In relation to the development of organizational strategy in the implementation of the strategic management process, management must focus on the clarity that comes from critical thinking, so that everyone walks away with a clear understanding of that vision. Critical thinking, to be effective, depends in large part on the availability of high quality information. Advances in information technology can provide high quality information in a timely manner to organizational managers.

The purpose of this study was to identify the processes for the effective integration of advances in information technology and the strategic management process within organizational structures in both the private-sector and the public-sector. As these processes will tend to vary according to industries and organizations, this study investigated the issues involved through the study of diverse case examples of the actual integration of advances in information technology and the strategic management process.

The investigation of the problem in this study occurred within the framework of a case study methodology. The case analysis approach to learning confronts people with situations that are characterized by temporal and developmental dimensions wherein a complex set of behavioral determinants are re

The evolving global business environment made it essential for Nortel to implement a new approach to new product development. The new approach had to make optimal use of the organization's knowledge base.

Increasingly, Sony will focus on the development of value-added alliance to further provide value to customers and advance the interest of the company. A flexible infrastructure will facilitate the entry of new alliance partners bringing new value to the relationship. The effective integration of information technology into the strategic management process is an essential component for the success of strategic alliances.

The above objectives were attained by Nortel Networks from its integration of knowledge management and strategic management systems. Importantly also, however, the company also benefited financially from the integration of knowledge management and strategic management systems. The objectives were achieved with a payback of 15 months and three-year savings of $5.43 million. The return on investment on the integration of systems was 635 percent. While this remarkable return on investment will not be matched by all companies integrating knowledge management and strategic management systems, the Nortel Networks experience illustrates the potential of the integration of information technology and strategic management systems.

Sony senior management realized that the company needed to regain its innovative edge