Relevant bibliographies by topics / Strategic alignment maturity model

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Academic literature on the topic 'Strategic alignment maturity model'

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Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Strategic alignment maturity model"

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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 (February 14, 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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Santos, Inêz Manuele dos, Caroline Maria de Miranda Mota, and Luciana Hazin Alencar. "The strategic alignment between supply chain process management maturity model and competitive strategy." Business Process Management Journal 27, no. 3 (March 8, 2021): 742–78. http://dx.doi.org/10.1108/bpmj-02-2020-0055.

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PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.
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Søgaard, Britta, Heather Dawn Skipworth, Michael Bourlakis, Carlos Mena, and Richard Wilding. "Facing disruptive technologies: aligning purchasing maturity to contingencies." Supply Chain Management: An International Journal 24, no. 1 (January 14, 2019): 147–69. http://dx.doi.org/10.1108/scm-03-2018-0087.

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PurposeThis paper aims to explore how purchasing could respond to disruptive technologies by examining the assumptions underlying purchasing strategic alignment and purchasing maturity through a contingency lens.Design/methodology/approachThis study uses a systematic review across purchasing maturity and purchasing strategic alignment literature. This is supplemented with exploratory case studies to include practitioners’ views.FindingsThis research demonstrates that neither purchasing maturity nor purchasing strategic alignment are suitable approaches to respond to disruptive technologies. Purchasing maturity does not allow purchasing managers to select relevant practices. It also shows no consideration of any contingencies, which practitioners highlight as important for the selection of practices. Purchasing strategic alignment includes the company strategy as a contingency but does not provide any practices to choose from. It does not include any other contextual contingencies considered important by practitioners. The findings indicate that linking the two research streams may provide a more suitable approach to responding to disruptive technologies.Research limitations/implicationsThis research demonstrates the requirement to develop a new approach to responding to disruptive technologies, by linking purchasing maturity and purchasing strategic alignment to contextual contingencies. This is a currently unexplored approach in academic literature, which refutes the generally accepted premise that higher maturity unilaterally supports a better positioning towards technological disruption. This research also highlights a requirement for practitioners to shift their approach to “best practices”.Originality/valueThis is the first research to systematically review the relationships between purchasing maturity and purchasing strategic alignment. It adds to contingency theory by suggesting that purchasing maturity models can support the achievement of strategic alignment. Also, future research directions are suggested to explore these relationships.
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Luftman, Jerry, Tal Ben-Zvi, Rajeev Dwivedi, and Eduardo Henrique Rigoni. "IT Governance." International Journal of IT/Business Alignment and Governance 1, no. 2 (April 2010): 13–25. http://dx.doi.org/10.4018/jitbag.2010040102.

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Aligning Information Technology (IT) and business has been a persistent and pervasive problem for over three decades. Studies show that one of the essential components for organizations seeking to improve their alignment maturity is IT Governance. This paper demonstrates the relationship between IT Governance and business performance. The Strategic Alignment Maturity Assessment (SAM) framework is applied as the foundation for relating IT Governance to company performance and to overall alignment maturity. Based on this research model, IT strategic planning, IT budgeting, and IT reaction capacity demonstrate strong contribution to the overall IT Governance maturity score. Furthermore, IT Governance has a significant impact on company performance. Although these results underscore the importance of IT Governance in alignment maturity, there is no silver bullet and the other five SAM components (Communications, Value, Partnership, Technology Scope, and Skills) must also be addressed.
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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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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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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 (October 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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van de Wetering, Rogier, Patrick Mikalef, and Adamantia Pateli. "Strategic Alignment Between IT Flexibility and Dynamic Capabilities." International Journal of IT/Business Alignment and Governance 9, no. 1 (January 2018): 1–20. http://dx.doi.org/10.4018/ijitbag.2018010101.

