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Airlangga, Gregorius. "Mengukur Tingkat Keselarasan Information Technology dan Bisnis (Studi Kasus Perusahaan Start-up Digital Wilayah Jawa)." Jurnal Buana Informatika 9, no. 2 (October 29, 2018): 53. http://dx.doi.org/10.24002/jbi.v9i2.1485.
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Abstract. The alignment between information technology (IT) and business becomes a main issue for a digital start-up which adopts technology as a support for the business activities. As one of the growing business in Indonesia, this organization gets special attention from the government that it will be able to become the backbone of the nation's economy. This has led to a necessity of measuring the alignment level between IT and business at digital start-ups in order to describe the conditions for developing strategies to increase competitive benefits. According to that necessity, the research on the assessment of the alignment between IT and business is conducted by using the Luftman SAM (Strategic Alignment Maturity) model to 30 samples of IT start-up companies from various business fields in Java where the center of digital start-up exists in Indonesia. Based on the results of this study, it was found that the average digital start-up has a pretty good alignment level of 3.45. This shows that the strategic alignment between IT and business is starting to integrate in all functional units. Keywords: alignment maturity, Luftman, SAM, start-up.Abstrak. Keselarasan teknologi informasi (IT) dan bisnis telah menjadi masalah utama start-up digital yang memanfaatkan teknologi sebagai penunjang dalam kegiatan bisnis. Sebagai salah satu organisasi yang marak berkembang di Indonesia, organisasi ini mendapatkan perhatian khusus dari pemerintah untuk mampu menjadi tulang punggung perekonomian bangsa. Hal ini menyebabkan perlunya pengukuran tingkat keselarasan IT dan bisnis pada start-up digital agar dapat menggambarkan kondisi keselarasan yang terjadi sehingga mampu menyusun strategi untuk semakin meningkatkan keuntungan kompetitif. Berdasarkan kebutuhan ini peneliti melakukan penilaian keselarasan antara IT dan bisnis dengan menggunakan model Luftman SAM (Strategic Alignment Maturity) terhadap 30 sampel perusahaan start-up IT dari berbagai bidang bisnis yang berada di wilayah Jawa dimana pusat pertumbuhan start-up digital di Indonesia berada. Berdasarkan hasil penelitian ini didapatkan bahwa rata-rata start-up digital memiliki tingkat keselarasan yang cukup baik yakni sebesar 3,45. Hal ini menunjukkan bahwa keselarasan strategis antara IT dan bisnis mulai terbentuk dan terintegrasi di seluruh unit fungsional. Kata Kunci: keselarasan IT dan bisnis, Luftman, SAM, start-up.
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Puspitasari, Nia Budi, Singgih Saptadi, and Aditya Dwi Rahmadi. "Strategic alignment maturity assessment on conventional bank’s information technology." Journal of Engineering and Applied Technology 3, no. 2 (August 31, 2022): 53–63. http://dx.doi.org/10.21831/jeatech.v3i2.48859.
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Strategic alignment between information technology and business strategy is needed to achieve an organization's performance excellence. Bank X is a bank that focused on serving the micro, small and medium enterprise (MSME) market segments. Bank X provided a variety of banking services which are generally grouped into activities of raising and distributing funds. Banking services are carried out conventionally. At the end of 2019, Bank X was acquired by an investment holding company. The objective of the acquisition is to develop Bank X into a bank with a digital platform. This study aims to measure the maturity level of strategic alignment of information technology with business strategies at Bank X. A conceptual framework is developed based on relevant literature. The level of strategic alignment is measured based on Luftman's Strategic Alignment Maturity Model (SAMM) framework. The results of the analysis show that the strategic alignment maturity level of Bank X is at level 3. Several recommendations are given to improve the maturity level of Bank X's strategic alignment.
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Gajardo, Pablo Alfonso, and Ariel I. La Paz. "Measuring Business-IT Alignment in a Digitally Revolutionized Economy." International Journal of IT/Business Alignment and Governance 10, no. 2 (July 2019): 1–19. http://dx.doi.org/10.4018/ijitbag.2019070101.
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Although the concept of business-IT alignment was once considered one of the most important concerns of organizations, in terms of IT administration, the attention it has received has decreased significantly over the years. This article postulates that strategic alignment initiatives still have the same relevance—in particular for non-IT companies—which means that digital transformation strategies should consider the strategic alignment as a critical issue for their success. Therefore, the persistent relevance of this concept and the need to measure it with updated instruments capable of assessing the degree of maturity reached and feeding back the results to the organizations remains a key topic in IT administration. Based on an updated instrument, adequate for a digital framework, our study surveyed a sample of mostly large Chilean companies. The results obtained reveal the importance to count with an improved model that captures the changes this new digital scenario imposes.
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Bek, Nadezhda, and Laura Gadzhaeva. "Open Innovation Business Models and Open Strategies: Features, Challenges, Development Prospects." Moscow University Economics Bulletin 2018, no. 1 (February 28, 2018): 140–59. http://dx.doi.org/10.38050/01300105201818.
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The paper discusses the results of review of the business models innovation, open innovation business models and open innovation strategies. We reveal an increasing business attention and extensive growth of scientific paper in this field. We define positions of single authors about framework of components, parameters and relation business model innovation with open business models and open innovation strategies Based on existing literature, we illustrate that openness of business models innovation enhance the role of ecosystems, platforms, communities and other network forms in strategic management. The important avenues for future research in understanding and alignment business model innovation with effectiveness of creating and capturing value, business, innovation strategies and positioning strategies in digital transformation era.
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Avramchikova, N. T., and A. O. Rukosuev. "Digital transformation of the economy at the regional level: strategy and specifics." E-Management 5, no. 4 (December 24, 2022): 64–71. http://dx.doi.org/10.26425/2658-3445-2022-5-4-64-71.
