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Journal articles on the topic 'Strategic alignment of information'

Author: Grafiati

Published: 4 June 2021

Last updated: 6 February 2022

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1

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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7

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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Ilmudeen, Aboobucker, Yukun Bao, and Ibraheem Mubarak Alharbi. "How does business-IT strategic alignment dimension impact on organizational performance measures." Journal of Enterprise Information Management 32, no. 3 (June 4, 2019): 457–76. http://dx.doi.org/10.1108/jeim-09-2018-0197.

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Purpose Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures. Design/methodology/approach The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation modeling technique. Findings The hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship with operational excellence. Practical implications This study suggests that the business–IT alignment can be dimensioned to better combine business strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making. Originality/value Findings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and practical implications.

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Abdolvand, Neda, and Mohammad Mehdi Sepehri. "Antecedents of Strategic Information Systems Alignment in Iran." Journal of Global Information Technology Management 19, no. 2 (April 2, 2016): 80–103. http://dx.doi.org/10.1080/1097198x.2016.1172953.

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Farah, Soleil, Kamar Damaj, and Marc Bonnet. "Discrepancies in information technology strategic alignment in healthcare." International Journal of Business Information Systems 34, no. 2 (2020): 273. http://dx.doi.org/10.1504/ijbis.2020.10030320.

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Farah, Soleil, Marc Bonnet, and Kamar Damaj. "Discrepancies in information technology strategic alignment in healthcare." International Journal of Business Information Systems 34, no. 2 (2020): 273. http://dx.doi.org/10.1504/ijbis.2020.108344.

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Henderson, J. C., and H. Venkatraman. "Strategic alignment: Leveraging information technology for transforming organizations." IBM Systems Journal 38, no. 2.3 (1999): 472–84. http://dx.doi.org/10.1147/sj.1999.5387096.

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Henderson, J. C., and H. Venkatraman. "Strategic alignment: Leveraging information technology for transforming organizations." IBM Systems Journal 32, no. 1 (1993): 472–84. http://dx.doi.org/10.1147/sj.382.0472.

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Avison, David, Jill Jones, Philip Powell, and David Wilson. "Using and validating the strategic alignment model." Journal of Strategic Information Systems 13, no. 3 (September 2004): 223–46. http://dx.doi.org/10.1016/j.jsis.2004.08.002.

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Baharudin, Razana, and Mohamed Ibrahim. "Pengaruh Penjajaran Strategik di Antara Strategi Sistem Maklumat dan Strategi Pengurusan Organisasi Terhadap Kejayaan Sistem Maklumat." Management Research Journal 6 (October 22, 2017): 11–21. http://dx.doi.org/10.37134/mrj.vol6.2.2017.

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Street, Chris T., Brent Gallupe, and Jeff Baker. "Strategic Alignment in SMEs: Strengthening Theoretical Foundations." Communications of the Association for Information Systems 40 (2017): 420–42. http://dx.doi.org/10.17705/1cais.04020.

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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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Jorfi, Saeid, Khalil Md Nor, and Lotfi Najjar. "An empirical study of the role of IT flexibility and IT capability in IT-business strategic alignment." Journal of Systems and Information Technology 19, no. 1/2 (March 13, 2017): 2–21. http://dx.doi.org/10.1108/jsit-10-2016-0067.

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Purpose The purpose of this study is to contribute to the current discussion on strategic alignment of information technology and business (strategic alignment) by developing a model for conceptualizing how strategic alignment can be enabled through of IT flexibility and IT capability. Design/methodology/approach A questionnaire instrument was created to measure the constructs and it was assessed in a pretest and two pilot-tests. The main data set was collected from IT managers (or similar titles) of medium- and large-sized firms. Findings Strategic alignment seems to be moving closer to firms’ core activity in today’s business environment. The findings revealed that strategic alignment was significantly affected by four dimensions of IT flexibility and IT capability. Furthermore, the significant role of two dimensions of IT flexibility in IT capability was supported. Research limitations/implications Single key informants were used for data collection that could be a potential limitation. Practical implications It seems likely that firms will benefit from the results to manage and control their scarce IT resources more effectively for aligning IT with business strategies, goals and needs. Originality/value Strategic alignment has become a more complex and unstructured phenomenon and many firms are still considering how to reconcile to it. Furthermore, the lack of empirical examination of IT flexibility and IT capability in relation to strategic alignment from important perspectives, and the lack of research of the dimensions of IT flexibility for supporting IT capability, determines the purpose of this study.

