Dissertations / Theses: 'Strategic alignment of IS'

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Jansson, Daniel, and Joel Karlsson. "Strategic Alignment and its influence on Purchasers : Propositions for constructing the strategic alignment." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30811.

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Purpose The purpose of this research is to contribute towards a deeper understanding of the strategic alignments influence on the purchaser and how the alignment can be constructed to be more supportive for the purchaser. Methodology The empirical data were collected through interviews and document studies. A qualitative approach was used to get an in-depth understanding of the strategic alignment and its influence on the purchaser. The conclusions drawn in this study are based on the empirical findings and the constructed theoretical framework. Findings The authors identify 12 enablers/disablers that influence the purchaser’s ability to make strategically aligned decisions. Furthermore, the authors have conducted five propositions on what firms should consider when constructing their strategic alignment in order to enable the purchaser to make strategically aligned decisions Research limitations This research will be limited to the purchasing function and it will only embrace the internal integration connected to purchase. Thereby, the external orientation e.g. the effects from the supply-chain on the purchasing function and other effecting contexts will be outside the scope of this research. Implications This research provides a model that illustrates the areas connected to strategic alignment and enables both managers and researchers to map the construction of the strategic alignment in an easy and visualized manner. Together with the enablers/disablers and propositions managers and researchers will be able to recognize potential pitfalls and opportunities regarding the construction of firm’s strategic alignment. Originality / value To the researchers knowledge this is the first research that provides an in-depth understanding of how the strategic alignment influences the purchasers ability to make strategically aligned decisions.

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Mera, Ruiz De Lira Jesus. "THE STRATEGIC ROLE OF THE PURCHASING FUNCTION - STRATEGIC ALIGNMENT." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-91356.

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Problem. The importance of strategic alignment between the purchasing and the firm strategy has increased in recent years because it has been pointed out as a mean to improve business performance. However, the use of different sourcing strategies depending on the characteristics of the components that firms are purchasing has not been considered when analyzing strategic alignment. That establishes a lot of limitations to the results obtained in previous analyses about strategic alignment. Purpose. The aim of this master thesis is to analyze empirically the consequences that the strategic alignment of the purchasing function with the firm strategy has on business performing overcoming previous limitations. In order to do so, sourcing strategies will be distinguished through Kraljic’s matrix. Methodology. A data sample collected through the International Purchasing Survey (IPS) has been used to the development of this master thesis. It consists of 429 firms from 9 European countries, Canada and USA. Two hypotheses were tested by multiple regression analyses. One of them verifies the relationship between strategic alignment business performance and the other one the link between the purchasing role and strategic alignment. In order to draw conclusions, both hypotheses were tested on the four purchasing categories of Kraljic’s matrix. Findings. Results show that business performance is affected positively by strategic alignment only for the category "strategic items" of Kraljic’s matrix. They also show that an active participation of the purchasing function on the overall firm strategy can promote strategic alignment for strategic items. Research limitations. It is difficult to establish a consistent index to measure strategic alignment. It is also hard to find all the factors that influence strategic alignment. Further research is needed on these themes. Practical implications. Companies have been encouraged to integrate the whole purchasing function into the firm strategy to improve business performance through strategic alignment. However, the positive economic effects of this integration can’t be generalized. The implementation of those activities that help integrate the purchasing function is a strategy recommended only when strategic items are involved. It is justified by the fact that it is the only quadrant where business performance can be improved through strategic alignment.

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Anthonisz, Angela Jean. "Strategic alignment or non-alignment : the management of human capital in Dubai." Thesis, University of Derby, 2018. http://hdl.handle.net/10545/623047.

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This thesis focuses on the international hotel industry as part of the global economy and examines the implications that the strategic management of human capital has within the five-star sector of the hotel industry in Dubai, an emirate of the United Arab Emirates, and an economy based on the service sector. It examines the macro environmental factors influencing the potential strategic directions of two recognized international five-star hotel brands and considers the challenges this creates for the alignment of strategy, and the implications this has for management of human capital(people) as a key determinant of success that enhances organisational outcomes. In selecting this area of research, the author has adopted a grounded theory approach to the generation of new knowledge, allowing the literature to be guided by concerns raised by hotel managers and industry consultants working in the context of Dubai. This approach led to the employment of a case study method, through which the key influences of organisational culture and ownership are considered. Two international hotel chains were identified to represent the two strategic modes of entry into the destination. The first case being a locally owned and managed chain with 7 hotels in Dubai. The second case is a European chain operating 6 hotel properties under management contract in Dubai, with 6 different owners from the Middle East. Both companies operate within the luxury five-star market that is so prevalent in Dubai. The hospitality industry, by definition, relies heavily on human capital, both as a resource and a capability that may allow for the development of competitive advantage. However, the dynamics of the Dubai hotel environment, the strength of the Arab cultural values and the organisational conditions that exist in Dubai present HR managers with a number of unique challenges, including high levels of pastoral care, and approaches to managing the workforce that may be at odds with traditional ‘Western’ ideals. This thesis adds to the existing debate on the value and utilisation of existing theoretical frameworks attached to the alignment of strategy and the implications for managing human capital in the face of globalisation and presents a model of their application in a city that is characterised by power and control, predictability and change aversion.

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Truch, Edward. "Strategic alignment of knowledge orientation in organisations." Thesis, Henley Business School, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.395753.

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Hale, Andrea Jane. "Measuring IS strategic alignment in small firms." Thesis, University of Canterbury. Accounting and Information Systems, 1995. http://hdl.handle.net/10092/2714.

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There is mixed evidence regarding the possible benefits available to organisations from the implementation of information systems (IS). Despite general acceptance of the benefit of aligning IS strategy with organisation strategy to obtain the maximum benefit, few attempts have been made to define and quantify this relationship. Before it is possible to quantify the effect of alignment on performance it is first necessary to be able to measure alignment itself. In particular, the past models have largely neglected the specific considerations of smaller business organisations. This thesis assesses the past research into business strategy, information systems strategy and alignment. It is determined which of the prior models is most appropriate as the basis for provision of a measure of strategic alignment in small firms with the aim of providing a solid base for further research in actually quantifying the effect of strategic alignment on performance. The model selected from the assessment of past research involved a series of four instruments assessing business strategy, IS strategy, IS effectiveness and business performance. Churchill's (1979) recommended steps for the development and subsequent testing of construct measures were followed in adapting the chosen model and instruments to be used in small firms. The resulting instruments were tested via multiple cases, using firms from four different industries in order to provide a wider opportunity for interviewer assessment of the performance of the instruments. The quantitative results were consistently found to parallel the interviewers' qualitative assessments of the information systems alignment in each firm. Additionally, the instruments met the requirements for validity and reliability that were able to be tested with a case study approach. Overall therefore, the results of this thesis provide a significant step towards providing a method for the measurement of strategic alignment in small firms. Future development of these instruments will also provide opportunity for research into methods for determining the impact of strategic alignment on the performance of organisations.

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Galicija, Mike [Verfasser]. "Strategic Alignment in Change Prozessen / Mike Galicija." Hannover : Gottfried Wilhelm Leibniz Universität Hannover, 2019. http://d-nb.info/1186251271/34.

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Bhansali, Neera, and nbhansali@yahoo com. "Strategic Alignment in Data Warehouses Two Case Studies." RMIT University. Business Information Technology, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080108.150431.

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This research investigates the role of strategic alignment in the success of data warehouse implementation. Data warehouse technology is inherently complex, requires significant capital investment and development time. Many organizations fail to realize the full benefits from it. While failure to realize benefits has been attributed to numerous causes, ranging from technical to organizational reasons, the underlying strategic alignment issues have not been studied. This research confirms, through two case studies, that the successful adoption of the data warehouse depends on its alignment to the business plans and strategy. The research found that the factors that are critical to the alignment of data warehouses to business strategy and plans are (a) joint responsibility between data warehouse and business managers, (b) alignment between data warehouse plan and business plan, (c) business user satisfaction, (d) flexibility in data warehouse planning and (e) technical integration of the data warehouse. In the case studies, the impact of strategic alignment was visible both at implementation and use levels. The key findings from the case studies are that a) Senior management commitment and involvement are necessary for the initiation of the data warehouse project. The awareness and involvement of data warehouse managers in corporate strategies and a high level of joint responsibility between business and data warehouse managers is critical to strategic alignment and successful adoption of the data warehouse. b) Communication of the strategic direction between the business and data warehouse managers is important for the strategic alignment of the data warehouse. Significant knowledge sharing among the stakeholders and frequent communication between the iv data warehouse managers and users facilitates better understanding of the data warehouse and its successful adoption. c) User participation in the data warehouse project, perceived usefulness of the data warehouse, ease of use and data quality (accuracy, consistency, reliability and timelines) were significant factors in strategic alignment of the data warehouse. d) Technology selection based on its ability to address business and user requirements, and the skills and response of the data warehousing team led to better alignment of the data warehouse to business plans and strategies. e) The flexibility to respond to changes in business needs and flexibility in data warehouse planning is critical to strategic alignment and successful adoption of the data warehouse. Alignment is seen as a process requiring continuous adaptation and coordination of plans and goals. This research provides a pathway for facilitating successful adoption of data warehouse. The model developed in this research allows data warehouse professionals to ensure that their project when implemented, achieve the strategic goals and business objectives of the organization.

