Готові списки джерел за темами / Digital strategic alignment model

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Автор: Grafiati

Опубліковано: 10 січня 2023

Оновлено: 28 січня 2023

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Статті в журналах з теми "Digital strategic alignment model":

Airlangga, Gregorius. "Mengukur Tingkat Keselarasan Information Technology dan Bisnis (Studi Kasus Perusahaan Start-up Digital Wilayah Jawa)." Jurnal Buana Informatika 9, no. 2 (October 29, 2018): 53. http://dx.doi.org/10.24002/jbi.v9i2.1485.

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Abstract. The alignment between information technology (IT) and business becomes a main issue for a digital start-up which adopts technology as a support for the business activities. As one of the growing business in Indonesia, this organization gets special attention from the government that it will be able to become the backbone of the nation's economy. This has led to a necessity of measuring the alignment level between IT and business at digital start-ups in order to describe the conditions for developing strategies to increase competitive benefits. According to that necessity, the research on the assessment of the alignment between IT and business is conducted by using the Luftman SAM (Strategic Alignment Maturity) model to 30 samples of IT start-up companies from various business fields in Java where the center of digital start-up exists in Indonesia. Based on the results of this study, it was found that the average digital start-up has a pretty good alignment level of 3.45. This shows that the strategic alignment between IT and business is starting to integrate in all functional units. Keywords: alignment maturity, Luftman, SAM, start-up.Abstrak. Keselarasan teknologi informasi (IT) dan bisnis telah menjadi masalah utama start-up digital yang memanfaatkan teknologi sebagai penunjang dalam kegiatan bisnis. Sebagai salah satu organisasi yang marak berkembang di Indonesia, organisasi ini mendapatkan perhatian khusus dari pemerintah untuk mampu menjadi tulang punggung perekonomian bangsa. Hal ini menyebabkan perlunya pengukuran tingkat keselarasan IT dan bisnis pada start-up digital agar dapat menggambarkan kondisi keselarasan yang terjadi sehingga mampu menyusun strategi untuk semakin meningkatkan keuntungan kompetitif. Berdasarkan kebutuhan ini peneliti melakukan penilaian keselarasan antara IT dan bisnis dengan menggunakan model Luftman SAM (Strategic Alignment Maturity) terhadap 30 sampel perusahaan start-up IT dari berbagai bidang bisnis yang berada di wilayah Jawa dimana pusat pertumbuhan start-up digital di Indonesia berada. Berdasarkan hasil penelitian ini didapatkan bahwa rata-rata start-up digital memiliki tingkat keselarasan yang cukup baik yakni sebesar 3,45. Hal ini menunjukkan bahwa keselarasan strategis antara IT dan bisnis mulai terbentuk dan terintegrasi di seluruh unit fungsional. Kata Kunci: keselarasan IT dan bisnis, Luftman, SAM, start-up.

Puspitasari, Nia Budi, Singgih Saptadi, and Aditya Dwi Rahmadi. "Strategic alignment maturity assessment on conventional bank’s information technology." Journal of Engineering and Applied Technology 3, no. 2 (August 31, 2022): 53–63. http://dx.doi.org/10.21831/jeatech.v3i2.48859.

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Strategic alignment between information technology and business strategy is needed to achieve an organization's performance excellence. Bank X is a bank that focused on serving the micro, small and medium enterprise (MSME) market segments. Bank X provided a variety of banking services which are generally grouped into activities of raising and distributing funds. Banking services are carried out conventionally. At the end of 2019, Bank X was acquired by an investment holding company. The objective of the acquisition is to develop Bank X into a bank with a digital platform. This study aims to measure the maturity level of strategic alignment of information technology with business strategies at Bank X. A conceptual framework is developed based on relevant literature. The level of strategic alignment is measured based on Luftman's Strategic Alignment Maturity Model (SAMM) framework. The results of the analysis show that the strategic alignment maturity level of Bank X is at level 3. Several recommendations are given to improve the maturity level of Bank X's strategic alignment.

