To see the other types of publications on this topic, follow the link: Strategic alignment factors.
Journal articles on the topic 'Strategic alignment factors'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Strategic alignment factors.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Jorfi, Saeid, and Hassan Jorfi. "Strategic Operations Management: Investigating the Factors Impacting IT-Business Strategic Alignment." Procedia - Social and Behavioral Sciences 24 (2011): 1606–14. http://dx.doi.org/10.1016/j.sbspro.2011.09.002.
Full text
2
Ward, Kerry. "Examining Changes In The Strategic Alignment Models Alignment Factors Over Time: A Case Study." Review of Business Information Systems (RBIS) 15, no. 4 (September 28, 2011): 31–38. http://dx.doi.org/10.19030/rbis.v15i4.6010.
Full textAbstract:
The strategic alignment model of Henderson and Venkatraman (1994) views IS alignment as occurring among four factors: business strategy, organization infrastructure and processes, IS strategy, and IS infrastructure and processes. Henderson and Venkatraman view strategic alignment as occurring via simultaneous or concurrent attention to all four domains. A single case study was conducted to examine how changes in the alignment factors actually occur over time. Our findings suggest that while H& V indicated the SAM is a descriptive model, it explains few of the changes that actually occurred in the case and has limited applicability as a descriptive model.
3
Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (August 6, 2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.
Full textAbstract:
PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns of alignment (i.e. an IT-strategy–driven pattern and a business-strategy–driven pattern) are identified, and a process model of the IT-business strategic alignment is developed. Moreover, this study focuses on the social dimension of strategic alignment and examines the role of this dimension, which is critical and fundamental with respect to other dimensions, in achieving strategic alignment.Research limitations/implicationsThis paper makes important theoretical contributions to the understanding of strategic alignment by taking a dynamic view of alignment, identifying different patterns of alignment, emphasizing the role of social alignment and developing a comprehensive process model.Practical implicationsFrom a managerial perspective, managers should periodically scrutinize the IT-business alignment patterns of their organizations and develop dynamic capabilities for strategic alignment.Originality/valueWhile most of the literature on the dynamics of strategic alignment have focused on confirming the dynamics of strategic alignment and identifying the factors that create dynamics in alignment, this study examines IT-business alignment as a continuous process over time, thus providing a novel perspective. Moreover, while the role of social alignment and its impact on downstream performance remain unclear in the current literature, this study incorporates the social dimension of alignment to investigate the role of this dimension in achieving IT-business strategic alignment.
4
Gutierrez, Anabel, and Alan Serrano. "Assessing strategic, tactical and operational alignment factors for SMEs: alignment across the organisation's value chain." International Journal of Value Chain Management 2, no. 1 (2008): 33. http://dx.doi.org/10.1504/ijvcm.2008.016117.
Full text
5
Höglund, Linda, Maria Mårtensson, and Kerstin Thomson. "Strategic management, management control practices and public value creation: the strategic triangle in the Swedish public sector." Accounting, Auditing & Accountability Journal 34, no. 7 (May 5, 2021): 1608–34. http://dx.doi.org/10.1108/aaaj-11-2019-4284.
Full textAbstract:
PurposeThe purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as an analytical framework to study strategic management and management control practices in relation to public value.Design/methodology/approachThe paper uses an interpretative longitudinal case study approach including qualitative methods of document studies and interviews between 2017 and 2019.FindingsIn the strategic triangle, the three nodes of authorising environment, public value creation and operational capacity are interdependent, and alignment is a necessity for a strategy to be successful. But this alignment is vulnerable. The findings suggest three propositions: (1) strategic alignment is vulnerable to management control practices having a strong focus on performance measurements, (2) strategic alignment is vulnerable to standardised management control practices and (3) strategic alignment is vulnerable to politically driven management control practices.Originality/valueWith the strategic triangle as a base, this paper tries to understand what kind of management control practices enable and/or constrain public value, as there has been a call for this kind of research. In this way it adds to earlier research on public value, to the growing interest in the strategic triangle as an analytical framework in analysing empirical material and to the request for more empirical studies on the subject. The strategic triangle also embraces political factors, government agendas and political leadership for which there has also been a call for more research.
6
Panda, Sukanya, and Santanu Kumar Rath. "Strategic IT-business alignment and organizational agility: from a developing country perspective." Journal of Asia Business Studies 12, no. 4 (December 10, 2018): 422–40. http://dx.doi.org/10.1108/jabs-10-2016-0132.
Full textAbstract:
Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty. Design/methodology/approach This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage. Findings The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility. Originality/value Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.
7
Chi, Maomao, Jing Zhao, and Joey F. George. "Mediation and time-lag analyses of e-alignment and e-collaboration capabilities." Industrial Management & Data Systems 115, no. 6 (July 13, 2015): 1113–31. http://dx.doi.org/10.1108/imds-01-2015-0016.