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Dynamic capabilities theory (DCT) emerged as a leading framework in the process of value creation for firms. Its core notion complements the premise of the resource-based view of the firm and is considered an important theoretical and management framework in modern information systems research. However, despite DCT's significant contributions, its strength and core focus are essentially in its use for historical firm performance explanation. Furthermore, valuable contributions have been made by several researchers to extend the DCT to fit the constantly changing IT environments and other imperative drivers for competitive performance. However, no DCT extension has been developed which allows firms to integrally assess their current state of maturity to derive imperative steps for further performance enhancements. In light of empirical advancement, this article aims to develop a strategic alignment model for IT flexibility and dynamic capabilities and empirically validates proposed hypotheses using correlation and regression analyses on a large data sample of 322 international firms. The authors conjecture that the combined synergetic effect of the underlying dimensions of a firm's IT flexibility architecture and dynamic capabilities enables organizations to cope with changing environmental conditions and drive competitive firm performance. Findings of this study suggest that there is a significant positive relationship between firms' degree of strategic alignment—defined as the degree of balance between all dimensions—and competitive firm performance. Strategic alignment can, therefore, be seen as an important condition that significantly influences a firm's competitive advantage in constantly changing environments. The proposed framework helps firms assess and improve their maturity and alignment of IT flexibility and dynamic capabilities. This article concludes with a discussion, suggestions for future research and managerial implications are also discussed.
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Hankel, Albert, Gaston Heimeriks, and Patricia Lago. "Green ICT Adoption Using a Maturity Model." Sustainability 11, no. 24 (December 13, 2019): 7163. http://dx.doi.org/10.3390/su11247163.

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The field green ICT focuses on the greening of ICT and using ICT to optimise the energy footprint of the ICT-supported processes. For organisations, applying green ICT in the broadest sense presents them with challenges. In this paper we explore what factors are influencing the adoption of green ICT. We follow three organisations that used a green ICT tool, the SURF Green ICT Maturity Model, to identify such factors. Tools like the maturity model help organisations identify the what and how. We found other factors, such as strategic alignment, culture and leadership, determine the why. As ICT is a general purpose technology, it potentially affects all processes in an organisation. To have a greening impact, the main challenge for green ICT is to take a systemic approach and involve all (relevant) parties. ICT departments often position themselves as support (followers, not leaders); this proves to be a big hurdle in the adoption of green ICT.
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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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Dissertations / Theses on the topic "Strategic alignment maturity model"

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El-Mekawy, Mohamed Sobaih. "FROM SOCIETAL TO ORGANISATIONAL CULTURE : THE IMPACT ON BUSINESS-IT ALIGNMENT." Licentiate thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-82446.

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Business-IT alignment (BITA) has clearly become more important over the last decade. However, considerable difficulties remain when attempting to achieve a mature level of BITA. Therefore, research efforts which have resulted in a number of theoretical models have been able to help in devising and applying supportive tools for assessing different components of BITA. However, most of these efforts have either been produced in Anglo-Saxon countries or have been based on specific experiences in those countries. Consequently, they have tended to ignore a number of factors which differ in nature due to variations in cultural contexts. However, organisational culture has been given little consideration. Societal and organisational cultural aspects of BITA are particularly important because the majority of BITA models tend to focus more on the efficiency and effectiveness of BITA components rather than on trying to create ways in which how BITA can be achieved or maintained in different contexts. Therefore, the purpose of this thesis is to investigate the impact of societal and organisational culture on achieving BITA and influencing its maturity. The main result is an extended BITA model developed originally by Luftman, known as; Luftman’s Strategic Alignment Maturity Model (SAM), which is influenced by the organisational culture perspective. The research method and process advocated by Peffers et al. (2007) is used in the thesis to design the extended-SAM, consisting of six activities. The first of these activities involves identifying specific problems. This is achieved by an extensive literature survey of theories related to BITA, an explorative study of the impact of organisational culture on BITA and a classification of the general limitations of BITA. The second activity concerns the requirement for definitions of the designed artifact. The third activity is then specified in terms of designing the artifact; i.e. an extended-SAM. The design is based on constructed hypotheses of the potential impact of organisational culture elements (based on Smit et al.’s model (2008) on BITA attributes (based on SAM), and followed by an empirical study of 6 multinational organisations, for testing the hypotheses. Following that, in the fourth activity, various processes for extending SAM are demonstrated in different seminars within the IT management group at DSV, in conference papers and in different seminars of the Swedish research School of Management and Information Technology (MIT) (Forskarskolan Management och IT. In the fifth activity, the extended-SAM model is evaluated in 5 multinational organisations to test its practicality and utility. In the last activity, a journal paper (Paper III in the thesis) is presented to summarise all the processes. The communication is also carried out through pre-licentiate and the licentiate seminars. The extended-SAM shows in the result of the thesis that organisational culture is a clear factor that should be considered while assessing and studying BITA maturity. In addition, by considering organisational culture, assessing BITA is clearly shown as being more accurate and as reflecting a more detailed picture of the organisation’s BITA.
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Hristova, Vesela, and Claudia Müller. "Project Portfolio Management & Strategic Alignment : Governance as the Missing Link." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9575.