Gajardo, Pablo Alfonso, and Ariel I. La Paz. "Measuring Business-IT Alignment in a Digitally Revolutionized Economy." International Journal of IT/Business Alignment and Governance 10, no. 2 (July 2019): 1–19. http://dx.doi.org/10.4018/ijitbag.2019070101.

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Although the concept of business-IT alignment was once considered one of the most important concerns of organizations, in terms of IT administration, the attention it has received has decreased significantly over the years. This article postulates that strategic alignment initiatives still have the same relevance—in particular for non-IT companies—which means that digital transformation strategies should consider the strategic alignment as a critical issue for their success. Therefore, the persistent relevance of this concept and the need to measure it with updated instruments capable of assessing the degree of maturity reached and feeding back the results to the organizations remains a key topic in IT administration. Based on an updated instrument, adequate for a digital framework, our study surveyed a sample of mostly large Chilean companies. The results obtained reveal the importance to count with an improved model that captures the changes this new digital scenario imposes.

Bek, Nadezhda, and Laura Gadzhaeva. "Open Innovation Business Models and Open Strategies: Features, Challenges, Development Prospects." Moscow University Economics Bulletin 2018, no. 1 (February 28, 2018): 140–59. http://dx.doi.org/10.38050/01300105201818.

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The paper discusses the results of review of the business models innovation, open innovation business models and open innovation strategies. We reveal an increasing business attention and extensive growth of scientific paper in this field. We define positions of single authors about framework of components, parameters and relation business model innovation with open business models and open innovation strategies Based on existing literature, we illustrate that openness of business models innovation enhance the role of ecosystems, platforms, communities and other network forms in strategic management. The important avenues for future research in understanding and alignment business model innovation with effectiveness of creating and capturing value, business, innovation strategies and positioning strategies in digital transformation era.

Avramchikova, N. T., and A. O. Rukosuev. "Digital transformation of the economy at the regional level: strategy and specifics." E-Management 5, no. 4 (December 24, 2022): 64–71. http://dx.doi.org/10.26425/2658-3445-2022-5-4-64-71.

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The article defines the concepts of strategic planning, digitalisation, digital transformation in relation to public administration. The specifics of digital transformation in this field at the regional level are analyzed and an assessment of the effectiveness of the implementation of its components is made. The authors note that the direct use of foreign models of strategic planning in the field of digital transformation is problematic in Russian practice, since they do not consider the specifics of the Russian economy associated with the weak economic development of territories. It is concluded in the text that it is necessary to create a system of state strategic planning that takes into account these features. Disadvantages of strategic planning of digital transformation are investigated, mechanisms of research of typical errors are studied. The basis of this research was the analysis of strategic attitudes in the field of digital transformation of business processes and social interactions of the Krasnoyarsk Krai of the Russian Federation. A critical assessment and completeness of the methodological provisions of the federal project Digital Public Administration is carried out, the positive and negative aspects of this document are investigated. The article assesses its impact on the digital transformation in public administration in the Krasnoyarsk Krai. The authors reveal the inconsistency of goal-setting with the idea of digital transformation, the lack of alignment of relations between stakeholders, the low methodological study of the issue and the insufficient assessment of regional specifics. It is concluded that at present the digital economy development strategy is not fully provided with the necessary amount of funding and does not reflect the needs of strategic planning of digital transformation in the public administration system.

Øvrelid, Egil. "Exploring the Alignment between Digital Strategies and Educational Practices in Higher Education Infrastructures." Education Sciences 12, no. 10 (October 15, 2022): 711. http://dx.doi.org/10.3390/educsci12100711.

