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Books on the topic 'Digital strategic alignment model'

Author: Grafiati

Published: 10 January 2023

Last updated: 28 January 2023

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1

Henderson, John C. Strategic alignment: A model for organizational transformation via information technology. Cambridge, Mass: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1990.

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2

Henderson, John C. Strategic alignment: A process model for integrating information technology and business stategies. [Cambridge, Mass.]: Management in the 1990s, Sloan School of Management, Massachusetts Institute of Technology, 1989.

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3

Henderson, John C. Strategic alignment: A process model for integrating information technology and business strategies. Cambridge, Mass: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1989.

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4

Arora, Michael. A symbolic model for the enterprise integration of information technology through strategic alignment. London: University of East London., 2001.

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5

Cevelev, Aleksandr. Strategic development of railway transport logistics. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1194747.

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The monograph is devoted to the methodology of material and technical support of railway transport. According to the types of activities, the nature of the material and technical resources used, technologies, means and management systems, Russian railways belong to the category of high-tech industries that must have high quality and technical level, reliability and technological efficiency in operation. For this reason, the logistics system itself, both in structure and in the algorithm of the functions performed as a whole, needs a serious improvement in the quality of its work. The economic situation in Russia requires a revision of the principles and mechanisms of management based on the corporate model of supply chain management, focused on logistics knowledge. In the difficult economic conditions of the current decade, it is necessary to improve the quality of the supply organization of enterprises and structural divisions of railway transport, directly related to the implementation of the process approach, the advantage of which is a more detailed regulation of management actions and their mutual coordination. In order to increase the efficiency of its activities and develop the management system, Russian Railways is developing a lean production system aimed at further expanding the implementation of the principles of customer orientation, ideology and corporate culture. At the present time, the solution of many issues is impossible without a cybernetic approach to the formulation of problems of material and technical support and logistics analysis of information technologies, to the implementation of the developed algorithms and models of development strategies and concepts for improving the business processes of the production system. The management strategy, or the general plan for the implementation of activities for the management of material resources, is based on a fundamental assessment of the alignment and correlation of forces and factors operating in the economic and political field, taking into account the impact on the specific form of the management strategy. The materials will be useful to the heads and specialists of the directorates of the MTO, CDZs and can be used in the scientific research of bachelors, masters and postgraduates interested in the economics of railway transport and supply logistics.

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6

Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.

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7

Barbera, Filippo, Roberto Paladini, and Marco Vedovato. Venice Original E-commerce dell’artigianato artistico e tradizionale veneziano. Venice: Fondazione Università Ca’ Foscari, 2022. http://dx.doi.org/10.30687/978-88-6969-615-2.

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In the last few years, many researchers have highlighted the economic and cultural impact that crafts have on the development of territories, enhancing local identities and traditions. Various researches also point to the close relationship between trade (sometimes called ‘neighbourhood’ trade), crafts and historic centres, in terms of quality of life, and socio-economic and identity development of territories, showing their new centrality to processes of urban development and regeneration and the formation of social capital. It is evident how enterprise contributes to local development through social interactions based on negotiated and open collaborations between microenterprises, community and network. It was well argued how small business (commerce, crafts and neighbourhood stores) has always played an important role as a social garrison in sparsely populated areas, allowing cities and particularly urban centres to become more lively or livable, being able to give or take away quality from the city and the territory, attributing peculiarity, security and specificity to places or trivialising them in a homogenised landscape. Among the services of social utility recognised to the artisan workshop are: the guarantee of services useful to the livability of the place, the garrisoning of territories and the development of social relations, the promotion of local identity and its know-how, and the creation of employment opportunities through modest initial availability of capital. At the same time, the worsening recessionary dynamics that have occurred in the global economy over the past two decades and the disruptive digital transition have exposed such enterprises to increasing difficulties, disruptively accentuating the decline in competitiveness and propensity to innovate of a large proportion of craft SMEs, of which the socioeconomic literature does not see significant adaptations to the changed environment, such as reconfiguring the business model, adopting a totally new strategic plan adapting to the digital transition, generational transition, and adopting innovative organisational or system behaviours. This volume presents the Venice Original E-Commerce case – a project carried out by the Venice Metropolitan CNA thanks to the support of J.P. Morgan, the support of the Venice Rovigo Chamber of Commerce and the sponsorship of the City of Venice and Ca’ Foscari University of Venice – as a reference project intervention to focus on a possible model of intervention to support culturally-valued artisan micro-enterprises, intervening on the process of strategic renewal and the conditions to foster generational turnover, understood as an opportunity to fill the gap on the digitisation of the artisan sector.

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8

Spiker, Barry K., and Alain Nkoyock. Business-It Strategic Alignment: A Prerequisite for Digital Transformation. Lulu Press, Inc., 2018.

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9

Sloan School of Management. Center for I, N. Venkatraman, and John C. Henderson. Strategic Alignment: A Model for Organizational Transformation via Information Technology. Franklin Classics, 2018.

