when. Some proposed models for strategic alignment are reviewed to provide an understanding of the different types of strategic activities that are involved, and their flow and relationships with each other for interaction. By demonstrating how each model works based on a given set of conditions, the key to achieving strategic alignment for a business is established. The strengths and limitations of each of the models are stated. In particular, the model proposed by Henderson and Venkatraman (1990), the Strategic Alignment Model (SAM), is described in detail to explain how it works. It is explained in the context of four fundamental domains of strategic choice, with each having its own underlying dimensions. In essence, SAM has been developed for conceptualizing and directing the emerging area of strategic management of IT in terms of two fundamental characteristics of strategic management. They are strategic fit (the interrelationships between external and internal components) and functional integration (integration between business and functional domains). These fundamental characteristics are defined with respect to four different perspectives of alignment. Further, three dominant domain types are introduced together with appropriate illustrations of their application. Finally, case studies are presented to show how companies with a technology vision can achieve enormous business success through applying strategic IT alignment and indeed become global players. The chapter concludes with a summary of the main points covered on the concepts of strategic alignment of IT and business.

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