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Higher education is a key pillar in constructing new knowledge economies for the 21st century, and the digitalization of higher education is a central focus area for national authorities. Visionary discourses from authorities state that the decision-making authority for digital strategies should be centralized to the domain of management. Digitalization is, however, driven by key features of modern technology and may also lead to the transformation of traditional educational methods as well as educational practices. Since the university contains several disciplines, different strategies can be used when products or processes within the disciplines are digitalized. It is important to consider in the ways that different disciplines can proceed to digitalize their educational practices. Based on these interests, our research question is as follows: how do digital strategies in higher education emerge, and how do they align with the educational context? Through a qualitative case study with interviews, participation in workshops, and document analyses, we investigated two digitalization efforts in the fields of medicine and law. We found that the two classical disciplines’ strategic approaches differed substantially. Based on the findings, our main contribution is a digitalization model with two archetypes, namely digital transformation strategy and digital innovation strategy. The model highlight the main object of the respective strategies, but also the institutional reaction to digitalization efforts. An implication from our study is the demonstration of how specific faculties adapt digital strategies to educational practices. This may sometimes lead to the transformation of educational practices, while other times more incremental moderate changes may be implemented. From a practical point of view, policymakers, politicians, educational management, and professionals need knowledge and expertise about the implications of digital strategies for educational practices. Our contribution, we propose, strengthens the understanding of strategies within digital infrastructures in higher education.

Kitsios, Fotis, and Maria Kamariotou. "Artificial Intelligence and Business Strategy towards Digital Transformation: A Research Agenda." Sustainability 13, no. 4 (February 13, 2021): 2025. http://dx.doi.org/10.3390/su13042025.

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In the past decade, current literature and businesses have drawn attention to Artificial Intelligence (AI) tools and in particular to the advances in machine learning techniques. Nevertheless, while the AI technology offers great potential to solve difficulties, challenges remain implicated in practical implementation and lack of expertise in the strategic usage of AI to create business value. This paper aims to implement a systematic literature review analyzing convergence of the AI and corporate strategy and develop a theoretical model incorporating issues based on the existing research in this field. Eighty-one peer-reviewed articles were discussed on the basis of research methodology from Webster and Watson (2002). In addition to gaps in future research, a theoretical model is developed, discussing the four sources of value creation: AI and Machine Learning in organizations; alignment of AI tools and Information Technology (IT) with organizational strategy; AI, knowledge management and decision-making process; and AI, service innovation and value. These outcomes lead to both theoretical and managerial viewpoints, with extensive possibilities to generate new methods and types of management practices.

Devi, Ervia Tissyaraksita, Dermawan Wibisono, and Nur Budi Mulyono. "Identifying critical capabilities for improving the maturity level of digital services creation process." Journal of Industrial Engineering and Management 15, no. 3 (July 26, 2022): 498. http://dx.doi.org/10.3926/jiem.3818.

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Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable "alignment strategy" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.

Enke, Ernani José Fortunato Lisbôa, Mauro Luiz Martens, Aparecido dos Reis Coutinho, Walter Cardoso Satyro, Dariane Beatriz Schoffen Enke, and José Celso Contador. "Business models in the context of Industry 4.0 as support in generating value and strategic alignment." Research, Society and Development 11, no. 13 (October 10, 2022): e408111335675. http://dx.doi.org/10.33448/rsd-v11i13.35675.

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The production models created by the industry throughout the twentieth century are now put in check in the face of technological developments and the new digital transformation of manufacturing, known as Industry 4.0 (I4.0). Although many advantages and possibilities are still perceived from this transition, there is little discussion about the business models that will best adapt to this context, making it opportune to review the business models that emerge or are adapted to this new paradigm. This study aims to study the business models related to I4.0, in order to understand how these models support the value creation and how the alignment takes place with the strategy, in addition to identifying gaps for future studies. The methodology used was a systematic literature review, using bibliometrics and network and content analysis. This research had a descriptive purpose, making use of secondary sources through bibliographic survey, with consultation of SCOPUS and Web of Science databases. The sample of 149 publications was analyzed, allowing the discussion of business models in the context of Industry 4.0. Likewise, the analysis of the selected articles made evident the wide scope for future research. It is concluded from the research, that business models in the context of Industry 4.0 point to sustainable industrial value creation and tend to be directed to consumers, with a flexible and customized demand offer, passing by the lot size one, mass customization, when companies will shift their focus from marketing their products to providing solutions to specific customer desires.

