Tesi: "Strategic alignment of information"

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Wong, Hon Shu. "A structural model of strategic alignment between information systems and business strategies". Thesis, University of Surrey, 2002. http://epubs.surrey.ac.uk/721/.

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

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

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Thurlby, Bob. "Strategic alignment : an approach to the harmonisation of business and information systems strategies". Thesis, Brunel University, 1998. http://bura.brunel.ac.uk/handle/2438/5551.

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

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Forsberg, Niclas, Lars-Åke Wahlberg e Johan Bengtsson. "Chief Information Officer : A business strategy resource?" Thesis, Jönköping University, JIBS, Business Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-728.

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

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

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

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6

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

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

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Aluebhosele, Dandy, e George Anobah. "CHIEF INFORMATION OFFICERS EVOLVING ROLES AND RESPONSIBILITIES "From Operational to Strategic"". Thesis, Mälardalen University, Mälardalen University, Mälardalen University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5578.

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

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

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

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9

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

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

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

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

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11

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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12

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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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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14

Broadbent, Marianne. "The alignment of business and information strategies". Connect to thesis, 1990. http://repository.unimelb.edu.au/10187/2428.

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The aim of this study was to explore the nature and extent of the alignment of business and information strategies, and organisational factors which might be related to that alignment. The study was undertaken in two parts: an extensive literature analysis to identify possible factors and models of alignment, followed by empirical case study based research examining factors which might be related to the alignment of business and information strategy in some large information intensive organizations. The conceptual frameworks for the study were drawn from the literatures of strategy development, organizational design, and theories and practices of information systems and services. The literature review and analysis for this study was purposely extensive in order to encompass a wide range of conceptual and research based literatures about the management of information systems and services which inform the study. the literature review revealed burgeoning interest in the area of business and information strategy alignment from different, though often narrow, paradigms. At the same time there was plenty of rigorous, empirically based and cumulative studies of direct relevance to the research question. Areas of potential importance to the alignment of business and information strategy, drawn from the conceptual and research based literature, were examined in a hypothesis-generating empirical case study analysis of four of Australia’s five largest firms in the financial services sector.

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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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Ma, Louis Chee-keung. "Development of a configurational model on information systems strategic alignment : a Hong Kong study". Thesis, University of Warwick, 1997. http://wrap.warwick.ac.uk/36251/.

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

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Chang, Yao-Jen. "An Investigation into Considerations for the Design of IS to Improve the Utility of the Use of the Co-alignment Model: An Integration of Strategy and IT as A Coordination Strategy Framework - A Case Study of Virginia Beach". Diss., Virginia Tech, 2004. http://hdl.handle.net/10919/28464.

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As competition has changed and made the environment more dynamic and complex for the hospitality and tourism industry, the concept of strategic management has become more important. However, under the force driving change of technology innovation, information has gone digital and electronic for business development and management. Adopting information technology (IT) for strategic management becomes an important issue for an organization. The co-alignment model is believed to be one of the effective models for the purposes of strategic management in the field of hospitality and tourism. The primary objective of this study was to investigate important considerations for the design of an information system (IS) to improve the utility of the model. Once the important considerations are taken into account for constructing the system, such an IS is expected to facilitate the information flows associated with the co-alignment model and further work in concert with the model to strengthen the processes of strategy formulation and implementation. Together, the co-alignment model and the IS can be viewed as a Coordination Strategy Framework which also has theoretical underpinning from the review of the literature of strategy, hospitality and tourism, management information system (MIS), computer science (CS), and information science. Because this research topic or its similar kind has not been studied in the field of hospitality and tourism, this study is exploratory in nature. A qualitative research approach adopting a single-case study method was used. Using the co-alignment model as one of its theoretical supports along with other techniques to collect and test the interview data, the study achieved reliability and validity of the research findings. As a major part of the conclusions of this study, the findings are the important considerations for the design of the future IS. They included the seven key issues in five dimensions, eleven recommendations, and ten propositions that explained the relationships among the managerial aspects implicated in the framework implementation, especially the interactions between the future IS and the co-alignment model. Furthermore, as the framework is an integration of a strategy model and an IT application, it also gives a new perspective to the term "strategic IT" that denotes the strategic use of IT.
Ph. D.

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Berepiki, Clifford Olobo. "An Examination of CIO Leadership Style and Business Strategy for Business-IS Strategic Alignment| A Correlational Study". Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10689238.

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Business leaders rely on information technology (IT) and information systems (IS) to stay competitive, and experts agree that the Chief Information Officer (CIO), as the individual responsible for technology optimization, is essential to business success. Based on this understanding, for over 40 years, researchers have invested valuable resources in examining strategic alignment and its antecedents. Although past scholars hint at the likelihood that leadership style influences strategic alignment, no researcher has verified influence in such a relationship. The purpose of this nonexperimental cross-sectional correlational study was to examine the relationship between a CIO’s leadership style and strategic alignment when moderating for business strategy. In this research, 145 IT managers who work in the United States completed surveys to share their perceptions of their CIOs’ leadership style and the realized business and IS strategies. Correlational statistical analyses supported examination of the relationship between three leadership styles (transactional, transformational, and mixed) and strategic alignment for three business strategy types (defender, prospector, and analyzer). Initial findings showed that the leadership style of a CIO had a statistically significant influence on strategic alignment. Following moderation of the relationship by business strategy type, a statistically significant correlation existed between transactional leadership and strategic alignment for analyzer business strategy. However, no statistically significant evidence supported the CIO’s leadership style suited for defender and prospector business strategies. In practice, organizations could use the insights from this study to select or develop CIOs with a particular leadership style to match their business strategy in order to increase the chance of success in achieving strategic alignment. Recommendations for further studies included the use of adequate samples for all statistical analysis and the use of a validated model for leadership style assessment.

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Nilsen, Kim. "Aligning Enterprise Strategy with IT projects : Uncovering the most common factors causing misalignment in IT project". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-46434.

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Stratgic alignment has been one of the top concerns for IT executives for decades. One of the great debates in literature regarding strategic alignment is what act ‘alignment’ means, why it is needed and how do enterprises stay aligned. Alignment has many definitions, but in this context, it is concerned with the integration of business and IT strategies. Research has proven that there are positive relations to enterprise performance when it is aligned. This qualitative research investigates the causes of misalignment through the views and thoughts of IT professionals at a Scandinavian IT consultancy company. By using a model created by, Schlosser, Wagner, and Coltman, this thesis could establish the most common factors to achieve alignment in the given enterprise. The model allowed the field of business-IT alignment to be explored in IT projects, and allowed for a better understanding of what causes misalignment. This thesis conducted six interviews to answers two research questions; (1) what factors cause misalignment in IT projects and (2) how do these factors differ in different methodologies. The results from the analysis found that the main factors of misalignment were ‘procedures / workflow alignment’, ‘managerial skills of business and IT employees’, ‘technical skills and knowledge of IT employees’, ‘mutual trust and respect between business and IT executives / employees’, ‘IT skills and knowledge of business executives/employees’ and ‘alignment of business and IT strategy/goals/plans’. The second research question could concluded that more research is needed to understand how factors change using different methodologies, as the results were to similar to reach a definit conclusion. For future research the thesis recommends using a multiple case study using the same model to verify the data gathered in this thesis and to strengthen the use of the model.

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Harnesk, Dan. "A framework for strategic alignment of business and information technology in small and medium sized firms". Licentiate thesis, Luleå, 2004. http://epubl.luth.se/1402-1757/2004/08.

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Jung, Hyung-il. "An Exploratory Study of the Strategic Value of Information Technology: A Theoretical Application of the Co-Alignment Model". Diss., Virginia Tech, 2004. http://hdl.handle.net/10919/29276.