Full textAbstract:
Purpose – Based on the literature of IT strategic alignment and e-collaboration, the purpose of this paper is to specify how e-business strategic alignment (e-alignment) influences e-collaboration capabilities and improves firm performance, and whether the time-lag effect existed in this relationship. Design/methodology/approach – The authors tested the research hypotheses using a field survey of 145 Chinese corporations. The research model was validated using SmartPLS 2.0 with both subjective and objective data collected from the survey and Oriana database. Findings – The results support the notion of a positive and significant link between e-alignment and e-collaboration capabilities and between e-collaboration capabilities and firm performance. The authors also show that the effect of e-alignment on performance is fully mediated by e-collaboration capabilities and that e-collaboration with suppliers has a one-year time-lag effect on firm performance. Research limitations/implications – This research extends and integrates the literature on IT strategic alignment and e-collaboration, and explains why and how e-alignment generates firm performance. Practical implications – This paper includes two implications for managers. First, when formulating e-business strategies, managers should focus on establishing e-collaboration capabilities with partners. Second, the downstream process is the direct sources of business value. Managers should take the establishment of e-selling process as a critical business strategy. Originality/value – By focussed on intermediate factors and time-lag effects, this study provides significant implications for IT strategic alignment and e-collaboration literature.
8
Hara, Yoritoshi. "Integrated marketing channel relationships: integration dimensions and channel performance." Journal of Business & Industrial Marketing 34, no. 6 (July 1, 2019): 1360–73. http://dx.doi.org/10.1108/jbim-01-2018-0050.
Full textAbstract:
Purpose Inter-firm integration is a multidimensional concept. This study aims to examine the performance effects of two aspects of inter-firm integration, coordination integration and authority integration, and their co-alignment with strategic and contextual factors. Design/methodology/approach The author conducted a quantitative empirical study using survey data of Japanese manufacturing companies’ relationships with their wholesalers to test hypotheses based on a literature review. Findings Coordination integration has a positive performance effect. There is co-alignment between high (low) coordination integration and high (low) product uniqueness. High (low) coordination integration is associated with high (low) demand uncertainty. High (low) authority integration is consistent with high (low) behavioral uncertainty. Research limitations/implications This study contributes theoretically to marketing channel and business-to-business marketing literature by holistically examining the linkages among governance forms, marketing-strategic factors, exchange-contextual factors and inter-firm performance. A limitation of this study is that the research data were collected in only one country, Japan. Thus, country-specific factors might affect the analytical outcomes. Practical implications Appropriate co-alignment among governance, strategies and contexts significantly influences performance. The findings have significant implications for manufacturing firms’ channel strategies. Originality/value This study tests the influences of two distinct dimensions of inter-firm integration on inter-firm outcomes, which few previous studies address. It comprehensively examines the linkages among governance forms, strategic factors, environmental factors and performance.
9
PADAYACHEE, I., and RM SHANO. "Factors influencing IT-Business Strategic Alignment in the Context of Business Process Reengineering." Journal of Contemporary Management 16, no. 2 (December 31, 2019): 621–52. http://dx.doi.org/10.35683/jcm19043.50.
Full text
10
Tu, Cindy Zhiling, Yufei Yuan, Norm Archer, and Catherine E. Connelly. "Strategic value alignment for information security management: a critical success factor analysis." Information & Computer Security 26, no. 2 (June 11, 2018): 150–70. http://dx.doi.org/10.1108/ics-06-2017-0042.
Full textAbstract:
Purpose Effective information security management is a strategic issue for organizations to safeguard their information resources. Strategic value alignment is a proactive approach to manage value conflict in information security management. Applying a critical success factor (CSF) analysis approach, this paper aims to propose a CSF model based on a strategic alignment approach and test a model of the main factors that contributes to the success of information security management. Design/methodology/approach A theoretical model was proposed and empirically tested with data collected from a survey of managers who were involved in decision-making regarding their companies’ information security (N = 219). The research model was validated using partial least squares structural equation modeling approach. Findings Overall, the model was successful in capturing the main antecedents of information security management performance. The results suggest that with business alignment, top management support and organizational awareness of security risks and controls, effective information security controls can be developed, resulting in successful information security management. Originality/value Findings from this study provide several important contributions to both theory and practice. The theoretical model identifies and verifies key factors that impact the success of information security management at the organizational level from a strategic management perspective. It provides practical guidelines for organizations to make more effective information security management.
11
Hajiha, Zohreh. "Effective Factors on Alignment of Accounting Information Systems in Manufacturing Companies: Evidence from Iran." Information Management and Business Review 3, no. 3 (September 15, 2011): 158–70. http://dx.doi.org/10.22610/imbr.v3i3.929.
Full textAbstract:
This study examines accounting information systems (AIS) alignment and its effective factors in the context of manufacturing companies in industries of food and beverage, sugar, materials and pharmaceutical companies listed in Tehran Stock Exchange (TSE), in Iran. Strategic alignment is very important in increasing company's performance, however, few studies have been made to investigate the factors that affect alignment and therefore, in this study we aimed to identify different levels of AIS alignment of Iranian companies and then investigated the factors that affect in this alignment. We defined AIS alignment as adoption between AIS requirements and AIS capacity. Using a questionnaire, data from 81 companies (include their financial and executive managers) were gathered on nineteen accounting information specifications for both requirements and capacity of AIS. We applied moderation view for fitness between these two items. Then cluster analysis was applied to categorize companies in two groups of aligned and unaligned. The study then investigated some factors that might be related to AIS alignment. Findings indicate that AIS alignment was related to level of manager’s accounting and IT knowledge; usage of accounting and audit firms as external experts of AIS; and usage of internal IT staff. The company size is also related to AIS alignment. It is important for companies to consider these effective factors on their AIS alignment so that opportunities can be recognized to improve AIS alignment that support their information needs in competitive environment.
