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Advances in Information Technology Integrated with Strategic Direction

Advances in the Technology of Managing People: Contemporary Issues in Business

ISBN: 978-1-78973-074-6, eISBN: 978-1-78973-073-9

Publication date: 10 June 2019


Both private and public sector organizations continue to be challenged by the need to determine and assess the applicability and viability of information technology (IT) advances to their situations. Traditionally, IT has not been perceived as a major contributing factor in developing and supporting the strategic direction of organizations. Yet the many diverse advances in IT can present both positive and negative influences on an organization especially in a rapidly changing global environment. Some organizations do not conduct formal strategic planning due to a perception that the effort will be outdated before it is completed. Others may undertake the planning process but fail to continue to implementation. Regardless of whether there is formal, informal, or non-existent strategic planning, the importance of assessing relevant IT advances is seldom considered as a critical factor to be integrated into an organization’s long-term direction.

This chapter utilizes both primary research and case studies to propose that IT advances need to be appropriately incorporated into an organization’s strategic direction. Supporting rationale will be presented for a variety of private and public sector entities and situations. Some IT advances that are addressed include the following:

  • Stakeholder involvement in assessing appropriate IT advances

  • Technology strategy planning for mergers and acquisitions

  • Mobile device integration in future organizational planning

  • IT outsourcing vs. insourcing implications



Peterson, S.A. (2019), "Advances in Information Technology Integrated with Strategic Direction", Gordon, P.A. and Overbey, J.A. (Ed.) Advances in the Technology of Managing People: Contemporary Issues in Business (The Changing Context of Managing People), Emerald Publishing Limited, Leeds, pp. 13-24.



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