STRATEGIC PLANNING FOR THE INFORMATION SYSTEMS RESOURCES FUNCTIONS IN A MULTINATIONAL ENVIRONMENT.

摘要

The purpose of this study was to develop and identify formal strategic planning and control approaches, processes and requisites to manage and integrate the information system resources and functions (e.g. information systems, telecommunications and office automation) more effectively in conjunction with the business plans and processes in a large multidivisional, multiproduct and transnational corporate environment. Additionally, an examination of the external and internal environmental factors and pressures was conducted to assist business and information systems resources executives, practitioners and professionals to focus on the factors which may influence the successful management and future direction of the multinational information systems resources and functions (MNISR) within their environments.;Data used in this study were primarily obtained by the survey and response research method and consisted of mail questionnaires, personal and telephone interviews, an extensive literature search and a review of source documents. The use of an expert panel, consisting of prominent professionals, was also employed to review the completeness and applicability of the research.;Twenty-five U.S. based multinational organizations participated in the research. Most of the organizations were selected form the manufacturing (e.g. energy, pharmaceuticals, consumer products and electronic) industry with some representation from the banking and financial services industry. In addition, four case studies were conducted to provide in-depth analysis, comparisons and verifications of actual MNISR planning and control practices.;A pragmatic strategic planning framework and structure consisting of multiple but interrelated components and activities is suggested as the formal end product of this dissertation. In addition, five general conclusions stand out from the research. First, the MNISR plan structure must accommodate both the similarities and differences between the domestic and international MNISR environments and the key factors which influence them. Second, business and MNISR plan linkages must be established by addressing strategic business and MNISR support issues and strategies at multiple hierarchical levels based on the involvement of multiple functional and MNISR personnel and across business and geographic unit boundaries. Third, the utilization of the uniform MNISR planning language, process, cycle and structure similar to the business plan language, process, cycle and structure is critical. Fourth, the role of the corporate (central) MNISR staff should be well defined and limited to only those activities where its expertise is either clearly recognized and/or established by corporate policy. Fifth, corporate MNISR should provide funding for MNISR strategies that are either mandated by corporate headquarters or have a demonstratable comparative advantage to the individual multinational business components as well as the corporation as a whole.;The need for the study was expressed by business and government leaders. Forty five dissertation endorsement letters were received which identified several issues, which the research has attempted to address.