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Introduction – Project-based organizations face a series of challenges when trying to implement and manage their project portfolios successfully in line with their strategic goals. Good project portfolio management (PPM) practices play a crucial role in maintaining well performing portfolios, but PPM is still a fairly new academic field. And it was found that the current PPM literature embodies a gap in providing explicit governance criteria to assure consistent portfolio decision-making. Problem – What are the criteria of portfolio governance that contribute to better aligning the project portfolio to organizational strategy? Do project-based organizations in fact not implement a governance framework to guide their decision-making rationale? If there is some sort of a governance framework, do project-based organizations implement it in a consistent manner every time they take portfolio-related decisions? Purpose – The purpose of this study is two-fold. First, we attempt to fill a gap in the current PPM literature by proposing a portfolio governance framework that could enhance project portfolio decision-making. Secondly, it is our goal to find out whether decision makers in project-based organizations consistently cover all issues related to portfolio governance at portfolio meetings. Methodology – The study employs both qualitative & quantitative methods to fulfill the two-fold nature of the study. A Portfolio Governance Framework, comprising 26 statements, was developed on the grounds of existing literature on PPM, strategy & governance. The proposed Framework was then used as a basis to carry out an online survey in which 31 respondents (executive level) from 25 project-based organizations (operating in Sweden) were asked about how consistent they are in discussing relevant portfolio governance issues. Conclusion – The empirical findings of this study indicate that the majority of project-based companies do not employ a governance framework when it comes to portfolio decision-making. In the few cases that they do, it is mostly a set of policies that is not applied on a consistent basis.
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Souza, José Geraldo Andrade de. "Alinhamento estratégico de TI: avaliando as percepções de executivos de negócio e TI." reponame:Repositório Institucional do FGV, 2008. http://hdl.handle.net/10438/3908.

