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The Relationship between Strategic Decision Making and Information Technology in the Corporation Development
 Content
1. Introduction 3
1.1. Statement of the problem 3
1.2. Project Background 4
1.3. Project Aims and Objectives 6
1.4. Research Program 7
1.5. Deliverables 7
1.6. Structure 8

1. Introduction
1.1. Statement of the problem
Information Technology (IT) is defined as a computer-based technology (Huber, 1990), and it is extensively used for the acquisition, storage, processing, and communication of information (Blaskovich, 2005). It is an increasingly powerful tool for corporation’ participating in global markets; promoting financial accountability; delivery of basic services; and enhancing corporation development opportunities.
Strategic decisions are concerned with long-term direction and are normally about trying to achieve some advantage for an organization. Strategic decision making is the ability to think insistently about consequential events over times to understand what causes long-range effects in and on complex and dynamic systems, and to competing interests together under shared goals. Strategies imply means important, in terms of the actions taken, the resources committed, or the precedents set. Further, these decisions concern choices about issues that materially affect the survival prospects, well being and nature of the organization. The studies of strategic decision-making range widely from those that examine an individual decision-maker's agenda setting process to decision formulation and implementation processes in complex organization.
In the context of decision making, strategic decision making remains one of the most challenged roles for top managers. The challenges are brought about the increasingly competitive, dynamism and uncertain nature of the business environment which is brought about by many factors such as the development in Technology, Privatization, Globalization, Deregulations and other. Management needs to understand the environment and harness the required information from the environment to aid in fast decision making. Information Technology helps management to analyze, communicate and distribute the needed information for decision making and thus lower the risk of uncertainty. As a matter of fact, IT became the largest item of capital expenditure in most organizations recently (Farbey, et al, 1999). However, while as many as half of all companies worldwide are seeking to gain a competitive edge by spending more on IT; and a clear understanding of how IT impacts strategy decision and critical performance outcomes remains unclear. While some firms achieve successful outcomes with regard to their IT endeavor, others continue to fall victim to the technology productivity paradox (failed to show evidence of the IT impact productivity in spite of the increased IT investments). However, no literature has explained technology productivity paradox from the strategic decision perspectives. Meanwhile although some previous literature has dealt with the positive impact of IT upon decision makings (i.e.Huber, 1990, Molly and Schwenk, 1995), some of the new IT (i.e., internet) is not mentioned in their studies. The risk of IT investment on strategic decision making is not discussed either. Thus, while managers have begun to realize that the adoption and integration of IT in SDM by organization has become本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。