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Henderi, Henderi, Yeni Nuraeni, Junaidi Junaidi, and Rahmad Hidayat. "IT GOVERNANCE: A STRATEGIC ALIGNMENT FOR INFORMATION TECHNOLOGY/BUSINESS." CCIT Journal 4, no. 1 (September 6, 2010): 57–69. http://dx.doi.org/10.33050/ccit.v4i1.352.

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Information technology (IT) is a critical asset for effectiveness organizational governance. Therefore, the organization’s and IT’s and business’s expertise need a good IT governance. IT governance as a tool for aligning IT with business, is required to explain the new role of IT organizations, measuring the contribution of each organization’s components, helping identify the impact and benefits of IT investment which has been done, decision making, and make a better project. Conversely, the IT governance which ineffective can lead to losses of business, impairment of reputation, weaken the ability of competitiveness, lack of precision project, inefficient, quality of production is not in line with expectations, and inability to fulfill the innovation and benefits that were promised. Meanwhile, strategic alignment (in the IT business) which can either creating new opportunities and increased competitive advantage for companies well. Thus, it is necessary to create strategic alignment IT-business and ensure IT governance goes according to planned. This article intends to discusse and provide information about strategic IT-business alignment as one component of good IT governance. Once understood, the directors and CEO can identify opportunities and develop a good strategic alignment to increase IT business alignment in order to ensure companies continuity.

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Baker, Jeff, Donald Jones, Qing Cao, and Jaeki Song. "Conceptualizing the Dynamic Strategic Alignment Competency." Journal of the Association for Information Systems 12, no. 4 (April 2011): 299–322. http://dx.doi.org/10.17705/1jais.00265.

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Yarbrough, J. Stan, and Mary L. Lind. "The Effects of Strategic Typology Model and Strategic Alignment on the Delivery Capability of an IT Organization." International Journal of Information Systems and Social Change 9, no. 4 (October 2018): 58–80. http://dx.doi.org/10.4018/ijissc.2018100105.

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Measuring the state of IT alignment with business strategy is gradually becoming less elusive but practical approaches continue to be difficult to propose and execute. The results of this study indicate that higher degrees of IT strategic alignment with business occurs in Prospector and Analyzer types. Given the context of the STM model and the inclination of business strategy to center on a single type, these two models are most effective in generating IT capability over time. Defender STM types tend to lead to lower IT capability and low levels of alignment. It is recommended that the concept of IT alignment is as a function of information technology management, and the idea of making alignment solely the responsibility of the Chief Information Officer (CIO), fails to reach the goals of alignment, which requires strategic direction from a business that matches a Prospector or Analyzer type.

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Strelsin, Stephen C., and Susan Mlot. "The Art of Strategic Sales Alignment." Journal of Business Strategy 13, no. 6 (June 1992): 41–47. http://dx.doi.org/10.1108/eb039526.

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Bergeron, François, Louis Raymond, and Suzanne Rivard. "Ideal patterns of strategic alignment and business performance." Information & Management 41, no. 8 (November 2004): 1003–20. http://dx.doi.org/10.1016/j.im.2003.10.004.

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Coltman, Tim, Paul Tallon, Rajeev Sharma, and Magno Queiroz. "Strategic IT Alignment: Twenty-Five Years on." Journal of Information Technology 30, no. 2 (June 2015): 91–100. http://dx.doi.org/10.1057/jit.2014.35.