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Keith, Joanna Lucyna. "Enterprise risk management : developing a strategic ERM alignment framework, finance sector." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/10981.

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This thesis investigates the evolutionary process of risk management practices associated with the implementation of enterprise risk management (ERM) across the finance sector. Despite the increasing number of ERM adoptions in the finance industry in recent years, ERM was still at an early stage of development and further research is recommended. The literature review identifies a gap in the ERM literature, prompting the development of a theoretical framework to investigate key organisational factors critical to effective implementation of the strategic framework. A strategic ERM Alignment Framework was developed to address key shortcomings of existing ERM practices in the industry and to provide practical guidance to academics and practitioners. The research was conducted as a two-stage empirical study in the finance sector, employing sequential mixed methods of data collection and analysis: a series of 35 semi-structured qualitative interviews with senior enterprise risk managers representing a variety of financial organisations, followed by a quantitative questionnaire survey of 115 finance industry professionals. The literature supports the industry view of continuous internal and external pressures towards ERM implementation across financial organisations. The research findings confirm that ERM is perceived to have slowly transformed from a process of compliance to a strategic tool and become a source of value creation and competitive advantage. The study also shows that aligning ERM with core organisational strategies and enterprise risk culture have been the underlying factors driving a strategic ERM framework sustainable over time. Inadequate senior management support for ERM and an insufficiently dynamic enterprise risk culture are identified as the greatest challenges to ERM sustainability. Major benefits of ERM are revealed as well informed risk-adjusted decision making and a strategic enterprise-wide view of key risks. The main contribution to knowledge of this research is the development of a strategic ERM Alignment Framework for the finance sector and practical guidelines for its effective implementation. Specifically, this research offers academics and finance industry practitioners a better understanding of organisational factors critical to the implementation of a strategic ERM Alignment Framework, supported by empirical evidence. Key limitation of the research was identified as the complexity of the ERM Alignment Framework that can be mitigated by undertaking future research to simplify the framework following its practical application. The researcher recommends that future research should focus on intangible elements and qualities of ERM that are important to the Alignment Framework, such as developing a strong and consistent enterprise risk culture, or investigating how the framework can add value to the organisation.

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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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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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Silva, Molina Enrique Javier. "Strategic Business and IT Alignment : Addressing Assessment and Governance." Doctoral thesis, KTH, Industriella informations- och styrsystem, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-26039.

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Strategic business and IT alignment assessment is growing in importance. Different assessment methods have been used to try to pursue the complexity of this dynamic and evolutionary alignment. Despite the fact that alignment is a real problem and a challenge of utmost importance, no consensus can be found on what alignment really is, how it should be measured in the organization in practice, or what measures should be taken to maintain and improve it. Consequently, the key question about how to assess and accomplish (define, identify, measure, maintain and improve) the strategic business and IT alignment is still a great unanswered challenge for many enterprises. In this thesis work, three main research questions were formulated: how can the validity and reliability of an alignment assessment method be improved, what are the dominant topics in the area of alignment, and how to facilitate the analysis of the business and IT governance alignment based on business process simulation and balanced scorecard methods. This is a composite thesis work that includes an introduction and six papers (paper A-F). The main contributions and results of this thesis are described in published and included technical papers. In papers A and B an alternative organization-wide approach and metamodel for assessing strategic business and IT alignment are proposed. Two case studies were performed applying the proposed approach. In paper C, a prioritized diagram of the most widely accepted strategic alignment model, with the purpose of categorizing the most important topics in the research area of strategic business and IT alignment is presented. One of the relevant topics that were identified is governance. In papers D, E and F, there are presented a business process simulation approach and a balanced scorecard method in order to facilitate the assessment of the business and IT governance alignment. An illustrative example of the simulation approach is presented in an appendix of this thesis. This research work aims to improve the decision-making process for business and IT managers at different levels in an enterprise by means of increasing the level of understanding and knowledge as well as by enhancing existing models and methods, for evaluating strategic business and IT alignment.

QC 20101110

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SOUSA, HENRIQUE PRADO DE SA. "ANALYZING THE HUMAN RESOURCE STRATEGIC ALIGNMENT THROUGH ORGANIZATIONAL MODELS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=32725@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR
CONSELHO NACIONAL DE DESENVOLVIMENTO CIENTÍFICO E TECNOLÓGICO
PROGRAMA DE EXCELENCIA ACADEMICA
Modelos organizacionais são excelentes insumos para a engenharia de requisitos, uma vez que eles são ricos em detalhes sobre o sistema de informação, permitindo a comunicação, entendimento, avaliação do domínio, e a elicitação da informação para a definição de requisitos de software. Dentro do contexto da administração organizacional, estes modelos são usados em uma variedade de propósitos, incluindo o alinhamento organizacional, o qual é um dos maiores desafios das companhias em ambientes de alta competitividade. O alinhamento organizacional torna explicita as relações entre a camada operacional e de objetivos, o que deve ser representado através de modelos organizacionais para ampliar as possibilidades de avaliação, mensuração e melhoria. No contexto de sistemas de software, é importante o uso de modelos com alta qualidade e aderência aos objetivos organizacionais. Para se alcançar um nível satisfatório de alinhamento, somente a projeção de processos bem definidos não é suficiente. Também é necessário o alinhamento estratégico de diversas perspectivas da organização, por exemplo, financeira, planejamento, tecnologia e recursos humanos. Entretanto, quando se trata de alinhamento estratégico, as linguagens de modelagem organizacional não abordam diversos aspectos. Esta tese busca expandir a capacidade da modelagem organizacional, inserindo recursos que ajudam a análise do alinhamento estratégico. Em especial, a perspectiva de Recursos Humanos é abordada, a qual consideramos uma das mais relevantes para o alinhamento organizacional devido a sua posição vital na execução dos processos organizacionais.
Organizational models are excellent inputs for requirement engineering, since they carry a huge amount of detail about information systems, allowing the communication, understanding, domain evaluation, and the information elicitation to the definition of software requirements. Inside the organizational administration context, these models are used for a variety of purposes, including organizational alignment, which is a major challenge for companies in a highly competitive environment. Organizational alignment makes explicit the relationship between the operational and objective layers, what must be represented in organizational models to increase the possibilities of evaluation, measurement and improvement. In the context of software systems, it is important to use models with higher quality and adherence to the organizational objectives. To achieve satisfactory level of alignment, only the designing of well-defined processes is not enough. It is also necessary to strategically align diverse perspectives of the organization, for example, budget, planning, technology, and human resources. However, when it comes to strategic alignment, organizational modeling languages do not address several aspects. This thesis seeks to expand the capacity of organizational modeling, inserting resources that help the strategic alignment analysis. Especially the Human Resources perspective will be approached, which we consider one of the most relevant to organizational alignment, due to its vital position in the execution of organizational processes.

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Balodimas, Maria V. (Maria Vasiliki). "Strategic alignment in a residential real estate brokerage company." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10376.

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Williams, Robert L. "Branding through renaming for strategic alignment in service organisations." Thesis, Edinburgh Napier University, 2012. http://researchrepository.napier.ac.uk/Output/6657.

