Authors
Abstract
One of the important challenges of organizations is that many strategic plans are not implemented successfully. By providing the required instrumental and information platform at various levels of an organization and among top and strategic managers, IT capabilities enable the organization to implement its strategies effectively.
The purpose of this research is to design a strategy implementation framework based on IT capabilities. The research methodology in terms of the result of the research is developmental and for the purpose of exploratory research, and in the method of qualitative research is a case study type. The data collection tool is interview and for data analysis has been used the theme analysis method.
Based on the results, implementation of strategy based on IT capabilities requires a change in the IT position, which is included the five main concepts. It also identified the dimensions and components of IT capabilities in strategy implementation. In the following, it was identified 18 IT Functionality that was explained in the form of 9 themes of a strategy based on I capabilities and for each strategy themes was proposed related IT tools and ultimately the final framework was presented.
Keywords
- [1] Toolsee, A. (2011). Successful criteria for implementing strategies within the banking industry. Masters Degree in business leadership, university of South Africa. [2] Raps, A. (2005). Strategy implementation-an insurmountable obstacle? Handbook of business strategy, 6(1), 141-146. [3] Yang L., Sun G., Eppler M. (2010). Making strategy work: A literature review on the factors influencing strategy implementation, Handbook of Research on Strategy Process. Cheltenham, UK: Edward Elgar Publishing. [4] Siddique, I., & Shadbolt, N. (2016). Strategy Implementation literature review. Centre of Excellence in Farm Business Management. [5] Epstein, M., & Manzoni, J.-F. (1998). implementing corporate strategy: From Tableaux de Board to balanced scorecards. European Management Journal, 16(2), 190-203. [6] Nooreklit, H. (2000). The balance score card-a critical analysis of some of its assumption. Management accounting research, 11(1),65-88. [7] Jie, F., & Parton, K. A. (2009). Balanced Scorecard for Australian cattle producers: An Application. Australasian Farm Business Management Journal, 6(1), 27-39. [8] Galbreath, J. (2003). An overview of the role of information technology in strategic management: Part I. Information Technology Management, Vol. 2(4), 291-311. [9] Gottschalk, P. (1999). Strategic information systems planning: IT strategy implementation matrix, European Journal of Information Systems, Vol. 8, pp. 108-18. [10] Salmela, H. and Spil, T.A.M. (2002). Dynamic and emergent information systems strategic formulation and implementation, International Journal of Information Management, Vol. 22, pp. 441-60. [11] McNish, M. (2002), Guidelines for managing change: a study of their effects on the implementation of new information technology projects in organizations, Journal of Change Management, Vol. 2 No. 3, pp. 201-11. [12] Pirayesh, R., & Mousavizadeh, S.Z. (2017).The role of Strategic Information Systems in the process of organizational decision making. The 5th National Conference of Management,Economics and Accounting. [13] Miller, A., & Dess, G. G. (1996). Strategic Management (2nd Ed.). McGraw-Hill Inc. [14] Hill, C. W. L., Jones, G. R., Galvin, P., & Haidar, A. (2007). Strategic Management: An Integrated Approach (2nd ed.). Australia: John wiley & Sons. [15] Wheelen, T. L., & Hunger, J. D. (2012). Strategic Management and Business Policy: Toward Global Sustainability (13th Ed.). Boston, USA: Pearson/Prentice Hall. [16] Jauch, L.R. and W.F. Glueck. (1988). Business Policy and Strategic Management. New York: McGraw-Hill. [17] Burlton, R. (2015). Delivery business strategy through process management, in vom Brocke, J. and Rosemann, M. (Eds), Handbook on Business Process Management 2, available at: www.springer.com/978-3-642-45102-7/ (accessed 15 July 2015). [18] Rummler, A.G. and Brache, A.P. (2000). Podnoszenie efektywności organizacji (Improving Performance of an Organization). Polskie Wydawnictwo Ekonomiczne, Warsaw. [19] Kaleta, A. (2013). Realizacja strategii (Strategy Implementation), Polskie Wydawnictwo Ekonomiczne, Wrocław. [20] Hrebiniak, L. G. (2006). Obstacles to effective strategy implementation. Organizational dynamics, 35(1), 12-31. [21] Hrebiniak, L. G. (2013). Making strategy work: Leading effective execution and change. Upper Saddle River, New Jersey: Pearson Education, Inc. [22] Alexander, L. D. (1991). Strategy implementation: nature of the problem. International Review of Strategic Management, 2(1), 73-96. [23] Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119-134. [24] Aaltonen, P., & Ikävalko, H. (2002). Implementing strategies successfully. Integrated Manufacturing Systems, 13(6), 415-418. [25] Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. [26] Nuroglu, H.H.(2016). Business Network Governance Structure and IT Capabilities, Procedia - Social and Behavioral Sciences. 229,50 – 59. [27] Jiao, H. Chang, I. & Lu, Y. (2008). The relationship on information technology capability and performance: An empirical research in the context of China’s Yangtze River delta region. In Industrial Engineering and Engineering Management. IEEE International Conference on (pp. 872-876). [28] Lee, T. W. Girolami, M. & Sejnowski, T. J. (1999). Independent component analysis using an extended informal algorithm for mixed sub Gaussian and super Gaussian sources. Neural computation, 11(2), 417-441. [29] Sanders, N. R. & Premus, R. (2005). Modeling the relationship between firm IT capability, collaboration, and performance. Journal of Business Logistics, 26(1), 1-23. [30] Hakim, A. (2011). Strategic planning and information technology. Tehran: University of Imam Hossein, (1th ed.).