State strategic information system plans: An assessment integrating strategy and operations through performance measurement

Abstract

Purpose

The purpose of this paper is to examine US state strategic plans for e-government (or information technology), identify their strengths and weaknesses, and presents best practices for both practitioners and scholars interested in improving state strategic plans for information technology.

Design/methodology/approach

The research analyzes the e-government strategic plans, based on a content analysis using a rubric consisting of 15 questions.

Findings

The findings suggest that of the state information system plans reviewed – Michigan, Virginia, and Massachusetts are the most comprehensive. Overall, the state plans were effective in developing strategies and core beliefs, and assessing their strengths and opportunities, while less successful in recognizing weakness and threats.

Research limitations/implications

This study builds on existing research examining strategic information systems plans in US states and assesses the extent to which each plan addresses established criteria for developing strategic plans. This study also attempts to fill the need for more data and empirical evidence in the development of literature in strategic planning and performance measurement.

Practical implications

The research employs a public sector approach to strategic planning, and while the process is not specific to information systems it is comprehensive in its approach, grounded in literature, and offers guidance to public sector leaders in planning for investments in information systems and technology.

Originality/value

The conclusion offers suggestions for both public administration practitioners and scholars interested in improving state strategic plans for information technology.

Citation

Manoharan, A., Melitski, J. and Bromberg, D. (2015), "State strategic information system plans: An assessment integrating strategy and operations through performance measurement", International Journal of Public Sector Management, Vol. 28 No. 3, pp. 240-253. https://doi.org/10.1108/IJPSM-09-2014-0124