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The effect of top management support of SISP on strategic IS management: insights from the US electric power industry

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  • Kearns, Grover S.

Abstract

Strategic IS planning (SISP) is a fundamental tool of strategic IS management. Top management support of SISP, however, is often weak or absent. The association between this support and strategic IS management is important to an understanding of top management's role in the use of what has been acknowledged as a strategic tool. Strategic use of IS in US electric power companies is noteworthy because the industry is transitioning into a deregulated environment with increasing hostility and can provide special insights not available elsewhere. A postal survey of CIOs and other members of top management from 161 US companies, including 21 electric utility companies, revealed that top management support of SISP is strongly and significantly associated with strategic IS management. Top management support for SISP was present for both electrics and non-electric companies but results were mixed. CEOs exhibited only moderate participation in SISP although such participation was positively and strongly associated with strategic IS management. Overall, results suggest that top management support of SISP may increase when an industry transitions to a more hostile environment. Prescriptions are offered for improving top management support.

Suggested Citation

  • Kearns, Grover S., 2006. "The effect of top management support of SISP on strategic IS management: insights from the US electric power industry," Omega, Elsevier, vol. 34(3), pages 236-253, June.
    • Handle: RePEc:eee:jomega:v:34:y:2006:i:3:p:236-253
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    References listed on IDEAS

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    1. Štemberger, Mojca Indihar & Manfreda, Anton & Kovačič, Andrej, 2011. "Achieving top management support with business knowledge and role of IT/IS personnel," International Journal of Information Management, Elsevier, vol. 31(5), pages 428-436.
    2. Zhu, Qinghua & Sarkis, Joseph & Cordeiro, James J. & Lai, Kee-Hung, 2008. "Firm-level correlates of emergent green supply chain management practices in the Chinese context," Omega, Elsevier, vol. 36(4), pages 577-591, August.
    3. Shui-Lien Chen & June-Hong Chen & Yung Hsin Lee, 2018. "A Comparison of Competing Models for Understanding Industrial Organization’s Acceptance of Cloud Services," Sustainability, MDPI, vol. 10(3), pages 1-20, March.
    4. Hermano, Víctor & Martín-Cruz, Natalia, 2016. "The role of top management involvement in firms performing projects: A dynamic capabilities approach," Journal of Business Research, Elsevier, vol. 69(9), pages 3447-3458.
    5. Fakhraddin Maroofi & Fatemeh Kahrariani, 2012. "Contingency Model for Estimating Strategic Information Systems Planning," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 2(4), pages 18-29, October.
    6. Li, Yan & Tan, Chuan-Hoo, 2013. "Matching business strategy and CIO characteristics: The impact on organizational performance," Journal of Business Research, Elsevier, vol. 66(2), pages 248-259.
    7. Humayun Zafar & Myung S. Ko & Kweku-Muata Osei-Bryson, 2016. "The value of the CIO in the top management team on performance in the case of information security breaches," Information Systems Frontiers, Springer, vol. 18(6), pages 1205-1215, December.
    8. Kayakutlu, Gülgün & Büyüközkan, Gülçin, 2008. "Assessing knowledge-based resources in a utility company: Identify and prioritise the balancing factors," Energy, Elsevier, vol. 33(7), pages 1027-1037.
    9. Michael Zhang, 2021. "Announcement of Retraction," International Journal of Economics and Finance, Canadian Center of Science and Education, vol. 13(11), pages 1-42, November.

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