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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 (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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Yoppy Mirza Maulana, Zafril Rizal M. Azmi, and Danakorn Nincarean Eh Phon. "Business-IT Alignment through Enterprise Architecture in a Strategic Alignment Dimension: A Review." Register 9, no. 1 (2023): 55–67. http://dx.doi.org/10.26594/register.v9i1.3084.
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Business-IT Alignment (BITA) refers to the fit between business and IT strategy. BITA is important for realizing the achievement of organizational goals, enhancing performance, and gaining competitive advantage in an organization. BITA is a crucial concern for organizations and remains a top topic from the perspective of business executives. BITA can be realized through Enterprise Architecture (EA), which is a comprehensive and holistic instrument for managing and maintaining BITA. However, despite numerous literature studies on the BITA model or framework through EA, the research is currently more focused on technology planning than strategic planning. Meanwhile, strategic planning is the most crucial challenge of the EA framework because it is the embodiment of BITA in the strategic alignment dimension. The current study aims to conduct a literature review of BITA through EA in the strategic alignment dimension. This literature study resulted in 25 out of 100 papers and classified into five strategic alignments. The review identified 25 relevant papers out of 100 and categorized them into five strategic alignments. The study's contributions include solutions in the form of stages for developing strategic alignment through EA based on business strategy models. The five stages are as follows: 1) Identification of vision, mission, and goals; 2) SWOT-based strategy analysis; 3) BSC-based strategy mapping; 4) BPMN-based business process mapping; and 5) Determination of IS/IT. This study's impact on further research is that it can be used as a basis for developing BITA through EA, based on the five stages identified.
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Grant, Kevin, Ray Hackney, and David Edgar. "Aligning IT/IS with Business Strategy Re-Visited." International Journal of IT/Business Alignment and Governance 1, no. 3 (2010): 1–18. http://dx.doi.org/10.4018/jitbag.2010070101.
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This paper explores the co-relational process activities of information technology and systems (IT/IS) and business strategy alignment. The notion of “process” as being strategy and strategic alignment has been observed but not examined. Organizations are both complex and adaptive, and these attributes create significant challenges for managers when assessing strategic requirements. A need exists to further understand alignment as a process and embrace this concept when aligning business IT/IS with the strategic goals of the organisation. This highlights an important distinction of “process” that recasts the nature of congruence and reassesses the appropriateness and usefulness of current practice. The authors propose the use of principles underpinning complex adaptive systems as a way to re-orientate IT/IS alignment in a meaningful and more appropriate manner. The context for the study is the UK Health Service, and informed by a case analysis of 26 senior members from a Scottish Health Board.
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Luftman, Jerry, and Tom Brier. "Achieving and Sustaining Business-IT Alignment." California Management Review 42, no. 1 (1999): 109–22. http://dx.doi.org/10.2307/41166021.
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Issa-Salwe, Abdisalam, Munir Ahmed, Khalid Aloufi, and Muhammad Kabir. "Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy." Journal of Information Processing Systems 6, no. 1 (2010): 121–28. http://dx.doi.org/10.3745/jips.2010.6.1.121.
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Onifade, Abiodun Yusuf, Jeffrey Chidera Ogeawuchi, and Abraham Ayodeji Abayomi. "Advances in Digital Transformation Strategy Through IT-Business Alignment in Growth Enterprises." International Journal of Management and Organizational Research 2, no. 2 (2023): 151–64. https://doi.org/10.54660/ijmor.2023.2.2.151-164.
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In today’s rapidly evolving business landscape, digital transformation has become a strategic imperative for growth enterprises seeking to enhance operational efficiency, improve customer experiences, and drive innovation. However, the successful execution of digital transformation initiatives hinges on the alignment between Information Technology (IT) and business objectives. This alignment ensures that technological investments directly support organizational goals and contribute to sustainable growth. Despite the significant attention given to digital transformation, there remains a gap in understanding the best practices and frameworks for achieving optimal IT-business alignment in growing enterprises. This explores recent advances in digital transformation strategies, with a focus on the role of IT-business alignment in driving business success. It examines the emerging trends in aligning IT initiatives with business goals, including agile methodologies, cloud adoption, data-driven decision-making, and the integration of Artificial Intelligence (AI) and Internet of Things (IoT) technologies. By reviewing case studies of growth enterprises, this highlights the critical factors that contribute to successful IT-business alignment, such as leadership commitment, cross-functional collaboration, and continuous adaptation to market changes. Additionally, this delves into the challenges faced by enterprises in achieving seamless integration between IT and business strategies, including resource constraints, organizational silos, and the complexity of managing legacy systems alongside new digital tools. The findings underscore the importance of a dynamic approach to alignment that evolves with technological advancements and business priorities. Ultimately, this research provides valuable insights for growth enterprises looking to refine their digital transformation strategies. It offers actionable recommendations on fostering stronger IT-business alignment, emphasizing its pivotal role in ensuring the long-term success of digital initiatives and driving competitive advantage in an increasingly digital world.
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Ajibade, Patrick, and Stephen M. Mutula. "Promoting SMEs effectiveness through innovative communication strategies and business-IT alignment." Problems and Perspectives in Management 18, no. 3 (2020): 233–44. http://dx.doi.org/10.21511/ppm.18(3).2020.20.
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The firm’s effective alignment of Information Communication Technology (ICT) capabilities with the SME’s business process to achieve agile communication strategies will distinguish profitable and failing firms in this global market milieu. The paper examined SMEs’ communication strategies in South Africa and Nigeria by evaluating their ability to align business and IT to promote innovation and competitive edge in their operations. Quantitative data from 230 SMEs in Nigeria and South Africa were presented. The findings indicated that the business manager’s knowledge of IT understanding is limited (= .29), the effectiveness of IT and business liaison and cooperation (= .30), and the dynamic of IT-based decision-making (= .33), and the SME’s knowledge sharing experiences through organization learning (= –.07). These findings showed a lack of communication effectiveness due to the inability to align ICT capabilities with the SME’s communications strategies. Similarly, an inverse correlation between communication and ICT infrastructure (–.26); between communication and skill (–.32); between communication and business and IT governance (–.71); between communication and ICT value that the SMEs derived from their use of information communication technology (–.78) due to lack of business and IT alignment. The paper recommends that SMEs must not rely on the acquisition of ICT infrastructure but must ensure its integration with their business processes. AcknowledgmentThe financial assistance of the National Institute for the Humanities and Social Sciences- Council for the Development of Social Science Research in Africa (NIHSS-CODESRIA) towards this research is hereby acknowledged. Opinions expressed and conclusions are those of the author and are not necessarily to be attributed to the NIHSS- CODESRIA.
