The Formation of is Strategy: A Case Study of a Building Society

  • T.M Waema
  • G. Walsham
Chapter

Abstract

This paper describes a longitudinal case study of the formation of information systems strategy in a U.K. building society. A summarised description is given of the changing external context of the building societies, the internal contexts of the society studied and the process of information systems strategy formation in a particular application area. The case is used to illustrate a number of aspects of information systems strategy formation which emerge from the interpretivist approach adopted in the study.

This is a preview of subscription content, log in to check access.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Giddens, A . (1984), “The Constitution of Society”, Polity PressGoogle Scholar
  2. Hax, A.C. and Majluf, N.S. (1988), “The concept of strategy and the strategy formation process”, Interfaces 18(3): 99–109.CrossRefGoogle Scholar
  3. Keen, P.G.W. (1981), “Information Systems and Organisational Change”, Communications of the ACM 24 (1): 24–32.CrossRefGoogle Scholar
  4. Kling, R. (1980), “Social analysis of computing: Theoretical perspectives in recent empirical research”, Computing Surveys 12(1): 61–110.CrossRefGoogle Scholar
  5. Kling, R. and Scacchi, W. (1982), “The web of computing: Computer technology and social organisation”, Advances in Computers 21: 1 #x2013;90.CrossRefGoogle Scholar
  6. Land, R. and Hirschheim, R. (1983), “Participative systems design: Rationale, tools and techniques”, Journal of Applied Systems Analysis 10Google Scholar
  7. Markus, M.L. (1983), “Power, Politics, and MIS Implementation”, Communications of the ACM 26(6): 430–444.CrossRefGoogle Scholar
  8. Mintzberg, H. (1978), “Patterns in strategy formation”, Management Science 24(9): 934–948.CrossRefGoogle Scholar
  9. Quiim, J.B. (1980), “Managing strategic change”, Sloan Management Review 21(4): 3–17.Google Scholar
  10. Waema, T.M. and Walsham, G. (1988), “Information Systems Strategy Formulation”, Management Studies Group WP number 5/88, Cambridge University Engineering DepartmentGoogle Scholar
  11. Willmott, H. (1987), “Studying managerial work: A critique and a proposal”, Journal of Management Studies 24(3): 249–270.CrossRefGoogle Scholar

Copyright information

© Plenum Press, New York 1989

Authors and Affiliations

  • T.M Waema
    • 1
  • G. Walsham
    • 1
  1. 1.Management Studies GroupCambridge UniversityUK

Personalised recommendations