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The overall goal of this study was to develop a theoretically based and empirically grounded process framework to understand radical organisational renaming within service industries, particularly Higher Education Institutions (HEIs). The specific research aim was to analyse organisational renaming as an option to rebrand and reposition an unhealthy brand image and to identify and define renaming factors and processes that successful radical renaming utilise. The research design was a semistructured, qualitative, multiple-case study format that incorporated open-ended interview questions with 49 stakeholders from three separate institutions and secondary research data from printed documents, web sites and outside media sources. The early literature review for this study supported the premise that renaming is complicated and driven by individual strategic organisational goals that center around eliminating or softening negatives and strengthening or even creating new positives. This research uncovered the brand flux nature that precedes radical renaming and identified the various processes associated with revitalizing, rebranding, repositioning and renaming which resulted in a Brand Flux Model that depicts how the flux nature of branding critically impacts renaming. Additionally, it identified twelve distinct factors that were grouped into a four stage process framework model; this Renaming Process Model describes the importance placed on each impact factor as well as how the order of the factors influence the overall success of a renaming. Strategic placement on the model represents the continuing strategic realignment and co-created nature inherent in renaming within a service industry. A template that highlights the significance of realigning "8 Principles of Renaming" to the strategic goals of the institution was also developed. The study contributed to the areas of branding, rebranding and repositioning by defining terms and proposing nuanced definitions, including a working definition for radical renaming. It culminated with the development of the Brand Flux model and a proposed Renaming Process Model that tracks renaming in a service environment. This qualitative research format and accompanying models and processes can be used to study renaming in a variety of industries.

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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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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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Greko, Anton, and Rickard Manneklint. "Den strategiska prestationsmätningens utmaningar : En studie i svenska apoteksbranschen." Thesis, Blekinge Tekniska Högskola, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1033.

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Titel: Den strategiska prestationsmätningens utmaningar: En studie i svenska apoteksbranschen Författare: Anton Greko & Rickard Manneklint Handledare: Anders Wrenne Institution: Managementhögskolan, Blekinge Tekniska Högskola Kurs: Kandidatarbete i företagsekonomi, 15 högskolepoäng Syfte: Syftet med denna studie är att identifiera de utmaningar som finns på olika organisatoriska nivåer med att upprätthålla strategisk linjering med hjälp av prestationsmätning och därigenom bidra till förståelsen kring prestationsmätningens roll i strategisk linjering. Metod: I denna studie har vi använt oss av semistrukturerade kvalitativa intervjuer för att samla in det empiriska materialet, gällande prestationsmätning, strategi och strategisk linjering. Slutsatser: Denna studie har identifierat ett antal utmaningar på olika organisatoriska nivåer med att upprätthålla strategisk linjering med hjälp av prestationsmätning. På ledningsnivå finns främst utmaningar gällande att ständigt diskutera och ompröva prestationsmåttens relevans även då det kan finnas drivkrafter som motarbetar detta. På operativ nivå finns främst utmaningar i att förse operativa chefer med tid, resurser och verktyg för att följa upp mätningar, leda sina medarbetare och påverka prestationsmätningarnas resultat.
Title: The challenges of strategic performance measurement: A study in the Swedish pharmaceutical industry Authors: Anton Greko & Rickard Manneklint Supervisor: Anders Wrenne Department: School of Management, Blekinge Institute of Technology Course: Bachelor’s thesis in Business Administration, 15 credits Purpose: The purpose with this study is to identify the challenges that exist at different organizational levels to maintain strategic alignment with performance measurement and thereby contribute to the understanding about the role of performance measurement in strategic alignment. Method: In this study, we have used semi-structured qualitative interviews to collect the empirical data, regarding performance measurement, strategy and strategic alignment. Conclusions: This study has identified a number of different challenges at different organizational levels to maintain strategic alignment with performance measurement. At a corporate level, there are challenges mainly about constantly discuss and reevaluate the relevance of the performance measures, even though there might be forces that counteract this. At an operational level, there are challenges mainly about providing the operational managers with time, resources and tools to be able to follow up the measurements, lead their employees and affect the results of the measurements.

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Fredericks, Jeanne. "Towards an understanding of the boundaries and characteristics of a Digital Business Strategy." Doctoral thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/32673.

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The merging of business and information technology (IT) strategies, effectively becoming a Digital Business Strategy (DBS), is changing the way that organisations have to leverage resources to create differential value. Due to the DBS being such a novice idea, there is no clear understanding of what the DBS is, what its characteristics and boundaries are, how it impacts alignment between business and IT, and how it impacts organisational performance. Without this understanding, organisations leveraging a DBS run the risk of launching technological initiatives or making organisational changes that are disjointed from their strategic direction. These misaligned efforts may result in unrealised strategy and unsatisfactory organisational performance. The purpose of this study was to define the boundaries and characteristics of the DBS, provide a definition of a DBS and to establish if the DBS has a positive effect on organisational performance. To examine the DBS, it was observed in its natural habitat, through a single case study approach, focusing on an organisation that has been leveraging a DBS as part of their digital journey. The organisation is a South African based financial services provider and is a subsidiary of a larger financial services provider. In this study, the DBS was observed from an intellectual, operational, social and cultural alignment perspective, using a combination of the Strategic Alignment Model (SAM) and the Complex Adaptive System (CAS) frameworks. This study subscribed to a mixed-method approach which included both qualitative and quantitative research techniques. Staff providing input into this study included senior, middle, junior and non-management employees. The study was conducted over a period of thirteen months. The findings from both the qualitative and quantitative data suggest that to leverage a DBS the organisation must be concerned with more than just leveraging digital resources. For instance, organisations must focus on customer and staff empowerment, use customer and industry-related information to create opportunistic and competitive decision-making opportunities, and create a change-ready culture where bold experimentation and failing forward is embraced. Researchers and practitioners alike can use the findings of this case study as lessons on how to leverage organisational resources in the context of the DBS.

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Fagerholm, Sebastian, Patrik Lorentzson, and Robin Moritz. "Strategic Human Resource Management : A study of EWES Stålfjäder AB's HR Strategies alignment to corporate strategies." Thesis, Jönköping University, JIBS, Business Administration, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12857.

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Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.

Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.

Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.

Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.

Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

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RIBEIRO, BIANCA KWIATKOWSKI. "STRATEGIC ALIGNMENT OF BUDGET PLANNING ON ORGANIZATIONS: THE CBTU CASE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=5833@1.

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Atualmente, o setor de transporte, no Brasil, está sofrendo um processo de descentralização por meio da estadualização com vistas à privatização. Para acompanhar tais mudanças, a Companhia Brasileira de Trens Urbanos - CBTU está reestruturando suas atividades e seu planejamento estratégico. Nesse contexto, o grande problema da empresa é ser deficitária em um país onde a maior parte da população é de baixa renda e os sistemas de transporte público não são auto-sustentáveis. O propósito desta pesquisa é investigar como assegurar o alinhamento estratégico do planejamento orçamentário em uma empresa pública, precisamente a CBTU, cujo objetivo principal é satisfazer as necessidades da sociedade. A investigação foi desenvolvida, usando a metodologia de estudo de caso, sendo a CBTU a empresa foco. Os dados da pesquisa foram coletados por meio de investigação documental e telematizada, questionários, predominantemente, estruturados e entrevistas, e tratados com métodos quantitativos e qualitativos. A interpretação e a análise dos dados foram realizadas com base no referencial teórico, fundamentado em revisão de literatura pertinente à área de estudo, com auxílio do modelo genérico integrativo de Macedo-Soares (2001b). Os resultados evidenciaram inconsistência entre o planejamento orçamentário e a estratégia da empresa. Também foi possível identificar os fatores organizacionais que contribuem e os que não contribuem para esse alinhamento. Ao final do trabalho, compartilham-se as lições a respeito do estudo de caso na CBTU.
Currently, the transportation sector in Brazil is passing through a decentralization process in order to be privatized. To follow these changes the Companhia Brasileira de Trens Urbanos - CBTU is reorganizing its activities and its strategical planning. In this context, the biggest problem of the company is to be in debt in a country where the great part of the population is poor. Bisides that, the public transportation system is not self sustainable. The purpose of this research is to investigate how to line up strategically the budget planning in a public company, necessarily CBTU, and how to meet the society necessities is its main objective. The investigation was developed using the case study methdology, being the CBTU the company focus. The data of the research were collected by documental/telematic investigations, interviews and questionnaires, treated with quantitative and qualitative methods. The data interpretation and analysis were conducted based on the theoretical references from the literature review, with the support of the systemic and integrative model developed by Macedo-Soares (2001b). The results evidenced inconsistency between the budget planning and the firm`s strategy objectives. Also, it was possible to identify the organizational factors that contribute and the ones that do not contribute for this alignment. Finally, this study shares lessons of the case study in the CBTU.

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Taskin, Nazim. "Flexibility and strategic alignment of enterprise resource planning systems with business strategies : an empirical study." Thesis, University of British Columbia, 2011. http://hdl.handle.net/2429/39883.