12
Miyamoto, Michiko. "STRATEGIC ALIGNMENT MATURITY AND ITS EFFECT ON ORGANIZATIONAL PERFORMANCE OF JAPANESE SMALL AND MEDIUM ENTERPRISES." International Journal of Management, Innovation & Entrepreneurial Research 4, no. 1 (May 10, 2018): 42–50. http://dx.doi.org/10.18510/ijmier.2018.416.
Full textAbstract:
Purpose:Using a conceptual framework of Sledgianowski and Luftman (2001), this paper empirically investigates how Japanese SMEs view their Strategy Alignment Maturity, Short-term Linkage, and Organizational Performance. The author examines a theoretical framework for assessing strategic alignment maturity by using a survey data of Japanese small and medium companies. The relationship between strategic alignment maturity and the mutual understanding of business and IT objectives between business and IT executives is analyzed.
Methodology: The methodology of this study is quantitative. Three hundred fifty-four (354) Japanese firm-level data collected have beenanalyzed using structural equation modeling.
Main Findings:The results show that factors associated with IT-Business Alignment Maturityof Japanese SMEs are statistically significantly positively related to organizational performance. However, those are statistically significantly negatively related to Short-term Linkage.Although the linkage of information system plans with organizational objectives (business plans) are positively related, this study implies that the linkage of information systems and each factor of IT–Business Alignment Maturity is rather weakas previous empirical literature suggested.
Applications:This study can be applied to the firm-level analyses where IT-Business Alignment Maturity and Short-term Linkage are in issue.
Novelty/Originality:The author examines the relationship between strategic alignment maturity and organizational performance by using a survey data of Japanese small and medium companies.
13
Marín-Idárraga, Diego Armando, and Juan Carlos Cuartas. "Organizational structure and innovation: analysis from the strategic co-alignment." Academia Revista Latinoamericana de Administración 29, no. 4 (November 7, 2016): 388–406. http://dx.doi.org/10.1108/arla-11-2015-0303.
Full textAbstract:
Purpose The purpose of this paper is to determine the effect of the co-alignment of structural variables on innovation, wherein Bogotá-based SMEs, belonging to the industrial, commercial and services sectors, were used as samples. Design/methodology/approach The study was conducted using a causal inference methodology and through the application of a structural equation model. Findings The results indicate that organizational structure has an influence on innovation, although this is true only for some variables and only when the analysis is performed separately. When performed under strategic co-alignment conditions, however, its influence becomes greater. Originality/value Organizational structure and innovation are determining factors of organizational performance. Although the strategic co-alignment theory has provided points of reference to understanding the phenomenon of organizational performance, there are still many gaps left to be filled. Additionally, it also requires empirical validation especially in relation to Colombian SMEs – and this is where this work makes a contribution.
14
Huang, Leelien Ken. "Constructing Green IT Alignment Framework." International Journal of Strategic Information Technology and Applications 6, no. 3 (July 2015): 1–22. http://dx.doi.org/10.4018/ijsita.2015070101.
Full textAbstract:
Using contingency theory (CT) of fit as a foundation for this research, we report the development of the notion of ‘green IT alignment framework' and its determinants. This is followed by an analysis of the relationship between capability areas (i.e., contextual factors) and green IT alignment while the company pursues GREEN. Data were collected from a case study where a car manufacturer is our research setting—considered as suitable for this type of research. The author found that a total of 18 capability areas over three domains of technical, organizational, and environmental are a premise for green IT alignment. Such capability areas are considered as new and interdependent of traditional strategic alignment capabilities. The results of this research demonstrate an appropriate green IT alignment framework that is trust worthy to construct for understanding the factors of IT-business fit while pursing GREEN. Implications are discussed.
15
Fortuin, Frances, and S. (Onno) Omta. "The dynamics of the strategic network relations between corporate R&D and business: a longitudinal analysis in a large, technology-based multinational company." Journal on Chain and Network Science 7, no. 2 (December 1, 2007): 95–108. http://dx.doi.org/10.3920/jcns2007.x080.
Full textAbstract:
The present paper addresses the important issue of the management of the strategic network relations between corporate R&D and business in large divisionalized companies. In a large technology-based multinational company (± 30,000 employees) an instrument that provides regular feedback to both corporate R&D and business about strategic alignment, based on factors derived from the competence perspective and the network theory, has been tested in a longitudinal survey from 1997 through 2002 (696 respondents). It is concluded that a combination of both theoretical perspectives adds to a more in-depth understanding of the mechanisms at work in the complex R&D-to-business relations. The improved network communication based on structured feedback related to the level of R&D competencies as well as the level of R&D flexibility and information lead to better strategic alignment. It was further concluded that a governance structure that effectively balances the short-term orientation (via business unit funding) and the long-term orientation (via technology board funding) is effective to provide strategic alignment between R&D and business.