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The article defines the concepts of strategic planning, digitalisation, digital transformation in relation to public administration. The specifics of digital transformation in this field at the regional level are analyzed and an assessment of the effectiveness of the implementation of its components is made. The authors note that the direct use of foreign models of strategic planning in the field of digital transformation is problematic in Russian practice, since they do not consider the specifics of the Russian economy associated with the weak economic development of territories. It is concluded in the text that it is necessary to create a system of state strategic planning that takes into account these features. Disadvantages of strategic planning of digital transformation are investigated, mechanisms of research of typical errors are studied. The basis of this research was the analysis of strategic attitudes in the field of digital transformation of business processes and social interactions of the Krasnoyarsk Krai of the Russian Federation. A critical assessment and completeness of the methodological provisions of the federal project Digital Public Administration is carried out, the positive and negative aspects of this document are investigated. The article assesses its impact on the digital transformation in public administration in the Krasnoyarsk Krai. The authors reveal the inconsistency of goal-setting with the idea of digital transformation, the lack of alignment of relations between stakeholders, the low methodological study of the issue and the insufficient assessment of regional specifics. It is concluded that at present the digital economy development strategy is not fully provided with the necessary amount of funding and does not reflect the needs of strategic planning of digital transformation in the public administration system.
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Øvrelid, Egil. "Exploring the Alignment between Digital Strategies and Educational Practices in Higher Education Infrastructures." Education Sciences 12, no. 10 (October 15, 2022): 711. http://dx.doi.org/10.3390/educsci12100711.
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Higher education is a key pillar in constructing new knowledge economies for the 21st century, and the digitalization of higher education is a central focus area for national authorities. Visionary discourses from authorities state that the decision-making authority for digital strategies should be centralized to the domain of management. Digitalization is, however, driven by key features of modern technology and may also lead to the transformation of traditional educational methods as well as educational practices. Since the university contains several disciplines, different strategies can be used when products or processes within the disciplines are digitalized. It is important to consider in the ways that different disciplines can proceed to digitalize their educational practices. Based on these interests, our research question is as follows: how do digital strategies in higher education emerge, and how do they align with the educational context? Through a qualitative case study with interviews, participation in workshops, and document analyses, we investigated two digitalization efforts in the fields of medicine and law. We found that the two classical disciplines’ strategic approaches differed substantially. Based on the findings, our main contribution is a digitalization model with two archetypes, namely digital transformation strategy and digital innovation strategy. The model highlight the main object of the respective strategies, but also the institutional reaction to digitalization efforts. An implication from our study is the demonstration of how specific faculties adapt digital strategies to educational practices. This may sometimes lead to the transformation of educational practices, while other times more incremental moderate changes may be implemented. From a practical point of view, policymakers, politicians, educational management, and professionals need knowledge and expertise about the implications of digital strategies for educational practices. Our contribution, we propose, strengthens the understanding of strategies within digital infrastructures in higher education.
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Kitsios, Fotis, and Maria Kamariotou. "Artificial Intelligence and Business Strategy towards Digital Transformation: A Research Agenda." Sustainability 13, no. 4 (February 13, 2021): 2025. http://dx.doi.org/10.3390/su13042025.
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In the past decade, current literature and businesses have drawn attention to Artificial Intelligence (AI) tools and in particular to the advances in machine learning techniques. Nevertheless, while the AI technology offers great potential to solve difficulties, challenges remain implicated in practical implementation and lack of expertise in the strategic usage of AI to create business value. This paper aims to implement a systematic literature review analyzing convergence of the AI and corporate strategy and develop a theoretical model incorporating issues based on the existing research in this field. Eighty-one peer-reviewed articles were discussed on the basis of research methodology from Webster and Watson (2002). In addition to gaps in future research, a theoretical model is developed, discussing the four sources of value creation: AI and Machine Learning in organizations; alignment of AI tools and Information Technology (IT) with organizational strategy; AI, knowledge management and decision-making process; and AI, service innovation and value. These outcomes lead to both theoretical and managerial viewpoints, with extensive possibilities to generate new methods and types of management practices.
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Devi, Ervia Tissyaraksita, Dermawan Wibisono, and Nur Budi Mulyono. "Identifying critical capabilities for improving the maturity level of digital services creation process." Journal of Industrial Engineering and Management 15, no. 3 (July 26, 2022): 498. http://dx.doi.org/10.3926/jiem.3818.
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Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable "alignment strategy" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.
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Enke, Ernani José Fortunato Lisbôa, Mauro Luiz Martens, Aparecido dos Reis Coutinho, Walter Cardoso Satyro, Dariane Beatriz Schoffen Enke, and José Celso Contador. "Business models in the context of Industry 4.0 as support in generating value and strategic alignment." Research, Society and Development 11, no. 13 (October 10, 2022): e408111335675. http://dx.doi.org/10.33448/rsd-v11i13.35675.
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The production models created by the industry throughout the twentieth century are now put in check in the face of technological developments and the new digital transformation of manufacturing, known as Industry 4.0 (I4.0). Although many advantages and possibilities are still perceived from this transition, there is little discussion about the business models that will best adapt to this context, making it opportune to review the business models that emerge or are adapted to this new paradigm. This study aims to study the business models related to I4.0, in order to understand how these models support the value creation and how the alignment takes place with the strategy, in addition to identifying gaps for future studies. The methodology used was a systematic literature review, using bibliometrics and network and content analysis. This research had a descriptive purpose, making use of secondary sources through bibliographic survey, with consultation of SCOPUS and Web of Science databases. The sample of 149 publications was analyzed, allowing the discussion of business models in the context of Industry 4.0. Likewise, the analysis of the selected articles made evident the wide scope for future research. It is concluded from the research, that business models in the context of Industry 4.0 point to sustainable industrial value creation and tend to be directed to consumers, with a flexible and customized demand offer, passing by the lot size one, mass customization, when companies will shift their focus from marketing their products to providing solutions to specific customer desires.
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Coghlan, Christopher, JoAnne Labrecque, Yu Ma, and Laurette Dubé. "A Biological Adaptability Approach to Innovation for Small and Medium Enterprises (SMEs): Strategic Insights from and for Health-Promoting Agri-Food Innovation." Sustainability 12, no. 10 (May 21, 2020): 4227. http://dx.doi.org/10.3390/su12104227.
