The impact of federal IRM on agency missions: Findings,issues, and recommendations |
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| Institution: | 1. Department of Accounting, Finance, and Economics, College of Business Administration, Tarleton State University, 1333?W. Washington Street, Stephenville, TX 76402, United States;2. Department of Finance, College of Business, East Carolina University, East 5th Street, Greenville, NC 28757, United States;3. Andreas School of Business, Barry University, 11300 NE 2nd Avenue, Miami Shores, FL 33161, United States;1. Malmö University, Malmö, Sweden;2. Physics Departent, Technische Universität Darmstadt, Darmstadt, Germany;3. Université Grenoble Alpes, CNRS, CERMAV, Grenoble, France;4. Institut Laue-Langevin, Grenoble, France |
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| Abstract: | For nearly two decades, the federal government has embraced Information Resources Management (IRM) as a philosophy, policy initiative, and management practice. During this time, IRM has undergone major management transformations within agencies and throughout the IRM policy environment. To date, however, there had been no government-wide assessment of IRM's impact on agency mission attainment, particularly through a strategic planning process. This article presents findings from a government-wide study to, in part, measure the extent to which IRM assists agencies achieve their missions and objectives, identify a general agency strategic planning model, and determine whether agency strategic planning efforts facilitate the alignment of agency business processes and information technology (IT). |
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