16
Panahi, Sirous, Hossein Ghalavand, Shahram Sedghi, Abdolahad Nabiolahi, and Sedigheh Khani. "Exploring the common factors affecting the strategic plans in Iranian academic libraries." Library Management 41, no. 4/5 (April 14, 2020): 123–34. http://dx.doi.org/10.1108/lm-08-2019-0054.
Full textAbstract:
PurposeOne of the important processes for success or failure of strategic plans in academic libraries is identifying different dimensions and factors affecting library activities and services. However, more previous studies focusing on strategic planning processes and few research have explored perspectives of academic library managers in factors affecting designed strategic plans. This article aims to identify the common factors affecting the strategic plans in Iranian academic libraries.Design/methodology/approachAfter adopting a qualitative survey design, 28 Iranian academic library managers were interviewed. Purposive snowball sampling method was used to select the libraries’ managers, and the data analysis was done using the thematic analysis method by MAXQDA 10.FindingsThe study revealed three main themes including personal, professional and organizational factors that effect on academic libraries’ strategic plans. Users' expectations and librarians' personality characteristics were identified as two sub-themes for personal factors. In term of professional factors, scientific achievement of libraries and communication skills are the most important factors. Academicals factors, managerial factors and budget alignment are most important organizational factors that affect the Iranian academic libraries’ strategic plans.Originality/valueIranian academic libraries use different approaches for developing their strategic plans. However, by revealing the common affecting factors by academic library managers, the study provides an opportunity for better controlling the academic libraries' strategic plans progresses.
17
Srivastava, Amit Kumar, and Sushil. "Alignment: the foundation of effective strategy execution." International Journal of Productivity and Performance Management 66, no. 8 (November 13, 2017): 1043–63. http://dx.doi.org/10.1108/ijppm-11-2015-0172.
Full textAbstract:
Purpose Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution. Originality/value There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.
18
Torres-Moreno, Miguel Eduardo, and Jairo Hernán Aponte-Melo. "Assessing Business-IT Alignment Maturity at a Colombian University." Journal of Cases on Information Technology 23, no. 4 (October 2021): 1–22. http://dx.doi.org/10.4018/jcit.20211001.oa8.
Full textAbstract:
Over the last decades, the role of the IT department within an organization has gradually gained importance. Technology has permeated all areas within organizations and nowadays is the cornerstone of almost all business processes. Thus, business-IT alignment (BITA) is considered an essential success factor for almost any organization. Consequently, the evaluation and improvement of this alignment have been a growing concern among researchers and organizations. This study assessed the BITA maturity in a Colombian university, applying Luftman’s SAM (Strategic Alignment Maturity) model. The conducted assessment collected, analyzed, and contrasted perceptions of business and IT personnel. Similarly, we investigated the personnel’s perceptions at the strategic, functional, and operational levels regarding the SAM factors. Furthermore, we compared our results with other BITA assessments in educational institutions, Latin American organizations, and worldwide results. Finally, we drew some conclusions that can be useful for practitioners who seek to apply Luftman’s assessment.
19
Al Wazzan, Dhiya Abdullah. "A Framework for the Strategic Management of Information Technology." American Journal of Business and Management 7, no. 1 (April 14, 2018): 14. http://dx.doi.org/10.11634/216796061706918.
Full textAbstract:
The complementary between IT as a competitive factor and strategic management is very important for gaining competitive advantages. This paper explores factors related to strategy and IT that should be considered for the strategic analysis of IT as a competitive factor, and proposes a framework for Strategic Technology Management (STM). The research is conducted by means of quantitative and qualitative analysis of data. The framework is expanded and validated through inference to findings of large and small to medium-sized enterprises through interviews, finally ending on theory matching. The results of the analysis show that the strategic management of information technology is a continuous process of evaluation and change and that the alignment between factors such as competitive environment, competitive strategies (business and IT strategies), competitive outcome, and competitive factors gain competitive advantages for industrial companies.
20
Mikalef, Patrick, Adamantia Pateli, Ronald S. Batenburg, and Rogier van de Wetering. "Purchasing alignment under multiple contingencies: a configuration theory approach." Industrial Management & Data Systems 115, no. 4 (May 11, 2015): 625–45. http://dx.doi.org/10.1108/imds-10-2014-0298.