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Hirschheim, Rudy, and Rajiv Sabherwal. "Detours in the Path toward Strategic Information Systems Alignment." California Management Review 44, no. 1 (October 2001): 87–108. http://dx.doi.org/10.2307/41166112.

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Gackowski, Zbigniew J. "Strategic alignment of information quality management: problems and challenges." International Journal of Information Quality 3, no. 2 (2013): 127. http://dx.doi.org/10.1504/ijiq.2013.054278.

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Azedine, Boulmakoul, Falih Noureddine, and Marghoubi Rabia. "Deploying Holistic Meta-modeling for Strategic Information System Alignment." Information Technology Journal 11, no. 8 (July 15, 2012): 946–58. http://dx.doi.org/10.3923/itj.2012.946.958.

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Cui, Tingru, Hua (Jonathan) Ye, Hock Hai Teo, and Jizhen Li. "Information technology and open innovation: A strategic alignment perspective." Information & Management 52, no. 3 (April 2015): 348–58. http://dx.doi.org/10.1016/j.im.2014.12.005.

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Kajalo, Sami, Risto Rajala, and Mika Westerlund. "Approaches to strategic alignment of business and information systems." Journal of Systems and Information Technology 9, no. 2 (November 9, 2007): 155–66. http://dx.doi.org/10.1108/13287260710839238.

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Toor, Tajinder. "The strategic Chief Information Officer." Strategic Direction 33, no. 3 (March 13, 2017): 15–18. http://dx.doi.org/10.1108/sd-11-2016-0147.

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Purpose This paper aims to discuss how Chief Information Officers (CIOs) can be the catalysts of change and play an influential role in pushing strategic transformations in their organizations. Design/methodology/approach This paper is a strategy framework pyramid with the mapped CIO’s responsibilities suggesting CIOs to move up the pyramid by spending more time in strategy analysis and development to gain the strong strategic alignment with the business. Findings CIOs need to prioritize the strategic elements of their role and build strong relationships with the front of the business to analyze and develop the organization strategy. Originality/value The paper provides valuable information in a very concise and easy-to-understand format, thus saving executives hours of browsing and reading time.

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Ahriz, S., N. Benmoussa, A. El Yamami, K. Mansouri, and M. Qbadou. "An Elaboration of a Strategic Alignment Model of University Information Systems based on SAM Model." Engineering, Technology & Applied Science Research 8, no. 1 (February 20, 2018): 2471–76. http://dx.doi.org/10.48084/etasr.1696.

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Information system is a guarantee of the universities' ability to anticipate the essential functions to their development and durability. The alignment of information system, one of the pillars of IT governance, has become a necessity. In this paper, we consider the problem of strategic alignment model implementation in Moroccan universities. Literature revealed that few studies have examined strategic alignment in the public sector, particularly in higher education institutions. Hence we opted for an exploratory approach that aims to better understanding the strategic alignment and to evaluate the degree of its use within Moroccan universities. The data gained primarily through interviews with top managers and IT managers reveal that the alignment is not formalized and that it would be appropriate to implement an alignment model. It is found that the implementation of our proposed model can help managers to maximize returns of IT investment and to increase their efficiency.

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Avila, Oscar, Virginie Goepp, and François Kiefer. "Addressing alignment concerns into the design of domain-specific information systems." Journal of Manufacturing Technology Management 29, no. 5 (August 13, 2018): 726–45. http://dx.doi.org/10.1108/jmtm-07-2017-0136.

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Purpose The purpose of this paper is to find alignment concerns (e.g. requirements, restrictions and issues) and addressing them into the design and development of domain-specific information systems (ISs) supporting product manufacturing. Design/methodology/approach The approach is based on two metamodels of the Strategic Alignment Model that formalise its underlying concepts. The metamodels are used to build specific alignment models that define the elements to be aligned and the corresponding alignment sequences. The models and alignment sequences are intended to guide the design and development of an “aligned” domain-specific IS. An industrial case study for the manufacturing industry shows the feasibility of this approach. Findings The instantiation of the alignment models components with information about the specific-domain IS project enabled us to deal with current and future concerns into the design of ISs aligned with the manufacturing strategy and infrastructures. Originality/value IS alignment is generally tackled at a strategic level, in this paper the operational and tactical levels are also addressed.