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Despite the impact of Information Technology (IT) in today's service economy, its nature and role are elusive or ambiguous to say the least. This ambiguity has made it so difficult to measure the value of IT. To clarify the ambiguity, this study, with a focus on the strategic dimension of IT application in the web of organizational activities, proposes a conceptual model that relates IT application to Knowledge Management and then to Strategy. In this effort, incorporating the Co-alignment model as a theoretical binding agent, the role of IT is defined as a facilitator of organizational knowledge management that is regarded as the core of strategic management. The conceptual model proposed is further developed into a structural model for empirical testing. The goodness of fit of the model is assessed through the technique of the Structural Equation Modeling (SEM) along with first-order and second-order confirmatory factor analyses (CFA) using the survey responses of unit managers of multi-unit restaurant companies of the U.S. and Korea. Since the mail survey was conducted in two different nations, relevant multi cultural issues are also addressed to justify the use of combined samples for the study. The results of the statistical analyses indicate that IT application can be incorporated successfully into the domain of strategic management of restaurant companies as the facilitator of Knowledge Management activities. The hypotheses of the links between IT application and financial performance remained unsolved due to invalid data. However, this study made a certain degree of contribution in identifying the dynamics of IT application in the process of strategic management incorporating the principle of the Co-alignment model.
Ph. D.

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Berhane, Ogbamichael Hermon. "The alignment of customer relationship management (CRM) strategies with overall organizational forces and strategies". Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50466.

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Thesis (MPhil)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: Customer Relationship Management (CRM) systems are increasingly becoming strategic business imperatives to organizations. This thesis states that many companies do fail to get the intended returns from CRM infrastructures simply because they see CRM as merely technological solutions to attracting and retaining customers while failing to see it as a business strategy and integrated into the business model or concept. In the first chapter, the review of literature about CRM, the aims, specific objectives, and methodology used to finalize this paper, problems and challenges surrounding CRM systems are discussed. The second chapter consists of the definition of CRM systems from various multi-disciplinary perspectives as taken from different authors. Besides, the nature, potential benefits and costs to both customers and organizations, and the different types of CRM programs are discussed in detail. In chapter three, the need to integrate CRM strategies into organizational corporate strategy and competitive strategies of various functions of an organization are discussed. Besides, the customer segmentation strategies and market segmentation strategies are explained. In chapter four, the relationships between CRM strategies and the various organizational forces such as organizational culture, structure, business processes, and measuring process re-engineering are discussed. In chapter five, the alignment of support technologies with CRM strategies is discussed in detail. The sections in the chapter include the role of ICTs in CRM systems, the use of Customer Knowledge Management (CKM) in CRM strategies, Customer data analysis, the role of data marts in CRM projects, computer system architecture and data storage management, data sources for CRM purposes, the role of database management systems in CRM systems, the role of customer contact points in CRM systems, database structures for CRM infrastructure, and the use of data mining for data analysis and information delivery. In Chapter six, the need to establish value-adding processes and the creation of value in CRM systems to both customers and organizations are mentioned as the main requirements in CRM strategies. Such sub-topics in this chapter include the customer value proposition, determination of acquisition and retention strategies and customer net value, customer service excellence, the relationship between value-adding services and personalized treatment of customers, and loyalty programs. In Chapter seven, the reasons for customer defection and the mechanisms to prevent the defection possibilities are discussed. Then, the thesis is summarized and concluded.
AFRIKAANSE OPSOMMING: Klanteverhoudingsbestuurstelsels - hierna verwys as CRM-stelsels - word toenemend belangrik vir die strategiese besigheidsbelang van organisasies. Hierdie tesis sal poog om te toon dat baie maatskapye CRM bloot as 'n tegnologiese oplossing beskou en derhalwe nie daarin slaag om met hul CRM-infrastruktuur beoogde organisasie doelwitte te behaal nie. CRM word meesal beskou as 'n tegnologiese hulpmiddel om kliente te bekom en te behou, en nie as 'n besigheidstrategie wat in die besigheidsmodel en -konsep geintergreer behoort te word nie. Die eerste hoofstuk, dek 'n literatuur-oorsig oor CRM, stel sekere spesifieke doelwitte met die studie, bespreek die metodologie wat vir die studie hieroor gebruik is en stel die probleme en uitdagings rondom CRM stelselimplementering. Die tweede hoofstuk handel oor die definisies van CRM-stelsels gesien vanuit die perspektiewe van verskillende outeurs. Verder word die aard, potensiele voordele en koste vir beide kliente en organisasies tov die implementering van CRM, asook die verskillende tipes CRM programme wat beskikbaar is, bespreek. In hoofstuk drie, word die belangrikheid om CRM strategiee met die van die organisasie se kooperatiewe en mededingende strategie te intergreer en te belyn, beklemtoon. Verder word verskeie mark-segmentasie strategiee bespreek. In hoofstuk vier gaan die bespreking oor die verband tussen CRM strategiee en die verskillende organisasie faktore soos organisasiekultuur, organisasiestruktuur, besigheidsprosesse. Die meting en beheer van die interverwantskappe van hierdie faktore word op grond van besigheidsprosesheringeneurings- (BPR) beginsels bespreek. In hoofstuk vyf word die inlynstelling/belyning van ondersteuningstegnologiee met CRM strategiee deeglik bespreek. Die afdelings van hierdie hoofstuk behels die bespreking van die rol van Inligtings Kommunikasie Tegnologie (ICTs) in CRM stelsels, die gebruik van Kliente Kennisbestuur (CKB) in CRM strategiee, klient-data analisering, die rol van data-marts in CRM projekte, rekenaarstelsel argitektuur en databergingsbestuur, data bronne vir CRM doeleindes, die rol van databasisbestuurstelsels (DBMS) in CRM, die rol van klient kontak punte, databasis-strukture vir CRM infrastruktuur, en die gebruik van datadelwings- (data-mining) tegnieke vir data analisering en inligtingsontdekking. Hoofstuk ses bespreek die behoefte om waardetoevoegende prosesse te implementeer, en om die skepping van waarde uit CRM stelsels vir beide die klient en die organisasie as die vernaamste doelwitvereiste vir 'n CRM stategie te vestig. Verder behels die onderwerpe in hierdie hoofstuk, die klient waarde-aanbod/proposisie, die bepaling van klientwerwing en -behoud strategiee, die bepaling van klient se netto-waarde, die vestiging van 'n klientediens uitnemendheidsprogram, die verband tussen waardetoevoegende dienste, die verpersoonlike hantering van kliente, en laastens die vestiging van lojaliteitsprogramme. In die finale hoofstuk word die redes vir klientedros/defeksie en die meganisme om die moontlikheid daarvan te verhoed bespreek. Daarna volg 'n opsomming en word sekere gevolgtrekkings gemaak.

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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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Ngqondi, Tembisa Grace. "Model for IT governance to improve information technology alignment of multi-campuses in South African institutions of higher learning". Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/d1015277.

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Information Technology (IT) has emerged as an important issue for the public and private sectors. It has been initially identified as a vehicle in supporting business processes by speeding up the process of decision making and easy access of information as required for the competitive advantage of businesses. Organisations regarded IT as an enabler of their business processes. As IT has grown, its shape and definition have drastically changed from being an enabler of the business processes to become a central and strategic concern within the organisation that drives the business processes. The new IT landscape has made organisations completely dependant on IT for their decision making and effective functioning. The dependence on IT has created a need for unified and effective structures, standards and best practices that ensure the effective execution of business processes using IT. The establishment of IT Governance for institutions of higher learning has created the dual challenges of how IT Governance can work within the culture of inclusiveness and shared decision making while better aligning existing IT structures. These dual challenges vary from one university to another based on the culture of the specific university. This study therefore suggests possible ways that IT Governance can shape an institution of higher learning by strategically aligning the institution’s IT strategy with the overall university strategy through the development of an IT Governance Model. To come up with the said proposed model, qualitative research techniques such as document analysis, observations, interviews, a questionnaire and briefing sessions were used during the research process. The comparative analysis of the case studied was used to identify different IT Governance models adopted by other universities. Literature was reviewed to establish the emerging IT Governance practices established and implemented by different authors. The result from this study is that an IT Governance model specific to WSU has been developed. This model can be used as guiding tool in establishing new IT Governance structures and also modify and improve the existing IT Governance structure of different institutions of higher learning. This model can further be used to guide the development of the institution IT Governance implementation architecture framework.

