Relevant bibliographies by topics / Strategic alignment of information

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategic alignment of information'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Strategic alignment of information"

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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 (June 18, 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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Chan, Yolande E., Sid L. Huff, Donald W. Barclay, and Duncan G. Copeland. "Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment." Information Systems Research 8, no. 2 (June 1997): 125–50. http://dx.doi.org/10.1287/isre.8.2.125.

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Bertolotti, Fabiola, Diego Maria Macrì, and Matteo Vignoli. "Strategic alignment matrix." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 557–79. http://dx.doi.org/10.1108/jaoc-12-2017-0122.

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Purpose This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes. Design/methodology/approach A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process. Findings Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning. Research limitations/implications The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems. Originality/value Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.
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Chtourou Ben Amar, Nesrine, and Randa Ben Romdhane. "Organizational culture and information systems strategic alignment." Journal of Enterprise Information Management 33, no. 1 (November 13, 2019): 95–119. http://dx.doi.org/10.1108/jeim-03-2019-0072.

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Purpose Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Framework (Cameron et al., 2006). Design/methodology/approach Empirical setting comprises a quantitative approach using a survey based on a sample of 160 business managers (BMs) of 53 large companies located in Tunisia with international activities and being in the post-implementation operational use phase of their enterprise resource planning (ERP) systems. The partial least square (PLS) method has been used for data analysis. Findings The results provide an empirical evidence supporting a positive and significant organisational culture’s influence on the IS strategic alignment. The findings also show that “Clan Culture” (Internal/Flexibility-oriented culture) positively influences IS alignment along with the strategic priorities. These findings provide guidance and help understand how, through clan culture, the company can contribute significantly to the success of its ERP systems strategic alignment during the most critical phase, namely, post-implementation. Originality/value Despite abundant work related to IS alignment topic, little research, to the authors’ knowledge, has been undertaken in considering organisational culture’s influence. Thus, this research aims to fill this gap and to raise new questions about IS alignment. First, this study puts together organisational culture (through the Competing values Framework) and strategic alignment (through the IS use dimension) in a single research model to analyse four culture types’ direct effect on IS alignment. Second, this study is innovative in its use of the ERP post-implementation as an empirical framework. The post-implementation phase is often played down in research work in favour of the upstream pre-implementation phases. Furthermore, the findings bring together theoretical and practical insights on both IS-business strategic alignment and ERP post-implementation. Thus, future research could emphasise the role of clan culture in the efficiency of ERP systems strategic alignment during the usage phase. Building on these findings, BM, CIO and top management are advised to promote this culture type based on communication, information sharing and the spirit of internal partnership – so that their ERP systems are used appropriately and aligned with the company’s strategic priorities.
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Hiekkanen, Kari, Anni Pekkala, and Jari Collin. "Improving Strategic Alignment." Information Resources Management Journal 28, no. 4 (October 2015): 19–37. http://dx.doi.org/10.4018/irmj.2015100102.

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This study aims at providing organizations with new insight on how IT governance practices impact strategic alignment. The research is conducted as an in-depth case study in a large, multinational manufacturing and service company. The case reveals that improving IT governance practices is not sufficient to achieve high alignment, when the understanding of strategic value of IT is lacking. Improved alignment would require that IT is perceived as a strategic function in the organization and the IT governance treated accordingly. Bringing business and IT socially and culturally closer to each other is also required, but improving alignment on the social and cultural dimensions is dependent on the existence of the strategic direction: achieving alignment is difficult without common objectives between business and IT people. In general, the study illustrates limited impact of IT governance practices on alignment without requisite strategic direction.
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Goepp, Virginie, and Oscar Avila. "An Extended-Strategic Alignment Model for technical information system alignment." International Journal of Computer Integrated Manufacturing 28, no. 12 (January 7, 2015): 1275–90. http://dx.doi.org/10.1080/0951192x.2014.964774.

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Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (August 6, 2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.

