Abstract: Strategic Information System Planning

Topics: Strategic management, Management, Strategic planning Pages: 66 (7202 words) Published: February 27, 2013
European and Mediterranean Conference on Information Systems 2009 (EMCIS2009) July 13-14 2009, Crowne Plaza Hotel, Izmir

Abdullah Basahel, Researcher, Brunel Business School, Brunel University, UK Abdullah.basahel@brunel.ac.uk
Zahir Irani, Information Systems Evaluation and Integration Group (ISEing), Brunel Business School, Brunel University, UK
Strategic Information Systems Planning (SISP) literature reviews with a focus on the global dimension are considered in this research. The paper counters the evaluation of SISP techniques through information system (IS) strategic drivers. These techniques can be vital contributors in the IS strategy (ISS) designing process. Therefore, categorisation of the techniques of ISS planning will be developed. Keeping in mind the global dimension, the planning team needs to identify how it can cluster an organization’s ISS drivers. This may be achieved by analysing the drivers that can have an effect on IS for the organization, which may support categorisation of drivers against techniques being classified to understand which are needed to fit specific drivers. The contribution of this research is the taxonomy of SISP techniques, with a case study for X international airlines. This classification can benefit evaluation of the ISS planning processes to support decision-makers through the planning process.

KEYWORDS: SISP, IS strategic drivers, IS strategic techniques, airlines case study.



The organization looks to obtain the maximum benefit from its resources and reduce the risk as much as possible. It attempts to use all of its resources efficiently, effectively, and competitively. In so doing, there appears be a need to link all of the resources in a way that allows these to be controlled, creatively, flexibly, and educationally. From this point of view, there is also a need to determine the significant processes within the entire organization. The processes are not only important, but they also share activities to be completed beyond the business unit. At the same time, these processes are not just routine, but sometimes also creative. Therefore, it is necessary to consider these processes in the planning stage by analysing them and considering the role of IS\IT in supporting these processes’ integration (Robson, 1997; Tallon, 2007). The importance of the techniques of strategic planning in the role of IS\IT is increasing. These techniques may help to build the business model of the organization (Robson, 1997), which would support managers by simulating a situation or providing the problem’s solution in many ways, such as decreasing the cost of experimentation to lower than it is in real life; simulating time in seconds as opposed to real-life, which may require years; changing the variables of the model in the experiment, easier than changing them in real life; and finally, using the models to deal with uncertainty, by including “what-if” roles or risk calculations (Turban et al., 2005).

Many headings can be used to categorise techniques that could support strategic planning, as suggested by Robson (1997). These are techniques that follow the model of planning or the decisionmaking process; their nature of attention, such as opportunities; their identifying origin; their perspective view; and current business problems. Another possibility in grouping these techniques is meeting the goal of efficiency, effectiveness, competitiveness, business alignment, or impaction on business. The techniques can also be grouped according to awareness, opportunity, or positioning framework, as in Earl (1996). Generally, all of these techniques are grouped according to a judgment

A. Basahel and Z. Irani


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