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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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Tsoaeli, Tebalo. "A teaching case study of the strategic alignment of business strategy and information technology strategy at Nedbank". Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001883.

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In today’s business world, a lot of organizations are investing heavily in Information Technology (IT) in order to develop a competitive edge. According to Loukis, Sapounas and Milionis (2009:85) “firms all over the world make significant investments in IT aiming to increase their efficiency and effectiveness”. According to Cline and Guynes (2001:10), “during the last 30 years, IT has become an increasingly integral part of business operations”. Most of the times, organizations fail to get real value from the investments made in IT. This is mainly due to the fact that organizations fail to realize the value brought about by aligning IT strategy with Business strategy. Hu and Huang (2004:60) state that “each year organizations invest in IT to improve their competitive advantage and ultimately their business performance; however, more often than not, the anticipated benefits of IT investments fail to materialize due to misalignment of or lack of alignment, between the business and IT strategies”. Henderson and Venkatraman (1999:475) emphasize that “alignment is a desired state for organizations investing in IT that is not always achieved, as it often entails a radical change in the way managers consider IT”. It is through the alignment of IT strategy and Business strategy that organizations are able to realize the value brought about by investing in IT. Papp (2001:20)illustrates that “misalignment can cause problems with not only the development and integration of business and IT strategies, but can actually prevent IT from being fully leveraged to its maximum potential within an organization”. An organization that realizes the value of aligning IT strategy and Business strategy is able to develop a competitive advantage over its competitors. According to Daneshvar and Ramesh (2010:1) “each organization is aware of the special effects, benefits and implication of IT in business performance and also its capacity in building sustainable competitive advantages”.

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Giannoulis, Constantinos. "Model-driven Alignment : Linking Business Strategy with Information Systems". Doctoral thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-102214.

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Information technology (IT) is more pervasive than ever before, constituting a significant factor for performance and survival in the business arena. It is essential that IT within organizations understands what the Business needs in order to provide the necessary support and bring value, which is also true when IT is also the main value creator. Therefore, alignment between the Business and IT within organizations is an issue of great concern and it is still open for solvency both for business and IT executives and practitioners. This work is scoped to the alignment linkage between business strategy and information systems (IS), where business strategy typically constitutes the primary exponent of the Business and IS typically encapsulates the elements of IT sustaining an organization. Current approaches are either focused on detailed aspects of IS and treat business strategy abstractly or use distinct business strategy formulations (e.g. Value Chain) but deal with IS only partially. This is problematic because the abstract use of business strategy hinders traceability of strategic intentions and initiatives towards features/aspects of IS, which are aimed to actualize and support such intentions. Because approaches using distinct business strategy formulations are not relevant to all organizations and are limited only to the IS aspects addressed. Introducing a model-driven approach for the alignment linkage is aimed at addressing the outlined shortcomings. Following a design science research paradigm, the main artifact developed is the Unified Business Strategy Meta-Model (UBSMM), which is based on conceptualizing established business strategy formulations (e.g. Value Chain) and integrating them. UBSMM supports mappings to IS models used in organizations, such as IS requirements, enterprise models and enterprise architecture, and provides unambiguous utilization of business strategy for the alignment linkage. Contributions of this thesis are grounded both on the process of building UBSMM and mapping to IS models, as well as the artifact itself. Conceptualizing and integrating business strategy formulations provides a less ambiguous and unified view of strategic concepts. This limits variations in interpretation and reinforces mappings to IS models, which are defined based on inter-schema properties across models. Therefore, UBSMM can link business strategy to IS models enhancing their communication in a traceable manner, ergo, support alignment.

At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 10: Submitted. Paper 11: Accepted.

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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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Zhyganov, Volodymyr. "Achieving and Maintaining IS/IT Alignment in Organizations". Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-38603.

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The alignment between IS/IT and business is one of the ways to achieve a significant competitive advantage for any organization. It is more important nowadays since any organization can buy any technology in the open market, so technologies themselves don’t give a significant competitive advantage. Although the concept of the alignment has two decades of the history, it still has a lot of controversial issues and knowledge gaps such as uncertain understanding of the essence of the concept, the complexity of practical implementation and not paying attention to the social dimension of the alignment, i.e. the importance of mutual understanding and collaboration of IT and business executives. The current research aims to investigate the concept of alignment and finds out how an organization can achieve and maintain the IS/IT alignment. Also, this study explores the importance of the social dimension in the alignment concept, clarifies the essence of the IS/IT alignment and investigates how some theoretical concepts can really work in practice. There are many evidences in information systems management literature which describe that strategic alignment is necessary for profit organizations but there are very few which mention that strategic alignment is also important in non-profit academic institutions. During our current research we investigate how this concept works in Linnaeus University and how important it is to achieve and maintain an alignment in any university. In order to achieve the goal of the current research, the relevant information systems management literature was reviewed from a new perspective – a resource-based theory and a unified framework was proposed as a base for the further practical investigation. This research is based on a qualitative approach. By using a qualitative approach, we won’t miss anything important and can determine the maximum number of respondents' opinions. The primary data was collected by conducting private semi-structured interviews. The respondents are employees of a big nonprofit organization with the implemented business strategy, IT department and several information systems in use – Linnaeus University. The data were presented and analyzed according to the research questions and presented framework. The current study demonstrates the concept more clearly and tries to reassess the structure of IS/IT alignment. This research provides «a fresh look» at the concept of IS/IT alignment.

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Hilgers, LeAnn A. "Understanding the strategic IS alignment process an exploratory study : a thesis submitted to Auckland University of Technology in fulfillment of the degree of Master of Philosophy, Faculty of Business, May 14, 2004". Full thesis. Abstract, 2004.

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Malongwe, Pamela. "Business and information strategic alignment of project and procurement management processes in the railway organisation in South Africa". Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2741.

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Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2018.
Railway organisations in South Africa are government parastatals. These organisations have embarked on mega modernisation programmes. Project and procurement process alignment is crucial to the successful implementation of such programmes, as the disconnect between the two processes may result in project cost overruns and escalations. Projects in the parastatal organisations are not completed on or executed according to the planned schedules. The two main research questions are stated as follows: i) What factors affect the alignment between procurement and project management processes in the South African railway organisation? ii) How can the parastatal organisation align the procurement and project management processes? For the research methodology, a subjectivist ontological and interpretivist epistemological stance was followed. The research approach is inductive, with a case study as strategy. Data collection was done on a non-random, purposively selected unit of analysis and observation. Purposive sampling allows the researcher to rely on his or her own judgement when choosing to participate in the study. Participants were selected based on characteristics of a population and the objectives of the study. The participants belong to three departments, namely IT, SCM, and the Project Management Office (Project Managers). These three departments were selected because of their relevance to the study. Interviews were conducted using semi-structured questionnaires. The instrument used was interview guide. Data was analysed by firstly transcribing the interviews. To confirm the correctness of the interviews, the data was validated. Data was further analysed by means of summarising, categorising, and conducting a thematic analysis. Ethical principles were followed in accordance with the policies and procedure of CPUT. The study revealed that project and procurement process misalignment in the railway sector in South Africa does exists. A detailed discussion of factors contributing to this misalignment are discussed further in chapter five and chapter six is recommendations.

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Wang, Zefeng. "Sustaining dynamic strategic alignment between business and information systems in a rapidly changing environment : an exploratory case study". Thesis, University of Sheffield, 2015. http://etheses.whiterose.ac.uk/11393/.

