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

Okpattah; Bernard Kofi; Chisenga; Justin; Addo; Hilla

doi:doi:10.11648/j.ijiis.20140303.12

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

Okpattah, Bernard Kofi, Chisenga, Justin, Addo, Hilla

Published in International Journal of Intelligent Information Systems (Volume 3, Issue 3)

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

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[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.
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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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Author Information

Okpattah
Bernard Kofi
Chisenga
Justin
Addo
Hilla

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Plain Text BibTeX RIS

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

Copy | Download

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}
}

Copy | Download

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  -

Copy | Download