Information systems strategy development and implementation in SMEs

Abstract

Purpose

The purpose of this paper is to further understanding of how information systems (IS) strategy is developed and implemented in small and medium‐sized enterprises (SMEs).

Design/methodology/approach

The purpose utilizes eight case studies, each one covering an 18‐24 month time span. Qualitative research based on first‐hand experience (action‐research), interviews, meeting minutes, Board papers, final reports. Earl's model of IS strategy development is used as a framework for assessing strategy development and implementation.

Findings

All three approaches identified by Earl are valid, depending on business context. All eight companies have been successful in their IS investment, some showing significant bottom‐line benefits.

Research limitations/implications

Shows value of properly managed IS strategy deployment in SMEs. Should encourage SMEs to adopt mid‐ to long‐term approach to IS, linked to business plan. Models for IS strategy development and alignment could be progressed in subsequent research, focussing on some of these company projects and others just starting

Practical implications

Case studies provide real life examples of IS good practice in SMEs. Cases can also be used as “benchmarks”. Supports alignment of IS strategy with overall business strategy. May encourage other companies to explore use of knowledge transfer partnership (KTP) scheme for IS strategy deployment.

Originality/value

The case examples are original and have not been studied before. Strategic options, key decisions, product selections and benefits gained are of value as examples to senior management and IS professionals in industry. Provides examples of how KTP scheme operates.

Citation

Wynn, M. (2009), "Information systems strategy development and implementation in SMEs", Management Research News, Vol. 32 No. 1, pp. 78-90. https://doi.org/10.1108/01409170910922041