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Grant, Gerald G. "Strategic Alignment and Enterprise Systems Implementation: The Case of Metalco." Journal of Information Technology 18, no. 3 (September 2003): 159–75. http://dx.doi.org/10.1080/0268396032000122132.

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This paper explores the issue of strategic alignment and enterprise systems (ES) implementation from the point of view of one organization involved in deploying an enterprise resource planning system globally. Two questions motivated this research. First, given that strategic information systems (IS) alignment is viewed as essential to organizational success in deriving value from information technology (IT) investments, what is the experience of organizations in practice in aligning their IT strategies with their business strategies? Second, what is the impact of global ES deployments on strategic IS alignment? Based on an in-depth case study of one organization's experience, the research shows that achieving alignment is still important yet difficult to attain. The pressure for alignment may be even more intense with the deployment of global enterprise-wide systems. The study provides additional empirical support for the strategic IS alignment construct and goes further to suggest that deploying an ES does not by itself create integrated and seamless operating environments. In addition, such an outcome requires significant organizational change at all levels.

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Velcu, Oana. "Strategic alignment of ERP implementation stages: An empirical investigation." Information & Management 47, no. 3 (April 2010): 158–66. http://dx.doi.org/10.1016/j.im.2010.01.005.

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Norden, P. V. "Quantitative techniques in strategic alignment." IBM Systems Journal 32, no. 1 (1993): 180–97. http://dx.doi.org/10.1147/sj.321.0180.

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Yaokumah, Winfred. "Evaluating the Effectiveness of Information Security Governance Practices in Developing Nations." International Journal of IT/Business Alignment and Governance 4, no. 1 (January 2013): 27–43. http://dx.doi.org/10.4018/jitbag.2013010103.

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The purpose of this empirical study is to evaluate the extent to which information security governance domain practices: strategic alignment, value delivery, resource management, risk management, and performance measurement relate to information security governance effectiveness. Random sampling technique was employed and data were collected via web survey from Ghanaian organizations. Employing three multiple regression models, the results showed there were statistically significant positive linear relationship between information security governance domain practices and information security governance effectiveness. Overall, the model produced R2 = .505, indicating that 50.5% of the variance in information security governance effectiveness was explained by information security governance domain practices. The results highlighted resource management, performance measurement and risk management practices as the predictors of organizational information security governance effectiveness while strategic alignment contributed only marginally to the models. Therefore, to attain higher information security governance effectiveness, organizations should focus on strategic alignment between the business and information security attributes.

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Chege, Stanley Mwangi. "IT Strategic Alignment Maturity levels in Kenya." Journal of Business Theory and Practice 2, no. 2 (May 17, 2014): 203. http://dx.doi.org/10.22158/jbtp.v2n2p203.

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<p><em>Strategic alignment focuses on the activities that management performs to achieve cohesive goals across the IT (Information Technology) and other functional organisations (e.g., finance, marketing, H/R, research, manufacturing). Therefore, alignment addresses both how IT is in harmony with the business, and how the business should, or could be in harmony with IT. Alignment evolves into a relationship where the function of IT and other business functions adapt their strategies together. Achieving alignment is evolutionary and dynamic. It is a process that requires strong support from senior management, good working relationships, strong leadership, appropriate prioritization, trust, and effective communication, as well as a thorough understanding of the business and technical environments. Achieving and sustaining alignment demands focusing on maximizing the enablers and minimizing the inhibitors that impact alignment. Once the maturity of IT business alignment is understood, an organisation should be able to identify opportunities for enhancing the harmonious relationship of business and IT.</em></p>

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Venkatraman, N., John C. Henderson, and Scott Oldach. "Continuous strategic alignment: Exploiting information technology capabilities for competitive success." European Management Journal 11, no. 2 (June 1993): 139–49. http://dx.doi.org/10.1016/0263-2373(93)90037-i.