Coghlan, Christopher, JoAnne Labrecque, Yu Ma, and Laurette Dubé. "A Biological Adaptability Approach to Innovation for Small and Medium Enterprises (SMEs): Strategic Insights from and for Health-Promoting Agri-Food Innovation." Sustainability 12, no. 10 (May 21, 2020): 4227. http://dx.doi.org/10.3390/su12104227.

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Adaptability has emerged in management/entrepreneurship literature as a business strategy to innovate, perform, and respond in a flexible manner to ever-changing contexts. Contemporary culture blurs boundaries between physical, biological, and digital domains, accelerating what entrepreneurship in sectors such as agri-food contributes to societal-scale solutions to problems at the convergence of social and commercial activities. In this study, we build upon the adaptability of biological systems to propose an approach to innovation, anchored in a tight, dynamic alignment between the strategic DNA of small and medium enterprises (SMEs) and the contexts in which they evolve. Our model employs interviews and supporting archival research on the health-promoting innovation practices of 37 SMEs in the agri-food sector. A two-year, single firm analysis illustrates its relevance and operational feasibility. Evidence suggests that the strategic DNA of SMEs, seen through the entrepreneurs’ identity, informs behavior at various stages of the innovation process and the enterprise’s evolution. Shifting identity prioritization is a reality, and interaction between entrepreneurial organizations and the environment is best understood as an interaction between the DNA of the entrepreneur/enterprise and the environment. This is valuable and will help agri-food and other SMEs to improve their ability to make the internal and external strategic adjustments required in a rapidly changing landscapes to create viable health-promoting food products.

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Дисертації з теми "Digital strategic alignment model":

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

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

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

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

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

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

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

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.

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.

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.

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.

Tang, Xinlin. "Inter-organizational Relationship Portfolio Management: A Digital Enablement Perspective of Process Alignment and Process Innovation." unrestricted, 2007. http://etd.gsu.edu/theses/available/etd-08172007-165450/.

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Thesis (Ph. D.)--Georgia State University, 2007.
Title from file title page. Arun Rai, committee chair; Detmar Straub, Wesley Johnston, Mark Keil, committee members. Electronic text (163 p. : ill. (some col.)) : digital, PDF file. Description based on contents viewed Oct. 15, 2007. Includes bibliographical references (p. 128-131).

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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Книги з теми "Digital strategic alignment model":

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

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

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

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

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

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

Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.

Barbera, Filippo, Roberto Paladini, and Marco Vedovato. Venice Original E-commerce dell’artigianato artistico e tradizionale veneziano. Venice: Fondazione Università Ca’ Foscari, 2022. http://dx.doi.org/10.30687/978-88-6969-615-2.

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In the last few years, many researchers have highlighted the economic and cultural impact that crafts have on the development of territories, enhancing local identities and traditions. Various researches also point to the close relationship between trade (sometimes called ‘neighbourhood’ trade), crafts and historic centres, in terms of quality of life, and socio-economic and identity development of territories, showing their new centrality to processes of urban development and regeneration and the formation of social capital. It is evident how enterprise contributes to local development through social interactions based on negotiated and open collaborations between microenterprises, community and network. It was well argued how small business (commerce, crafts and neighbourhood stores) has always played an important role as a social garrison in sparsely populated areas, allowing cities and particularly urban centres to become more lively or livable, being able to give or take away quality from the city and the territory, attributing peculiarity, security and specificity to places or trivialising them in a homogenised landscape. Among the services of social utility recognised to the artisan workshop are: the guarantee of services useful to the livability of the place, the garrisoning of territories and the development of social relations, the promotion of local identity and its know-how, and the creation of employment opportunities through modest initial availability of capital. At the same time, the worsening recessionary dynamics that have occurred in the global economy over the past two decades and the disruptive digital transition have exposed such enterprises to increasing difficulties, disruptively accentuating the decline in competitiveness and propensity to innovate of a large proportion of craft SMEs, of which the socioeconomic literature does not see significant adaptations to the changed environment, such as reconfiguring the business model, adopting a totally new strategic plan adapting to the digital transition, generational transition, and adopting innovative organisational or system behaviours. This volume presents the Venice Original E-Commerce case – a project carried out by the Venice Metropolitan CNA thanks to the support of J.P. Morgan, the support of the Venice Rovigo Chamber of Commerce and the sponsorship of the City of Venice and Ca’ Foscari University of Venice – as a reference project intervention to focus on a possible model of intervention to support culturally-valued artisan micro-enterprises, intervening on the process of strategic renewal and the conditions to foster generational turnover, understood as an opportunity to fill the gap on the digitisation of the artisan sector.