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PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns of alignment (i.e. an IT-strategy–driven pattern and a business-strategy–driven pattern) are identified, and a process model of the IT-business strategic alignment is developed. Moreover, this study focuses on the social dimension of strategic alignment and examines the role of this dimension, which is critical and fundamental with respect to other dimensions, in achieving strategic alignment.Research limitations/implicationsThis paper makes important theoretical contributions to the understanding of strategic alignment by taking a dynamic view of alignment, identifying different patterns of alignment, emphasizing the role of social alignment and developing a comprehensive process model.Practical implicationsFrom a managerial perspective, managers should periodically scrutinize the IT-business alignment patterns of their organizations and develop dynamic capabilities for strategic alignment.Originality/valueWhile most of the literature on the dynamics of strategic alignment have focused on confirming the dynamics of strategic alignment and identifying the factors that create dynamics in alignment, this study examines IT-business alignment as a continuous process over time, thus providing a novel perspective. Moreover, while the role of social alignment and its impact on downstream performance remain unclear in the current literature, this study incorporates the social dimension of alignment to investigate the role of this dimension in achieving IT-business strategic alignment.
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Loukis, Euripidis, and Ioakim Sapounas. "Innovation, Information Systems Strategic Alignment and Business Value." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 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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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 (March 31, 2010): 121–28. http://dx.doi.org/10.3745/jips.2010.6.1.121.

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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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Dissertations / Theses on the topic "Strategic alignment of information"

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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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Barnes, Joan. "Strategic Alignment of Information Technology Projects and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3974.

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Alignment of information technology (IT) projects remains a concern for business executives and negatively impacts IT investments through failed projects. Drawing from the theory of systems thinking and the concept of holism, the purpose of this correlational study was to provide executive leaders with information about influences associated with the independent variables of project alignment and performance outputs, and the dependent variable, project success rates. Accordingly, the research question addressed the relationship between the 2-predictor variables and the outcome variable. Data collection involved a nonprobability, purposive sample of 49 credentialed project managers from Arizona who completed an online survey. Results from multiple linear regression analysis indicated statistically significant relationships between the predictor variables (F (2, 46) = 111.08, p < .001). The regression model predicted 82% of the variation resulted from the independent variables. The study's findings provide corporate leaders with a better understanding of project alignment, performance outputs, and project success rates from the operations perspective of project management professionals who contribute to the organization's competitive advantage through the implementation of strategic IT projects. The positive social change implications of this study include increased organization benefits, such as substantiated IT investments and higher profits. Increased project success rates substantiate IT investments through improved customer satisfaction and financial performance. Improved financial performance leads to higher profits, which leads to higher wages. Higher wages contributes positively to society-at-large through an enhanced quality of life.
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Thurlby, Bob. "Strategic alignment : an approach to the harmonisation of business and information systems strategies." Thesis, Brunel University, 1998. http://bura.brunel.ac.uk/handle/2438/5551.

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Information Systems are fundamental to both the day to day operations and competitiveness of most organisations. As the rate of change in organisations continues to increase this dependency has become more critical. However methods for determining the Information Systems that an organisation needs have not moved forward to reflect these increases in organisational turbulence and new capabilities offered by Information Technology. Strategic Alignment is proposed as a new method for Information Systems Planning which recognises the dynamic role of Information Systems as an agent of change and to enable organisations to model and determine how Information Systems can be exploited to improve and transform Business Strategies. Important innovations in the method are incorporation of feedback to ensure that analysis of the interaction of the Information Systems and Business objects within the model is bidirectional. Also that the development of an Information Systems Plan is a complex process which has to be modular. This enables it to incorporate existing results and information where applicable and to deliver its results incrementally. The Strategic Alignment Method has been developed from extensive research which used the Electricity Supply Industry as the source of information because it was facing immense change after its privatisation. As a result detailed case study material is presented as well as the Strategic Alignment Methodology. Maintenance of an Information Systems Plan is also addressed. Once an Information Systems Plan is produced, its implementation can take a number of years. During this time the changes in Business Strategy and Information Systems capability will change. Strategic Alignment proposes methods that will ensure the ongoing harmonisation of the Strategies during the implementation of the plan. The practical nature of the research is reflected in the Addendum which describes the work that has been done to incorporate Strategic Alignment into ICL's services methodology and to train ICL Consultants in its use.
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Forsberg, Niclas, Lars-Åke Wahlberg, and Johan Bengtsson. "Chief Information Officer : A business strategy resource?" Thesis, Jönköping University, JIBS, Business Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-728.

