STRATEGIC IMPLICATIONS OF INFORMATION TECHNOLOGY

Strategic Implications Of Information Technology

Strategic Implications Of Information Technology

Introduction

A dynamic concept of IT strategic development, wherein implementing is viewed as a purposeful change process that is indicative of strategic intent, begs the question of the nature of IT strategic development outcomes. Their nature is not something well specified in extant research literature. Chakravarthy and White (2002) observe that IT strategic development process research, despite recent progress, still lacks explicit links to IT strategic development outcomes. Pettigrew et al, with reference to the field of organisational change and IT development, make an equivalent observation that is particularly relevant to the focus on change in this paper:

Brief Background

Each type of IT strategic development dynamics is a dynamic characteristic (intended or realised) of the outcomes of interaction between an organisation's decisions, actions, and its internal and external environments. Ex ante, as a dynamic characteristic of intended strategic outcomes, the type of IT strategic development dynamics is a matter of organisational purpose and is a key responsibility for top management; also, there may be more than one type of IT strategic development dynamics in a multi-business firm. Ex post, as a dynamic characteristic of performance outcomes, each type of IT strategic development dynamics leaves its distinctive marks in the manifest sequence of changes in organisational scope and competitive position, and also in the accumulation and protection of an organisation's distinctive competencies. Each type of IT strategic development dynamics involves, in other words, some mixture of exploiting and exploring.

The typology of dynamic IT strategic development outcomes is important for linking an appropriate IT strategic development process to each type of IT strategic development dynamic outcome: the process should be matched to the type of IT strategic development dynamics, rather than to generic IT strategic development content (cost-leadership, differentiation) or level (business, corporate or international).

There is no reason to believe that the process required to deliver an innovative differentiation IT strategic development should be any different from that required to deliver an innovative cost-leadership IT strategic development. It is innovation that distinguishes the process and not the underlying generic IT strategic development…The process they follow will be guided more by the IT strategic development dynamic that is being pursued and not the generic IT strategic development under consideration or the level (business, corporate or international) at which it is pursued.

Discussion : Current Business Issues

When it comes to change majority of people are nervous. Many will resist it consciously or subconsciously. Sometimes those fears are well founded because the change really will have a negative impact for them. In many cases, the intended group for the change will come to realize that the change was for the better.

The rate of change is constantly moving. Particularly with the advent of the Internet, the rapid deployment of new technologies, new ways of doing business, and new ways of conducting one's life. The key skills required are founded in business psychology and require "people". According to Harris (1996), “Companies like Home Depot and ...