Prelims
Strategic Information System Agility: From Theory to Practices
ISBN: 978-1-80043-811-8, eISBN: 978-1-80043-810-1
Publication date: 4 December 2020
Citation
Sahid, A., Maleh, Y. and Belaissaoui, M. (2020), "Prelims", Strategic Information System Agility: From Theory to Practices, Emerald Publishing Limited, Leeds, pp. i-xviii. https://doi.org/10.1108/978-1-80043-810-120211001
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
Half Title
Strategic Information System Agility
Title Page
Strategic Information System Agility: From Theory to Practices
by
Abdelkebir Sahid
University Hassan 1st, Morocco
Yassine Maleh
University Sultan Moulay Slimane, Morocco
Mustapha Belaissaoui
University Hassan 1st, Morocco
United Kingdom – North America – Japan – India – Malaysia – China
Copyright Page
Emerald Publishing Limited
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First edition 2021
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British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-80043-811-8 (Print)
ISBN: 978-1-80043-810-1 (Online)
ISBN: 978-1-80043-812-5 (Epub)
Dedication
In loving memory of my aunt Essadia Sahid
Abdelkebir Sahid
In loving memory of my mother
Yassine Maleh
To my family
Mustapha Belaissaoui
Contents
List of Figures | xi |
List of Tables | xiii |
List of Acronyms | xv |
Preface | xvii |
Chapter 1 Introduction | 1 |
1.1 Context | 1 |
1.2 Why Agility Now? | 2 |
1.3 The Agility Role | 3 |
1.4 IT as a Business Agility Obstacle | 4 |
1.5 IT at the Service of Business Agility | 5 |
1.6 Research Objective | 5 |
1.7 Research Design | 6 |
1.8 Contributions and Relevance | 6 |
1.9 Book Organization | 7 |
Chapter 2 Understanding Agility Concept | 9 |
2.1 Introduction | 9 |
2.2 Background of Significant Changes Underlying Agility | 10 |
2.3 Production Method Trends | 13 |
2.3.1 Lean Manufacturing | 14 |
2.3.2 Total Quality Management | 17 |
2.4 Agile Management Paradigm Evolution | 18 |
2.4.1 Change Management | 18 |
2.4.2 Change and Uncertainty Mastering in the Entrepreneurial Organization | 21 |
2.4.3 Work on Agility | 21 |
2.4.4 Agile Continuous Delivery Methods | 25 |
2.4.4.1 Scrum | 25 |
2.4.4.2 Agile Manifesto | 26 |
2.4.4.3 DevOps | 26 |
2.4.4.4 Toyota Kata | 26 |
Summary | 27 |
Chapter 3 Information System Evolution | 29 |
3.1 Introduction | 29 |
3.2 Information System Definition and Objective | 32 |
3.3 Information System Concept | 33 |
3.4 Concepts of Enterprise Application | 35 |
3.5 Features of Enterprise Applications | 35 |
3.6 Autonomy | 36 |
3.7 Distribution | 37 |
3.8 Heterogeneity | 37 |
3.9 Dynamism | 38 |
3.10 EIS and Company Strategy | 38 |
3.11 Enterprise Information Systems’ Complexity | 40 |
3.12 Complexity Factors | 40 |
3.13 Evolution of EISs | 41 |
3.14 EIS Governance | 42 |
3.14.1 COBIT | 47 |
3.14.2 LIBRARY (ITIL) | 51 |
3.14.3 Structure of ITIL v4 | 52 |
3.14.4 CMMI | 54 |
3.14.5 Committee of Sponsoring Organizations of the Treadway Commission (COSO) | 55 |
3.15 Urbanization | 57 |
3.15.1 The Metaphor of the City | 57 |
3.15.2 The Urbanization of Information System | 59 |
3.16 Flexibility | 60 |
3.17 Agility | 61 |
3.17.1 IS organizational Design | 64 |
3.17.2 Competencies and Skills of IS professionals | 65 |
3.17.3 IS Development | 65 |
3.17.4 Design of IT Infrastructure | 66 |
Summary | 66 |
Chapter 4 The Conceptual Model for IS Agility | 67 |
4.1 Introduction | 67 |
4.2 Literature Review | 68 |
4.3 Literature Methodology | 71 |
4.4 IS Agility Frameworks | 72 |
4.4.1 Zhang and Sharifi (2000) | 72 |
4.4.2 Gunasekaran and Yusuf (2002) | 72 |
4.4.3 Crocitto and Youssef (2003) | 73 |
4.4.4 Lin, Chiu, and Tseng (2006) | 74 |
4.4.5 Swafford, Ghosh, and Murthy (2008) | 75 |
4.4.6 Ramesh, Mohan, and Cao (2012) | 75 |
4.4.7 Atapattu and Sedera (2014) | 76 |
4.4.8 Park, El Sawy, and Fiss (2017) | 78 |
4.4.9 Morton, Stacey, and Mohn (2018) | 78 |
