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University strategic planning for information systems and management was investigated for four Indonesian higher educational institutions. A combination of the case study approach and a survey of a small sample of academic staff who have used the systems, was undertaken. Staff perceptions of the service from information systems are described, and related to their perceptions of planning for these systems. A number of evaluations of specific information sources and delivery are given in detail. Policy document analysis showed little information systems planning as part of the university strategic planning. Some observations are made about the influence of strategic information system planning upon successful use of a university’s information systems.

The purpose of this paper is to examine US state strategic plans for e-government (or information technology), identify their strengths and weaknesses, and presents best practices for both practitioners and scholars interested in improving state strategic plans for information technology.

The research analyzes the e-government strategic plans, based on a content analysis using a rubric consisting of 15 questions.

The findings suggest that of the state information system plans reviewed – Michigan, Virginia, and Massachusetts are the most comprehensive. Overall, the state plans were effective in developing strategies and core beliefs, and assessing their strengths and opportunities, while less successful in recognizing weakness and threats.

This study builds on existing research examining strategic information systems plans in US states and assesses the extent to which each plan addresses established criteria for developing strategic plans. This study also attempts to fill the need for more data and empirical evidence in the development of literature in strategic planning and performance measurement.

The research employs a public sector approach to strategic planning, and while the process is not specific to information systems it is comprehensive in its approach, grounded in literature, and offers guidance to public sector leaders in planning for investments in information systems and technology.

The conclusion offers suggestions for both public administration practitioners and scholars interested in improving state strategic plans for information technology.

Prominent figures in the Information Systems (IS) industry have been propagating the need to integrate the information systems plan of a company with its strategic business plan. They have urged the executive level management to take an active part in charting the role of Information Technology (IT) in their organisation's present and future operations. The primary reason for this has been that the cost of data processing and communications has reached a critical level. A multi‐million pound operation cannot be run without executive systems direction and control. Without a common source, planning, implementation and measurement and control between various levels of management will be meaningless. Despite this, the management approach remains largely tactical, expense‐oriented and short‐sighted. Structures for strategic management of information systems and associated facilities have not yet clearly emerged. In an information systems environment, strategy implies plans, policies and commitment to use IT for exploiting business opportunities in order to achieve the corporate goals of an organisation. Because corporate objectives data, financial and budget data, resource usage, together with service and installations inventory data and personnel data already exist in computer‐readable form for large installations, this makes it easier to implement a computer‐based strategic installation management system.

The purpose of this paper is to identify the factors that managers have to take into consideration when they implement the strategic information systems planning (SISP) process to develop information systems (IS) in the logistics sector.

Data were collected using questionnaires to IS executives in Greek small- and medium-sized enterprises (SMEs) of the logistics sector. Factor analysis is performed on the detailed items of the SISP process constructs.

The results of this paper indicate that IS executives do not focus on defining goals, which will be used to improve the operations of the supply chain for the IS development. Both IS executives and managers from the logistics department of each organization should participate in the process of information technology (IT) strategy formulation and implementation. Executives from the logistics department of each organization should be aware of implementing environmental and organizational analysis with greater meticulousness, to identify IT opportunities and apply IT strategy with greater agility rather than now.

A strategic planning process for IS development in the logistics sector is required to achieve the consistently IS planning objectives. This is an important challenge for executives in SMEs who do not concentrate on implementing a strategic planning process for IS development.

This paper examines the factors that influence the strategic development of IS in the logistics sector and improve the effectiveness of decision-making regarding the supply chain’s operation.

Strategic information systems contribute to enhance managerial understanding in terms of organisational development and business success. In particular, they assist in making timely business decisions and formulating feasible strategic plans. In practice, a strategic information system consists of several modules performing different functions such as strategic prerequisites, strategic directions and so forth. The integration of these modules to form a unified system is an essential task for achieving an efficient as well as effective strategic information system. In today’s business environment, where there are a great variety of standards in various computer systems that make the linking of modules to enable bi‐directional electronic data interchange difficult and costly. This paper attempts to introduce a model which embraces a neutral format approach to realise the efficient and reliable information flow among various modules of a strategic information system. Furthermore, the proposed guidelines for implementing such a system using the neutral format generalisation technique are also covered.

As e‐business strategies have received growing attention from entrepreneurs, executives, investors and industry, information systems (IS)/information technology (IT) strategic planning has progressively come to be considered a critical method for developing a successful e‐strategy. However, despite the growing number of theoretical frameworks for IS/IT strategic planning, practical implementation faces several problems. Most importantly, numerous IS/IT strategic planning frameworks do not seem to realize that IS‐related problems are not merely technological, but are also caused by neglecting the interrelationship between IS/IT and organizational context. This study aims to identify and explore the key organizational mechanisms related to IS/IT strategic planning, and thus improve planning effectiveness. The proposed mechanisms provide a valuable reference for business managers or strategic planners who are initiating or conducting IS/IT strategic planning exercises in the digital era, and for researchers interested in information systems management.

Considers the nature and scope of a competitor in‐formation system (CIS) and the contribution to strategic planning decisions. Investigates the process of operationalizing a CIS as an “intelligence cycle” with discrete organizational activities of identifying needs, collecting, processing, disseminating and using intelligence. Gives a detailed case study of setting up a CIS in a life assurance company, the practical problems met and the solutions adopted. These include the identification of key strategic issues, strategic groupings of competitors, user analysis, and the final collection, evaluation and processing of the data using a hyper‐media software called Guidex. Draws conclusions to guide other system users and designers.

Information systems are often developed to introduce new technology or to overcome severe maintenance problems rather than to improve fundamental business practice. In today′s manufacturing environment, any attempt to develop effective information systems must benefit the organization as a whole and reflect the strategic needs of the business. The goal is the development of systems that help produce constructive change in business operations to achieve a competitive edge. For most organizations, this means defining a strategy or plan for moving from their current position to the desired goal. Emphasizes the importance of effective information systems planning, details its requirements in today′s manufacturing environment and outlines a planning methodology that helps identify and rank opportunities to develop information systems to meet business needs.

The paper's purpose is to investigate the issues of IT governance, funding and structure of a public university in Malaysia.

The study uses a case study approach, i.e. a series of interviews with users and information services provider of campus information system.

The university lacks a common approach to decision making or forum for making comprehensive assessments of IT planning and funding strategy. The campus information system was developed in an uncoordinated manner, reflecting interests of different departmental units, and a decision support system is almost non‐existent. A new IT planning structure with clear roles and responsibilities is proposed to overcome existing barriers to effective campus information system.

This is the first study to investigate the issue of IT governance, funding and structure in Malaysian universities using a case study approach.

The purpose of this study is to propose a measuring system based on the information flow to carry out a more precise assessment of strategic plans.

An action research method is used with system dynamics. The indicators obtained from the strategic plans were assessed through information records.

The output of this study is a dynamic model which is produced by the workflows and processes in which decision-makers can apply experiments. By this means, it can be used as a measuring system based on information flows produced within the organization.

The first practical implication is that it can be possible to measure how much of the current workflows matched the strategic goals. Second, it can be possible to measure how much the budget allocated to the strategic plans corresponds to the amount of the total works. Third, it gets ability to managers to provide the opportunity to carry out experiments through the designed model.

As it uses information flows as measuring variable, this study is one of the novel approaches in strategy measurement systems. It also promises high efficiency and effectiveness because the assessment of goals and actions in strategic plans are sources of information which shed a light on the future strategic options to the decision-makers of the organizations.