IT Agenda and Organizational Strategies, Research Paper Example

Majority of business organization have implemented policies of elevating information technology to strategic echelons. This is attributed to the significance of information technology agenda in organizational strategies coupled with the consequences of insufficient investment in competitiveness of the business (Aguinis & Ante, 2012). Therefore, majority of organization that aspires for a competitive edge in the marketplace have opted to overinvest in information technology with little regard for anticipated outcomes. There is however a need to consider tangibility and explicity of the business case, business driven approach as well as business focus while making decisions of investments in IT so that productivity and performance of the organization are enhanced (Aguinis, 2011). Lack of appropriate support to information technology in any organization has been identified as a critical growth barrier in organizations. The enterprise architecture is supposed to be co-opted in strategic role of the organization CEO and subsequently applied as a strategic implementation framework (Kallinikos, 2003).

Majority of company CEO have a clear understanding of the implications of complex systems of information technology in dynamic business model as well as a perception of strategic potentials inherent in implementation of innovative technology. The IT agenda is a potential contributor to extra sub-optimization as well as overall growth in the complexity of the organization (Quarter, 2000).

The riddle behind the argument involves appreciation of the fact that the prevalence of competitive pressures coupled with topical recession necessitates a succinct consideration of apparent strategic positioning of information technology in the organization’s competitive strategies along with superior returns on investment out of the spending in information technology (Schein, 2004). The IT agenda in organizational strategies therefore calls for an understanding of its contribution in change as well as a framework of transformation for the purposes of transforming managements in situations marred by high uncertainties.

References

Aguinis, H., (2011). “Organizational Responsibility: Doing Good and Doing Well.” In APA Handbook of Industrial and Organizational Psychology. Vol. 3, Maintaining, Expanding,          and Contracting the Organization. Edited by Sheldon Zedeck, 855–879. Washington, DC: American Psychological Association,

Aguinis, H. & Ante, G., (2012). “What We Know and Don’t Know about Corporate Social Responsibility: A Review and Research Agenda.” Journal of Management 38.4 932–968.

Kallinikos, J. (2003). Work, human agency and organizational forms: An anatomy of fragmentation. Organization Studies, 24(4), 595-618.

Quarter, J. (2000). Beyond the bottom line: Socially innovative business owners. Westport, CT: Quorum/Greenwood.

Schein, E. H. (2004). Organizational culture and leadership ( 3rd ed.). San Francisco: JosseyBass.