4.4.10 Wu (2019) | 78 |
4.5 Discussion and Critic’s | 79 |
4.5.1 Discussion | 79 |
4.5.2 Critic’s | 80 |
4.6 Agility Components | 81 |
4.7 Agility Drivers | 81 |
4.8 Capability | 81 |
4.9 The Proposed Conceptual Model to Achieve Strategic Agility | 84 |
4.9.1 Sensing | 85 |
4.9.2 DBPA | 87 |
4.9.3 The Level of Agility Need | 88 |
4.9.4 Security Policy | 89 |
4.9.5 The Proposed Model Contribution | 89 |
Summary | 90 |
Chapter 5 Strategic Agility for IT Service Management: A Case Study | 93 |
5.1 Introduction | 93 |
5.2 IT Service Management ITSM | 95 |
5.2.1 Agility in ITSM | 96 |
5.3 The Proposed ITSM Framework | 99 |
5.3.1 Framework Overview | 99 |
5.3.2 Framework Maturity profile | 99 |
5.3.3 The Attainment Model | 102 |
5.3.4 Agility Management | 103 |
5.4 Use Case | 106 |
Summary | 115 |
Chapter 6 Cloud Computing as a Drive for Strategic Agility in Organizations | 117 |
6.1 Introduction | 117 |
6.2 Goals and Objectives of the Research Study | 119 |
6.3 Literature Review | 120 |
6.4 The Theoretical Foundation | 121 |
6.4.1 Combining DOI and TOE | 125 |
6.5 Research Model and Hypotheses | 128 |
6.5.1 The Innovation Characteristics | 129 |
6.5.2 Technological Readiness | 131 |
6.5.3 The Organization Context | 132 |
6.5.4 The Environmental Context | 133 |
6.6 Research Methods | 133 |
6.7 Quantitative Methodology | 135 |
6.7.1 Measurement Model | 135 |
6.7.2 Data Collect | 135 |
6.7.3 Results | 135 |
6.7.4 Finding | 136 |
6.7.5 Technology Readiness | 141 |
6.7.6 Organizational Context | 141 |
6.7.7 Environmental Context | 142 |
6.7.8 Discussion and Interpretations | 142 |
6.7.9 Qualitative Study | 142 |
6.7.10 Hypobook | 145 |
6.7.11 Results | 148 |
6.7.12 Result Discussion | 149 |
Summary | 150 |
Appendix | 153 |
Reference | 159 |
Index | 185 |
List of Figures
Fig. 1. | The Overall Structure of the Book. | 7 |
Fig. 2. | The Production Modes Development and Agility Paradigm. | 12 |
Fig. 3. | The Evolution of Production Modes. | 15 |
Fig. 4. | The Manufacturing Trilogy of JIT, TQ, and TI. | 16 |
Fig. 5. | A Model of a TQM System Source. | 17 |
Fig. 6. | The First Strategic Change Process. | 18 |
Fig. 7. | The Second Strategic Change Process. | 19 |
Fig. 8. | Agile Entreprise. | 22 |
Fig. 9. | AM Structure. | 23 |
Fig. 10. | The Structure of an AM Enterprise. | 24 |
Fig. 11. | A Progression of Manufacturing Paradigms. | 24 |
Fig. 12. | Common Attributes and Skills. | 25 |
Fig. 13. | The Evolution of Information Systems. | 31 |
Fig. 14. | Systemic View of the Company and the Environment. | 32 |
Fig. 15. | Information System Structure. | 33 |
Fig. 16. | A Systemic View of an IS. | 35 |
Fig. 17. | Concept of Application. | 36 |
Fig. 18. | Dimensions of Enterprise Applications. | 36 |
Fig. 19. | What is the Strategy?38 | |
Fig. 20. | Extended IT Governance Model. | 45 |
Fig. 21. | The ERM Model Proposed by COSO. | 56 |
Fig. 22. | EIS Urbanization and Alignment. | 60 |
Fig. 23. | Factors Influencing Information Systems. | 71 |
Fig. 24. | The Proposed Model to Achieve Agility in Manufacturing. | 73 |
Fig. 25. | Agile Manufacturing Paradigm. | 73 |
Fig. 26. | Model of Organizational Agility. | 74 |
Fig. 27. | Conceptual Model for an Agile Enterprise. | 75 |
Fig. 28. | Conceptual Model for Supply Chain Agility. | 76 |
Fig. 29. | POIRE Agility Evaluation Approach. | 77 |
Fig. 30. | Business Agility through CRM for Customer Satisfaction. | 77 |
Fig. 31. | Producing Agility through IT Configuration. | 78 |
Fig. 32. | A Framework for Executive IT Leaders to Strategic Agility. | 79 |
Fig. 33. | IS Integration to Improve Supply Chain Agility. | 80 |
Fig. 34. | Agility Types of Research Components. | 83 |
Fig. 35. | A Conceptual Model to Achieve IS Agility. | 84 |
Fig. 36. | Sensing Phase. | 88 |
Fig. 37. | DevOps Agility: Aligning People, Technology, and Process for Continuous Improvement. | 104 |
