Phenomenology: a preferred approach to research on information systems
Trends in information systems
In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
Defining the boundaries of computing across complex organizations
Critical issues in information systems research
Management strategies for information technology
Management strategies for information technology
Power over users: its exercise by system professionals
Communications of the ACM
Power, politics, and MIS implementation
Communications of the ACM
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Information systems and organizational change
Communications of the ACM
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
GIS for district-level administration in India: problems and opportunities
MIS Quarterly - Special issue on intensive research in information systems
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Investigating information systems with ethnographic research
Communications of the AIS
A system implementation study: management commitment to project management
Information and Management
The Journal of Strategic Information Systems
Strategic information systems planning: A case study from the financial services industry
The Journal of Strategic Information Systems
The Journal of Strategic Information Systems
A Critical Systems View of Power-Ethics Interactions in Information Systems Evaluation
Information Resources Management Journal
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The formation and implementation of strategy with respect to computer-based information systems (IS) are important issues in many contemporary organizations, including those in the financial services sector. This paper describes and analyzes an in-depth case study of the strategy formation and implementation process in one such organization, a medium-sized UK building society, and relates the process to its organizational and broader contexts; the organization is examined over a period of several years and under the contrasting leadership of two different chief executives. The case study is used to develop some general implications on IS strategy and implementation, which can be taken as themes for debate in any new situation. The paper provides an example of a more detailed perspective on processes in IS strategy and implementation than typically available in the literature. In addition, a new framework for further research in this area is developed, which directs the researcher toward exploring the dynamic interplay of strategic content, multilevel contexts, and cultural and political perspectives on the process of change.