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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 (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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Henry Ejiga Adama, Oladapo Adeboye Popoola, Chukwuekem David Okeke, and Abiodun Emmanuel Akinoso. "THEORETICAL FRAMEWORKS SUPPORTING IT AND BUSINESS STRATEGY ALIGNMENT FOR SUSTAINED COMPETITIVE ADVANTAGE." International Journal of Management & Entrepreneurship Research 6, no. 4 (2024): 1273–87. http://dx.doi.org/10.51594/ijmer.v6i4.1058.
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In today's dynamic business environment, the alignment between information technology (IT) and business strategy is critical for organizations seeking sustained competitive advantage. This paper presents a comprehensive examination of theoretical frameworks supporting this alignment, aiming to provide insights into how organizations can effectively integrate IT capabilities with strategic objectives. The theoretical foundations explored include the Resource-Based View (RBV), which emphasizes leveraging unique resources and capabilities to achieve competitive advantage. Additionally, the Dynamic Capabilities Framework underscores the importance of an organization's ability to adapt and innovate in response to changing market conditions, highlighting the role of IT in facilitating agility and flexibility. The Strategic Alignment Model offers a structured approach to ensuring coherence between business strategy, IT strategy, and organizational infrastructure, enabling seamless integration and alignment. Value Chain Analysis provides a framework for understanding how IT can add value across different stages of the value chain, informing strategic decision-making and resource allocation. Moreover, IT Governance Frameworks, such as COBIT and ITIL, offer guidelines for effective management and governance of IT resources to support strategic objectives. Business Process Reengineering (BPR) is also examined as a methodology for redesigning business processes to align with strategic goals and leverage IT capabilities. Through an exploration of these theoretical frameworks, this paper aims to equip organizations with the knowledge and tools necessary to achieve sustained competitive advantage through the strategic alignment of IT and business strategies. Keywords: Theoretical Frameworks, IT, Business Strategy Alignment, Sustained Competitive Advantage.
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Junidar, Junidar, Kikye Martiwi Sukiakhy, and Dwi Mardiana. "Analysis of Maturity Level Concerning Alignment of Information Technology Strategy and Business Strategy Using Luftman Model." Eduvest - Journal of Universal Studies 3, no. 5 (2023): 941–52. http://dx.doi.org/10.59188/eduvest.v3i5.808.
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Alignment of business strategy and IT organization is the key to realizing IT benefits for businesses. The gap between the IT strategy and the business strategy will have an impact on the organization's business performance, especially if the organization relies on IT in its business operations or makes IT one of its selling points. Raden Fatah Palembang State Islamic University as one of the institutions of college sees IT as a mandatory requirement to build competence and capability in the framework of competition in its area. Based on these requirements, the alignment of business and IT strategy is aligned with Raden Fatah Palembang State Islamic University using the Luftman SAMM (Strategic Alignment Maturity Model) model. Currently Raden Fatah Palembang State Islamic University has a value of alignment strategy that is in level 4 (Initial), where at that level, the alignment strategy is still missing or not implemented.
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Ilmudeen, Aboobucker, Yukun Bao, and Ibraheem Mubarak Alharbi. "How does business-IT strategic alignment dimension impact on organizational performance measures." Journal of Enterprise Information Management 32, no. 3 (2019): 457–76. http://dx.doi.org/10.1108/jeim-09-2018-0197.
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Purpose Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures. Design/methodology/approach The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation modeling technique. Findings The hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship with operational excellence. Practical implications This study suggests that the business–IT alignment can be dimensioned to better combine business strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making. Originality/value Findings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and practical implications.
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Nurcholis, Lutfi. "The Equilateral Agility Concept as Mediating Variable in Relationship between IT-Strategy Alignment and Sustainable Competitive Advantage." Jurnal Dinamika Manajemen 10, no. 2 (2020): 240–55. http://dx.doi.org/10.15294/jdm.v10i2.21052.
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This paper aims to investigate the effect of IT-strategy alignment, responsiveness, operational flexibility, and business relationship on sustainable competitive advantage and the mediating effect of responsiveness, operational flexibility, and business relationship in relationships between IT-strategy alignment and sustainable competitive advantage. Data were collected from 189 Batik SME in Pekalongan and analyzed by using Structural Equation Modeling (SEM). The result shows that IT-strategy alignment significantly affects responsiveness. Responsiveness, operational flexibility, and also business relationship significantly affect sustainable competitive advantage. Furthermore, responsiveness, operational flexibility, and business relationship mediate the correlation of IT-strategy alignment and sustainable competitive advantage. Responsiveness, operational flexibility, and business relationship have the confidence and value that puts customers on every business decision. It encourages Batik SME to improve the sustainable competitive advantage based on the customers’ expectations. IT-strategy alignment is essential to enhance responsiveness, operational flexibility, and business to gain a sustainable competitive advantage. That IT-strategy alignment can improve the sustainable competitive advantage of the Batik SME.
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Ihonre, Michael, Evboifo Evboifo, and Nathaniel Ohioze. "Achieving Optimal Business-IT Alignment in Small Firms: A Dynamic Perspective." Journal of Research in Business and Management 12, no. 8 (2024): 11–21. http://dx.doi.org/10.35629/3002-12081121.
