David E. Avison

Using and validating the strategic alignment model

The literature suggests that firms cannot be competitive if their business and information technology strategies are not aligned. Yet achieving strategic alignment continues to be a major concern for business executives. A number of alignment models have been offered in the literature, primary among them the strategic alignment model (SAM). However, there is little published research that attempts to validate SAM or describe its use in practice. This paper reports on the use of SAM in a financial services firm. Data from completed projects are applied to the model to determine whether SAM is useful as a management tool to create, assess and sustain strategic alignment between information technology and the business. The paper demonstrates that SAM has conceptual and practical value. The paper also proposes a practical framework that allows management, particularly technology management, to determine current alignment levels and to monitor and change future alignment as required. Through the use of this framework, alignment is more likely to be achieved in practice.

Developing a unified framework of the business model concept

Recent rapid advances in Information and Communication Technologies (ICTs) have highlighted the rising importance of the Business Model (BM) concept in the field of Information Systems (IS). Despite agreement on its importance to an organizations success, the concept is still fuzzy and vague, and there is little consensus regarding its compositional facets. Identifying the fundamental concepts, modeling principles, practical functions, and reach of the BM relevant to IS and other business concepts is by no means complete. This paper, following a comprehensive review of the literature, principally employs the content analysis method and utilizes a deductive reasoning approach to provide a hierarchical taxonomy of the BM concepts from which to develop a more comprehensive framework. This framework comprises four fundamental aspects. First, it identifies four primary BM dimensions along with their constituent elements forming a complete ontological structure of the concept. Second, it cohesively organizes the BM modeling principles, that is, guidelines and features. Third, it explains the reach of the concept showing its interactions and intersections with strategy, business processes, and IS so as to place the BM within the world of digital business. Finally, the framework explores three major functions of BMs within digital organizations to shed light on the practical significance of the concept. Hence, this paper links the BM facets in a novel manner offering an intact definition. In doing so, this paper provides a unified conceptual framework for the BM concept that we argue is comprehensive and appropriate to the complex nature of businesses today. This leads to fruitful implications for theory and practice and also enables us to suggest a research agenda using our conceptual framework.

Controlling action research projects

Action research (AR), which emphasises collaboration between researchers and practitioners, is a qualitative research method that has much potential for the information systems (IS) field. AR studies of IS phenomena are now beginning to be published in the IS research literature. However, the rigour of many AR studies in IS can be improved. When AR has been published, the findings have frequently been emphasised at the expense of the process. In this article, we look at the process in AR projects, and look at some of the key choices and alternatives in controlling AR. We discuss three aspects of control: the procedures for initiating an AR project, those for determining authority within the project, and the degree of formalisation. We analyse seven recent AR projects in IS and from this analysis distil recommendations for determining these control structures.

Where now for development methodologies

The current swirl of diversity could signal a return to the days of ad hoc systems development, lack of formalmethodology, and consequent increase in failure.

Information systems and anthropology: and anthropological perspective on IT and organizational culture

Considers the potential role of anthropology as a source discipline for information systems. Although anthropology has been largely neglected in the IS research literature, it is argued that important insights can be gained by adopting an anthropological perspective on information systems phenomena. Illustrates the value of an anthropological perspective by looking at the relationship between information technology and organizational culture. Shows that the concept of culture has generally been used rather narrowly in the IS literature, and argues that a more critical, anthropological view of the relationship between IT and organizational culture is required.

The fiction of methodological development: a field study of information systems development

This paper describes the findings of a field study that explores the process of information systems (IS) development in a large organization. The paper argues that traditional IS development methodologies are treated primarily as a necessary fiction to present an image of control or to provide a symbolic status, and are too mechanistic to be of much use in the detailed, day‐to‐day organization of systems developers’ activities. By drawing on the insights gained from this study, the paper outlines some implications for IS development methodologies. A secondary purpose of the paper is to illustrate the use of an “ecological” research approach to IS development as advocated by Shneiderman and Carroll.

A further exploration into information systems development: the evolution of Multiview2

Multiview was defined in 1985 and has been since refined to become an influential approach to information systems development. It has soft and hard aspects and, as a contingency approach, is not prescriptive but adapted to the particular situation in the organization and the application. Observations and reflections on Multiview in action over the last ten years together with more recent literature based on, for example, holism, emergence, multi‐causality, ethical analysis and technology foresight, form the basis for a new definition of Multiview. Changes in the domain of information systems are also taken into account. Away from centralized technology, long lead times and hierarchical organizations, towards networks, new organizational forms, business processes, informational products and services, and the removal of time and space constraints on human activity. This paper underlines the need for IS researchers to learn about methodologies as they are used in practice (rather than as described in text books) and for methodologies to evolve in response to changes in the domain in which they are applied.

Time to rethink health care and ICT

Success for a new U.K. national health care system depends on clinical context and scale, along with the capacity to emphasize interpersonal communication.

STRATEGIC ALIGNMENT: A PRACTITIONER'S PERSPECTIVE

Purpose – Organizations are becoming increasingly aware of the importance of aligning information systems with organizational processes, goals and strategies. One way of representing and analysing strategic alignment is through the creation of a causal‐loop diagram, a subject which this paper seeks to examine.Design/methodology/approach – The exploratory research presented here involved six senior IS/IT managers during three two‐hour focus group sessions, which led to the development of such a diagram. The focus group sessions were recorded, transcribed and analysed using content analysis.Findings – The diagram presents a systemic view of IS/business alignment within organizations, as seen through the lens of these practitioners. The research suggests that, although practitioners understand that a high level of connection between IS and business planning processes may be dependent on the level of integration between the IS group and other sections of the organization, they are still unable to develop the ...

The beginnings of a new era: time to reflect on 17 years of the ISJ

Abstract.  In this paper we reflect on the first 17 years of the Information Systems Journal (ISJ). The reflections are considered under three headings: origin of papers (authors, geographical period, gender and departments), research paradigms (positive/interpretive, qualitative/quantitative, non‐empirical/empirical, espoused theories and research method) and finally, topics. We find that throughout the period, the published papers evidenced a greater internationalization of the journal. On the other hand, some regions and countries are poorly represented. Another imbalance concerns the lack of practitioner papers along with an author‐gender imbalance. Qualitative research exceeds quantitative research by a factor of more than 2:1. Interestingly, papers classified as descriptive/conceptual/theoretical have been largely superseded in the period by those that have some empirical evidence to illustrate the points made. Sometimes it is argued that the discipline of information systems lacks theory and thinking pieces but the ISJ suggests that this is far from the truth. Further, our analysis has revealed around 250 topics discussed using many research methods to explain the phenomena. Depending on the point of view, this may show that the discipline either lacks focus or is exciting and pluralistic. We lean to the latter view, but others have argued for focusing on fewer topics and research methods.