- List of Contributors
- Historical Reflections on the Practice of Information Management and Implications for the Field of MIS
- Tracing the History of the Information Systems Field
- The Truth, the Whole Truth, and Nothing but the Truth: High‐Quality Research in Information Systems
- Systems Thinking and Soft Systems Methodology
- Structuration Theory
- Institutional Theory of Information Technology
- ‘Everything is Dangerous’: Rethinking Michel Foucault and the Social Study of ICT
- Critical Social Information Systems Research
- Hermeneutics and Meaning‐Making in Information Systems
- Phenomenology, Screens, and <i>Screenness</i>: Returning to the World Itself
- Post‐structuralism, Social Shaping of Technology, and Actor‐Network Theory: What Can They Bring to IS Research?
- Further Developments in Information Systems Strategizing: Unpacking the Concept
- Rethinking Business–IT Alignment
- IT‐Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review, Synthesis, and an Extension of the Literature
- Changing the Story Surrounding Enterprise Systems to Improve our Understanding of What Makes ERP Work in Organizations
- A Multi‐theoretic Approach to IT Governance: The Need for Commitment as well as Alignment
- Rethinking Information Systems Security
- Mobile IT
- A Review of the IT Outsourcing Literature: Insights for Practice
- Managing Knowledge Work
- Rethinking Gender and MIS for the Twenty‐First Century
- Green Digits: Towards an Ecology of IT Thinking
- Ethics and ICT
- IT, Globalization, and Human Development: A Personal View
- Discourses on Innovation and Development in Information Systems in Developing Countries Research
- From Instrumentality to Emergence in Information Systems
Abstract and Keywords
This article attempts to unpack the concept of the information system (IS) strategizing framework by articulating, in greater depth, the literature that has informed its development. It focuses on the term strategizing with a view to giving emphasis to the process of strategy making and views IS strategizing as an integral aspect of business strategy. The aim is to provide a rationale for the whole and the component parts, and articulate the meaning of each aspect of the framework. The framework, slightly revised from the 2007 version, is illustrated. Each aspect is considered in turn, commencing with the environment — internal and external — in which the strategizing process is taking place. This article ends with a consideration as to how the framework may be put to good use in organizations.
Robert D. Galliers is Provost and Vice President for Academic Affairs at the Bentley College, USA; and Visiting Professor at the Information Systems Group, Department of Management, London School of Economics and Political Science.
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