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This thesis examines relationships between strategic alignment, performance, and strategic Enterprise Resource Planning (ERP) flexibility. We have used different strategy perspectives to form our strategic alignment construct and chosen several significant variables of these constructs based on the literature. The alignment measurement methods were moderation and profile deviation, and several financial values have been used to form the performance construct. Using empirical data, we have showed that enterprise systems’ alignment with the business strategy can explain the change in their performance. Moreover, strategic flexibility of an enterprise system such as ERP has an additional positive effect on business performance, but it is mediated by the alignment of enterprise systems and business strategies. From a theoretical perspective, we have explained prior conflicting conceptualizations and empirical findings on strategic flexibility’s role by incorporating its indirect effects on business performance. In addition, we have offered a multi-dimensional measurement instrument for ERP alignment to practitioners specifically designed for the alignment of enterprise systems.

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Bartis, Heidi Vöhn. "Effective leadership communication as a key role in the achievement of strategic alignment." Thesis, Cape Peninsula University of Technology, 2014. http://hdl.handle.net/20.500.11838/1431.

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Dissertation submitted in partial fulfilment of the requirements for the degree Master of Technology: Public Relations Management in the Faculty of Informatics and Design at the Cape Peninsula University of Technology 2014
Communicating for strategic alignment requires senior executives to be communicating leaders. This statement is evident when one reads of senior executives admitting that it is not the lack of strategy that occupies their minds, but rather their organisation’s ability to execute a strategy. The pertinent issue is therefore the ability of leaders to communicate in such a way that followers can answer the following questions: Do we know where our organisation is now in relation to its strategic direction and where is it heading? Do we understand how the roles we play contribute to the bigger picture? Do we know what the challenges and opportunities are on the way ahead and how we plan to deal with them? Do we understand how our actions contribute to achieving the organisation’s goals and in turn impact on the success of the organisation? These are some of the questions that are asked when leaders and followers seek strategic business alignment in their organisations. This debate is supported by authors who state that strategic communication can help to overcome the barrier of poor alignment and poor performance. The literature review revealed strong evidence that organisations require leadership commitment to create the ‘line of sight’ through effective leadership communication, exemplary leadership behaviour, and having the right people in the right place for strategy development, execution and measurement to ensure that organisations are successful in an ever-changing business environment. The study therefore focused on what the role of leadership communication is to ensure that employees understand the ‘bigger picture’ for the organisation and what they and leadership need to do to execute the strategy successfully and achieve the goals of the organisation. It aimed to understand the perceptions and expectations of employees in terms of the role of leadership communication as an enabler of strategic alignment. The study investigated, through a case study involving senior, middle and junior managers within a Johannesburg Stock Exchange (JSE)-listed company in the fastmoving consumer goods (FMCG) industry, the respondents’ perceptions of the current effectiveness of leadership communication behaviour and patterns and their perceptions of the importance of elements of leadership communication behaviour for the success of strategic alignment in the organisation. The gaps between respondents’ perceptions of the effectiveness of leadership communication behaviour and their perceptions of the relative importance of such leadership communication behaviour for the success of strategic alignment in the organisation were also measured and analysed. The measurement was conducted through two five-point Likert scales applied to the same set of Likert items where the highest and lowest scores were assigned to the variables by the respondents in terms of the importance and effectiveness of the role of leadership communication and strategic alignment. The results revealed that employees rated commitment to the organisation and its values, strategic alignment in terms of employees knowing how their division fits into the bigger picture of the organisation, what their role is in the success of the organisation, knowledge of the future plans of the organisation and that their work goals are clearly defined as important for the organisation to achieve its objectives. Pride in the organisation, and positive personal association with the organisation, were truly great characteristics of this organisation and these can be built on to enhance the strategic alignment of employees to the benefit of both the employee and the organisation. The findings also revealed gaps such as a lack of shared strategic direction, a need for open and honest communication through employee engagement, role clarification, and cultivating an environment for team solutions and collaboration, as well as a stronger alignment between rewards and performance. The study served as a base-line study and is valuable to the organisation as it provides a good foundation for the development of a strategic leadership communication plan and employee engagement strategy aimed at strengthening strategic alignment, and which can impact positively on the performance of the organisation.

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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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VILLAR, CAROLINA BERNARDES PAULA. "ALIGNMENT OF BUDGET PLANNING TO STRATEGIC PLANNING: CASE STUDY OF EMBRATEL." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2007. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=10148@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
Após a privatização do sistema Telebrás em 1998, o mercado de telefonia fixa brasileiro que era um monopólio estatal foi dividido entre grupos privados gerando uma grande concorrência no setor. A Embratel, que possuía todo o mercado de telefonia de longa distância nacional e internacional, passou a perder clientes para as demais empresas que entraram com força em seu mercado e, ainda hoje, enfrenta o grande desafio de fazer o caminho de volta, entrando no principal mercado das três grandes do setor (Telemar, Telefônica e Brasil Telecom): a telefonia local. Nesse contexto, é essencial que a Embratel seja capaz de planejar estrategicamente seus próximos passos e o propósito desta pesquisa é investigar o modo de assegurar o alinhamento dos planejamentos orçamentário e estratégico no caso desta empresa, além de identificar os fatores organizacionais que contribuem ou prejudicam este alinhamento. Todos os dados da pesquisa foram coletados através de investigação documental e telematizada, entrevistas com executivos da empresa e analistas do setor. A interpretação e análise dos dados foram realizadas com base no referencial teórico, com o auxílio do modelo Genérico Integrativo de Macedo-Soares (2001). Os resultados encontrados mostraram inconsistência, ou seja, não alinhamento entre o planejamento orçamentário e estratégico da empresa. Também foram identificados os fatores organizacionais que contribuem e que não contribuem para o alinhamento. Ao final, são compartilhadas as lições tiradas do estudo de caso da Embratel.
After the Telebrás privatization in 1998, the telecommunication`s market that used to be a governmental monopoly became divided amongst private groups, which generated a huge dispute in the sector. Embratel, who used to have the whole national and international long distance market, started losing a significant part of its client base to its main competitors (Telemar, Telefônica and Brasil Telecom) and is now striving to walk its way back gaining share of its competitors most important market: the local telephony. In this context, it is essential for Embratel to be able to plan strategically its next steps. This is the main purpose of this research: investigate a way to assure the alignment of the budget planning to the strategic planning for the company and also to identify the organizational factors that contribute and hinder this alignment. All the figures of this research were collected by documental and telematic investigation and interviews with executives of Embratel as well as analysts of the telecommunication`s sector. The data interpretation and analysis were conducted based on the theoretical references from the literature review, with the support of the systemic and integrative model developed by Macedo-Soares (2001). The results proved inconsistency (non-alignment) between the budget planning and the strategic planning. Moreover, it was possible to identify the organizational factors that contribute and hinder the alignment. At the end, this study shares lessons related to the case study of Embratel.

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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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Al, Khalifa Muneera Mohamed. "The impact of strategic alignment on the performance of public organisations." Thesis, Brunel University, 2016. http://bura.brunel.ac.uk/handle/2438/13460.

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Today, technology is a key component in resolving a range of strategic issues; organisations are becoming increasingly dependent on Information Technology (IT) to improve their performance. In order to make the most out of the available technology, the continuing need to integrate IT strategies with business strategies remains evident. As illustrated from the extant literature, strategic planning and IT appear to present positive correlations with improved performance of organisations. Whilst there has been a range of research that has attempted to apply concepts such as strategic alignment, it remains that there are very few empirical findings centred on the overall effectiveness and usefulness of this approach. The aim of this study is to examine the impact of strategic alignment between business and IT on organisational performance of public organisations and depicts factors affecting this alignment. The development of the conceptual model, which guided this study, was based on prior research conducted in the field of strategic alignment, organisational performance, Information Systems (IS) success and IT acceptance. The rationale here is that previous research on strategic alignment has mainly focused on the development of models and frameworks and examines them in a suitable context or explores the relationships between the variables of the models. Research has shown the need for further investigation on the impact of strategic alignment on organisational performance. Hence, This study expands the knowledge in this field by examining the impact of the strategic alignment of business and IT on the performance of public organisations using quantitative method approach. Following to the development of the conceptual model, a web survey examines this relationship was sent to 413 executives of Bahrain public organisations. Data was collected using a web-based questionnaire from a sample of 163 participants, i.e. some of whom were IT executives, business executives or both. The results of this study imply a positive impact of strategic alignment on organisational performance of public organisations. It also suggest that IT acceptance and prior IS success significantly influence the strategic alignment in public organisations of Bahrain.

