Today many companies show a highly interest in adopting the e-business. However,companies need different information system strategy in the adoption of e-business in order tosupport information sharing. Information system strategy is concerned with aligning ofinformation system with business needs. Beside this, companies need to search after strategicadvantage from information technology, since information system strategy explains what todo with IT. The earlier experiences point to the fact that companies failed to develop theirbusinesses through Internet mainly because they did not developed an appropriate strategy.This study investigates how to implement information system strategy to support informationsharing in the context of e-business. Thus, the purpose of this study is to highlight differentperspectives in adaptation of information system strategy within e-business companies. Theempirical study is based on a qualitative method of data collection by using three interrelatedcase studies. The study conducted a number of interviews with three e-business companiesnamed Hööks, NetOnNet and Kwintet.The theoretical framework provided knowledge about e-business, information sharing, andinformation system strategies. The findings - by means of interview questions - were analyzedby theoretical ideas. The authors came to a number of conclusions:1. Perspectives in information system strategy are divided into different parts consist ofERP system, supporting system, and manual approach, depending on how the ebusinesscompanies uses the information system strategies.2. Information system strategies are embedded with ERP system and are interconnectivelyused companies that use the e-business as their core business system.3. The e-business provides information workflow to support information sharing.4. The final conclusion is that there are remaining perspectives, which are not connectedto ERP system, but they are vital for the implementation of information systemstrategies for information sharing. / Program: Masterutbildning i Informatik

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Organisations do not know how to effectively employ information systems to their benefit because business and information system(IS) decisions are not aligned and due to a lack of understanding of the different types of IS decisions. The objectives of the study were stated as follows: • To confirm the existence of a relationship between business and information system decisions. A review of the literature supported the notion that IS decisions need to be aligned with business decisions. • To clarify the link between IS strategy and structural decisions. The study introduced a framework that suggested that to facilitate the link between business and IS decisions the respective strategy components need to be linked and that IS structural components will primarily be determined by IS strategy components. Information systems have become a strategic resource for all organisations and, not only is it perceived a very important competitive factor, but the importance will increase in the years to come. Organisations spend large amounts of money on information "':> systems. There is also the expectation that IS should CQ!ltribute_ to the achieve,£1:enμi, business goals and the overall financial performance of the company. Most senior executives believe that the amount of money invested in information systems and technology cannot be justified based on it's perceived contribution to the achievement of organisational objectives! Considerable effort was made to identify the relevant business strategy, IS strategy, and IS structural components. The business strategy components identified were selected specifically for their competitive focus. The population selected included the top companies in South Africa based on financial performance. The basis for the decision was that successful companies would link business and IS decisions and they would understand the intrinsic differences between IS strategy and structure components. / Business Leadership / D. B. L. (Business Leadership)

Although empirical research has shown that a clearly defined information system (IS) strategy has a positive impact to a firm’s performance and a poorly defined IS strategy has a negative impact to a firms’ performance, firms still develop poorly defined IS strategies. Further compounding the problem, research has revealed that 87% of the business executives believe information systems are a critical enabler to their firms' strategic realization, yet only 33% of business executives involve the Chief Information Officer (CIO) in their firm’s business strategy development. The main goal of this research study is to empirically identify factors which impact development of an IS strategy. This research analyzed the relationship of factors which included organizational mindfulness, CIO and senior management team relationship, and CIO capability to the firm’s level of IS strategy definition. A total of 80 senior leaders completed a web-based survey instrument containing previously validated and refined questions. The questions were answered using a five-point Likert scale. The survey results were analyzed using statistical methods including Pearson’s Correlation, Cronbach’s alpha and linear regression. The statistical results revealed that the factors accounted for 50% of the variance in the level of information system strategy definition. Further, this research study identified five variables which include CIO knowledge of the business, communication ability, informal interaction, trust, and top management support that potentially predict the levels of IS strategy definition. Six variables which include openness, extraversion, political savvy, Top Management Team (TMT) knowledge of IS, formal interaction and reluctance to simplify interpretations were not identified as potential predictors of levels of IS strategy definition. This research study discusses the methodology; data collection and analysis; results of the three research questions and overarching question; and the conclusions, implications, and recommendations. Several future studies are required to provide additional qualitative and quantities findings to better understand the results of this study.

Organisations do not know how to effectively employ information systems to their benefit because business and information system(IS) decisions are not aligned and due to a lack of understanding of the different types of IS decisions. The objectives of the study were stated as follows: • To confirm the existence of a relationship between business and information system decisions. A review of the literature supported the notion that IS decisions need to be aligned with business decisions. • To clarify the link between IS strategy and structural decisions. The study introduced a framework that suggested that to facilitate the link between business and IS decisions the respective strategy components need to be linked and that IS structural components will primarily be determined by IS strategy components. Information systems have become a strategic resource for all organisations and, not only is it perceived a very important competitive factor, but the importance will increase in the years to come. Organisations spend large amounts of money on information "':> systems. There is also the expectation that IS should CQ!ltribute_ to the achieve,£1:enμi, business goals and the overall financial performance of the company. Most senior executives believe that the amount of money invested in information systems and technology cannot be justified based on it's perceived contribution to the achievement of organisational objectives! Considerable effort was made to identify the relevant business strategy, IS strategy, and IS structural components. The business strategy components identified were selected specifically for their competitive focus. The population selected included the top companies in South Africa based on financial performance. The basis for the decision was that successful companies would link business and IS decisions and they would understand the intrinsic differences between IS strategy and structure components. / Business Leadership / D. B. L. (Business Leadership)