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Made available in DSpace on 2009-11-18T19:01:16Z (GMT). No. of bitstreams: 1 josegeraldo.pdf: 888102 bytes, checksum: c5c5c2b1512cc6d700961420c7c2e41e (MD5) Previous issue date: 2008
The Information Technology (IT) is a concept which has gained importance for organizations. It is expected that the strategic use of IT not only sustain the business operations of enterprises, but mainly leverage the initiative of new competitive strategies. However, these expectations on the earnings with the IT not have been achieved and questions arise about the return of the investments in IT. One of the causes is credited to the lack of alignment between the strategies of business and IT. The search of strategic alignment between IT and business takes to the necessity of measure it. This assessment can help identify whether the perceptions of business executives and IT executives, about the strategic alignment of IT, are similar or different. The objective of this work is to investigate the perceptions of business executives and IT executives in relation to the IT strategic alignment implemented in a selected organization. It was conducted a case study, in a company that provides services to the financial market. As a result, this work identified that there is no statistically significant difference between the perceptions of business executives and IT executives, related to the level of IT strategic alignment maturity implemented in the organization, and highlighted factors that promote this alignment: (a) senior management supports the IT (b) IT takes part of strategic planning, (c) IT understands the business of the company, and (d) there is a partnership between business and IT executives. Additionally, it was proposed that these similar perceptions result from the sharing of assumptions, knowledge and common expectations for the IT strategic alignment between the two groups of executives interviewed, and that led the company to achieve a higher level of IT strategic alignment. Each Practice of Strategic Alignment was examined separately. Although not have statistically significant differences between the perceptions of business executives and IT executives, the practices of Communication, Measures of Value and Competence, and Skills were better assessed by business executives and the practices of Governance and Partnerships have been better perceived by IT executives. The practice of Scope and Architecture and the IT Strategic Alignment, showed no differences in perceptions between the two groups of executives.
A Tecnologia da Informação (TI) é um conceito abrangente e que vem ganhando importância para as organizações. Espera-se que o uso estratégico da TI não só sustente as operações de negócio das empresas, mas, principalmente, permita a iniciativa de novas estratégias competitivas. Entretanto, estas expectativas sobre os ganhos com a TI não têm se concretizado, surgindo questionamentos sobre os resultados obtidos pelos investimentos realizados em TI. Uma das causas é creditada à falta de alinhamento entre as estratégias de negócio e de TI. Da busca deste alinhamento estratégico da TI com os negócios, surge a necessidade de medi-lo. Esta avaliação pode ajudar a identificar se as percepções dos executivos de negócio e de TI, quanto ao alinhamento estratégico de TI, são semelhantes ou divergentes. O objetivo deste trabalho é investigar as percepções dos executivos de negócio e de TI em relação ao alinhamento estratégico de TI implementado em uma organização. Para tanto, foi realizado um estudo de caso, em uma empresa que presta serviços para o mercado financeiro. Como resultado, o trabalho identificou que não existe diferença estatisticamente significante entre as percepções dos executivos de negócios e de TI, com relação ao nível de maturidade do alinhamento estratégico de TI implementado na organização pesquisada, e apontou uma série de fatores que promovem este alinhamento: (a) alta direção apóia a TI; (b) TI participa do planejamento estratégico; (c) TI entende os negócios da empresa; e (d) existe uma parceria entre executivos de negócios e TI. Adicionalmente, foi proposto que estas percepções semelhantes resultam do compartilhamento de suposições, conhecimentos e expectativas comuns relativas ao alinhamento estratégico de TI, pelos dois grupos de executivos entrevistados, e que levaram a empresa a alcançar um nível mais alto de alinhamento estratégico de TI. Cada Prática de Alinhamento Estratégico foi analisada separadamente e, apesar de não haverem diferenças estatisticamente significantes entre as percepções dos executivos de negócio e de TI, as práticas de Comunicação, Medidas de Valor e Competência, e Habilidades foram mais bem avaliadas pelos executivos de negócio e as práticas de Governança e Parcerias, foram mais bem percebidas pelos executivos de TI. A prática de Escopo e Arquitetura e o Alinhamento Estratégico de TI, não apresentaram diferenças de percepções entre os dois grupos de executivos.
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Naidoo, Lavendra. "The strategic alignment maturity of business and information technology at Volkswagen South Africa." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003910.

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During the past three decades Information Technology (IT) has been constantly evolving and has emerged into a significant component and enabler of most organisations strategy, to the point that modern day organisations are intrinsically dependent on IT (Peppard and Ward, 2004). Henderson and Venkatraman (1993) advocate that for an organisation to be successful in a dynamic and competitive business environment it is imperative that there is an effective and efficient IT strategy that enables the business strategy and processes. Volkswagen South Africa (VWSA)in 2007 launched its corporate strategy, 1:10:100 – 2010 At the end of this stated period 2010, VWSA achieved several of its objectives, namely surpassing its competitors in passenger vehicle sales volume, improving its customer satisfaction, achieving a higher level of local parts content per unit, developing its people and improving its infrastructure and processes.
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Wong, Hon Shu. "A structural model of strategic alignment between information systems and business strategies." Thesis, University of Surrey, 2002. http://epubs.surrey.ac.uk/721/.

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Arora, Savinder S. "A symbolic model for the enterprise integration of information technology through strategic alignment." Thesis, University of East London, 2002. http://roar.uel.ac.uk/1292/.