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Chen, Kun. "Strategic objectives, alignments, and firm performance." Thesis, Kent State University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3618905.

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This dissertation is on mergers and acquisitions (M&A). Two studies are proposed to examine what factors impact performance and partner selection in the context of M&A Event study methodology is used to capture the capital market effects of announcements of M&A in both studies. Four hundred and eighty two announcements are identified from 1980 to 2011 from the SDC M&A database. Other data sources include CRSP and COMPUSTAT. The Wall Street Journal and PR Newswire are used to specify the announcement dates.

Previous research examines the impact of corporate strategy on performance. Study one extends previous research by introducing the notion of alignment between corporate strategy and strategic objective. Corporate strategy is of two types — value creation (emphasis on R&D) or value appropriation (emphasis on marketing). Strategic objectives are operationalized as either enhancement or diversification. The study proposes that firms whose corporate strategies are aligned with strategic objectives are better performers than those that are not aligned. Empirical findings based on capital market reactions strongly support this proposition.

Study two accesses the effect of capability alignment between acquiring and acquired firms. Capability alignment between strategic partners is operationalized along marketing and R&D Empirical results show that the capital market favors acquiring firms that have strong R&D capability. Although technological innovation is a motivating factor in a firm's acquisition, capital market actually favors acquiring firms that have weak R&D capability but strong marketing capability and acquired firms that have weak R&D but strong marketing capability for their enhancement objective.

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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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Azemi, Elheme, and Saimir Bala. "Exploring BPM adoption and strategic alignment of processes at Raiffeisen Bank Kosovo." Jan vom Brocke, Jan Mendling, Michael Rosemann, 2019. http://epub.wu.ac.at/7176/1/paper4.pdf.

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Situation faced: Raiffeisen Bank Kosovo, as a subsidiary of Raiffeisen BankInternational AG, providesa wide range of banking products and services to all categories of customers in the private individual and business segments. In the first six months of 2018, the profit of the Bank was 11 Million Euro, being the highest in the banking market. The on-line banking channels has increased significantly and today the customers chose to do more than 80% of transactions through E-Banking, mobile phone,or ATMs. Raiffeisen Bank has started to adopt BPM since 2006 as a systemic and structured approach to analyze, improve, control, and manage processes with the aim to improve the quality of products and services. But, how well is BPM adapted and implemented in the bank, and what is the impact of BPM to the strategic goals? b)Action taken: This paper tackles the problem from two angles. First, a literature review is used to clarify the concept of BPM its scope. Second, semistructured interviews were used to collect data from nine participants covering high positions in Raiffeisen Bank Kosovo. In addition, the Research ffered both an evaluation of the significant aspects of the implementation process, and examinedthe key factors effects on alignment of BPM with organization strategy. c)Results achieved: his study unveils that BPM is well understood and is con-sidered an important practice within the bank. Its implementation is familiar to the top management. Especially, process visualization is a considered a core element within BPM projects. Existing project can further benefit from BPM by applying process ownership and defining responsibilities within the end to end processes in every department were these processes are performed. Moreover, this study collects evidence that strategy objectives can be led by BPM. d)Lessons learned: Experience has taught that there are many challenges whenapplying BPM initiatives. However, once these are applied, they help achieving strategic objectives. Two main challenges of implementing BPM were related to lack of proper IT support and budget needed to cover staff training. This paper recommends that BPM initiatives be strategy driven. It should be treated in a holistic way, including several methodologies like Six Sigma, Lean, and Agile. In this way, the Bank is lead towards thinking how its product or services are delivered to the customers.

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Achimugu, Nemile. "Strategic response in fragmented networks." Thesis, Cranfield University, 2007. http://dspace.lib.cranfield.ac.uk/handle/1826/2359.

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Information explosion, globalisation and the reduction of trade barriers have led to the emergence of global production markets and broader access to a range of products for customers. For manufacturers this has led to managing fragmented networks to deal with more polarised markets with wider variety of products at reduced costs and shorter lifecycles in an increasingly competitive environment. This coupled with the pressure to create shareholder value calls for a dynamic approach in the design and management of their supply chains. Market responsiveness is ability to anticipate and react purposefully within appropriate timescale to changes in the market place in order to maximise shareholder value and customer value. The aim of this research is to develop a model for market responsiveness that will enable organisations to deal with the changing needs of the market. To achieve this aim the research methodology was designed to primarily collect qualitative evidence from three distinct supply chains within different industrial contexts. Contrasting across these contexts has helped to determine if the model is generic enough to be applicable in other contexts. The findings were that value gaps exist between interfaces within organisations and their supply chains. At such gaps value is either created, maintained or lost. Value gaps are the primary reasons why organisational tensions exist as the entities involved are focused on conflicting strategic objectives that lead to behavioural misalignment and ultimately poor response. Therefore the research concludes within a market responsiveness model within which there are frameworks for business performance management and managing the value execution point of which maximum shareholder value and customer value can be created.

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David, Carlota Ndembwe. "Strategic alignment to achieve sustainability : an analysis of a Namibian based company." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97274.

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Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: The research found and understood that the ability of the case study organisation (company X) to understand sustainability issues and stakeholder interests lies in the firm‟s core purpose and strategy (i.e. the notion of incorporating sustainability into business decisions). The research also understood that at company X the three strategy propositions (value, profit, people) are achieved through the process of implementing the company‟s change initiatives for sustainability and in turn support the company to evolve towards a sustainable enterprise. The ability to make sustainability a fundamental aspect of its business decisions is what distinguishes company X such that it can successfully design, introduce and diffuse strategies, practices and cultural traits aligned with sustainable models The researcher further believes that change interventions or initiatives carried out at company X such as value delivery, workforce plan alignment and cash generation are expected to enhance responsibility and accountability of employees. At company X, individuals are informed and allowed a great deal of autonomy when it comes to generating ideas to tackle strategic initiatives. The sense of inclusiveness allows individuals in company X to change their identity and behaviour in line with ideal models of the sustainable enterprise.

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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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MacDougall, James Charles. "Post-Soviet strategic alignment the weight of history in the South Caucasus /." Connect to Electronic Thesis (CONTENTdm), 2009. http://worldcat.org/oclc/454028817/viewonline.

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Haniff, Amos Peter. "The alignment of strategic objectives within the context of Temporary Multi-Organisations." Thesis, Heriot-Watt University, 2017. http://hdl.handle.net/10399/3402.

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Current research investigating the alignment of projects with organisational strategy has predominantly focused on formation and implementation of strategic objectives within the boundary of a single, permanent organisation. Within the construction industry, the temporary organisation, created by the client organisation to deliver the project, is formed from multiple organisations that are brought together, under contractual conditions, to engage in a single endeavour. This creates a situation whereby multiple strategic objectives, and hence, multiple perceptions of project success, are pursued at anyone time. The research, forming this thesis, investigates how the varied organisations that comprise a Temporary Multi-Organisation (TMO) seek to align multiple strategic objectives within the context of a single construction project, and realise project success. In achieving this aim, the study exposes a number of ambiguities and difficulties organisations face when seeking to realise strategic objectives through a TMO. Four cases of recently complete construction projects within the public sector were selected for empirical study. Qualitative data collected from interviews with actors across organisations participating in each TMO, was supported by secondary data comprising of project documentation from each case. The study finds that the strategy of the TMO, which evolves to realise project success, is guided by the varied strategic objectives of organisations participating in the project, and is influenced by the environmental conditions, procurement strategies, client complexity and leadership style of the client project manager, which together, influence the strategic behaviour of the TMO. This research contributes to theories of strategic fit and the theory of temporary organisations through a model of strategic alignment within the context of a TMO that explains the complex interactions, which occur when multiple organisations engage within a single construction project. The research also contributes to the understanding of project success through a model of identifying the varied and competing success criteria within a TMO. Finally, the research contributes to leadership theory, through analysis of leadership styles within the context of a TMO.

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Vargas, Chevez Norman. "A unified strategic business and IT alignment model : A study in the public universities of Nicaragua." Licentiate thesis, KTH, Computer and Systems Sciences, DSV, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-12776.

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

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Vašíček, Václav. "Vztah Enterprise Architecture a strategického managementu." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17047.