Fig. 38. | DevOps ITSM Maturity Model for Continues the Organization’s Measure and Improvement. | 107 |
Fig. 39. | The Proposed Agile ITSM Framework. | 108 |
Fig. 40. | Assessment Score. | 110 |
Fig. 41. | ITSM Maturity Score. | 111 |
Fig. 42. | Continual IT Improvement. | 114 |
Fig. 43. | The Proposed Model for Cloud Adoption in Organizations. | 129 |
Fig. 44. | Research Design. | 134 |
Fig. 45. | Cloud Usage by Type. | 148 |
Fig. 46. | Cloud Usage by Deployment Model. | 148 |
Fig. 47. | Combined Frequency Distributions for Responses to Aggregated IS Agility Categories. | 149 |
List of Tables
Table 1. | Research Questions. | 6 |
Table 2. | The Dimension of the IT Governance Model. | 46 |
Table 3. | IS Agility Research Streams. | 62 |
Table 4. | Agility Definitions. | 69 |
Table 5. | Agility Drivers Types. | 82 |
Table 6. | Sensing Types. | 86 |
Table 7. | The Proposed Framework Capabilities. | 100 |
Table 8. | New Skills and Attitudes Required for an Efficient ITSM. | 105 |
Table 9. | Organization Staff and Turnover. | 109 |
Table 10. | Participants’ Demographics. | 109 |
Table 11. | Continual Quality Improvement. | 110 |
Table 12. | Target Objectives of Phase 1 (Months 0–12) to Achieve the Target Maturity Level. | 112 |
Table 13. | Cloud Computing Studies. | 122 |
Table 14. | Summary of the Factors Studied Influencing Cloud Adoption. | 126 |
Table 15. | Participants’ Demographics. | 136 |
Table 16. | Quantitative Factors that Influence the Adoption of Cloud Computing. | 137 |
Table 17. | Mean and Standard Deviation of Full and Subsamples. | 140 |
Table 18. | Sample Size Calculation Using the G* Power Software. | 143 |
Table 19. | The Interview Questions Sample. | 144 |
Table 20. | Cloud Computing’s Impact on Information Systems Agility. | 146 |
List of Acronyms
AM | Agility Management |
APO | Align, Plan, and Organise |
BAI | Build, Acquire, and Implement |
BSC | Balanced Scorecard |
ISO/IEC | International Standards Organization/International Electrotechnical Commission |
CEO | Chief of Enterprise Officer |
CG | Corporate Governance |
CIA | Confidentiality, Integrity, and Availability |
CIO | Chief of Information Officer |
CMDB | Configuration Management Database |
CMMI | Capability Maturity Model Integration |
COBIT | Control Objectives for Information and related Technology |
COSO | Committee of Sponsoring Organizations of the Treadway Commission |
DOI | Diffusion of Innovation theory |
DSS | Deliver, Service, and Support |
DIS | Direction of information systems |
DBPA | Data Base Agility Drivers |
EDA | Exploratory Data Analysis |
EDM | Evaluate, Direct, and Monitor |
EUROSAI | European Organization of Supreme Audit Institutions |
EIS | Enterprise Information Systems |
ERP | Enterprise Resources Planning |
DSR | Design Science Research |
EG | Enterprise Governance |
IT | Information Technology |
ITG | Information Technology Governance |
ITGI | Information Technology Governance Institute |
ITIL | Information Technology Infrastructure Library |
ITSM | Information Technology Service Management |
IS | Information Systems |
SLA | Service Level Agreement |
ISO | Information Security Officer |
ISMS | Information Security Management System |
ISG | Information Security Governance |
ISSP | Information Systems Security Policy |
ITIL | Information Technology Infrastructure Library |
ISACA | Information Systems Audit and Control Association |
JIT | Just-in-Time (manufacturing philosophy) |
KPI | Key Performance Indicator |
MEA | Monitor, Evaluate, and Assess |
MENA | Middle East and North Africa |
NIST | National Institute of Standards and Technology |
OLA | Operational Level Agreement |
OA | Organizational Agility |
PDCA | Plan-Do-Check-Act |
PCM | Process Capability Model |
PMBOK | Project Management Body of Knowledge |
PSIS | Policy Security for Information Systems |