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The widespread recognition of Information Technology (IT) as either an agent of enterprise transformation or as a driver of new enterprise forms is due to several factors. Grove (1996) and Lewis (2000) suggests that chief amongst them is the ceaseless and pace of change in both the qualitative and quantitative nature of IT with its use at every level of the enterprise hierarchy, This research study analyses the rise and fall of strategic IT planning tools and with an aim to achieve business impact. The study identifies new approaches for achieving alignment, by considering the concept of the `adaptive enterprise. ' Impact factors are developed from previous research studies covering effectiveness, efficiency, user needs, synergy and market competitiveness. Adaptation behaviours are derived from studies performed by Haekel (1999) with enterprise cultures types researched developed by Trompenaars (2000). Hypothesis aimed at investigating the relationships between these factors are then derived. Initial complex statistical analysis reveal limited significances in the enterprises capability of interpreting and actioning IT solutions effectively to deliver improvements in competitiveness, and derive both internal and external synergy (collaboration), respectively. The research conducted then takes a new path, discovering a new 'middle ground' between reductionist and holistic approaches. For example, Chia (1998) proposes that IT research has tended to focus on the consequences of IT with models based on attempts to algorithmically compress the elements of an enterprise, implying modelling is a reductionist approach. This research discovers new areas of adaptation behaviours and the associated the need to balance the polarisation of views between internal communities of enterprises it also suggests optimum adaptation conditions for both fulfilment and project driven cultures. The research study concludes with implications and suggestions for new approaches and tools to assist IT researchers and consultancy organisations.
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Ma, Louis Chee-keung. "Development of a configurational model on information systems strategic alignment : a Hong Kong study." Thesis, University of Warwick, 1997. http://wrap.warwick.ac.uk/36251/.

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The strategic information systems (IS) literature often suggests that there is a need to align IS strategy with business strategy. However, three major limitations in the study of IS strategic alignment have not been adequately addressed. First, IS strategic alignment is usually not well-defined. Second, there are few research studies on appropriate measures of IS strategic alignment. Third, the significance and benefits of IS strategic alignment are difficult to determine. This thesis develops a configurational model on IS strategic alignment that evaluates not only the internal consistencies between IS strategy and business strategy but also contingency approaches to different types of IS strategic alignment. The four alignment types are Business-strategy-led, Conservative, Organisation-led and Technology-led. Quantitative assessments on survey data indicate that there is a relationship between alignment types and IS planning factors, as well as significant differences in IS strategic planning characteristics among the four alignment types. More effective and less effective indicators for both IS strategic planning and IS success have been identified. Qualitative analyses from the survey and multiple case study evaluations have identified good practices and pitfalls to avoid in IS strategic planning, as well as the change processes in the migration of one alignment type to another. The enhancement of the IS strategic alignment configurational model incorporates the "middle-fit" alignment type so that the configurational characteristics could be more distinctive, and the extension of the alignment theory to a capabilitybased resource alignment model by matching users' information management experience against the IT department's capability to develop and deliver high quality IS. Further research initiatives have been also been identified.
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Vargas, Chevez Norman. "A unified strategic business and IT alignment model : A study in the public universities of Nicaragua." Licentiate thesis, KTH, Computer and Systems Sciences, DSV, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-12776.

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A number of attempts have been made to define strategic business and information technology (IT) alignment; several representations of what it is are available in academic and practitioners’ fields. The literature suggests that firms need to achieve strategic business and IT alignment to be competitive. Strategic business and IT alignment impact business performance and IT effectiveness. We propose a unified strategic business and IT alignment model based on four strategic business and IT alignment models: Strategic Alignment Model (SAM), Strategic Alignment Maturity Model (SAMM), information system strategic alignment model and an operational model of strategic alignment. I argue that such a unified model will provide a better understanding of the nature and key aspects of strategic business and IT alignment from different, and sometimes complementary, theories. The unified model represents the concepts and instruments used in these four strategic businesses and IT alignment models. Our principal research goal is to pave the way to develop a common understanding between the different models. The components of the unified strategic business and IT alignment model were ranked with a group of IT experts and business experts from four public universities in Nicaragua. The result can be used as a basis for improving strategic business and IT alignment.

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Weber, Jefferson Iglesias. "Maturidade do alinhamento entre planejamento estratégico e tecnologia da informação em duas instituições federais de ensino superior." Universidade Federal de Santa Maria, 2012. http://repositorio.ufsm.br/handle/1/4636.