Spiker, Barry K., and Alain Nkoyock. Business-It Strategic Alignment: A Prerequisite for Digital Transformation. Lulu Press, Inc., 2018.

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Sloan School of Management. Center for I, N. Venkatraman, and John C. Henderson. Strategic Alignment: A Model for Organizational Transformation via Information Technology. Franklin Classics, 2018.

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Sloan School of Management Center for I, N. Venkatraman, and John C. Henderson. Strategic Alignment: A Model for Organizational Transformation Via Information Technology. Franklin Classics Trade Press, 2018.

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Частини книг з теми "Digital strategic alignment model":

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

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

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

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Wyzalek, John. "Strategic Goal Alignment and Portfolio Stakeholder Management." In Rethinking Project Management for A Dynamic and Digital World, 162–66. New York: Routledge, 2022. http://dx.doi.org/10.1201/9781003228615-20.

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Weinzimer, Philip. "Digital Transformation Governance Model at Armstrong World Industries:." In Strategic IT Governance 2.0, 33–35. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003317531-4.

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

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Weinzimer, Philip. "How Armstrong World Industries Focus on Executive Sponsorship, Business/IT Partnership, and Strategic Alignment in Governing Digital Acceleration Initiatives Improved Business Performance." In Strategic IT Governance 2.0, 37–53. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003317531-5.

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Werthner, Hannes. "Geopolitics, Digital Sovereignty…What’s in a Word?" In Perspectives on Digital Humanism, 241–48. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86144-5_32.

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AbstractAn overlay of digital networks and services often operated by global players encircles and “shrinks” the planet. At the same time, the geopolitical dynamics have entered a cycle of feud for leadership between trade blocs who compete for economic and industrial leadership but also on ethics, values, and political outlook. In this context, governments and lawmakers are struggling to combine the need for global cooperation in digital matters with the imperative to protect their jurisdiction from undue influence and provide economic agents with the means to compete on a global scale. The concept of “digital sovereignty” was carved to address this. Words matter a lot especially when they are meant to translate political goals. We argue that “digital sovereignty” lacks meaning and teeth, while the concept of “strategic autonomy” is more operative, contains in itself the elements of strategic planning, and should lead EU to aim at genuine “digital non-alignment.”

Zenezini, Giovanni, Jesus Gonzalez-Feliu, Giulio Mangano, and Laura Palacios-Arguello. "A Business Model Assessment and Evaluation Framework for City Logistics Collaborative Strategic Decision Support." In Collaborative Networks and Digital Transformation, 552–61. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28464-0_48.

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Adinolfi, Valentina, Michele Grimaldi, Vincenzo Naddeo, and Isidoro Fasolino. "A Model for Considering the Crossed Effects of Plans in the Strategic Environmental Assessment." In Geomatics for Green and Digital Transition, 437–47. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-17439-1_32.

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Тези доповідей конференцій з теми "Digital strategic alignment model":

JADDA, Salah, Nawfal ACHA, and Hafid BARKA. "Toward an assessment model of the impact of ICT Strategic Alignment Maturity and Information Systems Success on innovation and performance." In 2021 International Conference on Digital Age & Technological Advances for Sustainable Development (ICDATA). IEEE, 2021. http://dx.doi.org/10.1109/icdata52997.2021.00039.

