Strategic Management and Strategy

1778 Words Sep 27th, 2012 8 Pages
Richard Bricknall 2005-10-01

Litterature seminar 2

Base litterature task
October Book/Article 1. John Ward and Joe Peppard, Strategic Planning for Information Systems, Third Edition , John Wiley & Sons, 2002, Chapters 4-6 2. Henderson and Venkatraman, Strategic alignment :Leveraging information technology for transforming organisations, IBM Systems Journal, Vol.36, Nos. 2&3, 1999 3. Claudio Ciborra, De Profundis? Deconstructing the concept of strategic alignment, Scandinavian Journal of information systems, Vol. 9, No. 1, 1997. 4. Michael Earl, Experiences in strategic information systems planning, MIS Quarterly, Vol. 17, No. 1, 1993 A Strategy formulation contra strategy realisation, which is the most important and how should they
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This means the business are highly motivated to link up with their IT counterparts. The fourth perspective I would put companies like my own, CSC, where outsourcing of IT is the major business activity and the company is entirely dependent on efficient IT services. To summarise in the last three perspectives IS/IT is a essential component of the organisation and therefore implementation of IT strategy controls the success of the company and therefore is closely linked to the business strategy and thus implementation of strategy is a natural progression of formulation of the strategy. In the Strategy Execution perspective greater business value is perhaps generated in other ways than IT e.g. through products or services which are supported by IT solutions that are general in the industry as in the case of transport companies. Ciborra’s article starts off with the challenging view that alignment of business and IT is dead or unnecessary but concludes finally that it is necessary but introduces the terms care, hospitality and cultivation. His main argument seems to be that strategic alignment appeared on the scene as a result of research initiated by IBM and when after a number of years the research could not find ways of quantifying the level of alignment interest from IBM waned and their funding of the research ended. Subsequent research in the area of alignment avoided using the word ‘ali8gnment’ and from this Cibbora implies the research
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