Full textAbstract:
Purpose – Strategic alignment is a theory-based state that is considered as crucial for organizations in order to realize performance gains from information technology (IT) investments and deployments. Within the domain of purchasing and supply chain management there has been a growing interest on how purchasing strategy can be effectively aligned with IT and what conditions facilitate this state. The purpose of this paper is to investigate complex causal relationships of contingency elements that are key in enabling the “fit” between purchasing strategy and IT. Design/methodology/approach – The paper employs a configuration theory approach and propose that purchasing alignment is dependent upon patterns of multiple contingencies. In adherence with contingency theory, the authors group these elements as relating to strategic orientation, organizational factors, and purchasing decisions. On a sample of 172 international companies the authors then apply the novel methodology of fuzzy set qualitative comparative analysis (fsQCA). Findings – The paper empirically demonstrates that depending on the strategic orientation that a company follows, there are alternative combinations of elements that lead to high purchasing alignment. For companies following an operational excellence strategic orientation, a high contract binding scheme, or a small firm size facilitates purchasing alignment. Enabling elements for product leadership companies include a decentralized purchasing structure, a broad supplier base, and a large firm size. Purchasing alignment for customer intimacy companies is supported by a centralized purchasing structure, loose contract binding, and a large supplier base. Practical implications – The findings of this study suggest that practitioners aiming to attain a state of purchasing alignment should consider a number of contingency elements in the process. The paper shows that there is equifinality in the configurations that lead to purchasing alignment. This means that attaining purchasing alignment is dependent upon various clusters of contingency elements which must be taken into account when formulating a purchasing strategy. Originality/value – In contrast with past studies examining purchasing alignment as a result of the isolated impact of several antecedents, we applied a configuration theory approach to demonstrate that it is facilitated by the combined impact of a set of cause-effect relationships. In cases were non-linear and synergistic relationships exist between independent variables, this type of research may be a viable alternative.
21
Kruger, Wandi, and Riaan Rudman. "Strategic Alignment Of Application Software Packages And Business Processes Using PRINCE2." International Business & Economics Research Journal (IBER) 12, no. 10 (September 30, 2013): 1239. http://dx.doi.org/10.19030/iber.v12i10.8134.
Full textAbstract:
Numerous factors exist that may contribute to the unsuccessful completion of application software package implementation projects. The most significant contributor to application software package project failure lies in the misalignment of the organisations business processes with the functionality of the application software package. While various IT control frameworks that may assist in the implementation of application software packages are available, the question arises why industry still reports that the success rate of application software package implementation projects remains low. The purpose of this study was to examine the extent to which the Projects in Controlled Environment (PRINCE2) framework assists in the alignment of the organisations business processes with the functionality provided by the application software package implemented. This study investigated whether PRINCE2 addresses all the reasons for project failure. It identifies the shortcomings and weaknesses in PRINCE2 which may contribute to the misalignment between the business processes of the organisation and the functionality of the application software package implemented. The study recommends how these weaknesses identified in PRINCE2 can be addressed. By taking these recommendations into account when using PRINCE2 to implement application software packages, proper alignment between the organisations business processes and the functionality of the application software package may be achieved. This results in a more successful application software package implementation.
22
Sorrell, Constance S., and Joseph F. Lewis. "VDOT Is Moving in a New Direction: How Virginia’s Department of Transportation Is Using Strategic Management To Revamp Its Entire Operation." Transportation Research Record: Journal of the Transportation Research Board 1649, no. 1 (January 1998): 115–23. http://dx.doi.org/10.3141/1649-14.
Full textAbstract:
Leaders within Virginia’s Department of Transportation (VDOT) realized that the department would not be able to meet future challenges if it relied only on tactical responsiveness. VDOT embarked on a strategic management effort focused on shifting the organization’s culture to strategic thinking and customer responsiveness. The change effort began by drafting a new organizational vision, using purpose, mission, and values statements as guidelines for thinking strategically and meeting organizational goals. VDOT determined critical success factors and established performance measures to monitor these factors. Through a rigorous strategic planning process, leadership established overall departmental goals. VDOT leadership created organizational alignment by implementing this process throughout its field locations. The result of this effort is a proactive, customer-focused organization with a culture for thinking strategically, acting locally, and performing at improved heights.
23
Burn, Janice M., and Colonel Szeto. "A comparison of the views of business and IT management on success factors for strategic alignment." Information & Management 37, no. 4 (June 2000): 197–216. http://dx.doi.org/10.1016/s0378-7206(99)00048-8.
Full text
24
GIMMON, ELI, EYAL BENJAMIN, and LIORA KATZENSTEIN. "RADICAL STRATEGIC CHANGE IN ISRAELI HIGH TECHNOLOGY NEW VENTURES." Journal of Enterprising Culture 17, no. 02 (June 2009): 233–55. http://dx.doi.org/10.1142/s0218495809000345.
Full textAbstract:
This study note explores the major causes that stimulate Radical Strategic Change (RSC) in Israeli high technology new ventures. It explores the factors that make RSC successful in these ventures, based on the Resource-Based-View (RBV). A multiple case study methodology was applied on four Israeli-based start-up companies that experienced both an un-favorable and a favorable RSC, sequentially. Our findings suggest that the level of resources was the major impetus for these RSCs, and that the alignment of resources to the environment yielded the desired performance goals for these venture. Further research is needed to validate the findings of this study.
25
Haider, Abrar, and Sureerat Sae Tang. "Maximising Value Through IT and Business Alignment." International Journal of Technology Diffusion 7, no. 3 (July 2016): 33–58. http://dx.doi.org/10.4018/ijtd.2016070104.