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Enterprise Architecture is so far the highest development step in IT's architectural description of enterprises. At the beginning, just technological architecture existed. However, with the quickly growing complexity of IT other domains occurred, that had to be described. Information or application architectures can serve as examples. IT then realized, that it needed to add to its IT architectures a business view and consequently the discipline Enterprise Architecture came into being. Strategic management is crucial for the development of each enterprise. The thesis focuses on the strategic management of business and the strategic management of IT. The strategic management of business consists of a business strategy and an operating model. To the strategic management of IT then belongs an information strategy and IT governance. Business-IT alignment further explores and ensures the accord between the strategic management of business and the strategic management of IT. The aim of the thesis is to describe the relationship of Enterprise Architecture and the different forms of strategic management and to express to which rate Enterprise Architecture supports them. The explored relationships are: - The relationship of Enterprise Architecture and business strategy - The relationship of Enterprise Architecture and operating models - The relationship of Enterprise Architecture and information strategy - The relationship of Enterprise Architecture and IT governance - The relationship of Enterprise Architecture and business-IT alignment The goals of the thesis are reached via theoretical research and subsequent deduction. The author's personal asset consists of creating a hierarchical model of Enterprise Architecture, of defining Enterprise Architecture's reaction to business strategies, of modifying the methodology MMDIS in respect of information strategy, of depicting, how Enterprise Architecture can be used in IT governance, of illustrating, where Enterprise Architecture contributes to business-IT alignment and of assessing, to which rate Enterprise Architecture supports the different forms of strategic management.

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Dias, Isabel de Meiroz. "Metodologia para formulação de estratégias de presença na internet: um estudo de caso." Universidade de São Paulo, 2002. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-06032006-165943/.

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O propósito desta pesquisa foi identificar como uma metodologia para a formulação da estratégia de presença de organizações na internet aborda os enfoques estratégicos e métodos analíticos necessários à compreensão e exploração das arquiteturas de negócios viabilizadas pela plataforma tecnológica da internet (PI). Através de revisão bibliográfica identificou-se que as principais possibilidades trazidas pela PI para as organizações estão relacionadas à facilitação da integração horizontal e vertical, propiciando a formação de redes estratégicas. Uma conseqüência direta é a oportunidade de geração de vantagem competitiva nas três funções das organizações: eficiência operacional, relacionamento com clientes e desenvolvimento de produtos. Para compreensão e exploração destas arquiteturas de negócios viabilizadas é conveniente adotar a perspectiva do modelo de negócios, subdividido nos públicos com os quais a organização mantém relacionamento. Esta unidade de análise congrega as diferentes visões presentes na literatura de estratégia a respeito da criação de valor. As quatro fontes de valor possibilitadas pela PI são: novidade, aprisionamento, complementaridade e eficiência. O estudo de caso da metodologia de Formulação de Estratégia de Presença, da Agência Click, descreveu a abordagem desta metodologia para os enfoques estratégicos e métodos analíticos identificados.
The objective of this research was to identify how a specific methodology of strategy formulation for the Internet addresses the Business Model concept. We see the Business Model concept as a basis for understanding and exploiting the value creation potential generated by the Internet technological platform (ITP). The main possibilities that the ITP offers organizations are related to the reduction of transaction and coordination costs, which facilitates the forming of strategic networks. In order to take advantage of the ITP , one should seek complementarity between the traditional activities of the organization and those based on the new platform, together with an in-depth revision of processes, searching for steps that may be optimized through the ITP. To understand and exploit the value creation potential, it is convenient to adopt the Business Model concept, analyzed from the point of view of each of the organizations stakeholders. The Business Model as a unit of analysis integrates the different perspectives on value creation that can be found in the theory. The model suggests that the IPT value creation potential depends on four interdependent dimensions: novelty, lock-in, complementarities and efficiency. The case study of the Web Presence Strategy Formulation methodology, by AgenciaClick, an Internet development company in Brazil, describes how this methodology addresses the strategic concepts and analytical methods identified. The business model approach could cover some of the methodologys gaps.

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Rodrigues, Débora. "Alinhamento interno de estratégias emergentes: um estudo de caso em operadora de telecomunicações." Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/12/12142/tde-13012017-111529/.

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O setor de telecomunicações tem papel essencial na vida das pessoas e na economia mundial, uma vez que este diminui as distâncias e liga qualquer parte do mundo em questão de segundos. No Brasil este mercado é dominado por poucas e grandes empresas que enfrentam o dinamismo da alta competitividade entre elas, e de outras variáveis de mercado como, por exemplo, a agência reguladora do setor, Agência Nacional de Telecomunicações - ANATEL. Este cenário faz com que as empresas do setor sejam constantemente impactadas pela emergência de estratégias, ou seja, estratégias que não foram previamente planejadas. A agilidade no alinhamento destas estratégias se faz essencial para o sucesso da execução das mesmas e instigou esta pesquisa que buscou entender como o alinhamento de estratégias emergentes é feito em uma operadora de telecomunicações. Baseado em um referencial teórico que aprofundou conceitos de estratégia, estratégia emergente e alinhamento estratégico, este estudo de caso realizado em uma operadora de telecomunicações, através da análise de entrevistas aprofundadas sobre a realidade da empresa detectou que quatro características bastante fortes são as bases para que o alinhamento estratégico aconteça nesta empresa: Ausência de processos estruturados, autonomia dos agentes, priorização da agilidade e pré-disposição ao risco. A descoberta destas características veio de encontro com os objetivos desta pesquisa, que além de investigar e analisar como o alinhamento de estratégias emergentes é feito em uma operadora de telecomunicações, considerando todas as particularidades do setor, também buscava aprofundar conhecimento sobre as práticas do mercado de telecomunicações no que tange o alinhamento de estratégias emergentes, identificar práticas deste mercado que possam contribuir com melhores práticas em outros mercados e averiguar elementos provenientes da experiência prática que possam contribuir com as teorias exploradas. Por fim, em nome do objetivo específico de apontar com base na teoria oportunidades de melhorias práticas, foram estudados quatro modelos teóricos de alinhamento estratégico, encontrando assim qual seria o que melhor para a realidade da empresa.
The telecommunications industry plays a key role in people\'s lives and in the world economy. It reduces distance and connects anywhere in the world in a matter of seconds. In Brazil, this market is dominated by a few large companies that face the dynamism of high competitiveness between them, and the dynamism of other market variables as, for example, the sector\'s regulatory agency, the National Telecommunications Agency-ANATEL. This scenario ensures the companies within the telecommunications sector are constantly impacted by the emergence of strategies, i.e. strategies that were not planned in advance. The expeditious alignment of these strategies is essential to the success of their implementation and this fact encouraged this research to investigate and understand how the emerging strategies alignment is done in a telecommunications operator. Based on a theoretical framework that deepened on the concepts of strategy, emerging strategy and strategic alignment, this case study held in a telecommunications operator, through the analysis of in-depth interviews about the reality of the company, detected four strong characteristics that are the basis for strategic alignment to happen in this company: autonomy of agents, absence of structured processes, prioritization of expeditiousness, and predisposition to the risk. The discovery of these characteristics came to meet the objectives of this research. In addition to investigating and analyzing how the emerging strategies alignment is done in a telecommunications operator (considering all the particularities of the sector) this research also sought to deepen knowledge of the telecommunication market practices regarding the alignment of emerging strategies, identification of market practices that can contribute to best practices in other markets, and to find out elements from the practical experience that can contribute to the theories explored. Finally, on behalf of the specific goal that is to indicate based on theory, opportunities of practical improvement, four theoretical models of strategic alignment were studied, finding so which is the best for the company reality

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Plazaola, Prado José Leonel. "Strategic Business and IT Alignment Assessment : A Modeling Approach Associated with Enterprise Architecture." Doctoral thesis, KTH, Industriella informations- och styrsystem, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-10584.

