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Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana

Received: 4 August 2014     Accepted: 14 August 2014     Published: 30 August 2014
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Abstract

The relevance of Information Systems (IS) in organizations is evidenced by its increasing adoption and usage to shape and drive business goals. The pursuit of appropriate IS Strategy is therefore imperative for the effective utilization and management of the enterprise IS and related infrastructure. But what perceptions and understanding do organizations in Ghana have about IS Strategy and how do these antecedents (organizational understanding and perceptions) influence the choice and pursuit of a particular IS Strategy? The study adopts a quantitative design and a cross-sectional approach with responses from senior IT executives of Ghana Club 100 companies in Accra to examine the above phenomenon from an IS Strategy Conceptions perspective investigating the antecedents of IS Strategy in organizations. Results suggest that the choice of particular IS Strategy is greatly influenced by the organizational understanding and perceived role of IS Strategy. The conception of IS Strategy as a shared view of IS role in the organization drives organizations to adopt more definite IS Strategy (IS Innovator and IS Conservative). It is noted further that, organizations in their quest to stay competitive while maintaining operational efficiency tend to be ambidextrous - adopting a blend of innovative and conservative strategies.

Published in International Journal of Intelligent Information Systems (Volume 3, Issue 3)
DOI 10.11648/j.ijiis.20140303.12
Page(s) 27-33
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2014. Published by Science Publishing Group

Keywords

Antecedents, Information Systems (IS) Strategy, IS Innovator, IS Conservative, IS Ambidextrous, Typology

References
[1] C. Holland and G. Lockett. IT strategy in retailing: organizational change and future direction, Journal of Strategic Information Systems. 1999.
[2] J. C. Henderson, and N. Venkatraman. Strategic Alignment: Leveraging Information Technology for transforming Organisations, IBM Systems Journal, 1999, Vol. 38(2/3), pp. 134-142
[3] T. S. H. Teo andW. R. King. An empirical study of the impacts of integrating business planning and information systems planning. European Journal of Information Systems. 1999, vol. 8, pp. 200–210
[4] D. Q. Chen, M. Mocker, D. S. Preston and A. Teubner. Information Systems Strategy: Reconceptualization, Measurement, and Implications MIS Quarterly, 34(2), 233-259
[5] J. Lo (2012). A Theory of Information Systems Strategy: Antecedents and Performance Impacts through the Development of Dynamic Capabilities. (Doctoral dissertation, Baylor University, 2012).
[6] F. W. McFarlan and R. L. Nolan. Information technology and the board of directors. Harvard Business Review. 2005, vol. 83(10), pp. 96-106.
[7] D. E. Leidner, J. Lo and E. Gonzalez. An empirical investigation of IS Strategy and IS contribution to firm performance. International Conference on Information Systems, 2010, Saint Louis, MO.
[8] Ghana Investments Promotions Center (GIPC) website.http://www.gipcghana.com visited on April 3, 2013.
[9] M. Haque. Sampling methods in social research. Retrieved from http://grmgrlaranya.com/Journals/sampling%20methods%20in%20social%20research.pdf on September 27, 2013.
[10] E. Y. Li, J. C.Rogers and H. A. Chang. An empirical Reassessment of the Measure of Information System Sophistication. Information Resources Management Journal, 1994, vol. 7, pp. 3-19.
[11] J. F. Hair, W. C. Black, B. J. Babin, and R. E. Anderson. Multivariate Data Analysis, 7th ed. Upper Saddle River, NJ: Prentice Hall. 2009.
[12] W. W. Chin. The partial least squares approach for structural equation modeling. Ed. G. A. Marcoulides. Modern Methods for Business Research, 295-336. Mahwah, NJ: Lawrence Erlbaum Associates.
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  • APA Style

    Okpattah, Bernard Kofi, Chisenga, Justin, Addo, et al. (2014). Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana. International Journal of Intelligent Information Systems, 3(3), 27-33. https://doi.org/10.11648/j.ijiis.20140303.12