Full textAbstract:
Contemporary business organisations need to be responsive to internal as well as external changes. Organisational intuitiveness, being fundamental to this responsiveness, requires that these organisations develop and manage their information processing and management infrastructure to enable an integrated and informed environment. Organisations generally have a deterministic approach to technological infrastructure development and do not give requisite attention to soft factors that shape its use. Information technologies, however, are strategic resources that require supportive human action through appropriate set of roles, responsibilities, and decision rights to works effectively, evolve in use, and enable value on continuous basis. This paper presents a case of an information technologies governance in a financial services organisation. It highlights that governance practices need to be institutionalised in the organisation, such that they become an integral part of the organisational, social, and technical environment of the business.
26
Al-Ammary, Jaflah. "The Strategic Alignment between Knowledge Management and Information Systems Strategy: The Impact of Contextual and Cultural Factors." Journal of Information & Knowledge Management 13, no. 01 (March 2014): 1450006. http://dx.doi.org/10.1142/s0219649214500063.
Full textAbstract:
A knowledge asset has been increasingly recognised as the most valuable asset in organisations as it playing an enabling role in formulating a successful strategies and achieving a sustainable competitive advantage. However, to continuously capture, maintain and reuse the key information, and arbitrates the strategic knowledge assets, KM should be aligned with business process, organisations and IT. Therefore, the aim of the current study is to investigate the direct effect of the contextual factors such as IT infrastructure and skills, existence of CKO and knowledge sharing on the KM strategic alignment between KM and IS strategy (KMSA-IS) in the banking sector at Arabian Gulf countries. However, cultural factors such as openness to change, organisational structure and trust were examined to have indirect effect on KMSA-IS via the knowledge sharing. In addition, the impact of KMSA-IS on the organisational performance was examined. The results revealed that the contextual factors such as IT infrastructure and skills and existence of CKO as well as the knowledge sharing have shown a significant contribution on KMSA-IS. Organisational structure and trust however, revealed to have indirect impact on KMSA-IS via the knowledge sharing. Therefore, executive managers in the Arabian Gulf banking sectors should adopt new rules using flexible organisational culture, reforming and redesigning their organisational structure and incorporating an advanced IT in their operations for competitive advantage. Moreover, they need to establish an alignment between KM and IS strategy in order to move their KM systems in a direction that holds promise for long-lasting competitive advantage.
27
Lunardi, Guilherme Lerch, Antonio Carlos Gastaud Maçada, João Luiz Becker, and Wim Van Grembergen. "Antecedents of IT Governance Effectiveness: An Empirical Examination in Brazilian Firms." Journal of Information Systems 31, no. 1 (October 1, 2016): 41–57. http://dx.doi.org/10.2308/isys-51626.
Full textAbstract:
ABSTRACT Although some authors have stated that effective IT governance is crucial for any organization to achieve its corporate goals, little empirical research is available supporting the assumptions regarding the factors that determine the effectiveness of IT governance. This paper analyzes the main IT governance domains (i.e., IT strategic alignment, IT risk management, IT value delivery, IT resource management, and IT performance management) and the presence of several IT governance mechanisms that constitute antecedents of IT governance effectiveness. We used partial least squares (PLS) structural equation modeling to test our hypotheses based on survey data from 87 large Brazilian companies. Our results show IT strategic alignment, IT value delivery, IT risk management, and IT performance management have a positive and significant impact on the effectiveness of IT governance. Further, we found associations of structural, procedural, and relational mechanisms with the main IT governance domains suggesting their adoption can improve IT governance within organizations.
28
bin Amlus, Mohammad Harith, Ahmad Zaidi Abdullah, and Amlus Ibrahim. "The Influence of Strategic Alignment on Company Performance in Malaysian Electrical and Electronic Industries." Applied Mechanics and Materials 793 (September 2015): 652–56. http://dx.doi.org/10.4028/www.scientific.net/amm.793.652.
Full textAbstract:
In current globalization business competition scenario, every organization or company is striving to maximize it earning profits. This study attempts to explore the relationship between strategic alignment which could potentially influence company performance. Company Performance is the main criteria for a company continue to growth, gain market place, success and survival in near future more or less affecting by the employee involvement and emotional commitment to the company. Through a survey, a total 84 companies representing various industries in Northern Region of Malaysia had responded. The hypotheses involved were tested using correlation and regression techniques. The results of the study support all the hypotheses. The multiple regression analysis indicates that there are significant relationships among the factors on each criterion to manufacturing capabilities.
29
Santos, Inêz Manuele dos, Caroline Maria de Miranda Mota, and Luciana Hazin Alencar. "The strategic alignment between supply chain process management maturity model and competitive strategy." Business Process Management Journal 27, no. 3 (March 8, 2021): 742–78. http://dx.doi.org/10.1108/bpmj-02-2020-0055.
Full textAbstract:
PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.
30
Perez, Gilberto, Marcel Ginotti Pires, Amélia Silveira, and Moisés Ari Zilber. "The strategic alignment between Information Technology and Business: a study in a Brazilian state bank." Revista Ibero-Americana de Estratégia 7, no. 2 (May 26, 2009): 111–24. http://dx.doi.org/10.5585/ijsm.v7i2.1378.
