Introduction

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The information systems literature provides a wide range of models for undertaking IT planning but lacks research into the antecedents of IT planning effectiveness. Most studies have indeed focused on the mechanics of IT planning rather than on its antecedents (Brancheau et al., 1996; Rodgers, 1997; Sahraoui, 2002) and emphasis was put on the strategies, structures, and planning methodologies used to achieve effective planning rather than on the people involved in IT planning (Henderson & Sifonis, 1988). The present study fits within the research stream on the social antecedents of IT planning effectiveness (see Nelson & Cooprider, 1996; Sahraoui, 2002; Subramani et al., 1999) and postulates that an empowered workforce can rally the organization to the objective of achieving IT planning effectiveness within the premises of a planning culture geared to empowerment.

This chapter will assess the catalytic effect of planning cultures on knowledge workers' empowerment in view of achieving planning effectiveness. A literature review on IT planning, knowledge worker empowerment, and corporate cultures will provide the conceptual framework for the research model outlined in Figure 1.

The chapter is organized as follows: the first section will review IT planning; the second section will tackle knowledge workers empowerment; the third section will introduce the concept of the planning culture; the fourth section will describe the research design for the empirical component of the study, and unveils the study results; and the final section draws the study implications for managerial practice leading into the conclusion of the study.

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