6. Strategic Management of IS and IT
Marco De Marco, Catholic University of Milan. Italy (
Antonio Cordella, London School of Economics, UK (
Decisions on information technology have reached boardroom level in several organisations. Thus, the evaluation of IS-IT planning (how information assets will contribute to achieving organisational objectives) is strictly connected to both the investments required and the credibility of IS-IT implementation (expected performance based on past results and problems). Further, the rapidly changing social and business environments means that an effective information strategy needs to be identified and managed with input from several stakeholders (different process owners and quite a few user groups within the organisation and the numerous external vendors, outsourcers, consultants, researchers), all of whom have diverse needs and priorities.
Therefore, the pressure to achieve results (i.e., IS support in the pursuit of short-lived business opportunity windows) and the emergence of new permanent techniques and technologies call for shorter strategic process cycles (from planning to implementation), even though the current installed base might be large, the investments needed to re-orient it sizeable and the time required for the organisation to learn how to interact with the new IS policies, instruments and responsibilities significant. As a result, the CIO and the unit they lead must support the decision-makers with timely and reliable solutions based on carefully scrutinised investment proposals, as well as take into account the technology, the business, the organisation.
This means that the IS-IT function and competences need to be assessed and reinforced to facilitate the dialogue with other functions (and all the relevant stakeholders) and manage change effectively. In addition, the function’s “tool set” (theories and methods) needs to be able to handle multidimensional issues such as ‘alignment’, ‘flexibility’, ‘outsourcing’ and other major concepts or phenomena that have an impact on the strategic management of information.
It is therefore appropriate to call for contributions aimed not only at the critical evaluation of current key concepts and techniques, but also the presentation of research and experiences that can explain the benefits and risks of the different approaches and methods used to formulate and appraise IS-IT strategies and policies.
- IT governance mechanisms to coordinate and manage the allocation of IT resources
- The management of IT-enabled business processes
- The role of the IS function in business and IT strategy: alignment or cultivation?
- The evaluation and management of emerging technologies
- IT services management in a global context
- Conventional and unconventional IT organisation models
- IT and business process outsourcing
- IT Director-, CIO- or functional models of IT leadership
- Managing IS-IT resources in the public sector
- IT metrics and economics
- Impact of IS/IT Architecture for Aligning Business and IT Strategy
- Management of IS/IT Architecture
- Jan vom Brocke, Liechtenstein University
- Susanne Leist, University of Regensburg
- Luigi Buglione, University of Québec in Montréal
- Helle Zinner Henriksen, Copenhagen Business School
- Alex Winkelmann, University of Muenster
- Charlotta Levay, Uppsala University
- Vasja Vehovar, University of Ljubljana
- Kristiaan Kerstens, IESEG School of Management
- Luca Giustiniano, Luiss University
- Paolo Boccardelli, Luiss University
- Maddalena Sorrentino, Universita Statale Milano
- Joao Porto, University of São Paulo
- Federico Iannacci, BPP Business School
- Francesco Virili, University of Cassino
- Dianne Wigand, University of Alabama