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The main purpose of this study is to examine the relationship between knowledge sharing behaviour and the effectiveness of IS/IT strategic planning (ISSP). Furthermore, we explore the factors influencing knowledge‐sharing behaviour among stakeholders in the ISSP process.

To test the relationships between the constructs in the research model, data were collected by a questionnaire survey sent to the IS/IT executives of 805 large companies in Taiwan.

Survey results indicate that knowledge sharing behaviour influences the effectiveness of ISSP. Certain factors are also found to influence knowledge sharing behaviour among stakeholders in the ISSP process.

Future research should focus on the following areas, as motivated by limitations of the present study. First, future researchers might attempt to understand the conclusions about the knowledge sharing factors of this research through structured interviews in case studies of IS directors from ongoing or recently completed ISSP projects. Researchers might ask subjects why these factors are associated with the effectiveness of ISSP. Second, future researchers could consider more general factors that affecting knowledge sharing behaviour such as task coordination, rewards and political behaviour. Third, the subjects of this study are IS executives in Taiwan. Cultural differences may exist between Taiwan and other countries. Future research should be similarly carried out in other countries.

To achieve the consistently planning objectives, knowledge sharing is necessary to IS/IT strategic planning. Numerous organizational mechanisms exist that can enhance knowledge sharing and transfer, including IT steering committee and strategic IS/IT team. Furthermore, organizations could apply both of group interaction mechanism and knowledge management mechanism to promote the formulation of organizational learning environment and fit the organizational context during IS/IT strategic planning.

The study shows a growing amount of empirical work that has been conducted examining the relationship between ISSP and organizational context. However, there has been little empirical research that investigates the relationship between knowledge sharing behaviour among stakeholders and the effectiveness of ISSP. The results of this study will be of interest to business managers or strategic planners who are initiating or conducting information systems strategic planning exercises, ant to researchers in the field of information systems management and planning.

This study aims to examine the relationships between contingency factors and the effectiveness of the implementation of core e‐business strategies and to explore the influences on the implementation process quality for e‐business strategy.

To examine the relationships between the constructs in the research model, data were gathered via a questionnaire survey sent to 650 manufacturing enterprises in Taiwan.

The survey results indicate that some factors influence the effectiveness of the implementation of core e‐business strategies. The implications of the findings for practice and future research are also examined.

Business managers or IS executives of enterprises should consider these environmental, organizational and technological contingency factors while implementing e‐business strategies.

Numerous researchers have proposed various studies relating to e‐business strategies. However, these studies focused on developing e‐business planning frameworks and conducting case studies, and little attention has been paid to empirical studies examining the influences of contingency factors on the implementation of e‐business strategies. The results of this study will be of interest to business managers or strategic planners who are initiating or conducting e‐business strategic planning exercises, as well as to researchers in the field of information systems strategic planning and management.

To examine the influence of environmental factors (environmental uncertainty and trading partners' influence) and organizational factors (CEO/CIO relationship and internet‐based IOS maturity) on the internet‐based interorganizational systems (IIOS) planning success and whether more leads to superior organizational performance.

Data gathered from 202 IS executives in large Taiwanese organizations were employed to test the relationships between the research model constructs. Moreover, the structural equation modeling technique was used to evaluate the research model.

One of the environmental factors (trading partners' influence) and two organizational factors significantly influence the IIOS planning success. The results also indicate that the success of IIOS planning enables the firm to achieve organizational‐level outcomes.

Future studies could seek an enhanced understanding of the effects on IIOS planning of the environmental and organizational factors investigated in this study through structured interviews and case studies of IS executives dealing with ongoing or recently completed IIOS planning projects.

IIOS planning is an organizational and inter‐organizational process. Top management and IS executives considering IIOS involves not only technical innovations, but also considerable environmental and organizational changes.

This paper contributes to IIOS planning research by clarifying the effects of both environmental and organizational factors on the success of IIOS planning, and provides a valuable reference for e‐business managers and IIOS planners, as well as researchers interested in IIOS planning and management.

The primary purpose of this study is to examine the effect that information system capability had on e‐business information technology (IT) implementation strategy; and to understand how the quality of the implementation process for IT strategy could affect e‐business performance.

This study performed a survey of chief information officers from 1,000 major firms in Taiwan. Structural equation modelling (SEM) was used to test for the validity of research hypotheses.

Results showed that the capability of information systems could have a direct and significant effect on the quality of IT strategy implementation, and how the quality of this process could affect e‐business performance.

Every organization hopes to improve corporate competitiveness and transform its enterprise through the effective implementation of IT strategy. This study examined how information systems capability could affect the implementation of enterprise IT strategy. However, since large firms in Taiwan are the primary research subjects of this study, the conclusions may not be applicable to enterprises in different countries or cultures. Future studies could examine the subject from the three aspects of technology, organization, and environment to understand the effect that each of these aspects has on e‐business information systems capability.

With the rapid development of information technology, the introduction of innovative strategy dealing with IT has become an important topic of research, and has become a focus in the era of e‐business. As a result, organizations feel it is important to discover the shortcomings in information system capability factors that must be improved from the individual, group, or organization levels, and develop appropriate implementation frameworks for IT strategy based on this foundation.

This study uses empirical analysis to examine the effect that the capability of information systems has on the quality of implementation of IT strategy. A compilation of relevant literature showed that most studies have focused on conceptual frameworks or have examined the question of IT strategy from the level of technology. Few studies have examined the effect that information system capability has on IT implementation strategy. Therefore, the results and findings of this study could provide an important reference for IT strategy implementation, in the era of e‐business.