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ItemThere Is Still No "Fit for All" IS Development Method: Business Development Context and IS Development Characteristics Need to Match( 2018-01-03)Information systems development has returned to strategic management due to the increase of software-enabled businesses. We investigated two failed IS development projects using the exploratory case study method. One of the projects was executed with the plan-driven approach methods and the other with the change-driven (agile) approach methods. Data analysis showed that both projects followed the principles of the selected methods. That, however, was not enough. The plan-driven project achieved project objectives but did not deliver business value and the IS was never taken into use. The change-driven project delivered desired business value but failed to release a robust IS. Our main contribution to research is our proposition to match the characteristics of IS development methods with the characteristics of business development contexts. We also disclose some novel reasons for IS project failures.
ItemSearching Success in a Successful IS Acquisition( 2018-01-03)In today’s business world, information systems (IS) are often acquired from an external vendor rather than being developed in-house. Although the number of studies related to the success of IS acquisitions has increased, there is limited understanding of the relationship between acquisition project success, the final IS success, and their role in defining whether the acquisition endeavor was ultimately successful. For instance, in public sector organizations, there is a tendency for the acquisition project to be conducted outside the acquiring unit. This means that success can be evaluated at multiple levels in the organization, and the different levels might not have identical aspirations related to the acquisition. This can cause organizational issues, especially when the evaluation of success is left in the hands of only one of these parties. In this paper, we study the facets of IS acquisition success by presenting differing aspects that are used in defining IS acquisition success, pointing out a contradiction between the formally measured success and the perceived success. As a result, we propose an IS acquisition success model. The study is conducted as a single case study of a public sector organization in Finland.
ItemFrom Strategic Intent to Implementation: How Information Technology initiatives take shape in organizations( 2018-01-03)Organizational success in a growing global marketplace requires industry leaders to continually evaluate themselves against their competition. In today’s competitive global marketplace, market leaders are discovering that market and product differentiation are not enough. Organizations must be able to identify and build upon processes and competencies by developing the skills of the individual to improve and achieve new advantages. Organizational leaders must develop a long-range perspective and motivation - this has been termed strategic intent. Research suggests that aligning IT and business objectives while creating a shared understanding between IT and functional managers can enable an organization’s ability to leverage IT resources. In this paper, we offer a comprehensive definition of strategic intent, identify categories of key success factors necessary for the successful incorporation of strategic intent into an organization’s planning process, and discuss the role of IT in delivering on strategic intent.