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Dynamic and emergent information systems strategy formulation and implementation

Hannu Salmela, Ton A.M. Spil, Dynamic and emergent information systems strategy formulation and implementation. International Journal of Information Management 22(6), 441–460, 2002.

Abstract:

Early attempts to formulate information systems (IS) strategies concentrated on the analytical task of deriving IS strategies from business plans. The limitations of the static plans that often resulted from these formal studies were, however, soon discovered. The critics suggested informal and incremental planning to ensure flexibility, creativity and strategic thinking to comprise emergent strategies as well as planned strategies.

In previous IS planning research, there appears to be a contradiction between the published planning methods and the generally held views about effective implementation of IS planning process. The explicit methods described in IS literature predominantly assume a comprehensive IS planning process. Despite the fact that many researchers consider incremental approaches to be more effective, methods that can be used to facilitate incremental IS planning are few, not detailed enough and not comprehensive.

The four cycles method introduced in this paper attempts to combine the strengths of both the comprehensive and incremental planning to be able to recognise emerging trends and to make an e-business strategy. The method provides a basic schedule for organising planning activities. IS planning is seen as a continuous process that is periodically adjusted to the expectations of the participating managers. Practising managers can use the method to facilitate implementation of an incremental and continuous IS planning process. For e-business strategy research, the paper provides a theoretically based method that can be tested in future action research projects.

The first results of conducted action research show that the method should not be used as a checklist but as a choice list. Each period had a constant focus on external developments and the fit with internal possibilities. The method provided a flexible and dynamic basis for actions. The emergent nature of the changes and the difficulty of formalising creativity and innovation placed restrictions on the planning process. We learned that a thematic approach where each cycle is given a creative subject helped to "open up" the users in the organisation. Future research should focus on the inter-organisational nature of e-business strategy. If it is difficult to get top management participation, it will be even more difficult with more organisations involved.

BibTeX entry:

@ARTICLE{jSaSp02a,
  title = {Dynamic and emergent information systems strategy formulation and implementation},
  author = {Salmela, Hannu and Spil, Ton A.M.},
  journal = {International Journal of Information Management},
  volume = {22},
  number = {6},
  pages = {441–460},
  year = {2002},
}

Belongs to TUCS Research Unit(s): Network Economics Institute

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