Philip Powell

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.

SMEs: aligning IS and the strategic context

Based on multiple-case research, this paper develops a model of strategic information systems (IS) investment in small and medium-sized enterprises (SMEs). IS investment is modelled as a function of an SMEs strategic context as defined by its strategic focus, i.e. cost reduction versus value added and its market positioning, i.e. few versus many customers. The paper first investigates the ways in which IS may add value to organizations. It then outlines the use of IS in SMEs. This is followed by an analysis of competitiveness in small businesses. The paper develops an analytical model, which is termed the focus-dominance model, analyses case studies of 27 firms and reports that IS investment is strongly influenced by an SMEs strategic context. Four cases are presented in order to illustrate the four different IS profiles identified. Finally, the implications for theory and practice are discussed.

SMEs, co-opetition and knowledge sharing: the role of information systems

Co-opetition, simultaneous cooperation and competition, is a recent phenomenon. Co-opetition entails sharing knowledge that may be a key source of competitive advantage. Yet, the knowledge gained by cooperation may also be used for competition. However, there is little investigation of how this problem may be modelled and, hence, managed. A game–theoretic framework for analysing interorganisational knowledge sharing under co-opetition and guidelines for the management of explicit knowledge predicated on coordination and control theory has been proposed, but remains untested. This research empirically investigates these issues in the context of small and medium-sized enterprises (SMEs). SMEs provide an interesting setting as they are knowledge generators, but are poor at knowledge exploitation. The paper uses data from U.K. SMEs to investigate co-opetition, management of knowledge sharing and the role of IS.

Information systems strategy for small and medium sized enterprises: an organisational perspective

Information systems strategy (ISS) use is under-developed for, and under-researched in, small and medium sized enterprises (SMEs). This paper reviews existing approaches to ISS for SMEs, finding them now out-dated and technology-focussed. The paper develops an approach that reflects on the role of information as a strategic resource. It argues that ISS recommendations in small firms need to take account of organisational change issues as much as information system implementation. The revised approach to ISS for SMEs is demonstrated through its application to over 40 cases in the UK West Midlands. The influences from the processes on outcomes are discussed and the effectiveness of tools and techniques recommended is assessed.

SME Flexibility and the Role of Information Systems

Small and medium-size enterprises (SMEs) are a major component of all economies and are generally considered to be flexible, adaptive organisations. Although lagging behind their larger counterparts, SMEs are beginning to invest in information systems. Using data derived from a set of manufacturing SMEs located in the U.K., this paper investigates whether SMEs really do exhibit flexibility and if their use of information technology enhances or inhibits such flexibility.

Expertise and Decision Support

On the Nature of Expertise: Psychological Characteristics and Strategies of Experts (J. Shanteau). Improving Decisions and Judgements (G. Keren). Reliability and Validity in Expert Judgement (F. Bolger, G. Wright). On the Competence, and Incompetence of Experts (P. Ayton). Epistemic Strategies (L.R. Beach). Sociological Perspectives on the Nature of Expertise (A. Sturdy et al.). Issues in the Interaction of Expertise and Decision Support Systems: Perspectives on Expertise (G. Rowe). Decision Conferencing (P. Reagan, J. Rohrbaugh). Knowledge Engineering Issues for Decision Support (J. Gammack). Human Expertise, Statistical Models and KnowledgeBased Systems (D. A. Clark). Synthesis of Expert Judgement and Statistical Forecasting Models for Decision Support (D. Bunn). Index.

Co-opetition and knowledge transfer

Recent business trends have given rise to co-opetition: simultaneous co-operation and competition between firms. Co-opetition entails the sharing of knowledge which may be a key source of competitive advantage. Under co-opetition there is a paradox that the knowledge shared for cooperation may also be used for competition. While the existence of this problem is known, there is little investigation of how it may be modeled and, thus, managed.This paper begins by discussing the problem situation and its underlying theory. It then introduces a game-theoretic framework for analyzing inter-organizational knowledge sharing in the context of co-opetition. This allows the value of knowledge shared to be investigated and reveals that a crucial aspect will be the firms ability to manage the process. Thus, based on the framework, the paper explores management guidelines predicated on co-ordination and control theory for the most challenging of four contingencies identified. The paper concludes with an agenda for future theoretical and empirical research.

Information systems strategies in knowledge-based SMEs: the role of core competencies

Research into the sources of competitive advantage identifies two competing views. The first concerns industry structure, and the role of information systems (IS) in enabling competitive advantage is to lower cost, build barriers to entry and tie in customers and suppliers. The second view is resource-based. This argues that competitive advantage arises from the ability to accumulate resources and capabilities that are rare, valuable, non-substitutable and difficult to imitate. This paper discusses the role of IS as firm resources and the role of such resources in small firms (SMEs). It uses as a vehicle, the identification and development of an information systems strategy (ISS) in a knowledge-based SME. The use of core competencies or capabilities, a key aspect of resources, as a basis for an ISS is contrasted with the use of a structural approach exemplified here by the value chain. Using participant observation research in a not-for-profit organisation that provides consultancy in social housing, this paper investigates these approaches. The paper concludes by identifying a number of areas for further research including the operationalisation of the core competence perspective in developing an ISS.

It's tacit knowledge but not as we know it: redirecting the search for knowledge

A central issue in the knowledge management literature is the definition of the nature of knowledge, and particularly the distinction between tacit and explicit knowledge. This paper reviews some of the common standpoints on this issue, but argues that, within an organisational context, a useful alternative view is one in which knowledge is viewed as a systemic property of the organisational system to which it belongs. Thus, attempts to codify knowledge, and position it on a tacit-explicit continuum, are sometimes misplaced. Instead, this paper advocates approaches that view knowledge as a holistic system property. The paper considers the practical implication of this stance, from the perspective of knowledge transfer between individuals and between organisations, and investigates the potential that this stance offers OR practitioners.

The Dynamics of SME Information Systems

The process by which small firms (SMEs) invest in and gain benefit from information systems (IS) is little understood. This paper analyses two alternative models of IS-based strategic change – the Focus-Dominance model (Levy et al., 2001) and stages of growth models as applied to SMEs. An analysis of the outcomes of IS strategy development undertaken for 43 SMEs maps their IS use over time. The analysis supports the Focus-Dominance model, some parts of the stages of growth model and extends the critique of the latter. Further variances are explained by the entrepreneur/owners values and experience. One structural variable, namely, the industry sector may also explain the variances. The implications for theory and practice are discussed.