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This study uses Charmaz's (2006) constructivist grounded theory to examine how small enterprises dynamically connect IT adoption with business goals. To explore small company IT alignment practices, the research uses a qualitative approach to conduct in-depth interpretive interviews with 31 owner-managers. The study methodically analyses grounded data to find processes and concept interrelationships, examining contextual elements, actions, reactions, repercussions, and results. This analysis creates a new framework for business-IT alignment: adaptation, anticipation, synchronisation, and collaboration. Each state shows how small enterprises balance technological and commercial goals, presenting a detailed view of how they do so. This reactive alignment method allows small enterprises to adapt their IT plans to external changes or business needs. Anticipation is a proactive alignment strategy that positions organisations to strategically harness technological advances by anticipating future business and IT needs. Synchronisation occurs when IT and business strategy match in real time, harmonising IT systems and business operations. Collaboration involves deeper integration where IT and business goals are co-created through communication and cooperation. The study's methodology helps policymakers, researchers, and small firm owner-managers predict and analyse business-IT alignment behaviours. This methodology diagnoses alignment states and improves IT adoption strategies and business objectives-IT integration. These findings are important for IT-business alignment theories, especially in small enterprises with resource restrictions and unpredictable contexts.
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Wiedemann, Anna, and Heiko Gewald. "Examining Cross-Domain Alignment." International Journal of IT/Business Alignment and Governance 8, no. 1 (2017): 17–31. http://dx.doi.org/10.4018/ijitbag.2017010102.
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Prior research hardly investigates how externally focused competitive strategies can be bridged with internal IT processes. We aim to explore the relationship between five archetypical IT management profiles (ITMP) and four business strategy archetypes linked with six IT business value domains. Considering prior literature, we propose that each ITMP delivers unique sources of value, thus, contributes to specific IT business value domains. Furthermore, we assume that each business strategy archetype requires contributions to these domains. To test our hypotheses, we conducted a matched-pair study within manufacturing firms. Our findings indicate that IT business value domains link competitive strategy and IT management approaches. For instance, IT functions that act as Project Coordinator of IT-based activities, manage relationships between vendors and business units were found to contribute to firm's external integration. We present evidence for the significance of aligning externally focused strategies with internal IT management approaches.
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Wang, Yongming, Muhammad Toseef, and Yingmei Gong. "IT Process Alignment in Business Strategy: Examining the Role of Transactional Leadership and Organization Culture." Information 12, no. 6 (2021): 237. http://dx.doi.org/10.3390/info12060237.
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Information technology (IT) is a competitive path and offers the entrepreneurial opportunity of accumulating business knowledge in capturing consumer behavior. This study employed a conceptual framework to investigate the information processing facet of IT–business alignment under the impact mechanism of transactional leadership in the manufacturing sector of Yunnan Province, China. Specifically, organization culture is taken as a moderating factor extracted from situational theory and has been highlighted as important in previous organizational research. This study aimed at investigating the impact of transactional leadership on IT–business process alignment and studying the moderating effect of organizational culture on the relationship between transactional leadership and IT–business process alignment. The empirical findings reveal that contingent reward and management by exception behaviors of entrepreneurs are significant drivers of IT–business process alignment. Furthermore, market culture had a moderating effect on the relationship between entrepreneurs’ transactional behaviors and IT–business process alignment. Similarly, hierarchy culture exerts a moderating effect on the path between contingent rewarding behavior and IT–business process alignment. Here, it exerts an insignificant moderating effect on the management by exception behavior and IT–business process alignment path. The study findings mainly reveal the association of transactional leadership with IT–business process alignment, along with the moderating role of organizational culture. This study contributes to the literature on business knowledge by showcasing empirical evidence—how information processing aids entrepreneurial behavior to capture market opportunities and consumer behavior.
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Atmani, Agnes Karina Pritha. "Perancangan Permainan Simulasi (Game Simulation) Untuk Menilai Tingkat Kematangan Strategi Teknologi Informasi terhadap Strategi Bisnis Dengan Metode IT Balanced Scorecard dan Maturity Model COBIT 4.1." Journal of Animation & Games Studies 3, no. 2 (2018): 111. http://dx.doi.org/10.24821/jags.v3i2.1856.
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Keselarasan strategi Teknologi Informasi terhadap strategi bisnis sangat dibutuhkan untuk mencapai tujuan bisnis. Pencapaian keselarasan strategi, sebagai suatu proses yang berkelanjutan, membutuhkan dukungan dari Top Management dan fungsi-fungsi lain dalam perusahaan. Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan digunakan sebagai alat ukur untuk menilai tingkat keselarasan strategi TI terhadap strategi bisnis. Nilai tersebut akan digunakan sebagai langkah awal untuk tindakan perbaikan berkelanjutan.Penggunaan permainan simulasi merupakan gabungan dari dua metode experiential learning, yaitu simulasi (simulation) yang dapat melakukan peniruan dari suatu perilaku atau proses dan permainan (game) yang merupakan aktifitas yang kompetitif. Melaui Experiential Learning pengguna permainan dapat melakukan pembelajaran secara aktif dan memperoleh pengetahuan, pemahaman, dan pandangan baru mengenai suatu hal.Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan mengacu pada konsep Strategic Alignment Model yang diperkenalkan oleh Henderson dan Venkatraman dan IT-Balanced Scorecard yang dikembangkan Grembergen dan Bruggen. Keduanya memberikan panduan mengenai model-model yang dapat diimplementasikan di perusahaan. Sedangkan penilaian kematangannya berdasarkan kriteria Maturity Model COBIT 4.1 (Control Objective on Information and related Technology) Kata kunci: Permainan Simulasi, Experiential Learning, Teknologi Informasi, Strategi TI, Strategi Bisnis, Strategic Alignment Model-Henderson & Venkatraman, IT-Balances Scorecard – Grembergen & Bruggen, dan COBIT 4.1 Maturity Model. AbstractThe alignment of Information Technology strategy with business strategy is important to achieve business objectives. Strategy alignment, as an ongoing process, requires support from Top Management as well as from other functions in the company. The assessment of maturity level on the alignment of Information Technology with business strategy becomes the measuring tool to assess the alignment of Information Technology strategy with business strategy. The score, then, will be used as starting point in accomplishing continuous repair action.The use of game simulation is a combination of two experiential learning methods, namely simulation that can perform the imitation of a behavior or process and game which is a competitive activity. Through Experiential Learning game users can actively learn and gain new knowledge, insights, and insights about things.The assessment of maturity level of the aligment of Information Technology with business strategy which applied Strategic Alignment Model concept introduced by Henderson and Venkatraman and IT-Balanced Scorecard by Grembergen and Bruggen. Both have given guidelines about several models that can be implemented at company. Moreover, in order to assess the maturity level, this research uses Maturity Model COBIT 4.1 (Control Objective on Information and related Technology.Keywords: Information Technology, Game Simulation, Experiential Learning, Information Technology strategy, Business strategy, Strategic Alignment Model-Henderson & Venkatraman, IT-Balanced Scorecard-Grembergen & Bruggen, and COBIT 4.1 Maturity Model.