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Adaptability has emerged in management/entrepreneurship literature as a business strategy to innovate, perform, and respond in a flexible manner to ever-changing contexts. Contemporary culture blurs boundaries between physical, biological, and digital domains, accelerating what entrepreneurship in sectors such as agri-food contributes to societal-scale solutions to problems at the convergence of social and commercial activities. In this study, we build upon the adaptability of biological systems to propose an approach to innovation, anchored in a tight, dynamic alignment between the strategic DNA of small and medium enterprises (SMEs) and the contexts in which they evolve. Our model employs interviews and supporting archival research on the health-promoting innovation practices of 37 SMEs in the agri-food sector. A two-year, single firm analysis illustrates its relevance and operational feasibility. Evidence suggests that the strategic DNA of SMEs, seen through the entrepreneurs’ identity, informs behavior at various stages of the innovation process and the enterprise’s evolution. Shifting identity prioritization is a reality, and interaction between entrepreneurial organizations and the environment is best understood as an interaction between the DNA of the entrepreneur/enterprise and the environment. This is valuable and will help agri-food and other SMEs to improve their ability to make the internal and external strategic adjustments required in a rapidly changing landscapes to create viable health-promoting food products.
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Galperova, Elena, and Vasiliy Galperov. "A Methodological Approach to the Assessment of the Impact of Digital Technologies Development in Energy Industry on Electricity Price and Demand in a Region." E3S Web of Conferences 209 (2020): 06006. http://dx.doi.org/10.1051/e3sconf/202020906006.
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The relevance of this study is due to the importance of assessing the prospective dynamics and structure of demand for energy carriers when developing and making strategic decisions in the field of energy and economic security of the country and its regions. The advance of digital technology redefines the properties of electric power supply systems, erases the boundary between electric power producers and consumers, and impacts the formation of electricity price and demand in the region. This study presents a method of electricity costing in the regional power system, which serves as an integral part of the approach to assessing the impact of intelligent systems development on the demand for electricity in the region. The approach is unique in that it simulates the behavior of electricity consumers and producers of various types as they pursue their own interests and assesses the impact of this behavior on the demand and price of electricity in the regional power system. Determining the cost of electricity in the system is based on the consistent alignment of the required amount of electricity consumption with the capabilities of producers seeking to achieve their best economic performance. Each producer is described as an optimization model, which is a standalone agent in a multi-agent power system model.
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Laka, Mah, Adriana Milazzo, Drew Carter, and Tracy Merlin. "OP199 From Pilot Studies To System-Wide Innovation: Challenges And Opportunities For Clinical Decision Support Systems (CDSS) Implementation In Australia." International Journal of Technology Assessment in Health Care 37, S1 (December 2021): 5–6. http://dx.doi.org/10.1017/s0266462321000775.
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IntroductionThe clinical data is increasing at a considerably higher rate than the capacity of the healthcare system and clinicians to manage this data. Digital tools such as clinical decision support systems (CDSS) provide opportunities for evidence-based patient care by intelligently filtering and presenting the information required for clinical decision making at the point of care. Despite the success of pilot projects, CDSS have had limited implementation in broader health systems. We aimed to identify challenges faced by policymakers for CDSS implementation and to provide policy recommendations.MethodsWe conducted eleven semi-structured interviews with Australian policymakers from state and national committees involved in digital health activities. The data were analyzed using reflexive thematic analysis to identify policy priorities.ResultsOur findings indicate that fragmentation of care processes and structures in the digital health ecosystem is one of the main impediments to delivering coordinated care using CDSS. Five themes for policy action were identified: (i) establishing a shared conceptual framework for user-centered design of CDSS that is aligned with stakeholders’ priorities, (ii) maintaining the right balance between the customization and standardization of systems, (iii) developing mutually agreed semantic interoperability standards at the local, state and national level, allowing generation and exchange of information across the health system without changing its context and meaning, (iv) reorienting organizational structures to build capacity to foster change, and (v) developing collaborative care models to avoid conflicting interests between stakeholders.ConclusionsFindings highlight the importance of developing system-wide guidance to establish a clear vision for CDSS implementation and alignment of organizational processes across all levels of health care. There is a need to build a shared policy framework for modelling the innovative activities such as CDSS implementation across the digital health landscape which minimizes the operational and strategic fragmentation of different organizations.
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Ramanadhan, Shoba, Krishnan Ganapathy, Lovakanth Nukala, Subramaniya Rajagopalan, and John C. Camillus. "A model for sustainable, partnership-based telehealth services in rural India: An early process evaluation from Tuver village, Gujarat." PLOS ONE 17, no. 1 (January 13, 2022): e0261907. http://dx.doi.org/10.1371/journal.pone.0261907.
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Background Telehealth can improve access to high-quality healthcare for rural populations in India. However, rural communities often have other needs, such as sanitation or employment, to benefit fully from telehealth offerings, highlighting a need for systems-level solutions. A Business of Humanity approach argues that innovative solutions to wicked problems like these require strategic decision-making that attends to a) humaneness, e.g., equity and safety and b) humankind, or the needs and potential of large and growing markets comprised of marginalized and low-income individuals. The approach is expected to improve economic performance and long-term value creation for partners, thus supporting sustainability. Methods A demonstration project was conducted in Tuver, a rural and tribal village in Gujarat, India. The project included seven components: a partnership that emphasized power-sharing and complementary contributions; telehealth services; health promotion; digital services; power infrastructure; water and sanitation; and agribusiness. Core partners included the academic partner, local village leadership, a local development foundation, a telehealth provider, and a design-build contractor. This early process evaluation relies on administrative data, field notes, and project documentation and was analyzed using a case study approach. Results Findings highlight the importance of taking a systems perspective and engaging inter-sectoral partners through alignment of values and goals. Additionally, the creation of a synergistic, health-promoting ecosystem offers potential to support telehealth services in the long-term. At the same time, engaging rural, tribal communities in the use of technological advances posed a challenge, though local staff and intermediaries were effective in bridging disconnects. Conclusion Overall, this early process evaluation highlights the promise and challenges of using a Business of Humanity approach for coordinated, sustainable community-level action to improve the health and well-being of marginalized communities.