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Strategic alignment and strategic planning of information systems (IS) have been considered as significant topics in the IS field for the past twenty years. Abundant research has been conducted to understand how strategic alignment and strategic planning of IS support business operation and strategy in organisations and to develop frameworks to study strategic alignment. Nevertheless, there are still issues that need to be tackled, and one of them is environmental dynamism. Environmental dynamism or the changing environment can pose a serious threat to the success of IS planning and lead to alignment failure. Therefore whether and how organisations can sustain strategic alignment in a changing environment is a concern of many. This research aims to investigate the influence of changing environment, if any, on strategic alignment and strategic planning of IS, and how organisations can sustain strategic alignment of IS in a changing environment. The core research question of the research is: How can organisations adapt their strategic planning of IS and sustain strategic alignment in order to respond to the dynamic and competitive environment? A qualitative research strategy was employed for this research in order to achieve a better understanding of the impact of changing environments on organisations' IS planning and strategic alignment. An interpretive case study was carried out in a Chinese state owned company located in Shenzhen, Guangdong. 27 employees from various departments were interviewed and documents relevant to the study were collected. The data was analysed following the steps of thematic analysis and with the assistance of the research framework which was developed and presented in Chapter 3. The framework was built on the co-evolutionary theory and the dynamic capability perspective, which considers that strategic alignment is a continuous process. The framework also examines the process at different levels (strategic level, organisational/operational level, and individual level) in the context of changing environments. The findings of the research show that the internal environment of an organisation which is less turbulent may play a more influential role than a more changeable external environment does in sustainable strategic alignment. The findings also show that organisational resources can become potential barriers to making attempts to achieve strategic alignment. The framework describes the process of sustainable strategic alignment and the findings demonstrate how such a process can be affected by various factors, and how intended strategic alignment can easily be unrealised because of the combined effects of these factors. In addition, this study identifies and describes four challenges for sustainable strategic alignment (Attitude to IT/IS, Risk management, Lack of IS professionals and Lack of IS outsourcing options) and two dynamic capabilities for sustainable strategic alignment (IT flexibility and organisational agility) which can significantly affect sustainable strategic alignment. The results of this research contribute to the existing knowledge by extending the concept of strategic planning of IS and strategic alignment in dynamic environments; examining the relationship between strategic alignment and changing environments, as well as the significance of the sustainable strategic alignment; and investigating the process of sustainable strategic alignment in changing and competitive environments. In particular, this study proposes a process-based sustainable strategic alignment framework based on co-evolution and dynamic capabilities perspective. The study also identifies organisational resource as an internal environmental factor, affecting strategic alignment process, explores the effect of sustainable strategic alignment, identifies four potential challenges for sustainable strategic alignment, and extends sustainable strategic alignment concept in a state-own enterprise context. This study also has implications for practice and future research. IS executives/planners and top management can learn from this study how organisations can achieve sustainable strategic alignment by the process-based view and considering the challenges and dynamic capabilities identified in this research. The results of this research also provide a fertile ground for continuing research into sustainable strategic alignment. Future researchers may use the framework developed in this study to further investigate sustainable strategic alignment in dynamic environments. Also, the findings of this study need to be validated in different contexts to see how well the framework and the results can explain sustainable strategic alignment.

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Al-Ammary, Jaflah Hassan. "Knowledge management strategic alignment in the banking sector at the Gulf Cooperation Council (GCC) Countries". Al-Ammary, Jaflah Hassan (2008) Knowledge management strategic alignment in the banking sector at the Gulf Cooperation Council (GCC) Countries. PhD thesis, Murdoch University, 2008. http://researchrepository.murdoch.edu.au/433/.

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An alignment or 'fit' between an organization's 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 Snow's (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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Du, Toit Mattheus Johannes. "The establishment, through action research, of an appropriate strategic ICT planning process for the South African Department of Defence as a diversified organisation". Thesis, Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08082008-125042.

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35

Almeida, Laércio Moura de. "Análise de promoção das práticas de alinhamento estratégico entre negócio e tecnologia da informação: um estudo de caso longitudinal em organização de serviços". Escola de Administração da Universidade Federal da Bahia, 2015. http://repositorio.ufba.br/ri/handle/ri/18949.

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O papel da Tecnologia da Informação (TI) continua a evoluir, uma vez que fornece às organizações um veículo fundamental para reduzir as despesas de negócios, oportunidades para o aumento de receitas e suporte ao desenvolvimento de novos produtos e serviços. Neste contexto o Alinhamento Estratégico (AE) entre Negócio e TI está entre as cinco principais preocupações de gestão nas organizações no mundo, conforme pesquisa da “Society for Information Management” em 2012. Considerando a importância do Alinhamento Estratégico, tanto na literatura quanto para os executivos das organizações e a lacuna de análise sobre a promoção da evolução da maturidade do AE entre Negócio e TI, este trabalho foi orientado pela pergunta: Como são promovidas as práticas do AE entre Negócio e TI em organização de serviço? Para responder a esta pergunta, foi realizado um estudo de caso longitudinal em uma organização de serviço, com o objetivo de analisar a promoção das práticas do AE. Os resultados demonstram que a metodologia para os planos de Negócio e de TI, o gerenciamento e norteamento dos projetos, o comprometimento dos participantes e as questões relativas aos processos, contribuem para promoção das práticas, elevando o seu grau de maturidade. Também demonstrado que as decisões estratégicas são influenciadas pela maturidade das práticas do AE, bem como, as suas execuções, através do desdobramento em ações, contribuem para evolução do grau de maturidade do AE.
The role of Information Technology (IT) continues to evolve as it provides organizations a fundamental vehicle to reduce business expenses, opportunities to increase revenue and support the development of new products and services. In this context the Strategic Alignment (SA) between Business and IT is among the top five management concerns in organizations in the world, according to a survey of the "Society for Information Management" in 2012. Considering the importance of the Strategic Alignment, both in literature and for executives of organizations and analysis of gap on the promotion of the development of SA maturity between Business and IT, this work was guided by the question: How are promoted SA practices between business and IT service organization? To answer this question, a longitudinal case study in a service organization was conducted in order to examine the promotion of SA practices. The results show that the methodology for the plans of Business and IT, the management and direction of projects, the commitment of participants and issues related to processes, contribute to promoting practices, raising the level of maturity. Also demonstrated that strategic decisions are influenced by the maturity of the SA practices, as well as their performances through the unfolding actions contribute to development of SA maturity level.

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Nunes, António Pedro. "Os sistemas de informação ao serviço da gestão estratégica: o caso da Delta Cafés". Master's thesis, [s.n.], 2012. http://hdl.handle.net/10284/3642.

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Dissertação apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências Empresariais
O presente trabalho “Os Sistemas de Informação ao Serviço da Gestão Estratégica - O caso da Delta Cafés” focaliza-se fundamentalmente na importância que os Sistemas de Informação possuem como ferramenta de auxílio da Gestão Estratégica das empresas. Este estudo foi elaborado tendo em consideração vários aspectos que exercem influência sobre o resultado final da relação do binómio Sistema de Informação e Gestão Estratégica. O trabalho encontrasse dividido em duas partes distintas: Na primeira parte, apresenta-se uma análise teórica sobre a influência de diversas áreas da gestão na correlação entre os Sistemas de Informação e a Gestão Estratégica. A revisão bibliográfica tem início na Evolução da Teoria das Organizações, passa pelos Sistemas de Informação, aborda a Gestão Estratégica e posteriormente debruça-se sobre o Alinhamento Estratégico, finalmente, são expostas as conclusões e implicações para o Estudo de Caso. A segunda parte consiste na aplicação e posterior análise de um questionário, que foi preenchido pelos Directores de Departamento, dos vários departamentos que compõem a Delta Cafés em Portugal. This paper "Information Systems at the Service of Strategic Management - The case of Delta Cafés" focuses primarily on the importance that information systems have as a tool to aid the strategic management of companies. This study was designed taking into account various aspects that influence the final result of the relationship of the binomial Information System and Strategic Management. The study is divided into two distinct parts: The first part presents a theoretical analysis of the influence of various areas of management in the correlation between the Information Systems and Strategic Management. The literature review begins on the Evolution of the Theory of Organizations, passes through the Information Systems, then Strategic Management is analysed, it later focuses is on Strategic Alignment, finally, are exposed the implications and conclusions for the Case Study. The second part consists of the application and subsequent analysis of a questionnaire completed by the Department Directors of the various departments who are part of Delta Cafés in Portugal.