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Fritscher, Boris, and Yves Pigneur. "A Visual Approach to Business IT Alignment between Business Model and Enterprise Architecture." International Journal of Information System Modeling and Design 6, no. 1 (2015): 1–23. http://dx.doi.org/10.4018/ijismd.2015010101.
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In this paper, the authors put forward an intermediary model that can support the transition between a business model and an IT infrastructure, then provide an example of how the approach can be used. The model is based on a combination of existing models: enterprise architecture and the Business Model Canvas. The authors show how the proposed intermediary model, which has a strong focus on a business model strategy, can help IT alignment. The intermediary model can help alignment from either a business model focus or an IT infrastructure focus because of the correspondence between the two paradigms. The focus on visualization within the intermediary model aids in quickly illustrating the common ground held by the parties involved in the alignment.
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Yasmeen, Humaira, Ying Wang, Hashim Zameer, and Zubair Ahmad. "Environmental Turbulence as a Moderator on the Impact of Transformational Leadership and IT Business Strategy Alignment on EIS Adaptation." International Journal of Information Systems in the Service Sector 12, no. 3 (2020): 74–92. http://dx.doi.org/10.4018/ijisss.2020070105.
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This article expands current knowledge by assessing how transformational leadership influences IT business strategy alignment. Unexplored in earlier studies, the article discloses the role that environmental turbulence plays in this association. Developed through an extensive literature survey, the conceptual model is empirically tested, with survey data collected from managerial employees. The results show that, first, the transformation leadership style can lead to a favorable IT business strategy alignment. Second, the IT business strategy alignment has a significant positive effect on EIS adaptation. Third, environment turbulence positively moderates the relations among IT business strategy alignment and EIS adaptation. This study not only extends the current knowledge, but also provides useful managerial implications for the banking sector organizations of Pakistan.
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Benkhayat, Aouatif, Mohammed Salah Chiadmi, and Mohamed Tkiouat. "Strategic Business-IT Alignment: A Multi-Agent Systems Approach." Journal of Information Systems Engineering and Management 9, no. 3 (2024): 29392. http://dx.doi.org/10.55267/iadt.07.14899.
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This paper discusses one of the most critical concerns in all organizations, which is business-IT alignment, and it needs coherent organizational and technological strategies. Over time, the definition has changed to show that alignment is a strategy that can be used to be more competitive and gain value for stakeholders. Aligning to drive corporate goals is crucial for competitive strategy and business success. Achieving this across multiple firms poses a challenge due to budgetary limitations, the complexity of the IT systems, and the rapid advances of technology can be barriers to overcome. Strategic alignment relies on understanding stakeholder requirements, strategic statements, communication levels, a highly skilled workforce, and rapid feedback mechanisms. We propose a new multi-agent system to address these difficulties by emphasizing the roles of managers, external influences, clients, communication tools, employees, stakeholders, and suppliers. This framework improves existing models by enabling real-time adaptation and cooperation through advanced algorithms and communications protocols. To ensure the practicality and efficiency of our framework, we conducted an empirical study using different Moroccan organizations. This is followed by a call for more case studies to prove that the proposed model works, underscoring the importance of practical validation in business-IT alignment.
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Schlosser, Frank, Daniel Beimborn, Tim Weitzel, and Heinz-Theo Wagner. "Achieving Social Alignment between Business and IT – an Empirical Evaluation of the Efficacy of IT Governance Mechanisms." Journal of Information Technology 30, no. 2 (2015): 119–35. http://dx.doi.org/10.1057/jit.2015.2.
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How can firms improve the degree of social alignment between their business and IT units? Many years of research have shown the importance of business-IT alignment and its various facets, yet research on the efficacy of IT governance mechanisms to improve business-IT alignment is scarce. In this paper, we develop a model of social alignment at the operational level that considers the degree of social capital between an organization's business and IT units, IT personnel's business understanding, and a set of formal and informal IT governance mechanisms that drive the creation of social alignment and business value. Using survey data from 132 US banks, we show that social alignment is driven to varying degrees by a broad variety of IT governance mechanisms ranging from top management support and IT representation on the executive board to joint IT planning and IS training, regular meeting cycles, and liaison units. Our research contributes substantially to the practical demand on business-IT alignment research for an effective toolkit of IT governance mechanisms.
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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.
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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.
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Primasari, Clara Hetty. "Strategy for achieving IT-business alignment in gaming industry in Indonesia." Procedia Computer Science 197 (2022): 469–76. http://dx.doi.org/10.1016/j.procs.2021.12.163.
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Retnawati, Lestari, Nia Saurina, Firman Pratama, and Udik Pudjianto. "Study at Non-formal Education Institution PKBM: The Suitability between IT and Business Strategy Using SAMM." AL-ISHLAH: Jurnal Pendidikan 16, no. 4 (2024): 4890–98. https://doi.org/10.35445/alishlah.v16i4.5990.
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Community Learning Activity Centers (PKBM) provide non-formal education to enhance skills and education access, particularly for individuals excluded from formal systems. PKBM Cerme Gresik integrates information technology (IT) to improve operations; however, aligning IT with business strategies remains a challenge critical for optimizing performance. This study evaluates the alignment between IT and business strategies at PKBM Cerme Gresik using the Strategic Alignment Maturity Model (SAMM). A quantitative approach, involving surveys, was employed to assess six SAMM dimensions: Communication, Competence Value Measurement, Governance, Partnership, Scope Architecture, and Skills. Scores were aligned with SAMM's five maturity levels (1–5). The SAMM evaluation revealed the following scores: Communication (3.0), Competence Value Measurement (2.1), Governance (1.6), Partnership (2.5), Scope Architecture (2.25), and Skills (2.16). Communication was rated at level 3 (established process), while other dimensions fell at level 2 (committed process), except Governance, which was at level 1 (initial process). The overall alignment maturity score was 2, indicating a committed process. PKBM Cerme Gresik demonstrates a partial commitment to IT-business alignment, focusing on operational coordination. However, challenges such as limited resources, inefficient IT management, and insufficient alignment hinder progress toward higher maturity levels. The study concludes that IT-business strategy alignment at PKBM Cerme Gresik is at a committed process level (level 2). To advance educational impact, efforts to enhance IT resources, management efficiency, and alignment must be prioritized.
