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Abstract

A number of well-documented, fundamental assumptions are associated with strategic information systems planning (SISP). A core activity for this domain is the alignment of an organisations systems and technology strategy with its business objectives. The difficulty is the complex and diverse nature of the strategy process itself that renders such a match increasingly problematic. The evidence within the literature relating to SISP suggests that it does not fully mirror contemporary business strategy and contains some fundamentally incorrect assumptions. This paper identifies eight such assumptions that propose a number of challenges for future research directions. Case examples are also presented which reflect the issues posed for exploiting the value of Information Technology (IT) as a strategic opportunity given the approaches adopted for SISP. Finally, a number of challenges to SISP are noted which relate to identified categories, through an 'IS complexity framework', of reviewing benefits, managing business change, and assessing organisational competencies for sustainable competitive advantage.

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