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Information Technology (IT) systems are pervasive tools for contemporary enterprises to achieve their mission and goals. A key issue for a well-functioning enterprise is to keep business and IT strategies aligned as they continuously evolve. Although many practitioners and researchers offer business and IT alignment theories and approaches there is no silver bullet solution for all the issues involved in Strategic Business and IT Alignment (SBITA), which is still ranked amongst the five top enterprise executives? concerns year after year. In this thesis two SBITA assessment methods are presented. The first is the Organization-wide Approach for Assessing SBITA, developed as an enhancement of Jerry N. Luftman's SBITA assessment approach in terms of measurability, traceability and organizational involvement. The second is the Alignment Metamodel Assessment Method (AMAM). Both methods are based on well established references and approaches and they are presented with systematic documentation for their application and reusability as shown in the included papers and reported case studies. This is a composite thesis that, besides the introduction, includes five papers (papers A-E). Paper A describes Luftman's SBITA assessment approach and its enhancement in terms of measurability, traceability and organizational involvement, the proposed Organization-wide Approach for Assessing SBITA. Results from applying this approach in two case studies in companies in Sweden and Nicaragua are also included. Paper B describes the AMAM. It explains how a metamodel is deduced and how the SBITA assessment will be performed. This paper argues that the AMAM can be affiliated to the EA discipline as a guide or reference for identifying the relevant EA?s representations for the SBITA concern, mitigating the expenses and drawbacks of the often larger modeling required in applying EA frameworks. Paper C shows a weighting of the importance of the SBITA topics, taking as reference the Henderson & Venkatraman Strategic Alignment Model (SAM) - the basis of Luftman?s SBITA assessment approach -by relating it to the relevant and highly cited references in the field of SBITA. Paper D explains the criteria and the process for associating the AMAM artifacts with the Zachman´s Enterprise Architecture Framework and reports the pattern of association into the EA dominion. Paper E reports the details of the processes and results of applying the developed AMAM in a case study conducted in an intensive IT services enterprise in Nicaragua.
QC 20100805

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Hristova, Vesela, and Claudia Müller. "Project Portfolio Management & Strategic Alignment : Governance as the Missing Link." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9575.

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

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Sakor, Madj. "An examination of strategic alignment between manufacturing strategy and business strategy in Syria." Thesis, University of Exeter, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489245.

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Although much of the manufacturing strategy and business strategy literature emphasizes the importance of alignment, little empirical research has addressed strategic alignment between manufacturing strategy and business strategy. Managers' awareness of concepts discussed in the literature raises the profile of manufacturing within the organization, and highlights its role and importance in achieving corporate objectives. Scholars exploring manufacturing strategy stress the importance for strategy of horizontal integration of manufacturing with other functional strategies, and vertical integration to achieve business and corporate-level strategies.

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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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Plazaola, Prado José Leonel. "Strategic business and IT alignment assessment : a modeling approach associated with enterprise architecture /." Stockholm : School of Electrical Engineering, Royal Institute of Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-10584.

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Naidoo, Lavendra. "The strategic alignment maturity of business and information technology at Volkswagen South Africa." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003910.

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

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Marchildon, Philippe. "The strategic alignment of interorganizational information systems the case of Quebec manufacturing firms." Mémoire, Université de Sherbrooke, 2008. http://savoirs.usherbrooke.ca/handle/11143/315.

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This study had two main objectives. First, to identify and operationalize the key variables required to assess the strategic alignment of Inter-Organizational Information Systems (IOISs) in the context of dyadic relationships between manufacturers and suppliers. Second, to use a subset of these variables to test two alignment perspectives: fit as moderation and fit as gestalt. More precisely, four key dimensions tied to the study of IOISs alignment in the context of interorganizational relationship (relationship structure, antecedents, outcomes and IOISs usage) and the twenty-five variables that characterize them were identified. Results, from the gestalt and moderation alignment perspective's test show that when aligned together, joint actions (relationship structure), idiosyncratic investments (antecedents), diversity (IOISs usage) and internal integration (IOISs usage) become adequate predictors of the manufacturers' operational performance (outcomes). Thus, demonstrating the primordial role of IOISs alignment in manufacturer-supplier relationship and supporting the contingency theory and its underlying concept of fit.

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Shaaban, Sarah, and Sumera Magsi. "Digital business strategy : The driver for change in internal and external business environment." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-159938.

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Title: Digital business strategy - The driver for change in internal and external business environment Authors: Sumera Magsi and Sarah Shaaban Advisor: Andrea Fried Master thesis, 30 credits Background:The effects resulting from a more intense use of digital technologies in companies is visible in the integration between business and IT strategies which creates an urge for digital business strategies to emerge. Thesis aim: The aim is to investigate the current state of digital business strategies which includes highlighting benefits and challenges. By doing that we also are aiming towards answering, in what way ITBA can be questioned due to DBS. Methodology: A qualitative research based on a multiple case study by conducting semi- structured interviews. All the selected case companies are using digital business strategies as a part of their internal and external business environment (IEBE). The respondents have a role in the chosen case companies of being responsible for the implementation and use of strategies, digital business strategies and digital technologies. Findings: This study identifies that their exits a linkage between business strategy and ITBA. The main finding about the current state of DBS involves both internal and external DBS activities. Further findings show that benefit of digital business strategy to be the opportunity to levering costumers and challenges to be connected to the different IT maturity levels of the employees. The way that digital business strategy can question ITBA is based on that it is the driver for change for the case companies.

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Rigoni, Eduardo Henrique. "Identificação de relações de importância entre elementos de maturidade de alinhamento negócios-TI e tipos estratégicos." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2010. http://hdl.handle.net/10183/18802.

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Em um ambiente competitivo, dinâmico e altamente regulado corno o setor financeiro brasileiro, as orientações estratégicas das empresas devem estar alinhadas com o ambiente. Embora a literatura de alinhamento estratégico seja muito rica, existe um reduzido número de estudos envolvendo elementos de alinhamento estratégico e orientações estratégicas de unidades de negocio, mais especificamente, envolvendo os tipos de orientação Defensora e Prospectora segundo a tipologia de Miles e Snow. Esses estudos, ao levar em conta a variável orientação estratégica, passaram a explicar resultados que ate então se mostravam inconsistentes ou que não eram detectados. Sendo assim, este estudo foi guiado pela seguinte questão de pesquisa: distintas orientações estratégicas atribuem diferentes importâncias para os elementos do modelo de Maturidade do Alinhamento Estratégico (Strategic Alignment Maturity - SAM)? Deste modo os seis componentes de SAM denominados Comunicação, Parcerias. Políticas de Recursos Humanos e Habilidades, Mensuração de Valor, Governança de Tecnologia da Informação (TI) e Escopo e Arquitetura são analisados, utilizando o setor financeiro, que se caracteriza pelo use intensivo de informações, como área de estudo. Foram estudadas, a partir de uma pesquisa survey, 165 unidades de negocio da indústria bancaria, de seguros e de corretagem de valores mobiliários Os resultados obtidos revelaram que 10 dos 42 elementos analisados mostraram-se mais importantes para as instituições com orientação estratégica Defensora. Estes são respectivamente: compreensão dos processos, sistemas e capacidades potenciais da área de TI pela sua unidade; reputação da área de TI; medidas para mensurar a contribuição da TI e para contribuição do Negócio; avaliações e revisões dos investimentos em TI relacionados com sua unidade; sistemas de informação mercadológicos e de suporte operacional; padrões e conformidades nos sistemas de TI; integração da arquitetura de TI; e instrumentos, processos e estruturas organizacionais para lidar com interrupções causadas por mudanças de negocio e de TI. Em nenhuma situação os elementos de SAM se mostraram significativos para os Prospectores, o que pode ser atribuído ao fato de que essa orientação estratégica apresenta uma natureza mais flexível e, portanto, adaptada a ambientes dinâmicos, Como o setor financeiro. Por outro lado, a orientação Defensora precisa compensar sua rigidez a mudanças por meio de elementos de SAM sob o risco de se tornar não competitiva em tal cenário. Com base nestes, sugere-se como estudos futuros: a replicação deste em outros ambientes a fim de averiguar se os elementos do modelo SAM se confirmam como sendo mais importantes para Defensores; e fazer um estudo envolvendo elementos SAM, orientações estratégicas e desempenho com a finalidade de verificar se os elementos mais importantes para determinada orientação estratégica são as que realmente contribuem para o desempenho organizacional.
In a competitive, dynamic and highly regulated environment such as the Brazilian financial sector, the firms’ strategic orientations should be aligned with the environment. Although the literature on strategic alignment is very rich, there are few studies involving strategic alignment elements within business unit orientations, more specifically, involving the Miles and Snow typology of Defenders and Prospectors. These studies, by taking into account the variable ’strategic orientation’, provided an explanation for results that were, until then, considered inconsistent or undetected. So, this study was guided by the following research question: do distinct strategic orientations attribute different degrees of importance to the elements within the Strategic Alignment Maturity (SAM) model? Thus, the six SAM components, namely, Communications, Partnerships, Human Resources and Skills, Value Measurement, IT Governance, and IT Scope and Architecture are explored in the Brazilian financial sector, which is characterized by the intensive use of information. One hundred and sixty five business units within the banking, insurance, and brokerage industries were studied. The results obtained revealed that 10 of the 42 elements were more important in the institutions shown to have a Defender-type strategic orientation. These elements were: understanding of the processes, systems and potential capacity of IT area by business units, reputation of the IT area, means of measuring the contribution of IT, means of measuring the contribution of business, assessments and reviews of IT investments, market-related information systems, operational support systems, standards and compliance in the IT systems, integration of the IT architecture, and organizational structures, processes and instruments to deal with interruptions. In no situation were any of the SAM elements shown to be more importance for the Prospectors, which can be explained by the fact that this strategic orientation is more flexible and, therefore, more adapted to dynamic environments such as the financial sector. On the other hand, the Defender strategic orientation needs to compensate its rigidity in the face of change by using SAM elements at the risk of being unable to compete in such a scenario. Given the findings of this study, some suggestions for future studies are: the replication of this study in other environments in order to confirm if the SAM elements are more important to Defenders; and carry out a study involving SAM elements, strategic orientations and performance in order to verify if the more important elements within a determined strategic orientation are the ones that really contribute to organizational performance.