Full textAbstract:
The objective of the study was to evaluate the area of Information Technology (IT), of a great Brazilian state bank, related to the strategic planning of the institution. The descriptive research, with quantitative method, was executed by means of structured questionnaire. The citizens selected for this research were the professionals who hold positions of management, coordination, analysis business-oriented and analysis of systems of the studied bank. The collected data were processed by statistical techniques, with the application of SPSS V13. The results demonstrate the understanding that the staff of the IT company has in relation to the business policies and the strategies of the institutional administration. The results show, among other things, the strategic alignment of IT and technology strategies as factors that define the role of the area of IT to the business of the institution.
31
Srivastava, Prashant, Karthik N. S. Iyer, and Mohammed Y. A. Rawwas. "Performance impact of supply chain partnership strategy-environment co-alignment." International Journal of Operations & Production Management 37, no. 7 (July 3, 2017): 927–49. http://dx.doi.org/10.1108/ijopm-09-2015-0586.
Full textAbstract:
Purpose The purpose of this paper is to enhance understanding on supply chain partnership strategy-environment context co-alignment and its relationship with performance. Using the environment-strategy-performance view framework and the supporting relational perspective, the study develops a model and hypotheses to understand how supply chain partnership strategy as a response to co-align with operating context elements may impact operational and overall firm performance. Additionally, the study investigates the interrelationships among partnership strategy elements. Design/methodology/approach Data for testing the hypothesized relationships in the conceptual model was collected through a survey of managers in the Hoover’s database of US manufacturing firms. The survey sample included 115 responses from a wide variety of manufacturing forms. Findings Findings support the conventional wisdom relating collaboration to operational and financial performance. While product complexity associates with the “building block” resources, resource complementarity and resource specificity, technological turbulence relates significantly with only resource specificity. Interestingly, competitive intensity associates differentially with the resources – positive with resource specificity and negatively with resource complementarity. The results also reveal mediating influences of resource specificity and collaboration. Research limitations/implications The research findings have to be considered in context. The moderate size, wide industry/firm diversity and robust research design notwithstanding, and the cross-firm nature can potentially obscure causal linkages. Besides, more comprehensive insights could be obtained by modeling the co-alignment of strategy with other factors in the operating context such as industry munificence, and market unpredictability. Practical implications Firms derive operational and financial performance benefits from close collaboration with partners since the operational enhancements from such relationships have customer service implications. Besides, the synergistic interrelationships among strategic partnership resources and their eventual impact on operational and financial performance is highlighted suggesting that firms develop a proper mix of unique and complementing set of resources and leverage them through collaborative behaviors. Importantly, the results provide a framework for managers to understand the criticality of aligning their resources with contextual elements to realize enhanced operational efficiencies, customer service, and financial benefits. Originality/value Much of the evidence on the rent generation capabilities in supply chain partnerships is still anecdotal and extant empirical research lacks adequate explanation. Thus this study offers an initial strategic response framework for an appropriate co-alignment of partnership resources with environmental context factors to realize operational benefits and overall financial performance. The framework answers the critical question: does a supply chain partnership strategy that matches “fit” or co-aligns with its critical operating environment context realize better performance? Additionally, it unravels the interrelationships among strategic partnership resources.
32
Ko, Joong Hoon, and Daecheol Kim. "The Effects of Maturity of Project Portfolio Management and Business Alignment on PMO Efficiency." Sustainability 11, no. 1 (January 5, 2019): 238. http://dx.doi.org/10.3390/su11010238.
Full textAbstract:
The purpose of this research is to analyze efficiencies of project management offices (PMOs) using the data envelopment analysis (DEA). As the post-analysis of the efficiency analysis, the causal factors affecting the efficiencies of PMOs were tested. 87 PMOs were used to analyze their efficiencies. In the constant returns-to-scale model, 11 PMOs were completely efficient and 76 PMOs were inefficient. In the variable returns-to-scale (VRS) model, 26 PMOs were efficient and 61 PMOs were inefficient. The efficiency analysis by the DEA has the advantage of deriving the scale efficiency for each DMU. From the result of the post-analysis, it was found that the PMO efficiency was positively influenced by the project portfolio management maturity (PPMM) and the degree of strategic alignments with the business goals. In conclusion, by improving PPMM and strengthening the strategic alignments with business goals, higher efficiency and performance of the PMO can be expected.
33
Junior, Roberto Jorge, Dirceu Da Silva, and Roque Rabechini Junior. "Factors evaluation and variable that influence the improvement programs in continuous support specialists vision." Revista Ibero-Americana de Estratégia 15, no. 3 (September 1, 2016): 88–101. http://dx.doi.org/10.5585/ijsm.v15i3.2433.
Full textAbstract:
This work has the objective to identify the factors and variables that make influence at sustainability of continuous improvement programs. It has done an exploratory study, by the quality analysis, with qualified experts in Lean Six Sigma methodologies and huge experience to implement these projects to qualify the factors and variables. The results, which ones were discussed and resort by literature basis generated a package of variables related with factors that make influence to sustainability of continuous improvement programs. Factors are related technical aspects but also involve other 12 factors like: strategic alignment, communication, leadership involvement, culture, governance, training, human resources support, learning organization, reward and recognition, infrastructure, experts support and client vision.