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Lorentz, Harri, Anna Aminoff, Riikka Kaipia, and Jagjit Singh Srai. "Structuring the phenomenon of procurement digitalisation: contexts, interventions and mechanisms." International Journal of Operations & Production Management 41, no. 2 (January 13, 2021): 157–92. http://dx.doi.org/10.1108/ijopm-03-2020-0150.
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PurposeThe study develops a structure for procurement digitalisation by identifying its context drivers, technology interventions and performance-inducing mechanisms and exploring the linkages between these variables.Design/methodology/approachThe study draws on rich interview and workshop data on 48 digital intervention projects, as reflected by mental models of managers from 12 case organisations in manufacturing, retail and service sectors. Supported by an a priori structure, the study employs an abductive cross-case analysis approach.FindingsResults suggest several categories within the elements of context, intervention and mechanism to structure procurement digitalisation and the linkages between them. Seven propositions that reflect digitalisation strategy options in procurement are developed regarding the linkages. Internal complexity dominantly drives procurement digitalisation, motivating communication support and process structuring interventions, which in turn aim at procurement coordination and control as well as process improvement. External coercive pressure and external dynamism also drive interventions for information processing and decision aiding, which appear to be linked with supply market knowledge, strategic alignment and supplier capability assessment. Therefore, an internal–external dichotomy is observed as the main thrust of procurement digitalisation.Practical implicationsThe study supports decision makers in developing digitalisation strategy options for different procurement contexts. The results also raise awareness of a possible bias in existing strategies for procurement digitalisation.Originality/valueA novel forward-looking approach is employed to enable the design and construction of systems that do not yet exist by focusing on the mental models of managers in a systematic way.
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Goepp, Virginie, and Oscar Avila. "An Extended-Strategic Alignment Model for technical information system alignment." International Journal of Computer Integrated Manufacturing 28, no. 12 (January 7, 2015): 1275–90. http://dx.doi.org/10.1080/0951192x.2014.964774.
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Bertolotti, Fabiola, Diego Maria Macrì, and Matteo Vignoli. "Strategic alignment matrix." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 557–79. http://dx.doi.org/10.1108/jaoc-12-2017-0122.
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Purpose This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes. Design/methodology/approach A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process. Findings Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning. Research limitations/implications The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems. Originality/value Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.
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Avison, David, Jill Jones, Philip Powell, and David Wilson. "Using and validating the strategic alignment model." Journal of Strategic Information Systems 13, no. 3 (September 2004): 223–46. http://dx.doi.org/10.1016/j.jsis.2004.08.002.
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Ahriz, S., N. Benmoussa, A. El Yamami, K. Mansouri, and M. Qbadou. "An Elaboration of a Strategic Alignment Model of University Information Systems based on SAM Model." Engineering, Technology & Applied Science Research 8, no. 1 (February 20, 2018): 2471–76. http://dx.doi.org/10.48084/etasr.1696.
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Information system is a guarantee of the universities' ability to anticipate the essential functions to their development and durability. The alignment of information system, one of the pillars of IT governance, has become a necessity. In this paper, we consider the problem of strategic alignment model implementation in Moroccan universities. Literature revealed that few studies have examined strategic alignment in the public sector, particularly in higher education institutions. Hence we opted for an exploratory approach that aims to better understanding the strategic alignment and to evaluate the degree of its use within Moroccan universities. The data gained primarily through interviews with top managers and IT managers reveal that the alignment is not formalized and that it would be appropriate to implement an alignment model. It is found that the implementation of our proposed model can help managers to maximize returns of IT investment and to increase their efficiency.
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Yarbrough, J. Stan, and Mary L. Lind. "The Effects of Strategic Typology Model and Strategic Alignment on the Delivery Capability of an IT Organization." International Journal of Information Systems and Social Change 9, no. 4 (October 2018): 58–80. http://dx.doi.org/10.4018/ijissc.2018100105.
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Measuring the state of IT alignment with business strategy is gradually becoming less elusive but practical approaches continue to be difficult to propose and execute. The results of this study indicate that higher degrees of IT strategic alignment with business occurs in Prospector and Analyzer types. Given the context of the STM model and the inclination of business strategy to center on a single type, these two models are most effective in generating IT capability over time. Defender STM types tend to lead to lower IT capability and low levels of alignment. It is recommended that the concept of IT alignment is as a function of information technology management, and the idea of making alignment solely the responsibility of the Chief Information Officer (CIO), fails to reach the goals of alignment, which requires strategic direction from a business that matches a Prospector or Analyzer type.
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Benmoussa, Khaoula, Majida Laaziri, Abdelrhani Bouayad, Mohammed Bennaser, Ahmed Mouchtachi, and Abir El Yamami. "Extended strategic alignment model for information systems governance." International Journal of Applied Decision Sciences 15, no. 6 (2022): 681. http://dx.doi.org/10.1504/ijads.2022.126103.
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Sun, Szu Yuan, and Yue Yang Chen. "Consolidating the strategic alignment model in knowledge management." International Journal of Innovation and Learning 5, no. 1 (2008): 51. http://dx.doi.org/10.1504/ijil.2008.015947.
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Presley, Adrien. "ERP investment analysis using the strategic alignment model." Management Research News 29, no. 5 (May 2006): 273–84. http://dx.doi.org/10.1108/01409170610674400.
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Yousaf, Zahid, and Abdul Majid. "Strategic performance through inter-firm networks." World Journal of Entrepreneurship, Management and Sustainable Development 12, no. 4 (October 10, 2016): 282–98. http://dx.doi.org/10.1108/wjemsd-03-2016-0015.