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Boto, Elizeu Fonseca. "Alinhamento estratégico de projetos estudo de caso em projetos na ibm Brasil." Universidade Federal da Bahia, 2009. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/elizeu_fonseca_boto.pdf.

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Este trabalho de pesquisa aborda o estudo do alinhamento estratégico de projetos executados na IBM Brasil na área de Global Delivery. Entre os diversos fatores que contribuem para que os projetos se tornem um reflexo das estratégias corporativas, este estudo volta suas atenções para quatro componentes fundamentais: a efetividade da comunicação da estratégia, a eficiência das práticas de gerenciamento de projetos, a seleção e priorização de projetos no portfólio e o comprometimento dos gerentes com a organização. O principal objetivo estabelecido é a análise da relevância da contribuição destes fatores para o alinhamento estratégico dos projetos. Utilizou-se como referencial teórico principal para as análises as obras de: Mintzberg (2006) e Andrews (1980) referentes a estratégias corporativas; Shenhar (2007) e Kerzner (2001) relacionadas à problemática do alinhamento estratégico dos projetos; Meyer e Allen (1991) e Meyer, Allen e Smith (1993) sobre comprometimento organizacional; e os trabalhos de Thayer (1979) e Deetz (2008) sobre comunicação estratégica. Realizado a partir de pesquisa de campo descritiva, neste estudo foram aplicados questionários de coleta com retorno de 105 profissionais atuantes na gestão dos variados projetos da organização. Estes dados nos serviram de base para a aplicação de métodos quantitativos para teste das hipóteses desenvolvidas. A análise dos dados permitiu concluir que, dentro da unidade de negócio estudada, existe uma forte contribuição das percepções da efetividade da comunicação e das práticas de gerenciamento de portfólio para o alinhamento estratégico dos projetos. Este trabalho apresenta, além das principais conclusões extraídas a partir dos dados obtidos, recomendações de melhores práticas para alinhamento de projetos e sugestões de abordagens para futuras pesquisas na área.
Salvador

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bh, jaflah@itc uob, and Jaflah Hassan Al-Ammary. "Knowledge Management Strategic Alignment in the Banking Sector at the Gulf Cooperation Council (GCC) Countries." Murdoch University, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20081203.120238.

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An alignment or fit between an organizations objectives and knowledge management (KM) practices should be established in order for the organization to fully utilize its knowledge assets and to derive competitive advantages. The organization should deploy a holistic approach for KM that spans business strategy, information system (IS) strategy, organization culture, and human factors. This research has investigated the strategic alignment between knowledge strategy and business strategy - KMBS-SA and the strategic alignment between knowledge strategy and IS strategy - KMIS-SA in the banking sector among the Gulf Cooperation Council (GCC) countries. Using the proposed model, the study explored the impacts of KMBS-SA and KMIS-SA on the organizational performance. The main hypothesis of this research is that knowledge is the main resource in an organization, and by aligning this resource with the business strategy and IS strategy, the alignment will contribute positively on the performance of the organization. The research model was illustrated in two different conceptualizations hypothesizing the different relationships between knowledge strategies, business strategy and IS strategy. The first conceptualization illustrates the KMBS-SA and KMIS-SA, and an investigation on the contribution of theses alignments on the organizational performance. The second conceptualization of the research model aims at investigating the impact of different types or profiles of KMBS-SA and KMIS-SA on the organizational performance. This study examined different alignments between two profiles of knowledge strategy - Aggressive Knowledge Strategy (AKS) and Conservative Knowledge Strategy (CKS), with various types of business strategy according to Miles and Snows (1978) strategic typology, and, the alignment of the two profiles of knowledge strategy with various IS strategy based on the STROIS approach by Chan et al. (1997). Using both conceptualizations, the role of knowledge strategy as a moderator or a mediator in the contribution of the business strategy and IS strategy towards the organizational performance was examined. The primary data for this study was collected through a survey of 106 banks from the six Gulf countries: Kingdom of Bahrain, Kingdom of Saudi Arabia, Kuwait, Qatar, United Arab Emirates (UAE), and Oman. The first overall conclusion demonstrated that there is a strong association between knowledge strategy and business strategy and that KMBS-SA clearly influenced the organizational performance. The second overall result of this research shows that in the context of GCC countries, knowledge strategy received stronger support as moderator of the IS congruence association with performance and that KMIS-SA is the primary determinant of the effectiveness of IS in the GCC banks. From the finding, it is recommended that the GCC banks should take KMBS-SA and KMIS-SA challenge seriously and should consider the alignment implication before moving ahead to implement a strategic plan. Furthermore, the research finding revealed that GCC bank should not ignore the different dimensions of knowledge strategic choices. The banks need to determine different profiles for their knowledge strategy in order to support all aspects of business strategy and IS strategic dimensions that are most important for the organization. They should then direct the organizational knowledge resources to support these profiles. Finally, it is recommended that the banks should define and establish a position in KM in order to oversee the knowledge strategy and KM issues.

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McCarthy, John. "Higher-level process theory motors of Strategic Information Systems (SIS) alignment : an exploratory study." Thesis, University of Nottingham, 2013. http://eprints.nottingham.ac.uk/28977/.

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The need for IS Strategies to be optimally aligned with business strategies in order to maximize both value for the business and usability of technology has lead to an understandable emphases on strategic IS alignment for both academics and practitioners (Henderson and Venkatraman, 1999; Galliers and Newell, 2003). However, on review of both the IS strategy and alignment literatures, important limits in current understanding were identified. Although there has been an increasing acceptance of IS strategy as more likely to have an emergent (Avgerou, Ciborra and Land, 2004) rather than a planned rational nature (apropos the seminal work of Mintzberg and Waters (1985)), descriptive and theoretical understanding of this emergent nature was lacking. Further gaps in the IS alignment literature were identified. The predominant emphases of alignment research were on the outcomes and causes of alignment with insufficient consideration given to the ongoing processes of alignment. Very strikingly, the roles of the informal organisation in alignment had been hitherto underexplored and although process (and indeed strategic process) theory had attained a level of maturity; application in alignment process research was conspicuously absent. In essence, literature evaluation had identified that there was an insufficient understanding of IS alignment as an emerging strategic process, from both theory and practitioner perspectives. The following research question could therefore be derived: What process theory motors and relationships characterise SIS alignment process? The most apposite perspective on process for this research was to frame alignment as a developing sequence of events, rather than the alternative approach of a set of concepts of categories (VanDeVen, 2007) necessitating a longitudinal approach to data collection. The principal motivation of the research question was a nascent attempt to explore and understand rather than measure alignment, so a subjective qualitative approach was most appropriate. Alignment process data was collected at multiple organisational levels and from both primary (i.e. semi-structured interviews with key stakeholders in the alignment process) and second sources (i.e. formal strategy documents and planning schedules). The process of alignment was presented in the form of a case narrative. SIS alignment process events were identified and their progression visually expressed by applying techniques from process research literature (Langley, 1999; Pentland, 1999). Applying the well-established relationship between even progression, generative mechanisms and motors (Pettigrew, 1990; VanDeVen and Poole, 1995) enabled Strategic IS alignment process to be conceptualised in the form of high-level process theory motors. The contributions of this research are as follows. A process theory perspective on Strategic IS alignment process is offered which addresses the identified literature gap. Methodological contributions also arise due to the structured and explicit application of process research analyses techniques, still relatively rare in IS research. Recommendations for managerial practice also arise from the detailed explication of the alignment process and the causes and outcomes of key process events and their progression.

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Dissertations / Theses on the topic 'Strategic alignment of IS'

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