• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Strategic Planning of IS/IT: View on Strategic Resources

Extracts from this document...

Introduction

Strategic Planning of IS/IT: View on Strategic Resources This paper will discuss the relevance of strategic resource and information management in the context of strategic planning of information system and information technology. It will pay attention on the concept of core competences particularly and distinctive capabilities. Moreover, the difficulties will be revealed when the above concepts are introduced into an organisation's IM strategy. Introduction In the 80's and 90's, information has emerged as an agent of integration and the enabler of new competitiveness for today's enterprise in the global marketplace. It has been a growing realization of the need to make information systems strategically important. Consequently, strategic planning of information system and information technology (IS/IT) has been identified as the crucial issue of information management. Planning for information systems, as for any other system, begins with identification of needs. In order to be effective, development of any IS should be a response to need. Under the circumstance of today's competition, such planning for IS/IT is required to be long term oriented and serve as the framework for determining the product/market combination of a corporation, and therefore, becoming strategic. In the formulation of such a strategy, many approaches are introduced. In this paper, resource-based approach, the perspective one that emphasizes on content (on the other hand, descriptive is where process is prime), is going to be discussed. The plan for this paper is fourfold: first, to describe a proper definition of strategic planning of IS/IT and set it as the context of this paper; second, to review the resource-based perspective; third, to discuss the difficulties when this approach is introduced into information management and to offer some advice to tackle these problems, and finally, to draw a conclusion. ...read more.

Middle

However, the difference of core competences and distinctive capabilities will not distract their significance that represents strategically relevant resources; they are both the 'strategic resources'. Further, a term, 'architecture', introduced by Kay, is used to combine them. It is 'a system of relationship within the firm or between the firm and its supplier and customers, or both' (1993: 14). To create a distinctive architecture requires a number of core competences relating to task such as the selection of the most suitable suppliers, the fostering of relationships outside the organisations, the creation of an appropriate of culture, and an ability to response to change. Strategic Resources and IM The strategic value of an organisation's resources can be conceived only through the activities that they contribute to support or realize like the information management and SISP. By those strategic resources, as mentioned above, an organisation may deploy in the process of converting inputs into outputs strategically, which can be reflected in the every aspect of SISP and Information Management as they are simply seen as Input-Process-Output functions (Figure 2). The information management is aimed at 'to add value by exploiting information as a core business resource' (Ward and Griffiths 1996, 363) and therefore, it should to be based on core competences of an organisation. Analogously, IM needs to determine how they support, complement, enhance, or, as increasingly the case, create or potentially transform - 're-engineer'-the organisation's core competences. IM's core competences, once developed, will probably put an enhanced focus on the way in which core competences of the organisation can be re-engineered, which in turn will refine the understanding of IM's role. ...read more.

Conclusion

C. and Sifonis, J (1988) 'The Value of Strategic IS Planning: Understanding Consistency, Validity and IS Markets', MIS Quarterly, June, 187-200 Hitt, M.A. and Ireland, R.R. (1985) 'Corporate Distinctive Competence: Strategy, Industry and Performance', Strategic Management Journa, 6, 273-293 Hoffer J.A., Michaele S.J. and Carroll J.J. (1989) 'The Pitfalls of Strategic Data and Systems Planning: A Research Agenda', In Proceedings of the twenty-second annual Hawaijii International Conference on Systems Sciences, IV Kay J. (1993) Foundations of Corporate Success, Oxford University Press, Oxford King, W.R. (1988) 'How Effective is your Information Systems Planning?', Long Range Planning, vol. 21, no. 5, October, 103-112. King, W.R. and Grover, V. (1991) 'The Strategic Use of Information Resources: an Exploratory Study. IEEE Transactions on Engineering Management, 38, 4, 293-305 Lederer, A.L. & Sethi V. (1988) 'The Implementation of Strategic Information Systems Planning Methodologies', MIS Quarterly, September, 445-461 Mentzas G. (1997) 'Implementing an IS Strategy - A Team Approach', Long Range Planning, vol. 30, no. 1, 84-95. Porter, M.E. (1985). Competitive Advantage, The Free Press, New York Porter M and Millar V. (1985) 'How Information Gives you Competitive Advantage', Harvard Business Review, July-August, 149-160 Porter, M.E. (1987) 'From Competitive Advantage to Corporate Strategy', Harvard Business Review, May-June, 43-59 Prahalad, C.K. and Hamel, G. (1990) 'The Core Competence of the Corporation', Harvard Business Review, May-June, 79-91 Prahalad, C.K. and Hamel, G. (1994) Competing for the Future, Harvard Business School Press, Boston Rackoff, N., Wiseman C. and Ullrich W.A. (1985) 'Information Systems for Competitive Advantage: implementation of a planning process', MIS Quarterly, December, 285-294. Raghunathan T.S. and King, W.R. (1988) 'The Impact of Information Systems Planning on the Organization', OMEGA vol. 16, no. 2, 85-93. Ward J. and Peppard J. (1996), Strategic Planning for Information Systems, 2nd edn., John Wiley and Sons, Ltd., London ?? ?? ?? ?? 2 ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our AS and A Level ICT in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related AS and A Level ICT in Business essays

  1. The Purpose and Scope of MIS - Management information systems.

    3.2 Integrated Packages Businesses often have a systems that is either designed especially for their business (bespoke system) or one which was purchased according to the needs of the business (off the shelf purchase used by more than one company).

  2. Business Aims and Objectives.

    Tesco stores to communicate with other staff to inform them that there are, for example food spillage, the staff can use PA systems, which are addressed over speakers through the store. This way them can inform the customers about the problem and get someone to solve the problem.

  1. Human resources

    Entrepreneurship is a major driver of innovation, competitiveness and growth. The promotion of entrepreneurial thoughts and skills in our societies through education at all levels has been at the centre of the political agenda of the EU which defines entrepreneurship as one of the new basic skills that should be provided through lifelong learning.

  2. Examine the strengths and weaknesses of the business by performing an internal audit on ...

    the Ben Sherman license, Berwin and Berwin has become the biggest private business supplying to the non-Marks and Spencer's industry: Suits are products with an extremely long life cycle, and there is no real need for the business to diversify.

  1. The purpose of this document is to define the Context of Cain Motors Information ...

    Cain Motors Change Request Date: 22/02/03 Project Manager: Mr Shirley Change Urgency: Low Change Manager: Mrs K Fuller Change Description: Version 1 of the original analysis was produced using the traditional waterfall method (SSADM). By using the Unified Modelling Language (UML)

  2. Management information system (MIS).

    As it involves all people from other departments i.e. Finance, purchasing, manufacturing, information system is important for it enables everyone to be connected to each other in order to have an effective implementation. D] Control - The companies need a certain control system to make sure that its marketing plans implemented are going to be achieved.

  1. Competitive advantage analysis in the Grocery retailing industry - The role of IT and ...

    What lies ahead is still in question for Tesco. A grave uncertainty exists in the future. This should encourage Tesco to look for new and better ways to strategically utilize IS and IT for competitive advantage. Tesco did this before, and it will be possible again!

  2. The process of electroplating and how it is used to protect products.

    This information gives the relevance of electroplating and how it does it function. The information describes the technique used to coat the raw component with the metal. "The process of electroplating is similar to that of electrolysis. The electroplating process involves raw components being coated with a layer of metal

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work