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Purpose The purpose of this paper is to examine and develop a strategic performance model for small and medium enterprises linking with inter-firm networks, strategic alignment and environmental dynamism. Design/methodology/approach Drawing on the live experiences of 757 respondents, including managing directors/owners and CEOs of different SMEs, the authors proposed a theoretical model representing how firms could attain strategic performance through inter-firm networks with a mediating role of strategic alignment. Findings The current study demonstrated that SMEs with strong inter-firm networks have the ability to align business activities with strategies and get earlier strategic performance. Strategic performance looks skeptical to ever gain acceptance until strategic alignment is adopted by small and medium enterprises. The findings of this study indicated that environmental dynamism strengthens the relationship between strategic alignment and strategic performance. Originality/value This research extended the understanding about the inter-firm networks, strategic alignment and environmental dynamism surrounding strategic performance. This study identified and empirically tested how the inter-firm networks impact on strategic performance through the mediating effect of strategic alignment.
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Kim, Jinhwan, Hyeob Kim, and HyukJun Kwon. "The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms." Sustainability 12, no. 10 (May 20, 2020): 4180. http://dx.doi.org/10.3390/su12104180.
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Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 244 participants in 74 Korean companies. The results of the structural model tested using the partial least squares regression reveal that strategic alignment is indirectly related to organizational performance through goal clarity and employee engagement. This study also clarifies the motivation of strategic alignment in terms of individuals (e.g., psychological stability of individual goals and actions) and organizations (e.g., high level of engagement toward the organization’s active support). Further research issues are also discussed.
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Omidi, Ali. "Russian-Iranian Ties: Strategic Alliance, Strategic Coalition, or Strategic Alignment (Partnership)." Russian Politics 7, no. 3 (September 7, 2022): 341–65. http://dx.doi.org/10.30965/24518921-00604023.
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Abstract One of the most critical foreign policy issues of middle – power states is how to mold attitudes towards major powers. Since 1979, Iran has changed the nature of its relations with major powers. Although the Iranian Revolution adopted the ‘Neither East, Nor West’ motto as a macro guide to its foreign policy, since the late 1980s Iran and the Soviet Union – now Russia, have advanced their bilateral relations. Despite Iran and Russia sharing convergent views on many international issues, they have not promoted their ties to a strategic alliance. The present paper addresses the question of what conceptual model represents Iran-Russia relations and what challenges the two countries face in expanding their strategic partnership in the 2020s. This research addresses these problems at three levels: inter-state, regional, and global, and was conducted through a descriptive-analytical method. It is hypothesized that current Iran-Russia relations could be referred to as a ‘strategic alignment’.
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Mouchtachi, Ahmed, Abir El Yamami, Abdelrhani Bouayad, Mohammed Bennaser, Majida Laaziri, and Khaoula Benmoussa. "Extended Strategic Alignment Model (SAM) for Information Systems Governance." International Journal of Applied Decision Sciences 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijads.2022.10041873.
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Walsh, Isabelle, Alexandre Renaud, and Michel Kalika. "The Translated Strategic Alignment Model: A Practice-Based Perspective." Systèmes d'information & management 18, no. 2 (2013): 37. http://dx.doi.org/10.3917/sim.132.0037.
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Tafti, Farnaz Fallah, Neda Abdolvand, and Saeedeh Rajaee Harandi. "A strategic alignment model for collaborative open innovation networks." International Journal of Business Innovation and Research 19, no. 1 (2019): 1. http://dx.doi.org/10.1504/ijbir.2019.099751.
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Harandi, Saeedeh Rajaee, Farnaz Fallah Tafti, and Neda Abdolvand. "A strategic alignment model for collaborative open innovation networks." International Journal of Business Innovation and Research 19, no. 1 (2019): 1. http://dx.doi.org/10.1504/ijbir.2019.10021126.
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Ward, Kerry. "Examining Changes In The Strategic Alignment Models Alignment Factors Over Time: A Case Study." Review of Business Information Systems (RBIS) 15, no. 4 (September 28, 2011): 31–38. http://dx.doi.org/10.19030/rbis.v15i4.6010.
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The strategic alignment model of Henderson and Venkatraman (1994) views IS alignment as occurring among four factors: business strategy, organization infrastructure and processes, IS strategy, and IS infrastructure and processes. Henderson and Venkatraman view strategic alignment as occurring via simultaneous or concurrent attention to all four domains. A single case study was conducted to examine how changes in the alignment factors actually occur over time. Our findings suggest that while H& V indicated the SAM is a descriptive model, it explains few of the changes that actually occurred in the case and has limited applicability as a descriptive model.
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Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (August 6, 2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.
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PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns of alignment (i.e. an IT-strategy–driven pattern and a business-strategy–driven pattern) are identified, and a process model of the IT-business strategic alignment is developed. Moreover, this study focuses on the social dimension of strategic alignment and examines the role of this dimension, which is critical and fundamental with respect to other dimensions, in achieving strategic alignment.Research limitations/implicationsThis paper makes important theoretical contributions to the understanding of strategic alignment by taking a dynamic view of alignment, identifying different patterns of alignment, emphasizing the role of social alignment and developing a comprehensive process model.Practical implicationsFrom a managerial perspective, managers should periodically scrutinize the IT-business alignment patterns of their organizations and develop dynamic capabilities for strategic alignment.Originality/valueWhile most of the literature on the dynamics of strategic alignment have focused on confirming the dynamics of strategic alignment and identifying the factors that create dynamics in alignment, this study examines IT-business alignment as a continuous process over time, thus providing a novel perspective. Moreover, while the role of social alignment and its impact on downstream performance remain unclear in the current literature, this study incorporates the social dimension of alignment to investigate the role of this dimension in achieving IT-business strategic alignment.
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Sholihah, Mar’atus, Tatsuru Maezono, Yuya Mitake, and Yoshiki Shimomura. "PSS Strategic Alignment: Linking Service Transition Strategy with PSS Business Model." Sustainability 11, no. 22 (November 7, 2019): 6245. http://dx.doi.org/10.3390/su11226245.
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One of the most promising business models towards economic circularity is product-service system (PSS). Despite its great potential benefits, shifting the traditional business model of a manufacturer into PSS business model commonly refers to service transition and triggers inconsistencies between strategic direction and organization arrangement at an operational level. The absence of alignment between the service transition strategy and the PSS business model is greatly emphasized as a crucial enabler, risk factor and key success factor of the service transition. However, limited academic works have concretely contributed to the strategic alignment. Through a systematic literature review, this paper proposes a PSS business alignment that enables the manufacturer to identify the strategic objective of its service transition strategy and align it with PSS business model. The theoretical version of the proposed framework is redefined and redeveloped through two cycles of action research involving 11 Japanese companies.
