NYGAARD-ANDERSON,S. and BIORN-ANDERSEN,N.
The sour-
To Join or Not to Join: a Framework for Evaluating
Electronic Data Interchange Systems
The Journal of Strategic Information Systems 3 (3),
191-210 (September 1994)
A normative contingency-based framework is pro-
posed for assessing the implications of an electronic
data interchange (EDI) system focusing on technical
usability, business contribution and implementation
costs. The framework is aimed at users contemplating
joining an already existing EDI system. With this per-
spective it should also be of significant interest to
present and future potential EDI sponsors.
SEGARS, A. H., GROVER,V. and KETTINGER, W. J.
Strategic Users of Information Technology: a
Longitudinal Analysis of Organizational
Strategy and Performance
The Journal of Strategic Information Systems 3 (4),
261-288 (December 1994)
An attempt is made to identify the strategic orien-
tation (prospector, analyser, defender) of widely cited
users of 'strategic information technology' before and
after the launch of their innovative systems. Strategic
users of information technology are not concentrated
along a singular strategic dimension. Many firms
shifted strategic orientation after the launch of their
systems. Usage or competitive intent of these strategic
systems matches the prevailing strategic profile of the
initiating firms. Prospectors and defenders realized
significantly higher measures of financial per-
formance immediately after the implementation of
'strategic information technology'; however, in the
long term no strategic orientation seemed to out-
perform the others.
WILSON, F. A.
Computer Support for Strategic Organizational
Decision-making
The Journal of Strategic Information Systems 3 (4),
289-298 (December 1994)
There is growing concern over the ability of infor-
mation systems to model the social and political com-
plexity of the situations to which they are applied. An
examination is made of the nature of organizational
decision-making and the use of computer-based sys-
tems to support this activity. The debate queries the
extent to w h i c h such artifacts should be allowed to
become enmeshed within increasingly complex
environments.
LACITY, M. C., WILLCOCKS, L. P. and FEENYD. F.
IT Sourcing: Maximize Flexibility and Control
Harvard Business Review 73 (3), 84-93 (May/June
1995)
Managers can ensure that their IT systems evolve as
technologies, markets and s t r a t e g i e s change by
encouraging competition among providers. All IT
Current Awareness
elements do not have to be kept in-house.
cing decision depends on the strategic nature of the
system, the speed of change, the efficiency of internal
versus external provision, and the design of a contract
that minimizes risks and maximizes control and
flexibility.
CROSS, J.
IT Outsourcing: British Petroleum's Competitive
Approach
Harvard Business Review 73 (3), 94-102 (May/June
1995)
The cornerstone of BP's outsourcing strategy is a
novel arrangement: multiple IT suppliers that act as
one. The suppliers saw themselves not only as allies
but also rivals competing for business. As a result, one
problem was reluctance to share information. BP's
experience with outsourcing convinced the company
that the market allows consideration of options not
thought possible a few years ago. It has allowed the
focus of internal energy to be on ensuring that finding
and producing hydrocarbons is possible.
WATANABE, K. and ARAO, Y.
Omron's Creative Information System
Long Range Planning 28 (2), 39-48 (April 1995)
Information systems development at Omron Cor-
poration was in a number of stages. In 1987 the top
management decided to restructure the whole
company. This included restructuring the infor-
mation system to help develop an innovative climate,
be consistent with company strategies and use the
latest IT where possible. Both Innovative Information
System (IIS) and Strategic Information System (SIS)
were decentralized. Just-in-Time (JIT) information
was used as part of a 'human-centred' IT management
system. The one-stop-shop office, i.e. the support
system, is an electronic office application package.
When a manager needs help he can access 'Just-in-
Time Wisdom'. The role of the IS department includes
the various databases and acting as 'trouble shooters'.
PLANNING IN SPECIFIC MANAGEMENT
AREAS--R & D
HENDERSON, R. and COCKBURN,I.
Measuring Competence? Exploring Firm Effects in
Pharmaceutical Research
Strategic Management Journal 15, 63-84 (Winter
1995)
Renewed interest in the resource-based theory of the
firm has focused attention on the role of het-
erogeneous organizational 'competence' in compe-
tition. An attempt is made to use internal firm data at
the programme level from 10 major pharmaceutical
companies. It is shown that together the two forms of