The Ambiguity that Surrounds Information Strategy

The notion of an information strategy is one that is pervasive in many areas of business and organisations. Specifically, the area of higher education has been a focus of this research given its historical involvement with information strategy formulation (Joint-Information-SystemsCommittee 1998a, 1998b, 2004). The underlining premise, of an information strategy, is as a mechanism for managing information. Given that information is an important part of business and organisational operations (Dhillon 2001; Earl 2000), Stahl (2006, p.83) argues “more and better information is often seen as prerequisite for better management practices”; the notion of managing information through an information strategy seems a logical step. Unfortunately the reality and the theory are somewhat mismatched. This paper discusses the notion of information strategy from three distinct perspectives that of Information Systems (IS), Library and Information Science (LIS), and a term that the author refers to as General Management (GM) which focusses upon the theoretical underpinnings. Whereas, highlighting findings from the research suggests the reality of what organisations are actually doing in relation to the formulation of an information strategy. The aim is to highlight both the pervasive use of an information strategy as well as the ambiguity that surrounds its use. The contribution of the paper highlights and extends the debate as to why different interpretations of information subsequently impact on the information strategy formulation process. Indicating that, upon reflection, there is no right or wrong definition only ambiguity surrounding its use and formulation. The formulation of an information strategy is not value/subjective-free or straight forward. It is one that requires thought, discussion and understanding if it is to be successful.