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    ACS Style

    Okpattah; Bernard Kofi; Chisenga; Justin; Addo, et al. Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana. Int. J. Intell. Inf. Syst. 2014, 3(3), 27-33. doi: 10.11648/j.ijiis.20140303.12

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    AMA Style

    Okpattah, Bernard Kofi, Chisenga, Justin, Addo, et al. Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana. Int J Intell Inf Syst. 2014;3(3):27-33. doi: 10.11648/j.ijiis.20140303.12

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  • @article{10.11648/j.ijiis.20140303.12,
      author = {Okpattah and Bernard Kofi and Chisenga and Justin and Addo and Hilla},
      title = {Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana},
      journal = {International Journal of Intelligent Information Systems},
      volume = {3},
      number = {3},
      pages = {27-33},
      doi = {10.11648/j.ijiis.20140303.12},
      url = {https://doi.org/10.11648/j.ijiis.20140303.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijiis.20140303.12},
      abstract = {The relevance of Information Systems (IS) in organizations is evidenced by its increasing adoption and usage to shape and drive business goals. The pursuit of appropriate IS Strategy is therefore imperative for the effective utilization and management of the enterprise IS and related infrastructure. But what perceptions and understanding do organizations in Ghana have about IS Strategy and how do these antecedents (organizational understanding and perceptions) influence the choice and pursuit of a particular IS Strategy? The study adopts a quantitative design and a cross-sectional approach with responses from senior IT executives of Ghana Club 100 companies in Accra to examine the above phenomenon from an IS Strategy Conceptions perspective investigating the antecedents of IS Strategy in organizations. Results suggest that the choice of particular IS Strategy is greatly influenced by the organizational understanding and perceived role of IS Strategy. The conception of IS Strategy as a shared view of IS role in the organization drives organizations to adopt more definite IS Strategy (IS Innovator and IS Conservative). It is noted further that, organizations in their quest to stay competitive while maintaining operational efficiency tend to be ambidextrous - adopting a blend of innovative and conservative strategies.},
     year = {2014}
    }
    

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  • TY  - JOUR
    T1  - Information Systems (IS) Strategy: Antecedents and Pursuit in Organizations in Ghana
    AU  - Okpattah
    AU  - Bernard Kofi
    AU  - Chisenga
    AU  - Justin
    AU  - Addo
    AU  - Hilla
    Y1  - 2014/08/30
    PY  - 2014
    N1  - https://doi.org/10.11648/j.ijiis.20140303.12
    DO  - 10.11648/j.ijiis.20140303.12
    T2  - International Journal of Intelligent Information Systems
    JF  - International Journal of Intelligent Information Systems
    JO  - International Journal of Intelligent Information Systems
    SP  - 27
    EP  - 33
    PB  - Science Publishing Group
    SN  - 2328-7683
    UR  - https://doi.org/10.11648/j.ijiis.20140303.12
    AB  - The relevance of Information Systems (IS) in organizations is evidenced by its increasing adoption and usage to shape and drive business goals. The pursuit of appropriate IS Strategy is therefore imperative for the effective utilization and management of the enterprise IS and related infrastructure. But what perceptions and understanding do organizations in Ghana have about IS Strategy and how do these antecedents (organizational understanding and perceptions) influence the choice and pursuit of a particular IS Strategy? The study adopts a quantitative design and a cross-sectional approach with responses from senior IT executives of Ghana Club 100 companies in Accra to examine the above phenomenon from an IS Strategy Conceptions perspective investigating the antecedents of IS Strategy in organizations. Results suggest that the choice of particular IS Strategy is greatly influenced by the organizational understanding and perceived role of IS Strategy. The conception of IS Strategy as a shared view of IS role in the organization drives organizations to adopt more definite IS Strategy (IS Innovator and IS Conservative). It is noted further that, organizations in their quest to stay competitive while maintaining operational efficiency tend to be ambidextrous - adopting a blend of innovative and conservative strategies.
    VL  - 3
    IS  - 3
    ER  - 

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