An Empirical Study of Organizational Factors Affecting the Success of Information Systems Strategic Planning

• Main Authors: Jung-Chi Pai, 白榮吉
• Other Authors: Gwo-Guang Lee
• Format: Others
• Language: en_US
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/41812118194300753223

博士 === 國立臺灣科技大學 === 資訊管理系 === 91 === Information systems strategic planning (ISSP) was consistently identified as one of the most critical issues facing IS executives and academic researchers. According to surveys of information systems management issues in the recent decade, “Improving information systems strategic planning” remains among one of top ten issues facing IS/IT executives and corporate general managers. Moreover, the strategic value of information systems (IS) and the impact of information technology (IT) on the competitive advantages of businesses have increased the need for effective information systems strategic planning. Furthermore, as e-business strategies such as enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM) and knowledge management systems (KWS) have received growing attention from entrepreneurs, executives, investors and industry, information systems strategic planning is now considered critical in developing a successful e-strategy. However, many information systems strategic planning methodologies emphasize the rational and formal aspects of organizational life, while ignoring the complexity of an actual organizational situation that is characterized by human behavior. Furthermore, numerous researchers have examined the relationship between various factors and the success of information systems strategic planning, there are still many factors that have little been examined. The main purpose of this study is to examine the effects of organizational factors on the success of information systems strategic planning. This study focuses on three perspectives of organizational factors, including organizational context, interactive behavior and lateral organizational mechanisms. Data were collected using a questionnaire survey sent to the IS directors of 1000 large companies in Taiwan. Furthermore, structural equation modeling (SEM) and multivariate analysis of variance (MANOVA) were used to analyze the hypothesized relationships between the constructs in the research model, supporting by LISREL and SPSS software. The results of statistical tests by SEM and MANOVA showed that certain factors relating to organizational environment influenced the success of information systems strategic planning. As for the organizational context factors, CEO/CIO relationship and IS maturity significantly affects the success of ISSP. Organizational centralization significantly affects the IS strategic planning alignment, but it did not affect the quality of IS strategic planning process. With respect to the interactive behavior factors, task coordination significantly affects the quality of the IS strategic planning process. Furthermore, strategic IS/IT planning teams significantly affect the overall success of ISSP and its three measurement constructs (including the quality of IS strategic planning process, IS strategic planning alignment and improvement in IS strategic planning capability). IT steering committees only significantly affect one construct (alignment) of the success of ISSP. The implications of this finding for IS practice is discussed. Moreover, the limitations, contributions, and future research of this study are examined. Finally, this dissertation provides a valuable reference for business managers or strategic planners who are initiating or conducting information systems strategic planning exercises in the digital era, and for researchers interested in information systems management and planning.