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This thesis aims at describing the CIO role from the perspective of two interviews and the literature on the subject. Our research questions mainly focus on the actual work of a CIO and are answered by providing a framework on how to view the CIO and the influence of the CIO. Influence meaning both on business and IT strategy. We have answered what the CIO role implies and how it is used in different organizations. To do this we have scanned current literature and also conducted two interviews with CIO’s from completely different organizations and resources. A framework for understanding how the IT strategy and business strategy is linked with the CIO as a resource has been created and our interview findings are presented in this framework. We have also found that the CIO with little involvement in overall business strategy decisions has less influence on the IT strategy. This is ex-plained by the nature of the organization and the view of IT.

A CIO’s primary function could be to strategically align IT with business or to make sure that the IT systems runs flawless. These can be viewed as counterpoints but since the role today is changing from being operative to working more with strategic questions it is not a strange finding. The influence a CIO has in business strategy questions ranges from none to a lot, based on how the CIO role is defined by the organization. This is also well in line with the view of IT. When viewing IT as something that has the possibility to gain competitive advantage, IT gain more credibility, hence the CIO gains more influence on business strategy decisions. We also found that the CIO not only has the overall responsibility of IT in the organization, but also that s/he is supposed to work with questions of concern to the business. This forces the CIO to have an understanding of the end-customer, which in itself creates a better understanding for the business strategy. The CIO should work with questions that not only meet the current demand of the organization they support, but also future needs and potential opportunities where IT can be of specific interest.

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Ali, Liaqat. "Towards organisational cultural alignment of strategic information systems planning (SISP) methodologies." Thesis, De Montfort University, 2000. http://hdl.handle.net/2086/4078.

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Dingley, Sharon. "A composite framework for the strategic alignment of information systems development." Thesis, Aston University, 1996. http://publications.aston.ac.uk/10595/.

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Information systems are corporate resources, therefore information systems development must be aligned with corporate strategy. This thesis proposes that effective strategic alignment of information systems requires information systems development, information systems planning and strategic management to be united. Literature in these areas is examined, breaching the academic boundaries which separate these areas, to contribute a synthesised approach to the strategic alignment of information systems development. Previous work in information systems planning has extended information systems development techniques, such as data modelling, into strategic planning activities, neglecting techniques of strategic management. Examination of strategic management in this thesis, identifies parallel trends in strategic management and information systems development; the premises of the learning school of strategic management are similar to those of soft systems approaches to information systems development. It is therefore proposed that strategic management can be supported by a soft systems approach. Strategic management tools and techniques frame individual views of a strategic situation; soft systems approaches can integrate these diverse views to explore the internal and external environments of an organisation. The information derived from strategic analysis justifies the need for an information system and provides a starting point for information systems development. This is demonstrated by a composite framework which enables each information system to be justified according to its direct contribution to corporate strategy. The proposed framework was developed through action research conducted in a number of organisations of varying types. This suggests that the framework can be widely used to support the strategic alignment of information systems development, thereby contributing to organisational success.
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Aluebhosele, Dandy, and George Anobah. "CHIEF INFORMATION OFFICERS EVOLVING ROLES AND RESPONSIBILITIES "From Operational to Strategic"." Thesis, Mälardalen University, Mälardalen University, Mälardalen University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5578.

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The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment.

Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.

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Wood, Robin Lincoln. "Strategic alignment : the role of information and management systems in organisational performance." Thesis, London Business School (University of London), 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.362734.