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Wadström, Pontus. "Aligning corporate and business strategy: managing the balance." Journal of Business Strategy 40, no. 4 (2019): 44–52. http://dx.doi.org/10.1108/jbs-06-2018-0099.
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Purpose This study aims to expand the knowledge on strategy and alignment by exploring how executives and strategists can manage alignment between corporate and business strategy to leverage synergies, from a corporate strategy perspective, without limiting local responsiveness, from a business strategy perspective. Design/methodology/approach The study is characterized by privileged access and richness of data. A case study design was used to explore the results. Data include interviews, observations in workshops, material produced in workshops and personal field notes. Findings The study provides insights about how alignment between corporate and business strategy can be managed to balance requirements on both corporate and business strategy. To do so alignment needs be understood and managed based on its contribution to the competitiveness of the firm. In addition, alignment encompasses two dimensions: direction of alignment (which can be vertical and horizontal) and relation of alignment (which can be numerical and non-numerical). This leads to four different types of alignment. Research limitations/implications Explorative case studies yield results less generalizable. Future research is thus encouraged to confirm or contradict the results of this study. Practical implications When formulating strategy, executives and strategists need to consider what type of alignment is appropriate for what parts and elements of the strategies (e.g. goals and activities) to gain competitive advantage. By using different types of alignment, it is possible to balance the need for both corporate synergies and business responsiveness. Originality/value This study fulfils an identified need to study what alignment between strategies on different organizational levels encompasses and the potential risks of alignment.
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Benkhayat, Aouatif. "Assessing Strategic Business and IT Alignment: Validation of a Novel Model across Moroccan Enterprises." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 21 (April 12, 2024): 934–43. http://dx.doi.org/10.37394/23207.2024.21.78.
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Strategic alignment between Business and IT remains a critical factor for organizational effectiveness, but measuring it often presents a complex challenge. This paper evaluates the model we proposed in previous work to measure the degree of alignment between Business strategy and IT initiatives. We applied the model to a selection of Moroccan companies. We compared the alignment scores obtained with those from the established Strategic Alignment Maturity Model (SAMM) using Cohen’s Kappa and simple linear regression for comparative analysis. This study demonstrates our model’s effectiveness in evaluating continuous scores and provides substantial concordance in categorical maturity assessments. Our validation confirms that our model can apply to various business contexts, paving the way for further refinement to evaluate business-IT alignment strategies.
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Daulatkar, Sonal, and Purnima S. Sangle. "Proposed re-conceptualization of IT business value benefits." Business Process Management Journal 22, no. 3 (2016): 522–45. http://dx.doi.org/10.1108/bpmj-11-2014-0113.
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Purpose – Financial measures, available aplenty, of returns on investments in information technology (IT) are deemed insufficient in terms of inclusion of intangible benefits. The purpose of this paper is to re-conceptualize the IT business value (ITBV) benefits by Gregor et al. (2006) after a contemporary evaluation. Design/methodology/approach – IT experts have been administered the instrument to provide insight into the contemporary cogitation of ITBV benefits and factor analyses are employed to re-conceptualize the ITBV benefits. Findings – Of the four ITBV benefits, the statistical analysis suggests that Informational and Transactional benefits need to be re-conceptualized. It is affected through a systematic linking of parameters – business strategy, objectives, information systems (IS) strategy, IS role and IS-business alignment profiles in that order. Research limitations/implications – Operational definitions of re-conceptualized ITBV benefits have been presented which may be operationalized into components. Practical implications – The re-conceptualization provides managers with an enhanced understanding of ITBV in line with the alignment of IS with business objectives and strategy and guides managers to develop customized ITBV measures. Originality/value – The study employs factor analyses to analyse the ITBV benefits. It proves that the changing face of IT, wherein it is looked at as a value creator, needs an all-encompassing and contemporary envisioning of ITBV benefits. It also suggests an advanced typology based on further insightful IS literature.
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Silvius, A. J. Gilbert, Steven De Haes, and Wim Van Grembergen. "Explorative Study on the Influence of National Cultures on Business/IT Alignment Maturity." International Journal of IT/Business Alignment and Governance 1, no. 2 (2010): 26–45. http://dx.doi.org/10.4018/jitbag.2010040103.
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A key success factor for a successful company in a dynamic environment is effective and efficient information technology (IT) supporting business strategies and processes. Organizations that successfully align their business strategy and their IT strategy outperform their non-aligned peers (Chan et al., 1997). In recent surveys IT executives consistently name IT to Business alignment their top-concern. The alignment between business needs and IT capabilities is therefore still a prominent area of concern. This paper aims to contribute to the understanding of the alignment challenge by exploring the impact of (national) cultures on the maturity of business / IT alignment (BIA).The paper relies on Hofstede’s framework of cultural dimensions (Hofstede, 1980) to understand the concept of national culture. After a brief introduction on BIA and Luftman’s framework for measuring BIA maturity (Luftman, 2000), the authors analyze the influence of Hofstede’s cultural dimensions on the variables of BIA maturity. This conceptual exercise is than tested in a small-scale empirical exploration by comparing BIA maturity scores of Belgium and Dutch financial institutions. The results support a potential effect of national cultures on BIA maturity, especially in ‘governance maturity’ and ‘skills maturity’, but not all expected results are confirmed.
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Ali, Radwan, Hope Torkornoo, and Muhammad Obeidat. "Investigating Business and IT strategy Alignment: A Preliminary Study of Consumer IT Product Failures." International Journal of Innovative Business Strategies 8, no. 1 (2022): 510–18. http://dx.doi.org/10.20533/ijibs.2046.3626.2022.0065.
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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 (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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Mitropoulos, Sarandis. "A simulation-based approach for IT and business strategy alignment and evaluation." International Journal of Business Information Systems 10, no. 4 (2012): 369. http://dx.doi.org/10.1504/ijbis.2012.048334.