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37

D'Anjou, Leslie Milbourne. "Assessing Information Technology and Business Alignment in Local City Government". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/1964.

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Top executives are interested in more transparent and formalized structures, applicable measurements, and clear justification of alignment. Limited or improper information technology governance (ITG) affects the business strategy that will ultimately influence the overall business alignment in local city government agencies (LCGAs). The problem addressed in this study was the lack of information regarding LCGAs IT/business strategic alignment maturity model (SAMM) level and the LCGAs' employment size. The purpose of this survey study was to evaluate 48 LCGA participants in the Southwestern part of the United States and compare their alignment perceptions with their cities' employment size. The theoretical framework for this study was based on ITG and business strategy as measured by the SAMM instrument. An online survey was used for data collection and data results were analyzed using descriptive statistics and an Analysis of Variance. After using the SAMM instrument, the current snapshot maturity level of LCGAs was 2.49 out of a maximum 5.0 level. Results illustrated no significant relationship between LCGAs alignment maturity levels and a city's size. This study empowers positive social change by providing LCGAs 6 incremental steps to improve the overall alignment maturity level in areas of transparent and formalized structures, applicable measurements, and improved alignment measures.

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Beratarbide, Sobrado Maria Elena. "Longitudinal analysis of eHealth Governance within healthcare organizations as a critical factor in the adaptation to the Information Society in Scotland". Doctoral thesis, Universitat Politècnica de València, 2016. http://hdl.handle.net/10251/63456.

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[EN] EHealth plays an essential role in supporting healthcare in today's digital society; it is perceived as crucial for high quality and cost-effective healthcare. However, getting the expected benefits from eHealth has been difficult to demonstrate. There has been a raising interest in adopting eHealth Governance frameworks to obtain re-assurance that investments return the expected results in health care. How IT Governance is implemented within healthcare, the actual impact on strategic alignment and its influence to the information society progress, remains poorly understood. For this purpose we have explored the application of these frameworks within the National Health Service in Scotland and their impact on the following three aspects: eHealth Governance maturity, strategic alignment with healthcare and local progress of digital societies. This research is a longitudinal study (2008-2013), involving an exploratory and explanatory multi-case analysis of three representative organisations across Scotland. A combination of empiric methods has been used: semi-structured interviews with implementers, surveys (Strategic Alignment Model), cross-sectoral/national benchmarking based on a literature review and a qualitative analysis of established eHealth progress indicators. Ninety-two participants have been involved across three case studies. The outcomes of this study have been published over a period of 5 years representing a composite thesis based on relevant publications. Results sustain that EHealth Governance is in its infancy across sectors and countries. 80% of the organisations worldwide are in a transition point between a "committed" and an "established" process. Our results support that the more mature eHealth Governance is, the better the strategic alignment between eHealth and health care organisations (HCOs), hence the better progress of eHealth and the Digital Society. The Strategic alignment is slowly maturing across organisations (15% since 2008), indicating a faster development than the overall Digital Society (Scotland) progress indicators. The National eHealth Strategy shows signs of steady progress and very positive eHealth uptake in society with an overall growth of 12% since 2008, despite the deep economical recession within the period of this research. The conclusions of this study as a longitudinal analysis are limited and more research over the forthcoming years is required. For this purpose, a simplified and adapted method to monitor these trends in future HCOs research has also been provided.
[ES] La eSalud juega un papel esencial en el desarrollo de la asistencia médica en sociedades digitales; se percibe como un elemento crucial en la provisión de servicios médico-sanitarios alta calidad y costo-efectivos. A pesar de ello, hasta ahora ha sido difícil demostrar la materialización de los beneficios esperados de la eSalud, pero hay un interés creciente en la adopción de marcos de referencia basados en buenas prácticas, y estándares profesionales internacionales para la gestión y dirección de la eSalud, con el propósito de asegurar que las inversiones revierten los resultados esperados en el cuidado y servicios de la salud. Hasta ahora se sabe muy poco sobre el fenómeno de cómo la eSalud es integrada en el cuidado y servicios de la salud, y del impacto que esta tiene en la alineación estratégica de la eSalud. Igualmente, sabemos muy poco de la influencia real que estas prácticas tienen en el progreso de sociedades digitales. Este estudio se centra en explorar la aplicación de buenas practicas y estándares internacionales como marco de referencia en el gobierno de la eSalud en el servicio de salud Escocés; también contrastamos y comparamos el fenómeno con otros países y sectores. Esta investigación es un estudio longitudinal (2008-2013) que incorpora un análisis exploratorio y explicativo de casos. Se obtuvieron un total de noventa y dos participantes a lo largo de los tres casos estudiados, con representación de los principales grupos de interés (médicos y no médicos). Los resultados se han divulgado a lo largo del periodo de investigación en un compendio de publicaciones relevantes que conforman la tesis. Los principales hallazgos muestran que el gobierno de la eSalud está en su infancia en los sectores y países analizados: el 80% de las organizaciones a nivel mundial presentan este proceso en un punto de transición entre "comprometido" y "establecido" (Modelo SAM). Los resultados corroboran que cuanto más maduro es el gobierno de la eSalud, mayor alineación estratégica entre la eSalud y la organización, y mayor progreso de la variable eSalud en los indicadores de la sociedad de la información. La alineación estratégica esta madurando lentamente (15% desde 2008), sin embargo este crecimiento es mas rápido que el progreso observado en los indicadores de la sociedad digital (Escocia). La estrategia nacional Escocesa muestra signos de progreso sostenido y de integración (por uso o adopción) de las iniciativas de eSalud en la sociedad (crecimiento del 12% desde 2008), a pesar de la profunda depresión económica durante el periodo de investigación. Las conclusiones de esta investigación, como estudio longitudinal, son limitadas y requieren la captura de más datos y observaciones durante los próximos anos. Con el fin de facilitar este proceso, se ha propuesto un método simplificado y adaptado al sector salud, que permite capturar observaciones, comparar y monitorizar estas tendencias en futuras investigaciones en el sector salud.
[CAT] La eSalut juga un paper essencial en el suport a l'assistència sanitària a la societat digital de hui en dia; es percep com crucial per a l'alta qualitat i efectivitat del servicis de salut. No obstant això, ha estat difícil de demostrar la obtenció dels beneficis esperats de la eSalut. Hi ha hagut un interès en augmentar l'adopció de marcs de governança de la eSalut per obtenir re-assegurament que les inversions retornen els resultats esperats en els servicis sanitaris. Com s'implementa la governança de les TIC dins de l'assistència sanitària, l'impacte real en l'alineació estratègica i la seua influència en el progrés de la societat de la informació, continua sent poc conegut. Aquest estudi explora l'aplicació d'aquests estàndards i marcs de referència dins dels Serveis Nacionals de Salut d'Escòcia i el seu impacte en els tres aspectes següents: la maduresa de la governança de la eSalut", l'alineació estratègica amb l'assistència sanitària i, finalment, el progrés local de les societats digitals. Aquesta investigació és un estudi longitudinal (2008-2013), que implica una anàlisi multi cas exploratori i explicatiu de tres organitzacions representatives del servici nacional de salut de Escòcia. S'ha utilitzat una combinació de mètodes empírics: entrevistes semi estructurades, enquestes (Model SAM) comparatives de mercat intersectorial i internacional basat en una revisió bibliogràfica i, finalment, una anàlisi qualitativa dels indicadors de progrés eSalut. Noranta dos participants han informat a través de tres estudis de casos. Els resultats s'han divulgat al llarg del període d'investigació en un compendi de publicacions rellevants que conformen la tesi. Els resultats assenyalen que la governança de la eSalut està en la seua infància en tots els sectors i països. 80% de les organitzacions de tot el món es troben en un punt de transició entre un procés "compromès" i "establint". Els nostres resultats apunten que quan més madur es la governança de la eSalut, millor serà l'alineació estratègica entre la eSalut i les organitzacions d'atenció sanitària (HCOs), per tant el millor progrés de la sanitat electrònica a la Societat Digital. L'alineació estratègica està madurant lentament en les organitzacions (15% des de 2008); aquest desenvolupament és més ràpid que el progrés de la societat digital (Escòcia). L'estratègia Nacional de eSalut mostra signes de progrés constant i l'absorció de la eSalut en la societat es prou positiva, amb un creixement global del 12% des de l'any 2008, tot i la profunda recessió econòmica durant el període de temps d'aquesta investigació. Les conclusions d'aquest estudi com una anàlisi longitudinal són limitades i es requereix més investigació en els propers anys.
Beratarbide Sobrado, ME. (2016). Longitudinal analysis of eHealth Governance within healthcare organizations as a critical factor in the adaptation to the Information Society in Scotland [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/63456
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39

John, Paul Opara, e Raymond Tarabay. "Time is Money! Time lag management in Business-IT Strategy : Emprical Validation of Theories". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-16200.