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Al-Surmi, Abdulrahman Mohamed. "The impact of triadic strategic alignment on organisational performance in Yemen." Thesis, University of Bedfordshire, 2016. http://hdl.handle.net/10547/622701.

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To survive and succeed in the very competitive business environment, firms should have a clear business strategy supported by appropriate information technology (IT) and marketing strategies. Whilst many prior studies argue that strategic alignment between, for example, business strategy and IT strategy generally enhances organisational performance, strategic alignment including multiple factors has received little attention and strategic orientation of firms is rarely considered. This research, drawing on configurational theory and strategic management literature, aims to understand the performance impact of triadic strategic alignment between business, IT, and marketing strategies based on strategic orientation of firms. A number of hypotheses are proposed to examine the relationship between triadic strategic alignment and organisational performance through the use of structural equation modelling, and to identify generic types of triadic strategic alignment. The hypotheses are tested through MANOVA using data collected in a questionnaire survey of 242 managers in Yemen. The findings indicate that (1) there is an ideal triadic strategic alignment for prospectors and defenders; (2) triadic strategic alignment has a positive impact on organisational performance; and (3) triadic strategic alignment provides a better indication of the nature and performance impact of strategic alignment. Follow-up interviews were also conducted to support the arguments and to clarify how strategies should be aligned. This research also contributes to managers’ knowledge and understanding by suggesting how a firm should coherently align its strategies to improve organisational performance.
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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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Books on the topic "Strategic alignment of information"

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Henderson, John C. Strategic alignment: A framework for strategic information technology management. Cambridge, Mass: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1989.

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McKenna, William G. The strategic alignment of information technology strategy and business strategy. Dublin: University College Dublin, 1996.

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de, Haes Steven, ed. Enterprise governance of information technology: Achieving strategic alignment and value. New York, NY: Springer, 2009.

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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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Patton, J. The alignment of information technology to business strategy: A strategic review. Dublin: University College Dublin, 1995.

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1967-, Rosemann Michael, and SpringerLink (Online service), eds. Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture. Berlin, Heidelberg: Springer-Verlag Berlin Heidelberg, 2010.

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Ali, Liaqat. Towards organisational cultural alignment of strategic information systems planning (SISP) methodologies. Leicester: De Montfort University, 2000.

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Carvalho, Marly Monteiro de, 1965- and Laurindo Fernando José Barbin, eds. Strategic alignment process and decision support systems: Theory and case studies. Hershey, PA: IRM Press, 2006.

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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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Book chapters on the topic "Strategic alignment of information"

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Campos, Tim. "Strategic Alignment." In The Chief Information Officer's Body of Knowledge, 75–85. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118269114.ch8.

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Bashiri, Iman, Prof Dr Christoph Engels, and Marcus Heinzelmann. "Strategic Alignment." In Informatik im Fokus, 7–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11438-0_2.

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Jonathan, Gideon Mekonnen, and Josue Kuika Watat. "Strategic Alignment During Digital Transformation." In Information Systems, 657–70. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-63396-7_44.

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Doumi, Karim, Salah Baïna, and Karim Baïna. "Strategic Alignment: Comparison of Approaches." In Communications in Computer and Information Science, 345–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24355-4_35.

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Damiani, Ernesto, Fabio Mulazzani, Barbara Russo, and Giancarlo Succi. "SAF: Strategic Alignment Framework for Monitoring Organizations." In Business Information Systems, 213–26. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-79396-0_19.

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Kitsios, Fotis, Maria Kamariotou, and Vicky Manthou. "Hospital Information Systems Planning: Strategic IT Alignment in Healthcare." In Strategic Innovative Marketing, 203–9. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16099-9_25.

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El Mekawy, Mohamed, Lazar Rusu, and Nabeel Ahmed. "Business and IT Alignment: An Evaluation of Strategic Alignment Models." In Communications in Computer and Information Science, 447–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04757-2_48.

