Information Technology Reference
In-Depth Information
relates to all hands-on activities to execute the strategy. Despite organizations being
able to appropriately identify strategic ICT solutions, implementation was found to
hinder the process because organizations lack top management support and suitable
control mechanisms. Insufficient planning produces problems as a consequence of
low implementation detail (Newkirk, Lederer, & Srinivasan, 2003). Conversely, too
much implementation planning can complicate, delay, or otherwise impede imple-
mentation. Overall, “the data strongly supported the simplistic view that more SISP
[Strategic Information Systems Planning] is better” (Newkirk et al., 2003, p. 221) in
that there is a strong correlation between the degree of planning comprehensiveness
and realized ICT-enabled success. Comprehensive attention to planning the imple-
mentation must consider the tasks of defining the change management approach,
defining the action plan, evaluating it, and defining the follow-up and control pro-
cedures. Most intended strategies are not fully implemented due to execution dif-
ficulties encountered at the implementation phase, and consequently, only a small
number of planned ICT strategies are ever realized (Wang & Tai, 2003).
7.8 toward an Agenda for Further inquiry
This section sets out a number of high-level opportunities considered suitable for
further inquiry to gain new and relevant insights that can sharpen our understand-
ing of the strategic alignment construct in a public sector context.
7.8.1 Toward a Role-Based Perspective on Strategic Alignment
Strategy stimulates organizational structure, management, and process (Chandler,
1962). Later, Scott-Morton (1991) concluded that strategic ICT had evolved to
become the stimulating force behind driving structural, role, and process trans-
formation. Arguably, however, organizations do not make strategy; people do.
Subsequently then, management actors who make decisions about the selection
of ICT investments are responsible for stimulating organizational transformation
(albeit quite often unbeknownst to them, as this chapter has revealed). Therefore,
greater understanding about management roles and routines as they relate to align-
ing strategy and ICT could highlight some of the embedded constraints that hinder
ICT strategy-making.
7.8.2 Toward a Networks-Based Perspective
on Strategic Alignment
The level of interdependency among public organizations is rising. This chapter
revealed the importance of leveraging ICT from a high-level system perspective
that trickles down to the network of interrelated organizations. Thus, any strategic
ICT initiative must reflect the bigger picture. It could be useful to gain insight into
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