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10

Sloan School of Management Center for I, N. Venkatraman, and John C. Henderson. Strategic Alignment: A Model for Organizational Transformation Via Information Technology. Franklin Classics Trade Press, 2018.

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11

Sloan School of Management Center for I, N. Venkatraman, and Management in the 1990s (Program). Strategic Alignment: A Process Model for Integrating Information Technology and Business Strategies. Franklin Classics Trade Press, 2018.

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12

Venkatraman, N., John C. Henderson, and Management in the 1990s (Program). Strategic Alignment: A Process Model for Integrating Information Technology and Business Stategies. Franklin Classics Trade Press, 2018.

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13

Strategic Alignment: A Process Model for Integrating Information Technology and Business Strategies. Franklin Classics, 2018.

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14

Venkatraman, N., Sloan School of Management Center for I, and Management in the 1990s (Program). Strategic Alignment: A Process Model for Integrating Information Technology and Business Strategies. Creative Media Partners, LLC, 2018.

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15

Henderson, John C., N. Venkatraman, and Management in the 1990s (Program). Strategic Alignment: A Process Model for Integrating Information Technology and Business Stategies. Creative Media Partners, LLC, 2015.

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16

Weill, Peter, and Stephanie Woerner. What's Your Digital Business Model?: Six Questions to Help You Build the Next-Generation Enterprise. Harvard Business Review Press, 2018.

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17

Gibson, Rachel K. When the Nerds Go Marching In. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780195397789.001.0001.

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When the Nerds Go Marching In shows how digital technology has moved from the margins to the mainstream of campaign and election organization in contemporary democracies. Combining an extensive review of existing literature and comparative data sources with original survey evidence and web content analysis of digital campaign content across four nations—the United Kingdom, Australia, France, and the United States—the book maps the key shifts in the role and centrality of the internet in election campaigns over a twenty-year period. The chapters reveal how these countries have followed a four-phase model of digital campaign development which begins with experimentation, and is followed by a period of standardization and professionalization. Subsequent phases focus on increasingly strategic activities around the mobilization of activists and supporters, before switching to micro-targeted mobilizing of individual voters. The changes are mapped over time in each country from the perspective of both the campaigners (supply side), and that of voters (demand side), and the four nations are compared in terms of how far and fast they have moved through the developmental cycle. As well as providing the most comprehensive narrative charting the evolution of digital campaigning from its inception in the mid-1990s, the book also offers important insights into the national conditions that have been most conducive to its diffusion. Finally, based on the findings from the most recent phase of development, the book speculates on the future direction for political campaigns as they increasingly rely on digital tools and artificial intelligence for direction and decision-making during elections.

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18

Sivarasu, Sudesh. Medical Devices Innovation for Africa: enabling industrialisation. University of Cape Town Libraries, 2022. http://dx.doi.org/10.15641/uctlib40.

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It is with great pleasure to recognise all our partners in the merSETA Viro-Vent Innovation Skills Challenge who contributed to this publication: University of Cape Town, Cape Peninsula University of Technology, University KwaZulu Natal, University of Witwatersrand and National Technologies Implementation Platform. Thank you, Professor Sivarasu, for your leadership of the University of Cape Town for supporting these efforts to find new forms of collaboration that focus on “Skills for localisation” and “Skills for re-industrialisation”. This publication comes at a time when South Africa and the world are still recovering from the devastating effects of the covid-19 pandemic complicated by an emerging war in Ukraine. This is expected to continue disrupting social and economic activities, including education, training, and work. The merSETA and its stakeholders are working tirelessly to ensure that training and other skills development activities continue despite these challenges. This innovation project, among others at the merSETA, utilises existing research and Higher Education Institution (HEI) Infrastructure to stimulate rapid response technology innovation aimed at the development, design and prototype production of a medical device in response not only to the COVID-19 pandemic, but also to an economic sector dominated by imports. To serve the skills development mandate of the merSETA, the project investigates the technology management capabilities or future skills required to accelerate South Africa’s post-covid recovery. The concept of innovation, as vested in this program, is aligned to the merSETA’s strategic intentions, that include: i. Supporting skills for Economic Reconstruction, Recovery and Growth, ii. Supporting skills for the changing world of work, iii. Supporting skills for the growth and sustainability of the green and circular economies and iv. Exploring and supporting the role of the mer-sector in the digital economy, as well as v. Continuing to strengthen the role of the SETA as an intermediary body Making informed sector skills planning decisions is the objective of this program. – that is, to understand those future jobs that would drive the localisation of components in a model that could stimulate expanded manufacturing opportunities through relevant skills supply. The merSETA’s Viro-Vent Innovation Skills Challenge anticipates a contribution towards closing the skills gap through a job generation model. The merSETA remains committed and is looking forward to engaging on how this initiative sees a pipeline of new product innovations expanding the manufacturing sector. We owe it to the citizens of South Africa to find innovative ways of harnessing our young talent into industrial expansion.

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