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Holohan, James, and Joe McDonagh. "A Practice-Based Methodology to Enlighten Strategic Alignment Research." In Information Systems, 515–30. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-65930-5_41.

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Cuenca, Llanos, Angel Ortiz, and Andres Boza. "Business and IS/IT Strategic Alignment Framework." In IFIP Advances in Information and Communication Technology, 24–31. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11628-5_3.

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de Araújo Neto, Antônio Palmeira, Ivanir Costa, Andréa Martins Cristóvão, and Nilo Costa Serpa. "Sustainability Impacts in the IT Strategic Alignment." In IFIP Advances in Information and Communication Technology, 310–17. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41263-9_38.

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Conference papers on the topic "Strategic alignment of information"

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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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"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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Abdi, Mohammed, and P. D. D. Dominic. "Strategic IT alignment with business strategy: Service oriented architecture approach." In 2010 International Symposium on Information Technology (ITSim 2010). IEEE, 2010. http://dx.doi.org/10.1109/itsim.2010.5561624.

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Henriques, Monica, Jose Braga de Vasconcelos, Gabriel Pestana, and Alvaro Rocha. "IT-Business Strategic Alignment in Social Era." In 2019 14th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2019. http://dx.doi.org/10.23919/cisti.2019.8760883.

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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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Dana, S. A., and I. A. Zualkernan. "Measuring strategic alignment between information technology clients and vendors." In 2012 IEEE 6th International Conference on Management of Innovation & Technology (ICMIT 2012). IEEE, 2012. http://dx.doi.org/10.1109/icmit.2012.6225841.

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Sanchez, Xavier, and Sussy Bayona-Ore. "Strategic Alignment Between Business and Information Technology in Companies." In 2020 15th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2020. http://dx.doi.org/10.23919/cisti49556.2020.9141126.

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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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Xiang, Yiming, Xiaobo Wu, and Baoliang Hu. "Strategic Alignment Methods Based on Demands Classification of Information Technology." In 2008 IEEE Symposium on Advanced Management of Information for Globalized Enterprises, AMIGE. IEEE, 2008. http://dx.doi.org/10.1109/amige.2008.ecp.61.

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"Enterprise Architecture based Assessment of Healthcare Information System Strategic Alignment." In International Conference on Health Informatics. SciTePress - Science and and Technology Publications, 2013. http://dx.doi.org/10.5220/0004362602840289.

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Reports on the topic "Strategic alignment of information"

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Benbya, Hind, Dorothy E. Leidner, and David Preston. Information Systems Alignment. MIS Quarterly, March 2019. http://dx.doi.org/10.25300/misq/2019/curations/03152019.

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Viola, Paul A. Alignment by Maximization of Mutual Information. Fort Belvoir, VA: Defense Technical Information Center, June 1995. http://dx.doi.org/10.21236/ada299525.

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Bray, John R. Strategic Analysis of Regional Alignment of United States Army Forces. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589044.

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Ward, James Dean, Cindy Le, Elizabeth Davidson Pisacreta, and Jesse Margolis. The Strategic Alignment of State Appropriations, Tuition, and Financial Aid Policies. Ithaka S+R, October 2019. http://dx.doi.org/10.18665/sr.311966.

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Ward, Brad M. Strategic Influence Operations - The Information Connection. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415825.

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Heuler, Ronald R. Strategic Approach to Information Systems Protection. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363891.

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Walter, Kevin R. Strategic Leadership's Role in Information Warfare. Fort Belvoir, VA: Defense Technical Information Center, May 1998. http://dx.doi.org/10.21236/ada348139.

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Schmidt, Ed. Northeast Solid-State Lighting Strategic Information Network. Office of Scientific and Technical Information (OSTI), May 2010. http://dx.doi.org/10.2172/1232624.

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Huber, Carol M. The Strategic Enterprise Model for Information Management. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363946.

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Price, Richard. Impact of Information Technology-For Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, March 2007. http://dx.doi.org/10.21236/ada468954.

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