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For today's organizations to fully optimize their two major priorities;which are reducing cost and increasing revenue, they need to be involved in continuous modifications and constant renewals of right mechanism towards alignment between business and IT strategies. This paper investigates issues in strategic alignment, the specifics were: What causes time lag between business-IT strategy implementation, how can organization manage this time lag better, and finally how alignment can be achieved in business-IT strategy. Thorough literature review has been carried out, to come up with causes of time lag between business-IT strategy. Then, two case studies together with three experts' interviews have been conducted in order to validate causes of time lag in business-IT strategy. The results shows that, lack of understanding of IT departments by business department, and lack of understanding of business department by IT department and protocol rigidity are the major causes of time lag that exists between business-IT strategy. While, the lesser factors were: not using the IT departments in defining the business strategy and usage of business terminologies by business department in communicating with the IT department

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

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

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Constance, Leroy David William. "Alignment between business and IT strategies : a case study at a transport organisation". Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/2297.

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Thesis (MTech (Information Technology))--Cape Peninsula University of Technology, 2011.
For almost three decades practitioners, academics, consultants, and research organisations have identified 'attaining alignment between IT and business' (Luttman & Kempaiah, 2007), as a pervasive problem. Despite the wide acceptance of the term "strategic alignment", there was no consensus on how to achieve alignment. The research philosophy was of an interpretive study and an inductive research approach was used. The research strategy was by means of a case study, namely PRASA Western Cape, a business unit of Passenger Rail Agency of South Africa (PRASA). The time horizon for this research was cross sectional. For the data collection a semi-structured interview, supported by secondary data from the business plan and annual report, was used. The research problem was "PRASA has dysfunctional and fragmented institutional arrangements, resulting in misalignment between business and IT". The primary research question to address this problem was "How can PRASA manage strategic alignment between business and IT?" The aim of this research was to understand why the misalignment between business and IT strategies exists at PRASA. A further aim was to propose a guideline to manage alignment between business and IT strategies with the intention of overcoming the fragmented and dysfunctional institutional arrangements. To address resolving the research problem three theoretical models were used. The strategic alignment model was used to ascertain the strategic perspective of PRASA as well as to identify the external strategic fit and internal functional integration of an organisation. The second model used was the strategic alignment maturity model. This model was used to identify the alignment maturity of the business/IT strategies. The final model used was the balanced scorecard. Alignment is one of the best practices recommended by the balanced scorecard, and it recommends aligning all to the strategy of the company. The reason for using the balanced scorecard was that the company currently uses this tool to manage performance. The research finding concluded that PRASA had the strategic execution alignment perspective - business strategy dictates the IT strategy. The overall strategic alignment maturity of the organisation was found to be in initial process. The balanced scorecard methodology was known by all, yet few knew what the performance measures for the organisation was for the year. The triangulated conclusion was that strategic alignment between business and IT was a problem at PRASA. The recommendation was that the organisation conducts three surveys firstly to identify its strategic choice, secondly to identify the strategic alignment maturity and lastly to do a balanced scorecard best practice survey.

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Agbamuche, Joy. "How does the alignment of IT to business strategy affect the organisation of the IT function?" Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-774.

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Date: 2008-06-04

Purpose: The primary goal of this research is to describe the IT function and examine how its alignment to an organisations strategy affects the way it is organised.

Method: The chosen method was a purely theoretical examination with the use of the case study of Windham International as primary resource and secondary resources such as book and literature review used for the thesis.

Research Questions: How does the alignment of IT to business strategy affect the organisation of the IT function?

Conclusion: One of the findings was that a few researchers seem to suggest that the centralized mode of organising IT was symbolic of the past, while outsourcing and decentralization are the modern approach to organising IT. Wyndham International shows the opposite, after the introduction of the CIO in 2002, centralization was the chosen mode of organisation because that was what would best fit the new strategic approach of the organisation. Insourcing rather than outsourcing proved to be a winning formula.

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Sanders, Johan, e Meurs Joost van. "Business strategy and IT strategy alignment in SMEs". Thesis, Umeå universitet, Institutionen för informatik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-154609.

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This study explores the following research question: How do CEO’s of SME’s seek to achieve and sustain alignment between business strategy and IT strategy in their companies? By conducting in-depth interviews of seven CEOs of SMEs in the Netherlands the experience of these CEOs are explored and most, if not all, of them describe how they do make use of sophisticated strategic planning that combines both business and IT strategy in a manner that appears to be analogous to that previous researchers have documented in large organisations. A number of recommendations are made as to how the methodology used could be improved to gain better understanding of the interplay of the factors involved in achieving and sustaining alignment in SMEs (and, perhaps, even large organisations)

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Adachi, Emília Sumie. "Governança de TI : análise crítica das práticas existentes em uma empresa estatal do setor de TI". reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2008. http://hdl.handle.net/10183/14822.

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As condições desafiadoras enfrentadas pelas empresas no atual cenário econômico e político, aliadas às rápidas mudanças na qual a tecnologia de informação se insere, exigem a maximização do uso dos escassos recursos como forma de sobreviver no mercado. No caso específico das empresas estatais, a motivação primordial é reduzir o desperdício dos recursos públicos, através do seu uso racional. A Governança de TI surgiu como subconjunto da Governança Corporativa e sob a influência do Planejamento Estratégico de Sistemas de Informação. A Governança de TI é o alinhamento estratégico da TI com o negócio, para que o máximo de valor de negócio seja alcançado. O objetivo do presente trabalho é analisar a abordagem da Governança de TI existente em uma empresa estatal fornecedora de bens e serviços de TI para o governo estadual. Através de um estudo de caso exploratório concluiu-se que a empresa possui traços da Administração Pública Burocrática, como a hierarquia funcional, o formalismo e a presença de fortes controles administrativos. A mudança do corpo diretivo a cada quatro anos, devida à troca de governo, introduz novas diretrizes e novos funcionários não-permanentes com estratégias diferentes da administração anterior. Não foi encontrada uma estrutura de decisões permanente capaz de resistir às oscilações da política governamental. A mudança do cenário político influencia a estrutura de poder interna da organização, numa intensidade além do que seria esperado se existisse um mecanismo de decisões consolidado.
Challenging conditions in business and political landscape in which enterprises are inserted, allied to information technology fast diversity of changes, demand actual maximization of scarce resources in order to survive in market. Similarly, in governmental enterprise environment, the prime motivation is to reduce public resources waste through its rational use. IT Governance emerged as a subset of Corporate Governance and under the influence of Information Systems Strategic Planning. IT Governance is the strategic alignment of IT and Business to achieve maximum business value. This study aims to analyze the existing IT Governance approach in a governmental enterprise that provides IT products and services for a state government. Through an exploratory case study one concluded that the enterprise has traces of the Bureaucratic Public Administration, as functional hierarchy, formalism and the presence of strong administrative controls. The every four year board change, due to government changes, introduces new guidelines and new non-permanent employees with different strategies from those of former administration. A permanent decision structure capable of resisting to governmental politics oscillations hasn’t been found in the enterprise environment. Political scene change biases the organization internal power structure in intensity beyond the one that would be expected if there was a consolidated decision mechanism.

