ABSTRACT
Chapter one identified a need to counter the technological view of IS, through a combination of hard, technology-based and human-centred approaches, by mixing methods within a framework informed from social theory. Chapter two pointed to the planning approach to corporate strategy as only a partial view of the domain, highlighting a need for multiple perspectives within an integrative, ‘discovery-design’ framework embracing human-centred and technology-based positions. The indications are that information systems and corporate strategy share a common theoretical underpinning in social theory, which this chapter will investigate.