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Prieto, Vanderli Correia, and Marly M. de Carvalho. "Can internal strategic alignment influence performance? An empirical research applying structural equation modelling." Academia Revista Latinoamericana de Administración 31, no. 3 (August 6, 2018): 585–604. http://dx.doi.org/10.1108/arla-09-2016-0235.
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Purpose The purpose of this paper is to investigate the impact of internal strategic alignment (ISA) on business performance. A model is developed in which internal alignment is explained by the covariance between vertical and horizontal alignment. The perspective of business strategy implementation is adopted in order to support the theoretical relationship between the variables. Design/methodology/approach The partial least squares method, a structural equation modeling technique, is applied to estimate the model. Findings The results provide empirical validation for the model and confirm the positive relationship between internal alignment and business performance. Practical implications The ISA model is an essential aid for executives when implementing strategies and the validated research instrument can be applied for firms as a diagnosis of internal alignment in the organization. Originality/value The research contributed to meet the need for studies involving strategy implementation, as its formulation has already been emphasized, as well as to the need for models of strategic internal alignment that include activities relevant to the successful execution of the strategy, and to the need for alignment studies based on a holistic perspective.
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Reynolds, Peter, and Philip Yetton. "Aligning Business and IT Strategies in Multi-business Organizations." Journal of Information Technology 30, no. 2 (June 2015): 101–18. http://dx.doi.org/10.1057/jit.2015.1.
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The alignment of business and information technology (IT) strategies is an important and enduring theoretical challenge for the information systems discipline, remaining a top issue in practice over the past 20 years. Multi-business organizations (MBOs) present a particular alignment challenge because business strategies are developed at the corporate level, within individual strategic business units and across the corporate investment cycle. In contrast, the extant literature implicitly assumes that IT strategy is aligned with a single business strategy at a single point in time. This paper draws on resource-based theory and path dependence to model functional, structural, and temporal IT strategic alignment in MBOs. Drawing on Makadok's theory of profit, we show how each form of alignment creates value through the three strategic drivers of competence, governance, and flexibility, respectively. We illustrate the model with examples from a case study on the Commonwealth Bank of Australia. We also explore the model's implications for existing IT alignment models, providing alternative theoretical explanations for how IT alignment creates value.
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Martins, Ricardo Silveira, Osmar Vieira De Souza Filho, Susana Carla Farias Pereira, and Luiz Carlos Di Serio. "STRATEGIC ALIGNMENT IN THE BRAZILIAN AUTOMOTIVE CHAIN." Journal of Operations and Supply Chain Management 5, no. 1 (June 18, 2012): 16. http://dx.doi.org/10.12660/joscmv5n1p16-30.
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The research objective is verifying the strategic alignment of supply practices between automakers and suppliers in the Brazilian automotive supply chains. It makes an exploratory-descriptive study of objectives, using quantitative/qualitative procedures and inductive reasoning. The concept used for analyzing the alignment of practices was based on Vachon et al. (2009). The main conclusion of this study is that suppliers and automakers seem to align their supply strategy, giving support to a desirable situation of single chain project. The subsidiary conclusion is the lack of relationship between intensity of the link and misalignment in these companies. The main contributions are the analysis of the relationship established in tiers that are the furthest removed from the focal companies; identification of practices that support the expansion of a new model of arrangements implemented by automakers in Brazil; and understanding of the processes that companies have adopted in order to manage their supply chains and the implications of these activities for the competitiveness of both the company and the supply chain as a whole.
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Xu, Xuejun, Xiashu Ding, and Xiaotian Wang. "Highway Alignment Calculation Method Based on Digital Terrain Model." Information Technology Journal 12, no. 22 (November 1, 2013): 6670–75. http://dx.doi.org/10.3923/itj.2013.6670.6675.
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Panda, Sukanya, and Santanu Kumar Rath. "Strategic IT-business alignment and organizational agility: from a developing country perspective." Journal of Asia Business Studies 12, no. 4 (December 10, 2018): 422–40. http://dx.doi.org/10.1108/jabs-10-2016-0132.
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Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty. Design/methodology/approach This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage. Findings The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility. Originality/value Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.
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Jorfi, Saeid, Khalil Md Nor, and Lotfi Najjar. "An empirical study of the role of IT flexibility and IT capability in IT-business strategic alignment." Journal of Systems and Information Technology 19, no. 1/2 (March 13, 2017): 2–21. http://dx.doi.org/10.1108/jsit-10-2016-0067.
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Purpose The purpose of this study is to contribute to the current discussion on strategic alignment of information technology and business (strategic alignment) by developing a model for conceptualizing how strategic alignment can be enabled through of IT flexibility and IT capability. Design/methodology/approach A questionnaire instrument was created to measure the constructs and it was assessed in a pretest and two pilot-tests. The main data set was collected from IT managers (or similar titles) of medium- and large-sized firms. Findings Strategic alignment seems to be moving closer to firms’ core activity in today’s business environment. The findings revealed that strategic alignment was significantly affected by four dimensions of IT flexibility and IT capability. Furthermore, the significant role of two dimensions of IT flexibility in IT capability was supported. Research limitations/implications Single key informants were used for data collection that could be a potential limitation. Practical implications It seems likely that firms will benefit from the results to manage and control their scarce IT resources more effectively for aligning IT with business strategies, goals and needs. Originality/value Strategic alignment has become a more complex and unstructured phenomenon and many firms are still considering how to reconcile to it. Furthermore, the lack of empirical examination of IT flexibility and IT capability in relation to strategic alignment from important perspectives, and the lack of research of the dimensions of IT flexibility for supporting IT capability, determines the purpose of this study.
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Contreras Hernández, L. L., T. Velásquez Pérez, and H. F. Castro Silva. "Strategic planning model of information technology that allows alignment with the IT4+ model." Journal of Physics: Conference Series 1257 (June 2019): 012015. http://dx.doi.org/10.1088/1742-6596/1257/1/012015.