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The strategic alignment in an organization refers to the adequacy and functional integration between external and internal environments to develop skills and maximize organizational performance. In this work, was use the model of Luftman (2000) to analyze the maturity of the strategic alignment, which assesses the relationship of IT with the planning area through a five-level scale, based on six criteria: communication, metrics , governance, partnerships, technology and human resources. According to author, the stronger integration between areas, the highest maturity level of alignment. Was chose to perform this study in two federal universities in the state of RS that have different contexts: one was founded in 1960 and has your processes structured and another was instituted in 2005 and their processes are in developing and consolidation. Departing from this context, the main objective of this dissertation was stipulated that identify the level of alignment between Strategic Planning and Information Technology in both IFES. To achieve this goal, was chose to use the method of multiple case study through a qualitative research of a descriptive nature. The results lead to the identification of different levels of alignment maturity in the institutions, and the institution with longer foundation and more established processes to reach a higher level of maturity regarding the institution with shorter foundation and processes being consolidation.
O alinhamento estratégico em uma organização refere-se à adequação e integração funcional entre ambientes externo e interno para desenvolver as capacidades e maximizar a performance organizacional. Nesse trabalho, foi utilizado o modelo de análise da maturidade do alinhamento estratégico de Luftman (2000), que avalia o relacionamento da área de TI com a área de planejamento através de uma escala de cinco níveis, tendo como base seis critérios: comunicação, métricas, governança, parcerias, tecnologia e recursos humanos. Segundo esse autor, quanto mais forte a integração entre as áreas, mais alto o nível de maturidade do alinhamento. Optou-se realizar esse estudo em duas Instituições Federais de Ensino Superior do interior do estado do RS visto que as mesmas apresentam contextos distintos, sendo que uma foi fundada em 1960 e possui seus processos já estruturados e a outra foi instituída em 2005, passando atualmente pelo processo de elaboração e consolidação de seus processos. Partindo-se desse contexto, foi estipulado como objetivo da dissertação, identificar o nível de maturidade do alinhamento entre PE e TI nas duas IFES. Para atingir esse objetivo, optou-se por utilizar o método de estudo de casos múltiplos, através de uma investigação qualitativa de natureza descritiva. Os resultados obtidos levaram à identificação de níveis diferenciados de maturidade do alinhamento nas instituições, tendo a instituição com maior tempo de fundação e com processos mais estabelecidos atingido um nível maior de maturidade em relação a instituição com menor tempo de fundação e com processos em fase de consolidação.
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Bravo, Claudia, Sofía Ortiz, Carlos Raymundo, Carlos Torres, and Grimaldo Quispe. "Maturity model for the strategic management of the corporate scaling of family businesses in the services sector." International Institute of Informatics and Systemics, IIIS, 2018. http://hdl.handle.net/10757/624726.

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Books on the topic "Strategic alignment maturity model"

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

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Strategic Planning for Project Management Using a Project Management Maturity Model. New York: John Wiley & Sons, Ltd., 2002.

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

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

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

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

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The monograph is devoted to the methodology of material and technical support of railway transport. According to the types of activities, the nature of the material and technical resources used, technologies, means and management systems, Russian railways belong to the category of high-tech industries that must have high quality and technical level, reliability and technological efficiency in operation. For this reason, the logistics system itself, both in structure and in the algorithm of the functions performed as a whole, needs a serious improvement in the quality of its work. The economic situation in Russia requires a revision of the principles and mechanisms of management based on the corporate model of supply chain management, focused on logistics knowledge. In the difficult economic conditions of the current decade, it is necessary to improve the quality of the supply organization of enterprises and structural divisions of railway transport, directly related to the implementation of the process approach, the advantage of which is a more detailed regulation of management actions and their mutual coordination. In order to increase the efficiency of its activities and develop the management system, Russian Railways is developing a lean production system aimed at further expanding the implementation of the principles of customer orientation, ideology and corporate culture. At the present time, the solution of many issues is impossible without a cybernetic approach to the formulation of problems of material and technical support and logistics analysis of information technologies, to the implementation of the developed algorithms and models of development strategies and concepts for improving the business processes of the production system. The management strategy, or the general plan for the implementation of activities for the management of material resources, is based on a fundamental assessment of the alignment and correlation of forces and factors operating in the economic and political field, taking into account the impact on the specific form of the management strategy. The materials will be useful to the heads and specialists of the directorates of the MTO, CDZs and can be used in the scientific research of bachelors, masters and postgraduates interested in the economics of railway transport and supply logistics.
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Kerzner, Harold. Using the Project Management Maturity Model: Strategic Planning for Project Management. Wiley, 2019.

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Kerzner, Harold. Using the Project Management Maturity Model: Strategic Planning for Project Management. Wiley & Sons, Incorporated, John, 2011.

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Kerzner, Harold. Using the Project Management Maturity Model: Strategic Planning for Project Management. Wiley & Sons, Incorporated, John, 2011.

