giving preference to any framework in particular.
Applications were also classified based upon
their managerial level.
Results
In keeping with the exploratory and descriptive
nature of this study, analysis of the results was
based for the most part on the number of IS
opportuntities identified through the methodology
described above, broken down by the identification
methodology used (value chain vs. strategic
thrusts), and by the different characterization
criteria. In relation to the two research questions,
overall results are presented next, followed by an
examination of the differences in number and
type of application ideas generated by the two
selected methodologies.
Characterization of the identified
applications
Table 1 presents the descriptive statistics of the
number, estimated implementation costs, and
estimated implementation duration of the information
systems opportunities identified in the 20
sampled firms. In total, 152 ideas for information
systems were generated. Per organization the
average was 7.6, the minimum was 4, and the
maximum was 12. These findings allow us to
generalize Rackoff, et al.'s (1985) results obtained
in one large organization (GTE); these
researchers were surprised to find that the identification
process yielded not one or two primary
ideas as they expected from prior stories about
the competitive use of information technology,
but many worthy of implementation.
The relatively large number of application opportuntities
generated in this study by both
methodologies tend to confirm their comprehensiveness
in surveying the important links between
the various components of the organization, its
strategy, and its environment. More focused
methodologies, such as Ives and Learmonth's
(1984) customer resource life cycle, tend to cover
a smaller subset of possible applications. This
also seems to confirm the effectiveness of the
value chain and strategic thrusts methodologies
in actually identifying feasible opportunities, as
shown by a median estimated implementation
cost and duration of $41,400 (15 percent of the
average IS budget) and five months respectively