pared with other critical interpretations such as Swatman & Swatman (1992), Galliers (1993) and Ciborra (1994). The notion and its origins are first discussed. The emergence of the key ideas is then traced. The process whereby strategic information systems come into being is assessed. Finally, areas of weakness are identified, and directions of current and future development suggested. OriginsThe role of Information Systems (IS) has developed during the years. The original conception was of automation of existing manual and pre-computer mechanical processes. This was quickly succeeded by the rationalisation and integration of systems. In both of these forms, IS was regarded primarily as an operational support tool, and secondarily as a service to management. During the 1980s, an additional potential was discovered. It was found that, in some cases, information technology (IT) had been critical to the implementation of an organisation's strategy. The dominant sense in which the term is used is that a strategic information system (SIS) is an information system which supports an organisation in fulfilling its business goals. An alternative interpretation of the term is that it is not necessary a particular IS, but rather the combination of those parts of an organisation's cluster of information systems which provide information into its strategic planning processes (Higgins & Vincze 1993. p.93). The functions involved include the gathering, maintenance and analysis of data concerning internal resources, and intelligence about competitors, suppliers, customers, government and other relevant organisations. A variety of interpretations of strategy exist, most of which have a great deal to do with competition between corporations. Chamberlin's theory of monopolistic competition sees corporations as being heterogeneous, and competing on the basis of asset differences, such as technical knowledge, reputation, ability for teamwork, organisationa...
