تاثیر تعهد سازمانی، مشارکت مدیریت ارشد، و درگیری تیم بر برنامه ریزی استراتژیک سیستم های اطلاعاتی

Organizational commitment, senior management involvement, and team involvement are typically expected to have a positive impact on the achievement of strategic information systems planning (SISP) objectives. That is, more commitment and involvement should produce greater success. However, they might also have a quadratic impact, specifically an inverted-U relationship such that after they reach an optimum, the achievement of the objectives diminishes. A postal survey about planning practices and objectives produced usable data from 105 corporate information systems planners. Senior management involvement predicted the achievement of the objectives in a positive manner whereas organizational commitment predicted it in an inverted-U relationship. Future research should look more closely at these relationships. Planners should be more aware of the possibly detrimental effects of excessive planning

Strategic information systems planning (SISP) is an important management function. It can help an organization use information technology (IT) more competitively, identify new, higher payback IT applications, and better forecast IT resource requirements. On the other hand, the failure to perform SISP well can cause opportunities to be missed and efforts to be duplicated. It can result in incompatible systems and wasted resources. In fact, today’s highly competitive environment, with its rapidly changing IT, may aggravate the dangers of ineffective SISP more than ever before [24] and [64]. Hence, it is no surprise that both corporate general managers and information systems executives have viewed improved SISP as a key issue for sometime [10], [15] and [51]. It is perhaps likewise no surprise that chief executives have identified SISP as their top information systems concern [9] and [47]. As a result, researchers and other observers have been interested in successful SISP [4] and [69]. They have offered conceptual and empirical work suggesting that SISP success is a function of many variables. Among them are three organizational factors: (1) organizational commitment; (2) senior management involvement and (3) team involvement [14], [20] and [27]. However, the studies of those variables have assumed a positive impact of them on SISP success. In other words, they have assumed that more of the predictor variables produce more of the predicted success. The purpose of this paper is to test the relationships between the three predictor variables and SISP success by investigating not only the favorable effects of SISP, but also the potentially detrimental effect of excessive SISP. In other words, perhaps too much of a predictor variable can produce less success [49]. The paper begins with an overview of SISP, the description of relevant variables, and hypotheses. After the methodology section, data analysis and discussion follow. Implications for research and practice conclude the paper.

Strategic information systems planning is an important and challenging management function. Chief executives, corporate general managers, and information systems executives want to improve it. Perhaps careful assessment of the extent of planning practices can help them do so.