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Qrunfleh, Sufian M. "Alignment of Information Systems with Supply Chains: Impacts on Supply Chain Performance and Organizational Performance". Toledo, Ohio : University of Toledo, 2010. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=toledo1271962888.

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Dissertation (Ph.D.)--University of Toledo, 2010.
Typescript. "Submitted to the Graduate Faculty as partial fulfillment of the requirements for the Doctor of Philosophy Degree in Manufacturing Management." "A dissertation entitled"--at head of title. Title from title page of PDF document. Bibliography: p. 177-201.

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Abib, Gustavo. "Elementos de dimensão social no alinhamento estratégico : uma análise sob a ótica da estratégia enquanto prática". reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2011. http://hdl.handle.net/10183/29969.

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Motivado pela importância que o Alinhamento Estratégico entre negócio e T.I. representa para as organizações e pelo fato de que apesar de uma extensa literatura que discute os modelos de alinhamento estratégico, sua obtenção ainda é considerada um problema pelas organizações. Os modelos falham, porém, em compreender como o alinhamento é estabelecido e como a dimensão social – o conjunto formado pela estrutura organizacional e seus atores, os relacionamentos, as práticas e as práxis, a tecnologia e o contexto – está presente nesse processo. Sendo assim, este estudo baseado na corrente teórica denominada de estratégia enquanto prática objetivou analisar como a dimensão social está presente no processo de alinhamento estratégico da informação. Foi realizado um estudo de caso único em profundidade em uma empresa líder no seu segmento estudando o processo de implantação de um portal corporativo e como estratégia de coleta de dados para este estudo de caso utilizou-se a observação participante. O estudo demonstrou que o movimento em direção ao AE necessariamente é controlado pelos atores internos da organização e muitas vezes não pelo nível hierárquico estratégico, nem tático, mas pelo nível operacional. Mesmo com a presença de atores externos, qualificados e comprometidos, as práxis e o entendimento dos atores internos se sobrepõem à experiência dos atores externos. A análise integrada dos resultados permite compreender como os gestores constroem seus links entre suas micro-atividades e as macro-estruturas de suas organizações e os impactos do contexto. Os resultados permitiram ainda fornecer conceitos teóricos úteis para compreender como que os gestores “estrategizam” durante o processo de alinhamento. Dentre os conceitos analisados ressalta-se a importância de lidar com os aspectos sociais imbricados no fazer estratégia. Apesar de todo o movimento acadêmico chamar atenção para os aspectos sociais, a dualidade da estrutura (JONES; Karsten, 2008), a análise das redes sociais (CIBORRA, 2002; LATOUR, 2001), percebe-se na prática o pouco interesse empregado pelos gestores na busca do entendimento desses elementos. O aprisionamento aos aspectos técnicos fica evidente durante todo o processo de implantação do portal, reduzindo a efetividade na obtenção do AE. As abordagens utilizadas e a discussão e análise dos resultados sugerem direções para um possível incremento no entendimento do alinhamento, trazendo para reflexão a importância dos atores, suas práticas, a compreensão do lócus do alinhamento e seus relacionamentos.
Motivated by the importance that the strategic alignment between business and technology represents for organizations and despite an extensive literature on the strategic alignment models, its obtainment is still considered a problem by the organizations. The models fail, however, in understanding how the alignment is established and how the social dimension - the group formed by the organizational structure and its actors, relationships, practices and praxis, technology and context - act in this process. Thus, this study, based on the strategy as practice, aimed to analyze how the social dimension is present in the process of strategic alignment of information. A single case study in a leading company in its industry was conduct in depth by analyzing the process of implementation of a corporate portal and the strategy of data collection for this case study was through a participant observation. The study showed that the movement toward the AE is necessarily controlled by internal actors within the organization and often not at a hierarchical strategic level, neither at the tactical one, but at the operational level. Even with the presence of skilled and committed external actors, the practice and understanding of the internal actors overlap the experience of external actors. The integrated analysis of the results provides insight into how managers build their links between their micro-activities and macro-structures of their organizations and the impact of context. The results also helped to provide some useful theoretical concepts for understanding how the managers are "strategizing" during the alignment process. Among the concepts discussed, the importance of dealing with social issues intertwined in strategizing is emphasized. Despite the academic movement that calls attention to social aspects, the duality of structure (Jones, Karsten, 2008) and the social network analysis (Ciborra, 2002; Latour, 2001), we found little interest in the practice employed by managers in seeking an understanding of these elements. The imprisonment of technical aspects is evident throughout the implementation process of the portal, reducing the effectiveness in achieving the AE. The approaches used and the discussion and analysis of the results suggest paths for a possible increase in the understanding of alignment, bringing into consideration the importance of the actors, their practices and praxis, the understanding of the locus of the alignment and their relationships.

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Seeholzer, Roger V. "Investigating Roles of Information Security Strategy". NSUWorks, 2015. http://nsuworks.nova.edu/gscis_etd/49.

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A fundamental understanding of the complexities comprising an information security strategy (ISS) in an organization is lacking. Most ISS implementations in government organizations equate anti-virus or installing a firewall to that of an ISS. While use of hardware and software forms a good defense; neither comprises the essence of an ISS. The ISS best integrates with business and information system strategies from the start, forming and shaping the direction of overall strategy synergistically within large government organizations. The researcher used grounded theory and investigated what a large government organization’s choices were with the differing roles an information security professional (ISP) chooses to operate with and to develop an information security program. Analysis of the data collected from interviewing 32 chief information security officers (CISOs) revealed how CISOs viewed their programs, aligned their goals in the organization, and selected role(s) to execute strategy. Use of grounded theory coding practices of the interviews showed a deficit in complexities of an ISS and a lack of an ISS in the majority of organizations. The participants came from multiple organizations in the National Capital Region on the east coast of the United States. This study advances the body of knowledge in a qualitative understanding of actions taken by CISOs to select a direction towards ISS implementation, role selection, and development of information security programs. It provides a theory for further testing of strategy development and role maturity.

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Tweedale, Robyn. "Integration of information technology and physical asset planning and management". Queensland University of Technology, 2003. http://eprints.qut.edu.au/15798/.

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Queensland University of Technology has radically restructured the top-level governance systems for information technology planning and management. Additionally, QUT has integrated information technology planning and management with physical infrastructure planning and management via the Asset Management Plan. To complete the approach, QUT has instigated a top-level governance committee for IT to ensure alignment with organisational goals and strategies. This is an unusual development for IT planning and management at an Australian university and attracted attention from the Commonwealth Department of Education, Science and Training (DEST) as well as other universities in the Australian tertiary education sector and led to the research study. This research studies the redevelopment of the information technology planning and management approach. The survey research determines the level of integration of IT and university planning, and the correlation of this integration to effectiveness of IT planning. The case study documents the changes, highlights the advantages and disadvantages of the new approach and provides a model for change in IT management at other Australian universities. It is evident from current literature on information technology management and strategic planning that these developments are validated as steps toward achieving best practice in information technology planning and management. Through rigorous conduct of interviews, observations and review of documentation and through application of a survey questionnaire to a defined population, the research reviews the developments and ongoing implementation of the planning and management infrastructure. Among the outcomes from the new approach are better alignment of information technology investment with QUT goals and objectives, better benefits realisation from information technology investment, better project management of information technology development and innovation, and increased flexibility and accountability in information technology expenditure. Finally, a comparison to other information technology planning and management methods in place at Australian universities demonstrates the uniqueness of the QUT approach. The thesis reports the benefits and difficulties associated with this approach, and provides a context for future development of IT planning, management and governance at QUT.

