Chen et al.’s (2010) article in the MIS Quarterly journal presents a reconceptualization of information systems (IS) strategy, a new measurement model for IS strategy, and implications for IS research and practice. The authors argue that previous IS strategy research has focused too heavily on technology and organizational structure and not enough on the strategic goals and objectives of the organization. They propose a new IS strategy model that includes four components: strategic alignment, strategic architecture, strategic agility, and strategic value. The authors also develop a measurement model for IS strategy that can be used to assess the effectiveness of an organization’s IS strategy. Overall, the article suggests that a more comprehensive view of IS strategy is needed to understand its impact on organizational performance fully.

The article also provides a valuable contribution to the field of IS strategy research by proposing a new, more comprehensive model of IS strategy that includes four key components: strategic alignment, strategic architecture, strategic agility, and strategic value. This model shifts the focus away from technology and organizational structure and instead emphasizes the strategic goals and objectives of the organization.

One of the main strengths of the article is the development of a measurement model for IS strategy. This model can be used to assess the effectiveness of an organization’s IS strategy, which is essential for understanding the impact of IS strategy on organizational performance. The authors also provide a valuable discussion of the implications of their proposed model and measurement model for IS research and practice.

One potential limitation of the article is that it primarily focuses on large organizations. The proposed model and measurement may not apply to small and medium-sized enterprises. Additionally, the authors do not provide much detail on implementing their proposed IS strategy model, which may be challenging for practitioners.

Overall, the article provides a valuable perspective on IS strategy and offers a helpful model and measurement for understanding the impact of IS strategy on organizational performance. It highlights the importance of considering strategic goals and objectives, not just technology and organizational structure, in IS strategy. It also has practical implications for IS research and practice, although more details on implementing the proposed model would have been beneficial.