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Gregor, Shirley, Dennis Hart, and Nigel Martin. "Enterprise architectures: enablers of business strategy and IS/IT alignment in government." Information Technology & People 20, no. 2 (2007): 96–120. http://dx.doi.org/10.1108/09593840710758031.
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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 (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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Prasetya, F. X. Hendra, Bernardinus Harnadi, and Agus Cahyo Nugroho. "Penilaian Tingkat Kematangan Keselarasan Strategi Bisnis Dan TI Menggunakan Luftman Maturity Model (Kasus : Unika Soegijapranata)." Jurnal Informatika: Jurnal Pengembangan IT 5, no. 1 (2020): 7–11. http://dx.doi.org/10.30591/jpit.v5i1.1665.
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ITGI (IT Governance Institute) states that the alignment of business strategy and IT organization is the key to realizing the benefits of IT for business. The large gap / gap between IT strategy and business strategy will have an impact on the organization's business performance, especially if the organization relies on IT in its business operations or making IT as one of its selling points. Unika Soegijapranata as one of the tertiary institutions sees IT as a mandatory requirement to build competence and capability in the context of competition in its area. The purpose of this study is to assess the alignment level of business and IT strategies at Soegijapranata Unika by using the Luftman SAMM (Strategic Alignment Maturity Model) model. This study uses data collection methods through questionnaires and interviews with University leaders and University IT Institution Leaders. Currently Unika Soegijapranata has a strategic alignment value that is at level 4 (Improved / Managed Process), where at level 4 institutions are said to have focused on investing in IT to win the competition.
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Mwangi Chege, Stanley. "IT Strategic Alignment Maturity and Business Performance for the Banking Industry in Kenya." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 10, no. 4 (2024): 38–48. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.104.1003.
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This study explored the connection between IT Strategic Alignment Maturity and the financial performance of Kenyan commercial banks. Using the SAMM framework, six alignment maturity criteria (governance, communications, value, partnership, technology scope, and skills) were evaluated. Quantitative correlation analysis was conducted with data from CIOs representing 70% of the Kenyan banking market (all Tier One banks). Findings revealed a significant positive link between IT-business alignment and profitability. The study suggests that banks seeking increased return on assets (ROA) should prioritize the development of robust strategic alignment maturity. Business-IT alignment (BITA) is a dynamic, ongoing process essential for organizational success (Luftman, 1996). Successful alignment requires strong management support, clear prioritization, and effective communication across all levels of the organization (Luftman, 1997). To navigate the complexities of a rapidly changing business environment, companies must consistently evaluate their IT investments and strategies (Luftman, Papp and Brier, 1999). A well-aligned IT function acts as a catalyst, driving innovation, competitiveness, and improved decision-making across the enterprise (Luftman, Papp, and Brier, 1995). However, alignment is challenging and requires collaboration between IT and other business units (Luftman, Lewis, and Oldach, 1993). When IT strategy and governance effectively support overarching business goals, organizations can transform their operations and unlock new levels of success (Haes and Grembergen, 2016).
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Loukis, Euripidis, and Ioakim Sapounas. "Innovation, Information Systems Strategic Alignment and Business Value." International Journal of Strategic Information Technology and Applications 1, no. 2 (2010): 38–54. http://dx.doi.org/10.4018/jsita.2010040103.
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For more than two decades the strategic alignment of information systems (IS) is one of the most important issues that IS and business managers face and at the same time a major research topic in the IS domain. In this paper the authors present an empirical study of the business value of IS strategic alignment, which examines IS strategic alignment both at the strategy formulation and implementation level. Also, investigated in this paper are the effects of adopting an innovation strategy on IS strategic alignment. The study is based on firm-level data from Greek companies, which are used for estimating econometric models of firm output based on the Cobb-Douglas production function. It is concluded that IS strategic alignment, both at the strategy formulation and implementation level, generates significant business value, increasing considerably the contribution of ICT investment to firm output. Finally, the adoption of innovation strategy has a positive effect on the strategic alignment of IS both at the strategy formulation and implementation level, as it puts pressure on firms to direct their IS investment towards the support of their new innovative products/services, and increases the involvement of organizational units.
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Yuwono, Budi, and Annas Vijaya. "MENGUKUR KORELASI ANTARA TINGKAT KEMAPANAN TATA KELOLA TEKNOLOGI INFORMASI DENGAN PRODUKTIVITAS PERUSAHAAN." Jurnal Sistem Informasi 7, no. 1 (2012): 34. http://dx.doi.org/10.21609/jsi.v7i1.292.
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Banyak literatur yang memaparkan manfaat penyelarasan antara Strategi Sistem Informasi/Teknologi Informasi (SI/TI) dengan strategi bisnis bagi keberhasilan organisasi. Penelitian ini dilakukan untuk melihat korelasi antara tingkat kemapanan suatu perusahaan dalam menyelaraskan strategi SI/TI dengan strategi bisnisnya dan produktivitas perusahaan tersebut. Penelitian ini dilakukan melalui studi kasus tunggal pada perusahaan perdagangan barang dan jasa teknologi informasi. Model yang digunakan dalam menilai tingkat kemapanan penyelarasan strategi SI/TI terhadap strategi bisnis adalah model tingkat kemapanan menurut kerangka kerja Control Objective for Information and Related Technology (COBIT). Ukuran produktivitas yang digunakan dalam penelitian ini adalah Total Factor Productivity (TFP). Melalui pengujian statistik non-parametrik dengan koefisien korelasi peringkat Spearman, tidak ditemukan korelasi positif antara tingkat kemapanan perusahaan dalam menyelaraskan strategi SI/TI dengan strategi bisnisnya dan produktivitas perusahaan. Sebagai kesimpulannya, dampak tingkat kemapanan penyelarasan strategi SI/TI melalui tata kelola TI terhadap produktivitas suatu organisasi tidak selalu dapat diukur dengan membandingkan keduanya dalam periode tahun yang sama. Much of the literature describing the benefits of alignment between Strategy Information Systems/Information Technology (IS/IT) with business strategy for the success of the organization. The study was conducted to see the correlation between the level of reliability of a company's strategy in aligning IS/IT with business strategy and company productivity. The research was conducted through a single case study on trade in goods and services enterprise information technology. The model used in assessing the reliability of the alignment of strategy IS/IT to business strategy is a model framework for the establishment by the Control Objective for Information and Related Technology (COBIT). Productivity measures used in this study is Total Factor Productivity (TFP). Through the non-parametric statistical tests with Spearman rank correlation coefficient, was not found a positive correlation between the level of maturity in aligning corporate strategy IS/IT with business strategy and corporate productivity. In conclusion, the impact of strategic alignment maturity level of IS/IT through IT governance on the productivity of an organization can not always be measured by comparing the two in the same period.
