The article by Lederer and Mendelow has the primary purpose of determining whether participating in strategy formulation enables information resource managers to understand top management's objectives. The specific audience benefiting from the study would be information resource managers or any managers participating in strategy formulation within a firm. The justification for the research as Creswell would put it was "complementarity" between top management and information resource personnel to achieve enhancement that allows both to function in the light of what the other knows. If I were a member of a firm's information resource management team, I would choose "triangulation" for corroboration that the approach was viable and to bring together the perspectives of top management and the information resource team to conduct another study that extends the current one further. An example of the corroborating information I would be seeking would be how to incorporate information systems into the firm's high-level strategy so that the strategy could be more easily realized and the information systems could be an integral part of strategy rather than a separate entity. Returning to the study in the article, what specifically requires clarification is how to go about linking information systems with high-level strategy; the study discusses at length the communication problems inherent in bringing IS on board with executive strategy but does not specify how this can be accomplished effectively.
Lederer, A.L., Mendelow, A.L. (1987). Information Resource Planning: Overcoming Difficulties in Identifying Top Management's Objectives. MIS Quarterly, (Sep), 389-398.
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