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Suggestions for capturing corporate vision in strategic information systems

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  • Avison, DE
  • Eardley, WA
  • Powell, P

Abstract

In this paper it is suggested that the development and incorporation of a vision of the future is an essential component of business strategy, and that an ability to use this strategic vision is vital to organisations in framing a response to an increasingly turbulent business environment and achieving a sustained competitive advantage. The important role of strategic information systems (SIS) and strategic applications of IS and information technology (IS/IT) in supporting business strategy is discussed, and the need for such systems to incorporate the strategic vision is examined. The concept of vision is shown to have two modes, one of which concerns capturing present detail and one of which is 'future oriented', and a 'vision process' is discussed by which strategic vision may be made operational. It is then argued that the IS development (ISD) methods which are available to the developers of such systems are more suitable for use in the former mode than the latter and will not support the vision process adequately. A number of techniques from a variety of disciplines are examined for compliance with the process, and a proposal is made for a combination of suitable techniques which, it is suggested, would provide the necessary functionality and coverage to develop SIS which support business vision.

Suggested Citation

  • Avison, DE & Eardley, WA & Powell, P, 1998. "Suggestions for capturing corporate vision in strategic information systems," Omega, Elsevier, vol. 26(4), pages 443-459, August.
    • Handle: RePEc:eee:jomega:v:26:y:1998:i:4:p:443-459
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    References listed on IDEAS

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    1. Henk W. Volberda, 1996. "Toward the Flexible Form: How to Remain Vital in Hypercompetitive Environments," Organization Science, INFORMS, vol. 7(4), pages 359-374, August.
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    1. Neil Terry & Anne Macy & Amjad Abdullat, 2010. "Stock Market Volatility: A Comparison Of Computer And Cellular Hardware Companies," Global Journal of Business Research, The Institute for Business and Finance Research, vol. 4(3), pages 11-24.
    2. Aurore J. Kamssu & Brian J. Reithel & Jennifer L. Ziegelmayer, 2003. "Information Technology and Financial Performance: The Impact of being an Internet-Dependent Firm on Stock Returns," Information Systems Frontiers, Springer, vol. 5(3), pages 279-288, September.
    3. Powell, John & Powell, Philip, 2004. "Scenario networks to align and specify strategic information systems: A case-based study," European Journal of Operational Research, Elsevier, vol. 158(1), pages 146-172, October.
    4. Orriols-Puig, Albert & Martínez-López, Francisco J. & Casillas, Jorge & Lee, Nick, 2013. "A soft-computing-based method for the automatic discovery of fuzzy rules in databases: Uses for academic research and management support in marketing," Journal of Business Research, Elsevier, vol. 66(9), pages 1332-1337.
    5. J Pollack, 2009. "Multimethodology in series and parallel: strategic planning using hard and soft OR," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(2), pages 156-167, February.
    6. S H Choi & S M Bae, 2009. "Strategic information systems selection with incomplete preferences: a case of a Korean electronics company," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(2), pages 180-190, February.

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