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Shebka, Nasser, Abdelnasser S. Mohamed, and Saad Alahmari. "Conceptualizing IS alignment competency in transforming organizations: Key factors for effective IT/IS alignment." International Journal of ADVANCED AND APPLIED SCIENCES 12, no. 5 (2025): 82–96. https://doi.org/10.21833/ijaas.2025.05.009.
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This paper proposes a framework to support corporate and IT managers in guiding organizational transformation through the alignment of information systems (IS) with business agility. As market conditions frequently change, organizations are often required to shift their business strategies. However, initial IS designs rarely account for such shifts, and there is a lack of practical or academic guidance for organizations, especially those with limited resources, on how to align existing IS with new strategies or replace them altogether. This study identifies key factors that influence successful IS alignment, including the quality of the business strategy, the current IS, and the IT department. It redefines the relationships among these elements and highlights the importance of evaluating the existing IS to prevent misalignment from affecting future systems. The findings show that a well-defined business strategy is essential for IS success and that even advanced IT infrastructure cannot compensate for strategic inconsistencies. The study also underscores the role of a capable IT department in enabling agile IS alignment in competitive environments. This research fills a gap in the literature by offering a structured approach to aligning IS with evolving business strategies and provides practical guidance for organizations undergoing transformation or planning new IS development.
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Jie, Ferry, and Ira Puspitasari. "Making the Information Technology (IT) Business Alignment Works: A Framework of IT-based Competitive Strategy." International Journal of Business Information Systems 34, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbis.2020.10015159.
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Shirley Ugwa. "Artificial Intelligence for IT strategy: Driving data-driven decision-making and business alignment." World Journal of Advanced Research and Reviews 18, no. 2 (2023): 1455–74. https://doi.org/10.30574/wjarr.2023.18.2.0922.
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This article investigates the transformational impact of Artificial Intelligence (AI) on IT strategy, data-driven decision making & business alignment. AI has emerged as one of the crucial enablers for firms driving agility, precision, and insight into the future as digital transformation accelerates. The discussion examines how AI fits into current IT strategies, supporting the transition from reactive to proactive operations. It explores the development of business intelligence systems enhanced by AI into veritable systems capable of providing the business with predictive insights and real-time decision-making solutions. The article also considers the part of machine learning for business optimization via enhanced automation, increased efficiency, and the implementation in finance and logistics on a sector-specific basis. In addition, the article pays special attention to the growing role of AI in the field of risk management that is exemplified in the achievements of real-time threat detection and strategic forecasting. Tools for natural language processing (NLP) are used to fill gaps in communication for IT departments and business functions. Moreover, AI can identify the trend in markets and accelerate R & D and thus facilitate innovation management. Digital leadership, especially the need for position of Chief AI officers plays a special role for successful AI implementation. Issue of ethics, data privacy, infrastructure required and shortage of the human resource is addressed by the article. Furthermore, the article considers such emerging trends, as AI system’s ability to make independent decisions, making algorithms more transparent, and promoting cooperation between individuals and AI technologies.
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Mardan, Farzaneh, Neda Abdolvand, and Saeedeh Rajaee Harandi. "The effect of IT flexibility and IT governance on business-IT strategic alignment." International Journal of Business and Systems Research 17, no. 3 (2023): 251. http://dx.doi.org/10.1504/ijbsr.2023.130622.
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Torres-Moreno, Miguel Eduardo, and Jairo Hernán Aponte-Melo. "Assessing Business-IT Alignment Maturity at a Colombian University." Journal of Cases on Information Technology 23, no. 4 (2021): 1–22. http://dx.doi.org/10.4018/jcit.20211001.oa8.
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Over the last decades, the role of the IT department within an organization has gradually gained importance. Technology has permeated all areas within organizations and nowadays is the cornerstone of almost all business processes. Thus, business-IT alignment (BITA) is considered an essential success factor for almost any organization. Consequently, the evaluation and improvement of this alignment have been a growing concern among researchers and organizations. This study assessed the BITA maturity in a Colombian university, applying Luftman’s SAM (Strategic Alignment Maturity) model. The conducted assessment collected, analyzed, and contrasted perceptions of business and IT personnel. Similarly, we investigated the personnel’s perceptions at the strategic, functional, and operational levels regarding the SAM factors. Furthermore, we compared our results with other BITA assessments in educational institutions, Latin American organizations, and worldwide results. Finally, we drew some conclusions that can be useful for practitioners who seek to apply Luftman’s assessment.
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Shammas, Fadi, Guanjie Meng, and Lazar Rusu. "Barriers in Business-IT Alignment in a Large Company in Manufacturing Area." International Journal of Innovation in the Digital Economy 11, no. 2 (2020): 1–13. http://dx.doi.org/10.4018/ijide.2020040101.
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Business-IT alignment (BITA) continues to be a top management concern for the last ten years. Moreover, organizations mangers are still looking to understand the barriers between the status of alignment and misalignment. The barriers in BITA differ from a business area to another and particularly the authors have not found any research studies concerning the barriers in BITA in the manufacturing area in Sweden. Therefore, the research question is: What are the strategic, tactical, and operational barriers in business-IT alignment in a large company in manufacturing area? The research strategy is case study, and the data was collected through semi-structured interviews and also from company's internal documents and it was analyzed using thematic analysis. The findings of this study are a number of thirty barriers in BITA that includes six new barriers in BITA at operational, tactical and strategic level.
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Queiroz, Magno, Paul P. Tallon, Tim Coltman, Rajeev Sharma, and Peter Reynolds. "Aligning the IT portfolio with business strategy: Evidence for complementarity of corporate and business unit alignment." Journal of Strategic Information Systems 29, no. 3 (2020): 101623. http://dx.doi.org/10.1016/j.jsis.2020.101623.