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Primasari, Clara Hetty. "Maturity of Strategic Alignment of Business and IT in IT Education and Consultation Institutions." Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) 4, no. 1 (February 1, 2020): 10–16. http://dx.doi.org/10.29207/resti.v4i1.1279.
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The strategic alignment of business and Information Technology (IT) is an important element for an organization so that the organization can realize the benefits of information technology for the business they run. Technological advances, especially in the Industrial Revolution 4.0 era, made all organizations that wanted to win the competition not only implement technology in their business processes, but also had to align the use of information technology with non-IT units in the organization. The impact of the Industrial Revolution was felt in all fields, including education. In the midst of a lot of research on measuring the level of strategic alignment at higher education institutions, this research focuses on measuring the level of strategic alignment that has been carried out by institutions other than tertiary education, namely the IT Education and Consultation Institute in Yogyakarta. The model used in this alignment measurement is the Strategic Alignment Maturity Model (SAMM). From this research it is known that the IT Education and Consultation Institute which actively provides consulting and education services specifically in the IT field, understands the importance of Strategic Alignment in Business and IT and applies them in carrying out its business activities. However, despite implementing IT best practices as what has been taught to its customers, this institution needs to realize and improve the areas of IT human resources, business communication and IT, and measuring the value of benefits and IT competence.
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Tsypkin, Yu A., A. A. Fomin, R. A. Kamaev, N. V. Kozlova, and E. V. Gubarev. "Strategic digital model for sustainable spatial regional development." IOP Conference Series: Earth and Environmental Science 579 (November 5, 2020): 012138. http://dx.doi.org/10.1088/1755-1315/579/1/012138.
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Chtourou Ben Amar, Nesrine, and Randa Ben Romdhane. "Organizational culture and information systems strategic alignment." Journal of Enterprise Information Management 33, no. 1 (November 13, 2019): 95–119. http://dx.doi.org/10.1108/jeim-03-2019-0072.
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Purpose Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Framework (Cameron et al., 2006). Design/methodology/approach Empirical setting comprises a quantitative approach using a survey based on a sample of 160 business managers (BMs) of 53 large companies located in Tunisia with international activities and being in the post-implementation operational use phase of their enterprise resource planning (ERP) systems. The partial least square (PLS) method has been used for data analysis. Findings The results provide an empirical evidence supporting a positive and significant organisational culture’s influence on the IS strategic alignment. The findings also show that “Clan Culture” (Internal/Flexibility-oriented culture) positively influences IS alignment along with the strategic priorities. These findings provide guidance and help understand how, through clan culture, the company can contribute significantly to the success of its ERP systems strategic alignment during the most critical phase, namely, post-implementation. Originality/value Despite abundant work related to IS alignment topic, little research, to the authors’ knowledge, has been undertaken in considering organisational culture’s influence. Thus, this research aims to fill this gap and to raise new questions about IS alignment. First, this study puts together organisational culture (through the Competing values Framework) and strategic alignment (through the IS use dimension) in a single research model to analyse four culture types’ direct effect on IS alignment. Second, this study is innovative in its use of the ERP post-implementation as an empirical framework. The post-implementation phase is often played down in research work in favour of the upstream pre-implementation phases. Furthermore, the findings bring together theoretical and practical insights on both IS-business strategic alignment and ERP post-implementation. Thus, future research could emphasise the role of clan culture in the efficiency of ERP systems strategic alignment during the usage phase. Building on these findings, BM, CIO and top management are advised to promote this culture type based on communication, information sharing and the spirit of internal partnership – so that their ERP systems are used appropriately and aligned with the company’s strategic priorities.
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Cox, Andrew Martin, Stephen Pinfield, and Sophie Rutter. "Extending McKinsey’s 7S model to understand strategic alignment in academic libraries." Library Management 40, no. 5 (June 10, 2019): 313–26. http://dx.doi.org/10.1108/lm-06-2018-0052.
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Purpose The purpose of this paper is to conceptualise the issues of alignment for changing academic libraries by using and extending McKinsey’s 7S model. Design/methodology/approach Theoretical work was conducted to consider and extend the 7S model for the situation of academic libraries. Empirical data were then used to confirm the value of these extensions and suggest further changes. The data to support the analysis were drawn from 33 interviews with librarians, library and non-library academics and experts, and a survey of UK library staff. Findings In the academic library context, the 7S model can be usefully extended to include three library functions (stuff, space and services) and users. It can also include institutional influences and stakeholders, and aspects of the external environment or situation, including suppliers and allies. The revised model then provides a useful framework within which data about library change can be analysed. Perceived barriers to successful performance fit the model and enable the identification of seven challenges of alignment. Research limitations/implications The resulting model has potential applications such as in the structuring analysis of academic library performance, mapping future directions of development and for exploring variations across the sector and internationally. Practical implications The revised model can be used by practitioners to think through their own strategic position and to act to shape their future, in the light of seven major areas of alignment. Originality/value The paper extends a well-known model used in strategy, to produce a more comprehensive, sector-specific analytic tool.
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LeBlanc, Jim, and Martin Kurth. "Assessing Staff Alignment in Technical Services." Library Resources & Technical Services 62, no. 2 (April 4, 2018): 66. http://dx.doi.org/10.5860/lrts.62n2.66.
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Technical services units have routinely kept detailed monthly and annual statistics to assess productivity and efficiency, especially regarding functions that are easily measured. However, with the evolution of library user behavior, libraries’ strategic directions, and technical services’ practices, these numbers have become less and less useful in revealing the value of this work. In this paper, the authors introduce a methodology and draft model with which technical services managers can better assess not only their unit’s productivity and efficiency, but the extent to which its activities align with a library’s strategic values and the behavior of its users.
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Tejada-Malaspina, Miguel, and Alberto Jan. "An Intangible-Asset Approach to Strategic Business-IT Alignment." Systems 7, no. 1 (March 21, 2019): 17. http://dx.doi.org/10.3390/systems7010017.
