ABSTRACT

The work of Porter and Millar (1985) has led to wide acceptance that information systems (IS) do not merely facilitate existing business practices, but may themselves shape the business. They may also restrict freedom of action, as apparently attractive business strategies are ruled out by the inability to create or modify IS to support those strategies (Lewis 1994). As a result, many organisations are currently seeking to align information systems with business strategy and, where possible, to exploit information technology (IT) for strategic advantage.