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Luftman, Jerry, Kalle Lyytinen, and Tal ben Zvi. "Enhancing the measurement of information technology (IT) business alignment and its influence on company performance." Journal of Information Technology 32, no. 1 (2017): 26–46. http://dx.doi.org/10.1057/jit.2015.23.
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Studies for over 30 years have consistently indicated that enterprise-level Business-Information Technology (IT) alignment is a pervasive problem. While significant progress has been made to understand alignment, research on IT alignment is still plagued by several problems. First, most alignment models approach alignment as a static relationship in contrast to analyzing the scope and variance of activities through which the alignment is (or can be) attained. Second, most alignment models are not founded on strong theoretical foundations. Third, because of their static view, these models do not guide how organizations can improve alignment. This study addresses these weaknesses using a capability-based lens. It formulates and operationalizes a formative construct rooted in the theory of dynamic capabilities and defines the scope and nature of activities that contribute to alignment. The construct identifies six dimensions promoting alignment: (1) IT-Business Communications; (2) Use of Value Analytics; (3) Approaches to Collaborative Governance; (4) Nature of the affiliation/partnership; (5) Scope of IT initiatives; and (6) Development of IT Skills. The construct measures are validated in terms of their dimensionality, item pool sampling, and the nomological and predictive validity. The research uses Partial Least Squares (PLS) to statistically validate the construct using a dataset covering over 3000 global participants including nearly 400 Fortune 1000 companies. All construct dimensions contribute significantly to the level of alignment and the construct shows strong nomological and predictive validity by demonstrating a statistically significant impact on firm performance. Scholars can leverage this research to explore additional activity-based constructs of IT-business alignment.
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Tannady, Hendy. "Enterprise Architecture Artifacts Enablers for IT Strategy and Business Alignment in Forwarding Services." International Journal of Advanced Trends in Computer Science and Engineering 9, no. 2 (2020): 1465–72. http://dx.doi.org/10.30534/ijatcse/2020/85922020.
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Fitroh, Fitroh, Zulfiandri Zulfiandri, Isnaini Monita Safitri, et al. "Strategy for IT-Business Alignment in a Higher Education Institution Using Initial Fit-HR Model." Applied Information System and Management (AISM) 5, no. 1 (2022): 23–32. http://dx.doi.org/10.15408/aism.v5i1.23624.
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IT-business alignment (ITBA) is the development of a Strategic Alignment Model (SAM), which was introduced some decades ago, and is still the most critical issue for top management. This study proposes the Initial FIT-HR model in mapping specific components indicators that align HR in carrying out business processes for higher education institutions (HEI) in Indonesia. Previously, research had studied the alignment of HR management with IT to suit the Tri Dharma of Higher Education towards World-Class University. Meanwhile, the methodology used a mixed-method (with interview techniques, questionnaires, and focus group discussion FGD), which went through 3 phases: identification and determination of indicators, the initial design phase of the model, and validation. The results after the FGD process showed that four indicators (out of 40 based on 20 papers) were invalid in mapping specific components due to the different opinions of the participants. Therefore, in future work, the Islamic concepts to the proposed modeling. In addition, this study produced an initial model that collaborated the BITA concept with tree science as an approach to be applied by the higher education industry.
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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 (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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De Haes, Steven, and Wim Van Grembergen. "Prioritising and Linking Business Goals and IT Goals in the Financial Sector." International Journal of IT/Business Alignment and Governance 1, no. 2 (2010): 46–66. http://dx.doi.org/10.4018/jitbag.2010040104.
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In today’s complex and constantly changing business world, business/IT alignment is high on the agenda of executive management. To achieve such alignment, it is important that an organization should have a clearly established corporate mission and a well-defined support strategy and business goals. Furthermore, the translation into and linkage with the company’s IT strategy and goals must be carefully planned. However, these requirements appear to be rather difficult to meet in reality, so that companies must often look for additional practical guidance in identifying their principal business and IT goals, as well as in determining how these should be geared to one another. Therefore, a series of research steps has been designed for the purpose of providing pragmatic assistance in defining a cascade of business goals and supporting IT goals. This paper presents the results of a Delphi study conducted in the financial sector. It offers qualitative information on how to establish a firm set of business objectives, IT goals and their interrelationships. In addition, it provides some recommendations on how to adapt and fine-tune the proposed procedure with a view to either complementing the results or replicating them for other sectors of industry.
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Sibanda, Mabutho, and Durrel Ramrathan. "Influence of Information Technology on Organization Strategy." Foundations of Management 9, no. 1 (2017): 191–202. http://dx.doi.org/10.1515/fman-2017-0015.
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AbstractThe exponential development of information technology has presented many opportunities to organizations; however, it has also presented several challenges. A key challenge is how do organizations effectively use information technology and incorporate it into their strategies to make full use of its capabilities as an enabler. The fast-changing nature of information technology has resulted in little empirical evidence on how it influences organization strategy. The Strategic Alignment Model was a popular model created to assist organizations to align their information technology and their business strategy; however, the growth of technology may have made this model irrelevant in this age. Therefore, organizations need to determine what factors drive this alignment. Using hermeneutic phenomenology, 12 in-depth interviews were conducted within IBM South Africa to determine real-life drivers that help create this alignment. The themes derived from the interview texts reveal that consumers are becoming more empowered; therefore, organizations need to be more flexible in their business models and strategies. Furthermore, the integration of cross-functional roles in the organization at the management level allow for improved alignment between information technology and strategy as better integrated roles bring a combination of these two elements.
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Abanumay, Razan, and Karim Mezghani. "Achieving Strategic Alignment of Big Data Projects in Saudi Firms." International Journal of Information Technology Project Management 13, no. 1 (2022): 1–22. http://dx.doi.org/10.4018/ijitpm.290426.
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Big data projects can fail due to the lack of alignment between the big data project strategy and the overall business strategy. This research considers organizational culture as an enabler of a better alignment between the two. To test the research hypothesis, a questionnaire was collected from several dozen IT decision-makers in Saudi organizations who have implemented big data projects. Statistical analysis using PLS indicates that the alignment of big data projects and overall business strategy is highly influenced by the five dimensions of organizational culture identified by Smit et al. (2008), namely strategy, leadership, adaptability, coordination, and team relationships