IT platform NOT Isolated systems Investment vision Business NOT Technological transformation sophistication Investment Business criteria NOT Cost-benefit criteria criteria alone Scope of impact Business domain NOT IT or IS domains Executive Strategic (line) NOT IT manager responsibility manager Guiding principle Strategic - IT NOT IT for alignment implementation A further common feature of most papers to date is the implicit assumption that business needs drive IT and information strategy. There is evidence, however, that, in some organisations, IT strategic planning is driving corporate planning, and that IT can actively assist in the creation of business opportunities, rather than just support them (Oesterle 1991). Finally, the literature to date generally adopts the attitude that executives do, can or should uncover systems by at least semi-plannable processes. It is apparent that an alternative view may be beginning to emerge. Although it is too early to do more than speculate upon its final shape, it is possible to draw attention to some key works. This section draws heavily on the work of Claudio Ciborra of the Theseus Institute and the University of Bologna, and especially on Ciborra (1991). In tracing the emergence of the alternative view, Ciborra draws on the economic concepts of Chamberlin (1933), who defined 'monopolistic competition' as heterogeneous corporations "cultivating unique strengths and capabilities, and defending them against imitations by other firms"; and of Schumpeter (1950), who saw competit...
