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IT strategy: Formal rational orthodoxy or contingent adhocracy?

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  • Bryson, C.
  • Currie, W.

Abstract

This paper examines empirical evidence of support by managers for formal rational as opposed to ad hoc approaches to IT strategy. The evidence was gathered by a large scale survey of IT managers in the UK private and public sectors. A heuristic conceptual model was used to place organizations on a continuum for several aspects of IT strategy. The authors found that most organizations appeared to subscribe to formal rationalism, but only in some aspects of strategy

Suggested Citation

  • Bryson, C. & Currie, W., 1995. "IT strategy: Formal rational orthodoxy or contingent adhocracy?," Omega, Elsevier, vol. 23(6), pages 677-689, December.
    • Handle: RePEc:eee:jomega:v:23:y:1995:i:6:p:677-689
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    References listed on IDEAS

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    1. Raghunathan, B & Raghunathan, TS, 1991. "Information systems planning and effectiveness: An empirical analysis," Omega, Elsevier, vol. 19(2-3), pages 125-135.
    2. Henry Mintzberg, 1978. "Patterns in Strategy Formation," Management Science, INFORMS, vol. 24(9), pages 934-948, May.
    3. Henry Mintzberg & James A. Waters, 1985. "Of strategies, deliberate and emergent," Strategic Management Journal, Wiley Blackwell, vol. 6(3), pages 257-272, July.
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    Cited by:

    1. Mirchandani, Dinesh A. & Lederer, Albert L., 2008. "The impact of autonomy on information systems planning effectiveness," Omega, Elsevier, vol. 36(5), pages 789-807, October.
    2. Mirchandani, Dinesh A. & Lederer, Albert L., 2014. "The impact of core and infrastructure business activities on information systems planning and effectiveness," International Journal of Information Management, Elsevier, vol. 34(5), pages 622-633.

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