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Reynolds, Peter, and Philip Yetton. "Aligning Business and IT Strategies in Multi-business Organizations." Journal of Information Technology 30, no. 2 (June 2015): 101–18. http://dx.doi.org/10.1057/jit.2015.1.

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The alignment of business and information technology (IT) strategies is an important and enduring theoretical challenge for the information systems discipline, remaining a top issue in practice over the past 20 years. Multi-business organizations (MBOs) present a particular alignment challenge because business strategies are developed at the corporate level, within individual strategic business units and across the corporate investment cycle. In contrast, the extant literature implicitly assumes that IT strategy is aligned with a single business strategy at a single point in time. This paper draws on resource-based theory and path dependence to model functional, structural, and temporal IT strategic alignment in MBOs. Drawing on Makadok's theory of profit, we show how each form of alignment creates value through the three strategic drivers of competence, governance, and flexibility, respectively. We illustrate the model with examples from a case study on the Commonwealth Bank of Australia. We also explore the model's implications for existing IT alignment models, providing alternative theoretical explanations for how IT alignment creates value.

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VAN ECK, PASCAL, HENK BLANKEN, and ROEL WIERINGA. "PROJECT GRAAL: TOWARDS OPERATIONAL ARCHITECTURE ALIGNMENT." International Journal of Cooperative Information Systems 13, no. 03 (September 2004): 235–55. http://dx.doi.org/10.1142/s0218843004000961.

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This paper presents a framework for architecture alignment that can be positioned between approaches for software architecture, which concern software artefacts only, and strategic alignment models, which have a business focus. The framework is currently applied in case study research to find alignment patterns used in practice. First results presented in this paper indicate that the framework might yield an operationalization of strategic architecture alignment models. We also present an alignment pattern which shows a difference between how architectures are designed at the application level and the infrastructure level. We think this difference is significant for practical alignment models.

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Croteau, Anne-Marie, and Louis Raymond. "Performance Outcomes of Strategic and IT Competencies Alignment1." Journal of Information Technology 19, no. 3 (September 2004): 178–90. http://dx.doi.org/10.1057/palgrave.jit.2000020.

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This study empirically evaluates the business performance outcomes of aligning an organization's information technology (IT) competencies with its strategic competencies. Strategic competencies include components such as shared vision, cooperation, empowerment, and innovation, whereas IT competencies comprise connectivity, flexibility, and technological scanning. Top managers from 104 organizations completed a questionnaire analyzed with EQS, a structural equation modeling tool. Based on a covariation approach to alignment, results confirm that strategic and IT competencies alignment significantly enhances perceived business performance.

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Gerow, Jennifer E. "Leveraging CIO Power to Enhance the Relationship Between Social Alignment and IT-Business Strategic Alignment." International Journal of E-Politics 9, no. 2 (April 2018): 14–34. http://dx.doi.org/10.4018/ijep.2018040102.

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To give Information Technology (IT) a more central role in an organization and avoid disrupting the existing executive team power balance, Chief Information Officers (CIOs) should only leverage their power in certain situations. We propose CIOs can leverage their expert, prestige, and structural power attributes to influence the social–intellectual alignment relationship versus the social–operational alignment relationship in unique ways. Analyzing data collected from 140 CIOs, the results suggest IT knowledge strengthens the social-strategic alignment relationship, business knowledge and structural power weaken the social–intellectual alignment relationship, and prestige power has no impact on the social-strategic alignment relationship. Implications of these findings are discussed.

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Amin Azab, Nahed, Yasmin El Sheikh, Arwa Moharram, Basma Ibrahim, and Nouran Yehia. "A strategic use of technology: case of Vodafone Egypt." Emerald Emerging Markets Case Studies 6, no. 3 (October 18, 2016): 1–16. http://dx.doi.org/10.1108/eemcs-06-2015-0102.

