An Evaluation Of Sisp Process Stages In The Context Of Developing Countries And The Role Of The Competing Value Of Leadership

Information system applications including those that support the integration of all organisation units are playing an important role in increasing performance and effectiveness of entire business entity. The Strategic Information System Planning (SISP) is thought to be the first step toward deploying such information systems. The strategic planning for information systems across an entire organisation is still one of the biggest challenges facing top management in today's dynamic business environment. Many companies have cited the development and implementation of a highly aligned information systems still a top concern in their overall IT management practice. IT can be considered as a strategic asset capable of adding value to an organisation's overall effectiveness. Based on the contingency theory of information system, this paper tend to examine the effect of different leadership styles on the SISP process outcomes, using the competing value framework (CVF) as a measurement model of leadership orientations, and building on Grover and Segars (2005) measurement model of SISP process stages of growth and contributing to the existing dimension a new dimension, named "Intuition", as one of the SISP process stages of growth where it can be seen as the first stage towards the SISP process rationality stage. By linking these two measures one should be able to identify a pattern in which leadership orientation is most represented in each stages of SISP process growth. This paper is representing a theoretical base for empirical testing yet to be carried out.