SLM | Service Level Management |
SMEs | Small and medium-sized enterprises |
SOX | Sarbanes-Oxley Act |
SPOC | Single Point of Contact |
TQM | Total Quality Management |
TQC | Total Quality Control |
VE | Virtual Enterprise |
UTAUT | Unified Theory of Acceptance and Use of Technology |
Preface
In the last decade, the use of information systems as a strategic tool has contributed significantly to the Information Technology revolution. However, the adoption of information systems is rarely successful without adequate precautions and attention. IT systems’ deployment is both a risky and profitable choice for an increasingly rapid and evolving economic context.
Nowadays, organizations increasingly require a reactive and proactive response to uncertain internal and external events and opportunities, demonstrating agility of action to reach a company’s operational performance. The issue is that organizations are generally not prepared to deal with significant uncertainties and unpredictability. Likewise, information systems are not developed to cope with change and unpredictability. Consequently, for many companies, IT signifies a constraining factor to business agility requirements.
Strategically, agility implied conquering new markets, taking risks, and considering new social and environmental challenges. Thus, in operational strategy, this means integrating stakeholders into the company’s practices and improving its understanding by re-evaluating all links in chain value to create a competitive advantage.
In other words, agility necessarily requires strategy and, more specifically, organization, culture, and business model to convey the need for responsiveness as effectively as possible.
Faced with the various transformations, and needs of the internal and/or external environment, it is essential to structure the company’s information system (EIS) to facilitate its evolution and modify its positioning, structure, and skills. All this in harmony with the company’s strategic development, while ensuring global consistency in terms of permanent IT alignment with the global strategy, interoperability, integration, autonomy, and flexibility. In other words, the EIS must be agile.
The book’s purpose is to analyze and explain the impact of IT systems’ strategic agility on organizations’ business performance in response to highly uncertain and unexpected events potentially significant.
The present book aims to create an explanatory framework that illustrates how and under what conditions IT helps organizations to detect and respond to uncertain events supported by learning capabilities. The main question of this book is the following: What is the role and impact of strategic IS agility on the operational agility of organizations in response to uncertain events?
This book delivers comprehensive coverage of the elements necessary for the development and the implementation of effective Information systems’ strategic agility. The book dissertation includes the concept, theory, modeling, and architecture of an agile information system. It covers state of the art, concepts, and methodologies for developing information system strategies taking into account the environment, the current development of information technologies, and the general trend of IS agility. The book should help companies to formulate the information systems’ processes of the twenty-first century to grow in the competitiveness of its area.
Abdelkebir Sahid
Yassine Maleh
Mstapha Belaissaoui
- Prelims
- Chapter 1: Introduction
- Chapter 2: Understanding Agility Concept
- Chapter 3: Information System Evolution
- Chapter 4: The Conceptual Model for IS Agility
- Chapter 5: Strategic Agility for IT Service Management: A Case Study
- Chapter 6: Cloud Computing as a Drive for Strategic Agility in Organizations
- Appendices
- References
- Index