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Kerzner, Harold. Using the Project Management Maturity Model: Strategic Planning for Project Management. Wiley & Sons, Incorporated, John, 2019.

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Book chapters on the topic "Strategic alignment maturity model"

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Luftman, Jerry, Carol V. Brown, and S. Balaji. "Customer–Provider Strategic Alignment: A Maturity Model." In Service Systems Implementation, 145–63. Boston, MA: Springer US, 2011. http://dx.doi.org/10.1007/978-1-4419-7904-9_9.

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Ahuja, Suchit. "Strategic Alignment Maturity Model (SAMM) in a Cascading Balanced Scorecard (BSC) Environment: Utilization and Challenges." In Lecture Notes in Business Information Processing, 567–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31069-0_47.

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Luftman, Jerry. "Strategic Alignment Maturity." In Handbook on Business Process Management 2, 5–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-45103-4_1.

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Berg, Jakob Brinkø. "Maturity model for strategic partnerships." In Facilities Management Models, Methods and Tools, 215–19. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9780429001055-50.

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Salaheddine, Akazzou, and Cherti Ilias. "Continuous Improvement of Strategic Alignment Model." In Lecture Notes in Networks and Systems, 12–20. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69137-4_2.

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Provedel, Cynthia Sganzerla. "The Maturity Matrix for Employee Communications: Paving the Way for a New Model of Organizational Communications." In Strategic Employee Communication, 191–207. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97894-9_16.

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Maksim, Belitski, Fernandez Valerie, Khalil Sabine, Weizi Li, and Kecheng Liu. "Exploring the Cloud Computing Loop in the Strategic Alignment Model." In IFIP Advances in Information and Communication Technology, 117–24. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-94541-5_12.

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Deszczyński, Bartosz. "Relationship Management Maturity." In Firm Competitive Advantage Through Relationship Management, 67–120. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67338-3_3.

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AbstractThis chapter introduces the notion of RM maturity. The first section clarifies the role of the maturity concepts in management science and presents the design of a systemic theoretical inquiry into RM maturity. In total, 13 RM-related themes were qualified to become the content of the RM maturity concept. The second section discusses the themes grouped in the strategic dimension of RM, including Service-Dominant Logic (SDL) as the most distinctive and consistent theme in this group. A brief theory-integrative discourse is given about the interplay between RM and SDL as permeable paradigms embedded in the RBV and dynamic capabilities theories. The third section discusses the roles of interdepartmental and departmental processes and ICT in defining RM maturity. The chapter concludes with the preliminary proposal of the RM maturity model fitted into the broad definitional basis of RM.
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Trieflinger, Stefan, Jürgen Münch, Emre Bogazköy, Patrick Eißler, Jan Schneider, and Bastian Roling. "Product Roadmap Alignment – Achieving the Vision Together: A Grey Literature Review." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 50–57. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_6.

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Abstract Context: A product roadmap is an important tool in product development. It sets the strategic direction in which the product is to be developed to achieve the company’s vision. However, for product roadmaps to be successful, it is essential that all stakeholders agree with the company’s vision and objectives and are aligned and committed to a common product plan. Objective: In order to gain a better understanding of product roadmap alignment, this paper aims at identifying measures, activities and techniques in order to align the different stakeholders around the product roadmap. Method: We conducted a grey literature review according the guidelines to Garousi et al. Results: Several approaches to gain alignment were identified such as defining and communicating clear objectives based on the product vision, conducting cross-functional workshops, shuttle diplomacy, and mission briefing. In addition, our review identified the “Behavioural Change Stairway Model” that suggests five steps to gain alignment by building empathy and a trustful relationship.
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van Fenema, Paul C., and Ton van Kampen. "Foundational Concepts of Military Logistics." In Handbook of Military Sciences, 1–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-02866-4_71-1.

