A new six ‘S’ framework on the relationship between the role of information systems (IS) and competencies in ‘IS’ management

• Published in: Journal of business research Vol. 51; no. 3; pp. 233 - 247
• Main Authors: Philip, George, Booth, Marilyn E
• Format: Journal Article
• Language: English
• Published: New York Elsevier Inc 01.03.2001; Elsevier; Elsevier Sequoia S.A
• Series: Journal of Business Research
• Subjects: Information systems; Organization theory; Six ‘S’ framework; Studies; ‘IS’ management; United States > US; ‘IS’ management; Six ‘S’ framework; Information systems
• ISSN: 0148-2963; 1873-7978
• DOI: 10.1016/S0148-2963(99)00051-X

The role of information systems (IS) in increasing operational efficiency and strategic advantage has been the subject of much academic research recently. A number of useful models have been developed by several researchers with varying degrees of success to provide a better understanding of the technology's potential in a range of organisational environments. This paper will make a critical assessment of most of the existing models, highlighting in each case, the positive and negative aspects and then proceed to outline the rationale for the development of a new six ‘S’ framework. The guiding principle in the development of this model has been that the adoption and diffusion of technology in organisations is a non-linear process and that organisations need not graduate from step 1 to step 2, etc. as is the case with most existing models. Each organisation's expectations from technology can be different and the fulfilment of these expectations hinges on the core competence of the organisation to exploit technology as the opportunity arises. According to our model, IS has five potential roles to play in an organisation. These are arranged around a ‘central core’ entitled ‘Survival’, which emphasises that technology is an essential part of doing business and that organisations would be unable to function without it. The other four roles, Sources and resources, Strategic, Service Value Analysis (SVA) and S(C)yberspace act as ‘satellites’ orbiting around this central hub. The sixth ‘S’, Sustainability, is the protective layer concerned with the management processes associated with the use of technology. Based on a comprehensive review of the literature and case studies in a small number of organisations, this paper will describe the applicability of this model as a methodological tool in enabling organisations to understand clearly the relationship between good IS management practices and the successful use of technology in a dynamic global environment. The model argues that whatever the role of information technology (IT) in organisations, sustainable advantage will depend on the ability to manage the IS resources effectively on an on-going basis.