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The correct use of information technology (IT) in business is a longstanding critical issue due to the competitive advantages and performance that IT generates when it is managed strategically and correctly aligned with a business’ strategies and processes. A conceptual model is presented to investigate the effects of intangible assets and organizational capabilities on business-IT strategic alignment. Social networks between business and IT executives conform to relational capital that permits the creation of combinative capabilities; these capabilities encourage the transfer, integration, learning, and strategic use of business and IT executives’ knowledge, and affect the level of strategic business-IT alignment. This combination of social-network characteristics and organizational capabilities in order to generate strategic business-IT alignment is new.
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Shawyun, Teay. "Strategic Market and Customer Driven IS/IT Planning Model." International Journal of Strategic Information Technology and Applications 2, no. 1 (January 2011): 11–36. http://dx.doi.org/10.4018/jsita.2011010102.
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The importance and issue of strategic business and IT alignment to achieve organization performance, a multifarious IS/IT frameworks, continues to perplex. It is contended that an internal focused IS/IT approach might not meet the needs of its both internal and external customers. This paper proposes a market based push-pull framework to ensure that the push strategy of the organization in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willing to pay. Once the market pull and firm push strategy is identified, the alignment of the IT would be based the push-pull effect of the business requirement to serve and satisfy not only the internal customers’ needs but also the external customers’ needs and requirements through the organization’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customers. This would define the measurable outcomes of the organization performance in creating and delivering the customer value as proposed based on the push-pull effect of the organization.
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Tu, Cindy Zhiling, Yufei Yuan, Norm Archer, and Catherine E. Connelly. "Strategic value alignment for information security management: a critical success factor analysis." Information & Computer Security 26, no. 2 (June 11, 2018): 150–70. http://dx.doi.org/10.1108/ics-06-2017-0042.
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Purpose Effective information security management is a strategic issue for organizations to safeguard their information resources. Strategic value alignment is a proactive approach to manage value conflict in information security management. Applying a critical success factor (CSF) analysis approach, this paper aims to propose a CSF model based on a strategic alignment approach and test a model of the main factors that contributes to the success of information security management. Design/methodology/approach A theoretical model was proposed and empirically tested with data collected from a survey of managers who were involved in decision-making regarding their companies’ information security (N = 219). The research model was validated using partial least squares structural equation modeling approach. Findings Overall, the model was successful in capturing the main antecedents of information security management performance. The results suggest that with business alignment, top management support and organizational awareness of security risks and controls, effective information security controls can be developed, resulting in successful information security management. Originality/value Findings from this study provide several important contributions to both theory and practice. The theoretical model identifies and verifies key factors that impact the success of information security management at the organizational level from a strategic management perspective. It provides practical guidelines for organizations to make more effective information security management.
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Colares, Jose Carlos De Souza, Henrique De Castro Neves, Jean Carlo Silva dos Santos, Marcio Jose Matias Cavalcante, Rosangela Aparecida da Silva, and Flavio de Sao Pedro Filho. "Efficiency in Public Administration Focusing on Strategic Alignment." International Journal of Business Administration 11, no. 5 (September 13, 2020): 58. http://dx.doi.org/10.5430/ijba.v11n5p58.
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The purpose of this article is to measure the efficiency of Public Administration in the process of strategic alignment of people management with strategic organizational guidelines. The strategic alignment of Human Resources consists on adapting the people management strategy to the organization's strategy. An efficient institutional strategic alignment with the people management area is an essential condition for the success of the business. The first point for people management to be aligned with the organizational strategy regards to the fact that the human resources management strategy must derive from the corporate strategic plan. Recent studies demonstrate that there is an important change in the strategic focus related to people management, with the transition from a strategy focused on control to a strategy linked to commitment standing out as the most significant change. This article was developed through a bibliographic study on the strategic management of people in public administration and, also, by conducting a field research that covered 20 (twenty) units of the administrative structure from the government of the state of Rondônia - Brazil. The method used was the case study supported by a mathematical model developed by the authors, aiming to evaluate the event qualitatively and quantitatively in a more profound manner. The results demonstrated that the actions of the Public Administration, regarding the strategic alignment of the Human Resources area with the organizational strategy, are at an inadequate level of efficiency.
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Silvius, J. Gilbert. "A Conceptual Model for Aligning IT Valuation Methods." International Journal of IT/Business Alignment and Governance 1, no. 3 (July 2010): 36–54. http://dx.doi.org/10.4018/jitbag.2010070103.
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The relationship between IT and value is complex and often disputed. Researchers and practitioners have created numerous models and valuation methods to capture this value. Although payoffs from IT investment are a function of strategic alignment, most of these models do not address the alignment of business and IT as a factor that influences or creates value. This paper explores the role of business and IT alignment in the valuation methods of IT assets and investments. It focuses on the impacts resulting from the use of IT assets, considering the function and nature of the impacts. It also explores the alignment of IT valuation and business strategy. The paper is concluded with the construction of a comprehensive selection model that provides guidance for aligning the IT valuation method with the specific characteristics, impacts and organizational context of an IT asset or investment.
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Li, Mengyao, and John D. Lee. "Modeling Goal Alignment in Human-AI Teaming: A Dynamic Game Theory Approach." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 1538–42. http://dx.doi.org/10.1177/1071181322661047.
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As human-AI teaming becomes increasingly prevalent, goal alignment has emerged as a critical yet unsolved issue. Misaligned goals can be amplified by the situation and strategic interactions, which can further impact the teaming process and performance. These interrelated factors lack a systematic and computational model. To address this gap, we developed a dynamic game theoretical framework simulating the human-AI interdependency by integrating the Drift Diffusion Model simulating the goal alignment process. A 3 (Situation Structure) x 3 (Strategic Behaviors) x 2 (Initial Goal Alignment) simulation study of human-AI teaming was designed. Results showed that teaming with an altruistic agent in a competitive situation leads to the highest team performance. Moreover, goal alignment process can dissolve the initial goal conflict. Our study provides a first step of modeling goal alignment and implies a tradeoff between a balanced and cooperative team to guide human-AI teaming design.