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Mathieu, Daniel. "Mise à l'épreuve de l'alignement des usages du Système d'Information : le cas de sociétés ayant confié leur Système d’Information à un Centre de Services Partagés". Thesis, Paris, CNAM, 2013. http://www.theses.fr/2014CNAM0901.

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Notre travail de recherche a comme but d’améliorer la compréhension que nous avons sur les centres de services partagés (CSP), un mode d’organisation qui est en vogue ces dernières années. Plus spécifiquement, l’objet de notre travail est d’explorer la singularité qui existe entre ce mode organisationnel spécifique qu’est le centre de service partagés appliqué au système d’information (SI) et à l’alignement stratégique de celui-ci avec l’entreprise. Le thème de ce travail est donc de tester l’impact d’un CSP qui a en charge la SI dans l’alignement des usages (après la phase de gestion du changement et donc de bascule). En d’autres mots, nous testons le lien entre le fait de confier une partie de son SI à un CSP et la variation de l’alignement des usages du SI. Nous avons envisagé d’étudier notre problématique sous un aspect de la variation de l’alignement du SI et de la « satisfaction » des parties prenantes. Nous nous sommes focalisé sur la phase post-basculement (Alignement des Usages). Cette démarche inclut les termes « dynamique » et « usage » et prend en compte les dimensions temporelle et relationnelle. Nos travaux s’inscrivent dans un domaine de recherches émergent, ce qui leur confère un caractère exploratoire. Nous avons construit notre stratégie et notre objet de recherche de manière progressive. Comme préalable indispensable, il nous a paru fondamental de réaliser une exploration théorique des thèmes associés à notre recherche afin de constituer à la fois le fondement et la justification de la démarche proposée. Les connaissances que nous avons acquises nous ont conduit à élaborer des propositions conceptuelles (6 hypothèses) dans une perspective constructiviste. Celles-ci ont été construites lors de tests préalables puis ont fait l’objet de mises à l’épreuve auprès d’une sélection d’entreprises européennes utilisant un ou plusieurs CSP. Il nous a semblé plus riche de disposer de données issues de la complémentarité de deux approches qualitatives. Notre investigation s’est donc déroulée de façon duale. Nous avons d’une part étudié en détail une entreprise en particulier et, d’autre part, nous avons réalisé une étude pluri-organisationnelle composée de 5 études de cas menées à partir de 9 entretiens semi-directifs.La diversité des résultats obtenus tend à démontrer la singularité de notre travail de recherche. Deux propositions sont à mettre en évidence. La première est que l’alignement des usages à long terme est renforcé par l’utilisation d’une organisation insérant en son sein des CSP (hypothèse 1) et la deuxième est liée au fait que les parties prenantes externes peuvent être plus facilement manœuvrables par les entreprises clientes qui utilisent un CSP (hypothèse 3). Plus globalement, nous constatons deux autres contributions intéressantes de nos travaux. La première est liée à la plus grande stabilité dans le cadre de changements profonds des organisations qui font par exemple l’expérience d’une fusion ou d’une acquisition (hypothèses deux et six). Notre recherche académique arrive dès lors à la conclusion que le CSP est un facteur habilitant la stabilité de l’entreprise qui l’utilise. La seconde contribution est essentielle, elle couvre les problématiques d’interface entre le CSP et les autres acteurs, principalement les autres parties prenantes internes. Les liens entre les différentes parties sont fondamentaux pour obtenir et maintenir un bon alignement
The aim of our research is to improve the understanding that we have towards the Shared Service Centers (SSC), a way of organization which has been the trend in the last years. To be more specific, the aim of our work is to explore the existing singularity between this specific organizational method, which is the SSC applied to the Information System (IS) and the strategic alignment with the enterprise. The objective of this paper is therefore to test the impact of the IS alignment in a company which uses the SSC. We have considered to study our question under the aspect of the variation of the IS alignment and the stakeholder’s “satisfaction”. We focalized on the postoperative handover (alignment of usages). This approach includes the “dynamic” and “usage” terms and takes into account the temporary and relational dimensions. Our work is inserted in a new research field that provides them with an explorative characteristic. We have built our strategy and our research study in a progressive way. Beforehand, it has seemed to us crucial to undergo a theoretic exploration of the subjects related to our research, in order to build simultaneously the basis and the purpose of the mentioned approach. The knowledge we have acquired has led us to elaborate conceptual proposals (6 hypotheses) from a constructivist perspective. These proposals were built during initial exploration tests and afterwards they were tested in European companies using one or more SSC. It seemed to us more logical to adopt the complementarity of a dual qualitative approach. On one hand, we studied in detail one company and, on the other hand, we have realized a poly organizational study, composed by 5 case studies, which were based on 9 semi-directive interviews.The variety of the results obtained tends to demonstrate the singularity of our research. Two proposals must be highlighted. The first one is that the strategic alignment in the long term is reinforced by the use of a SSC (hypothesis 1) and the second one is linked to the fact that the external stakeholders can be easily managed by the clients’ enterprises which use a SSC (hypothesis 3). More generally, we have verified two other interesting contributions during our research. The first one is linked to a larger stability in the case of deep changes as, for example, a merger or a takeover (hypothesis 2 and 6). Our academic research has reached the conclusion that the SSC is a factor which offers stability to the company that uses it. The second contribution is fundamental, that is, it covers the importance of the interfaces between the SSC and the other internal parties involved. The connections between the different groups are essential in order to obtain and to maintain a good alignment

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Begovic, Lejla, e Jenny Segerhammar. "Strategic Alignment i en digital era : En studie om hur Robotic Process Automation (RPA) påverkar relationen mellan IT-avdelningen och verksamheten i en organisation". Thesis, Högskolan i Halmstad, Akademin för informationsteknologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40734.

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Idag tar allt fler verksamheter egna initiativ till att driva en lättare typ av teknik för att på ett snabbare och effektivare sätt kunna uppfylla sina behov. Ett populärt exempel på en sådan teknologi är Robotic Process Automation (RPA) som används i verksamheter för att automatisera processer. Det som skiljer RPA från mer traditionella tekniker är att robotiseringsmjukvaran interagerar med användargränssnittet på samma sätt som en människa gör. Detta innebär att RPA inte är beroende av programmeringskunskaper och därmed kan hanteras av verksamheten själva, utanför IT-avdelningar. Detta utmanar strategic alignment som haft stor betydelse för hur organisationer bygger ett strategiskt sätt att arbeta med IT i verksamheten för att stödja affärsprocesser. Denna studie ämnar därför att undersöka hur relationen mellan IT-avdelningen och verksamheten påverkas genom att RPA införs i en organisation. Studien har utgått från en kvalitativ forskningsansats på tre olika organisationer. Resultatet visade att relationen mellan IT-avdelningen och verksamheten påverkas genom organisatoriska förändringar som sker när RPA införs i verksamheten där en ny avdelning uppkommer, RPA-avdelningen. Resultatet visade att det inte finns en tydlig uppdelning mellan IT-avdelningen och verksamheten, vilket gör att organisationer behöver hitta nya sätt att samarbeta och upprätthålla relationer på.
More businesses are taking their own initiative to drive a lightweight type of technology in order to be able to fulfill their needs in a faster and more efficient way. A popular example of such a technology is Robotic Process Automation (RPA) used in organization to automate processes. What distinguishes RPA from more traditional techniques is that the robotisation software interacts with the user interface in the same way as a human being does. This means that RPA is not dependent on programming skills and can be managed by the business itself, outside the IT-function. This challenges Strategic alignment, which has been of importance to how organizations built a strategic way of working with IT in the organization to support business processes. This study therefore aims to investigate how the relationship between the IT-function and the business is affected by the introduction of RPA in an organization. The study was based on a qualitative research approach at three different companies. The result showed that the relationship between the IT-function and business is affected by organizational changes that take place when RPA technology is introduced into the business where a new department arises, the RPA-function. The result showed that there is no clear division between the IT department and the business, which means that organizations need to find new ways to cooperate and establish relationships.

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Tesi sul tema "Strategic alignment of information"

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