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AbstractMilitary logistics can be seen as a set of processes that supports military organizations in their development into a capable and functional sustaining military force. Thus, the objective of this chapter is to bring to the forefront and elaborate on some of the foundational premises of military logistics as it is portrayed in its body of literature. To guide this presentation, a generic model is presented which relates logistics’ process and structure sides to its generic and mission specific sides. After these generic foundations, two deep dive themes are explored: strategic alignment of resources and logistics management and strategic defense supply chain security management. Recent historic cases illustrate the two themes. The chapter concludes with new ideas on military logistics innovation and draws attention to innovation and performance challenges in the context of military organizations cooperation.
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Conference papers on the topic "Strategic alignment maturity model"

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Alberti, Helena Garbarino, Sebastian Ayala, and Jose Carrillo Verdun. "IT strategic alignment maturity model for SMEs case study: Uruguay." In 2012 XXXVIII Conferencia Latinoamericana En Informatica (CLEI). IEEE, 2012. http://dx.doi.org/10.1109/clei.2012.6427214.

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Wahyudin, Asep, Widodo, Aulia Fauziah Nasuha, and Enjun Junaeti. "Strategic Alignment Maturity Level Model Using Drivers of Change in a Business Environment." In 2020 6th International Conference on Science in Information Technology (ICSITech). IEEE, 2020. http://dx.doi.org/10.1109/icsitech49800.2020.9392036.

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Kavčič, Blaž, and Robert Leskovar. "Predstavitev in kritična analiza modelov zrelosti strateške skladnosti IT in poslovne funkcije podjetja." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.27.

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Tema prispevka je povezana z notranjimi dejavniki uspešnosti podjetja. Osredotočili smo se na zrelost (maturity) strateške skladnosti (strategic alignment) med dvema skupinama poslovnih procesov v podjetju – med poslovno funkcijo (business) in med informacijskimi tehnologijami (IT). Pojem zrelosti je začel uporabljati Jerry Luftman s sodelavci leta 2000, medtem ko je področje skladnosti med podjetjem in IT predmet raziskovanja številnih strokovnjakov že več kot 40 let. Predstavljena je analiza področja zrelosti strateške skladnosti med podjetjem in IT, s poudarkom na aktualnem modelu – Luftman 2017, ki ga primerjamo z modelom Luftman 1999. Ocenjujemo, da ponuja model Luftman 2017 možnost za izboljšanje skladnosti med procesi in s tem lahko prispeva h krepitvi konkurenčne moči podjetij.
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Hosseinbeig, S., D. Karimzadgan Moghadam, D. Vahdat, and R. Askari Moghadam. "Combination of IT strategic alignment and IT governance to evaluate strategic alignment maturity." In 2011 5th International Conference on Application of Information and Communication Technologies (AICT). IEEE, 2011. http://dx.doi.org/10.1109/icaict.2011.6110901.

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Haleh Bagher Esmaili, Hassan Gardesh, and Shahram Shadrokh Sikari. "Validating ITIL maturity to strategic business-IT alignment." In 2010 2nd International Conference on Computer Technology and Development (ICCTD). IEEE, 2010. http://dx.doi.org/10.1109/icctd.2010.5645961.

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Kaur, G. S. Jasber, and Mas Hana Mohd Nor. "Revisiting strategic alignment maturity: Initial evaluation of Malaysian Technical Vocational Education and Training institutions." In 2017 IEEE Conference on e-Learning, e-Management and e-Services (IC3e). IEEE, 2017. http://dx.doi.org/10.1109/ic3e.2017.8409247.

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"Strategic Alignment Model Revisited - Considerations of Business-IT Alignment Formative Factors." In 14th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2012. http://dx.doi.org/10.5220/0004096502830286.

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Jadda, Salah, and Mohammed Abdou Janati Idrissi. "Strategic Alignment and Information System project portfolio optimization model." In 2015 10th International Conference on Intelligent Systems: Theories and Applications (SITA). IEEE, 2015. http://dx.doi.org/10.1109/sita.2015.7358385.

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Fattah, Farniwati, and Arry Akhmad Arman. "Business-IT Alignment: Strategic Alignment Model for healthcare (case study in hospital bandung area)." In 2014 International Conference on ICT For Smart Society (ICISS). IEEE, 2014. http://dx.doi.org/10.1109/ictss.2014.7013183.

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Silva, Armando Malheiro, Cláudio Roberto Magalhães Pessoa, George Leal Jamil, and Marco Marques Elísio. "INFORMATION MANAGEMENT IN ORGANIZATIONS' STRATEGIC ALIGNMENT: AN IMPLEMENTATION MODEL Resumo." In 14th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2017. http://dx.doi.org/10.5748/9788599693131-14contecsi/rf-4696.

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