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Please use this identifier to cite or link to this item: http://eprint.iitd.ac.in/handle/2074/902

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dc.contributor.authorKanungo, Shivraj-
dc.contributor.authorSadavarti, Sanjeev-
dc.contributor.authorSrinivas, Yadlapati-
dc.identifier.citationThe Journal of Strategic Information Systems, 10(1), 29-57en
dc.description.abstractThis paper analyzes the relationships between selected aspects of organizational culture and IT-Strategy in public sector units (PSUs). Organization culture, which is treated as a shared set of norms and values, is analyzed with respect to IT-Strategies. Organizational culture is assessed in terms of innovative, supportive and bureaucratic cultures. IT strategy is viewed as comprising six generic strategies, namely, centrally planned, leading edge, scarce resource, necessary evil, monopoly and free market. The data on which conclusions were drawn arises from a nation-wide survey covering 72 public sector organizations in India. In addition to the survey research, we conducted an in-depth case study of State Bank of India. This yearlong study commenced in 1996. Statistically significant findings show that it is the innovative element of a PSUs organizational culture that is associated with a delineable IT strategy. Leading edge, free market, and monopoly IT-strategies are found to be related to innovative components of organizational culture. Monopoly and scarce resource strategies are associated with supportive and bureaucratic cultures, respectively. Our case study validates some of these findings in a large bank. Implications for practice as well as research are provided.en
dc.format.extent931153 bytes-
dc.subjectIT strategyen
dc.subjectOrganization cultureen
dc.subjectSurvey and case study researchen
dc.subjectQualitative and quantitative researchen
dc.titleRelating IT strategy and organizational culture: an empirical study of public sector units in Indiaen
Appears in Collections:Management Studies

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