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

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Tema prispevka je povezana z notranjimi dejavniki uspešnosti podjetja. Osredotočili smo se na zrelost (maturity) strateške skladnosti (strategic alignment) med dvema skupinama poslovnih procesov v podjetju – med poslovno funkcijo (business) in med informacijskimi tehnologijami (IT). Pojem zrelosti je začel uporabljati Jerry Luftman s sodelavci leta 2000, medtem ko je področje skladnosti med podjetjem in IT predmet raziskovanja številnih strokovnjakov že več kot 40 let. Predstavljena je analiza področja zrelosti strateške skladnosti med podjetjem in IT, s poudarkom na aktualnem modelu – Luftman 2017, ki ga primerjamo z modelom Luftman 1999. Ocenjujemo, da ponuja model Luftman 2017 možnost za izboljšanje skladnosti med procesi in s tem lahko prispeva h krepitvi konkurenčne moči podjetij.

Pieri, Sofia. "Strategie digitali e di progetto per un patrimonio costruito e il suo paesaggio nel sistema di fortificazione del Nord Sardegna." In FORTMED2020 - Defensive Architecture of the Mediterranean. Valencia: Universitat Politàcnica de València, 2020. http://dx.doi.org/10.4995/fortmed2020.2020.11541.

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Project and digital strategies for a built heritage and its landscape in the coastal fortifications system of Northern SardiniaThe research will deal with new methods about project and digital strategies: first starting from digital survey, operated with 3D laser scanner and photogrammetry procedures, allowing, through various operations, coordinated in a workflow to obtain a single point-cloud, derived from the alignment of all scan, to generate a complex 3D model, so called Building Information Model for Heritage (BIM-H). The present research project aims to investigate and systematize, the new digital restitution strategies of the fortification existing through laser scanning and digital mapping, in particular, on military structures, as well as reflect on the problem of protection and managing this specific kind of built heritage today so far from the motivations that once determined its construction. Choosing two case studies, belonging to the coastal fortifications system of Northern Sardinia, built in the same historical period, Forte Cappellini and Punta Rossa, analyze the common constructive characters, the relationship with nature and their current state of conservation, going to verify the possibility of sharing methodologies and strategies of appropriate project. Passing from an isolated and static vision of work files to one that will be shared and dynamic, it will be possible to offer “food for thoughts” in various areas and disciplines related to Architecture, which will be able to interface simultaneously and work in progress, enriching its content and know-how. The outcome of the study will allow to recognize the emergence of a new strategy of scientific investigation and design able to positively influence the protection and conservation of military architecture of our peninsula, suggesting theoretical and operational guidelines of different nature, often in shorter times and with results almost unimaginable before, allowing for further analysis and developments the same model in future.

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

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Salminen, Vesa, Heikki Ruohomaa, and Minna Takala. "Future Ecosystem Ensuring Competitiveness in Continuous Co-Evolution." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002245.

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The world is changing rapidly, and it is difficult to form clear understanding of future challenges and opportunities. Continuous demand on sustainability, carbon neutrality, circular economy and life cycle material chain management has changed societies and all industries fast. However, sustainable development and competitiveness are always based on being economically viable and circular economy itself is an economic theory. The amount of usable data in business environment is at the same time exponentially increasing. Technology opportunities as well are prominent to use the data in managing by data for the purpose of business co-evolution. Competitive landscape is shifting from well-defined industries to broader ecosystems and traditional enterprise boundaries are breaking down. This also means for busines transition towards platform economy e.g. enterprise production lines to networked intelligent value chains and ecosystems. Companies need in this disruptive situation an ecosystem strategy and analysis, which type of business model they are utilizing. Businesses are networking and transforming into ecosystems, emphasizing the management of interface processes. It is essential to understand digital ecosystem supporting business co-evolution. Data is a valuable currency that gives fuel for innovation and data driven co-evolution. Capturing of new data from various sources and executing it in business in transition requires human- oriented data-driven business architecture and strategy alignment on that basis towards circular economy business model and continuous coevolution. Circular economy ecosystems are based on economic theory, and they are not working if they are not economically viable. The goal of this article is to identify and analyze the life cycle material flow in circular economy in different business areas and find various business models and similarities in business practices. At the same time, this article attempts to develop framework for the strategic management of complex change through sustainable co-evolution in order to achieve a competitive edge for companies.This research is partly constructive, conceptual and analytical, because it introduces pathway to ecosystem strategy and introduces experiences of applying different evolutionary circular economy business models. Data for this concept creation has been collected over several years on continuous flow from ten different regional applied research and development projects. The data sources have also been interviews and workshops executed during projects on foresight and scenario planning basis. The researchers have been able to participate on creation of several regional ecosystems. Researchers have contributed on ecosystem strategy planning, decision making and continuous development practices.The complexity of co-evolution is difficult to manage without ecosystem- based approach. A generic perception of this research is that successful ecosystem needs clear ecosystem strategy and should set up a shared vision and evolutionary roadmap to serve as basis for common value creation, co- operation and ecosystem leadership. All ecosystem players can focus attention of ecosystems in the value propositions that are being pursued, not in corporate identity. It is important to understand that ecosystem is value driven. Ecosystems are defined around the roles, positions, and flows across the partners that create a value proposition. Nearly all business fields and enterprises face the need for transition towards data- driven circular economy business model and continuous coevolution through digital ecosystem.

