Growth stages of end user computing
Communications of the ACM
Developing capabilities to use information strategically
MIS Quarterly
Information and Management
Unifying the fragmented models of information systems implementation
Critical issues in information systems research
Defining the boundaries of computing across complex organizations
Critical issues in information systems research
Strategic information systems: myths, reality and guidelines for successful implementation
European Journal of Information Systems
Designing information systems for changing organizations
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Root causes of strategic information systems planning implementation problems
Journal of Management Information Systems
Information Systems in Organizations
Information Systems in Organizations
Experiences in strategic information systems planning
MIS Quarterly
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Mintzberg's viewpoint that strategy is an emergent learning process rather than a plan has a valuable contribution to make to the Information Systems IS field. This argumentation has rendered both the necessity of strategy planning sessions and the strategy plan itself questionable. Here, strategy is seen from an experiential learning perspective, but learning is supported by planning sessions. The purpose of the planning process is to produce a formal plan to direct IS development and utilization. On the other hand strategy is what an organization knows, not what is written. The outcome of an IS strategy process should thus be an increased understanding of IS opportunities and constraints, and a shared view of IS utilization. This study presents an approach to combine the learning and planning approaches to strategy formation. An approach to link the experiential learning cycle and the Information Systems Strategy ISS process is presented and tested. The proposed solution is based on four process phases. First, evaluation of the current organizational reality of IS utilization from the management, usage and Information Technology IT viewpoints. Secondly, joint learning through an interactive planning process between interest groups to improve managerial abilities, change organizational structures and reach a common view of IS use and management i.e. IS Strategy. Thirdly, another learning process directed by IS strategy during implementation at middle management and personnel levels. Finally, the outcome of the ISS process has to be constantly observed and evaluated to understand progress and needs for further development. A longitudinal case study has been conducted to test the developed approach. The research process is presented and the outcomes of the approach discussed.