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Subject area Information management, IS alignment. Study level/applicability Undergraduate. Case overview The case examines the use of Information and Communication Technology (ICT) in one of Egypt’s top mobile service providers, through closely analyzing their systems, the way they work and how technology could be optimized to provide greater benefit and value to support an organization’s business goals. The main objective of the case was to identify business problems that information systems have managed to solve as well as grab a potential opportunity that the organization can or have captured. The main contribution of this case is to emphasize and provide real case application on information management concepts and theories related to Information Systems Alignment (IS Alignment), business value from IS adoption, IS implementation issues and information and process integration. Expected learning outcomes This case was written to present a practical example about the strategic use of ICT within a specific organizational context. It enables students to apply some theoretical concepts studied in information management courses (such as IS alignment – or strategic alignment –, IS assessment and IS implementation) on a real-case study. In particular, teaching this case aims to realize a number of learning objectives: understand telecom industry and acquire an overview about its environment and the challenges it faces in general and within a developing context in particular; identify the different technologies used by telecom companies; develop a business strategy based on a thorough analysis of an organization’s internal business operations as well as its external environment; and learn how to align IT use with organizational strategies and analyze critically both its tangible and intangible added values. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject codes CSS 11: Strategy.

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Walter, Scott. "Communicating value through strategic engagement." Library Management 39, no. 3/4 (June 11, 2018): 154–65. http://dx.doi.org/10.1108/lm-09-2017-0093.

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Purpose The purpose of this paper is to explore ways in which “library value” may be communicated in a university setting through more effective engagement with strategic planning and a broader array of campus partners. Design/methodology/approach This paper presents a case study of an academic library in which alignment with the university mission and strategic plan and alignment of library assessment efforts with the broader culture of assessment at the university have resulted in positive gains for the library in terms of campus engagement and recognition of library value. Findings This paper provides insights into successful strategies for improved communication of library value to senior leadership, new investment in library facilities, and enhanced opportunities for collaboration across the university on strategic initiatives including student success, innovation in teaching and scholarship, and community engagement. Originality/value This paper provides library leaders with new approaches to engagement with campus partners and senior academic leadership in promoting the library as a strategic resource worthy of investment in the twenty-first century.

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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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Tu, Cindy Zhiling, Yufei Yuan, Norm Archer, and Catherine E. Connelly. "Strategic value alignment for information security management: a critical success factor analysis." Information & Computer Security 26, no. 2 (June 11, 2018): 150–70. http://dx.doi.org/10.1108/ics-06-2017-0042.

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Purpose Effective information security management is a strategic issue for organizations to safeguard their information resources. Strategic value alignment is a proactive approach to manage value conflict in information security management. Applying a critical success factor (CSF) analysis approach, this paper aims to propose a CSF model based on a strategic alignment approach and test a model of the main factors that contributes to the success of information security management. Design/methodology/approach A theoretical model was proposed and empirically tested with data collected from a survey of managers who were involved in decision-making regarding their companies’ information security (N = 219). The research model was validated using partial least squares structural equation modeling approach. Findings Overall, the model was successful in capturing the main antecedents of information security management performance. The results suggest that with business alignment, top management support and organizational awareness of security risks and controls, effective information security controls can be developed, resulting in successful information security management. Originality/value Findings from this study provide several important contributions to both theory and practice. The theoretical model identifies and verifies key factors that impact the success of information security management at the organizational level from a strategic management perspective. It provides practical guidelines for organizations to make more effective information security management.

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Brodbeck, Ângela Freitag, Eduardo Henrique Rigoni, and Norberto Hoppen. "Strategic Alignment Maturity between Business and Information Technology in Southern Brazil." Journal of Global Information Technology Management 12, no. 2 (April 2009): 5–32. http://dx.doi.org/10.1080/1097198x.2009.10856489.

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