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

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ALCIDES REZENDE, DENIS. "STRATEGIC DIGITAL CITY: CONCEPT AND MODEL." In 15th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2018. http://dx.doi.org/10.5748/9788599693148-15contecsi/os-5217.

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Alcides Rezende, Denis. "STRATEGIC DIGITAL CITY: CONCEPT AND MODEL." In 15th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2018. http://dx.doi.org/10.5748/9788599693148-15contecsi/ps-5217.

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

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

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Звіти організацій з теми "Digital strategic alignment model":

Bergsen, Pepijn, Carolina Caeiro, Harriet Moynihan, Marianne Schneider-Petsinger, and Isabella Wilkinson. Digital trade and digital technical standards. Royal Institute of International Affairs, January 2022. http://dx.doi.org/10.55317/9781784135133.

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There is increasing impetus for stronger cooperation between the US, EU and UK on digital technology governance. Drivers of this trend include the economic incentives arising from opportunities for digital trade; the ambition for digital technology governance to be underpinned by shared values, including support for a democratic, open and global internet; and the need to respond to geopolitical competition, especially from China. Two specific areas of governance in which there is concrete potential to collaborate, and in which policymakers have indicated significant ambitions to do so, are digital trade and digital technical standards. - To leverage strategic opportunities for digital trade, the US, EU and UK need to continue identifying and promoting principles based on shared values and agendas, and demonstrate joint leadership at the global level, including in the World Trade Organization (WTO) on e-commerce. - Policy actors in the US, EU and UK should work individually and collectively to build on the latest generation of digital trade agreements. This will help to promote closer alignment on digital rules and standards, and support the establishment of more up-to-date models for innovation and governance. - Collaborating on digital technical standards, particularly those underlying internet governance and emerging technologies, offers the US, EU and UK strategic opportunities to build a vision of digital technology governance rooted in multi-stakeholder participation and democratic values. This can provide a strong alternative to standards proposals such as China’s ‘New IP’ system. - Policy actors should seek to expand strategic cooperation on standards development among the US, EU and UK, among like-minded countries, and among states that are undecided on the direction of their technology governance, including in the Global South. They should also take practical steps to incorporate the views and expertise of the technology industry, the broader private sector, academia and civil society. By promoting best-practice governance models that are anticipatory, dynamic and flexible, transatlantic efforts for cooperation on digital regulation can better account for the rapid pace of technological change. Early evidence of this more forward-looking approach is emerging through the EU’s proposed regulation of digital services and artificial intelligence (AI), and in the UK’s proposed legislation to tackle online harms. The recently launched EU-US Trade and Technology Council is a particularly valuable platform for strengthening cooperation in this arena. But transatlantic efforts to promote a model of digital governance predicated on democratic values would stand an even greater chance of success if the council’s work were more connected to efforts by the UK and other leading democracies