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Table Of Contents

1.1 Business and Information Systems Strategy
1.2 Information Systems Planning, Implementation and Evaluation
1.3 Information Systems and Organizational Performance
1.4 Linking Strategy to Business Performance
1.5 Information Systems and Global Manufacturing Characteristics
1.6 The Nigerian Business and Manufacturing Situation
1.7 Statement of the Problem
1.8 Research Objectives
1.9 Research Questions
1.10 Test of Hypotheses
1.11 Definition of Operational Terms
2.0 Introduction
2.1.1 Types of Organizational Strategies
2.2.1 Information Systems Strategy Process
2.2.2 Information Systems Strategy Content
2.3 Strategic Information Systems
2.4.1 Information Systems planning
2.4.2 IS Implementation
2.5.1 Measuring Business Performance
2.5.2 Performance Impact of Strategic Information Systems
2.5.3 Evaluation of Impact of Information Systems Spending
2.6.1 Awareness Framework
2.6.2 Opportunity Frameworks
2.6.3 Positioning Frameworks
2.7.1 Dimensions of IS Alignment
2.7.2 Enablers and Inhibitors of Alignment
2.8.1 Global Manufacturing Context and Challenges
2.8.2 Nigeria’s Socio-economic Situation
2.8.3 Current Manufacturing Situation in Nigeria
2.8.4 Nigerian Manufacturing Structure, Processes and Performance
2.8.5 Manufacturing Challenges in the 21st
3.0 Introduction
3.1.1 The Population
3.1.2 Sample Population
3.2 Sample Size and Sampling Procedure
3.3 Sampling of Respondents in Firms
3.4.1 The Questionnaires
3.4.2 Interview
3.4.3 Action Research
3.7 Research Model and Variables
3.8 Data Analysis
3.9 Tests of Hypotheses
3.10.1 Measuring Business Strategies
3.10.2 Measuring Information Systems Strategies
3.10.3 Measuring Business Performance
3.10.4 Operationalizing and Measuring Fit/Alignment
3.11 Hypothesis 4
3.12 Hypothesis 5: IT spending and firm performance
3.13 Hypothesis 6: CEO’s IS involvement and project implementation
3.14 Data Aggregation
4.0 Introduction
4.1.1 Responses by Questionnaire Types
4.1.2 Sectoral Groupings of Respondents
4.1.3 Gender of Respondents
4.1.4 Age of Respondents
4.1.5 Qualifications of Respondents
4.1.6 Respondent’s Length of Time in Employment
4.1.7 Designation and Job Function of Respondents
4.2.1 Firm Size
4.2.3 Turnover of Respondents’ Firms
4.2.4 Profit After Tax (PAT) of Respondents’ Firms
4.2.5 Firm’s Total Annual Expense Budget
4.2.6 Location of Headquarters and Manufacturing Plants
4.2.7 Principal Lines of Businesses
4.2.8 Existence and Nature of Vision and Mission Statements
4.2.9 Industry Competitiveness
4.2.10 Business Strategy of Nigerian Manufacturing Firms
4.2.11 Information Strategy
4.2.12 CEO’s Use of IT
4.2.14 Need Analysis before IS/IT Investments Decisions are Made
4.3.1 Existence of IT Department
4.3.2 Organizational Level of IT Manager
4.3.3 Head of IT Reporting Relationship
4.3.4 Frequency of Discussion of IT matters at Senior Management Level
4.3.5 IT Manager Being a Member of Executive Management
4.3.7 Number of IT Professionals
4.3.8 Stage of Computing Evolution
4.3.9 Total Annual IT Budget of Nigerian Manufacturing Firms
4.3.10 Proportion of IT Budget Spent in Previous Year
4.3.12 Adherence to IT Policy
4.3.15 IT Applications
4.3.16 IT/IS Strategy Implementation
4.3.17 Frequency of Review of IT Plans
4.3.18 IS/IT Projects Implementation
4.3.19 Outsourcing of IT Development and Support Services
4.3.21 IT Support for Business Processes
4.4 Top Management Perceptions of Strategic IT Variables
4.5.1 Hypothesis 1: There is no relationship between firm performance,
4.5.3 Hypothesis 3: There is no relationship between firm performance
4.5.6 Hypothesis 5: IT spending and Firm Performance
5.0 Introduction
5.1 Vision & Mission Statements
5.2 Lines of Business and Product Diversification
5.6 CEO and Use of IT
5.7 IT Governance
5.8 IT Training
5.9 Stages of IT Computing
5.10 Outsourcing IT Services
5.11 IT Support for Business Processes
5.12 IT Strategic Planning
5.13 Industry Competitiveness and IS Planning Approach
5.14 IS Strategy Implementation
5.15 IT spending and Firm Performance
5.16 Business-IS Strategic Alignment and Firm Performance
5.17 Firm Size as a Moderating Variable in Business-IS Strategy
5.18 Business-IS Strategic Coalignment
5.19 Performance-Alignment Maturity Grid
7.This study also found that for the CIO to add value s/he must
8.Outsourcing is another important area this study found interesting
9.Majority of the firms studied are either at the bottom or at the top of
10.Business and information systems strategies had very little positive
11.The results of the various regression tests and the patterns of findings
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Durodoye Thesis

Durodoye Thesis

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Published by Opeyemi Oluwole

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Published by: Opeyemi Oluwole on Apr 18, 2012
Copyright:Attribution Non-commercial


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