34
Gobbi, Chiara, and Juliana Hsuan. "Collaborative purchasing of complex technologies in healthcare." International Journal of Operations & Production Management 35, no. 3 (March 2, 2015): 430–55. http://dx.doi.org/10.1108/ijopm-08-2013-0362.
Full textAbstract:
Purpose – The purpose of this paper is to investigate how buyers and the vendors pursue alignment in collaborative purchasing (CP) of complex medical technologies. Design/methodology/approach – Through a literature review in CP, the paper identify factors for shareholder alignment (i.e. aligning the needs of the buyers within the purchasing group) and customer alignment (i.e. aligning buyers’ needs with the vendors offering strategies) and investigate how they manifest in the case of CP of complex technology in the Danish National Healthcare System. Findings – Shareholder alignment requires appropriate management of the relationships, expertise and guidance in simplifying procedures and effective management of the purchasing group. Customer alignment is facilitated by buyers’ understating of the vendor’s design options, which are moderated by the vendor’s design strategies. Research limitations/implications – The findings and generalizations from a single case study are limited to the complexity of the purchased technology and the specific cultural context. However the paper represents the first explorative study that poses the attention on the relevance of shareholder and customer alignment in CP. Practical implications – The study can offer hospitals, vendors, governmental and regional institutions a better understanding about the alignment mechanisms for successful implementation of CP and how to avoid pitfalls. Originality/value – Literature on CP is scarce as there are virtually no contributions that debate the key elements and tradeoffs that need to be considered for strategic alignment. The study addresses this gap.
35
Sibanda, Mabutho, and Durrel Ramrathan. "Influence of Information Technology on Organization Strategy." Foundations of Management 9, no. 1 (February 23, 2017): 191–202. http://dx.doi.org/10.1515/fman-2017-0015.
Full textAbstract:
AbstractThe exponential development of information technology has presented many opportunities to organizations; however, it has also presented several challenges. A key challenge is how do organizations effectively use information technology and incorporate it into their strategies to make full use of its capabilities as an enabler. The fast-changing nature of information technology has resulted in little empirical evidence on how it influences organization strategy. The Strategic Alignment Model was a popular model created to assist organizations to align their information technology and their business strategy; however, the growth of technology may have made this model irrelevant in this age. Therefore, organizations need to determine what factors drive this alignment. Using hermeneutic phenomenology, 12 in-depth interviews were conducted within IBM South Africa to determine real-life drivers that help create this alignment. The themes derived from the interview texts reveal that consumers are becoming more empowered; therefore, organizations need to be more flexible in their business models and strategies. Furthermore, the integration of cross-functional roles in the organization at the management level allow for improved alignment between information technology and strategy as better integrated roles bring a combination of these two elements.
36
Reshetilo, V. "PROBLEMS OF TERRITORIAL ALIGNMENT IN INCLUSIVE DEVELOPMENT CONDITIONS." Series: Economic scienceue/view/124 2, no. 155 (April 3, 2020): 75–82. http://dx.doi.org/10.33042/2522-1809-2020-2-155-75-82.
Full textAbstract:
The problems of formation of new institutional conditions of territorial alignment in the context of the need for transition of the country to inclusive development, which requires the inclusion of all members of society in socio-economic processes and their humanization, are investigated. It has been determined that inclusive development has broader goals than GDP growth, and aims at compre-hensive human development, increasing its well-being and reducing poverty and inequality, and requires active participation in the human resource economy. It is revealed that the economic literature covers the concepts of "inclusive growth", "inclusive innovation", "inclusive development", "inclusive economy", etc. There are also many definitions of the term "inclusive develop-ment". Thus, World Bank scholars have identified: inclusive development is the sustainable rapid development of all sectors of the economy, which attracts a large part of the country's labor resources and is characterized by equal access to the labor market and resources. The priority of inclusive development is to improve the quality of life of the population through the formation of a high-employment economy and a society with a minimal separation. Achieving these goals is not possible only through the efforts of the state. They should be shifted to the regional level, but subject to effective regional policy, expansion of local authority, creation of financial conditions for innovative development of regions. The importance of strategic state regulation of regional development, which has to be systematic, indirect and advisory, needs to be clearly defined strategic goals and objectives of long-term socio-economic development, development of anti-crisis state policy, establishment of optimal ratio of all branches of power, support of regional economic security, proven implementation of fiscal and monetary policy, non-interference in the operational activities of local authorities. Such important factors as achievement of the goals of inclusive development are considered, as decentraliza-tion in management and development of regions, features of "domestic model of decentralization", formation of new institutional unit - united territorial communities and formation of their innovative structures, and directions of development of effective economic policy of the state and regions. to implement the concept of inclusive development. Keywords: territorial alignment, inclusive development, institutional transformations, decentralization in governance and development of regions, integrated territorial communities, economic policy, integrated regional programs.
37
PASCHE, MAXIMILIAN HANS, and MAGNUS PERSSON. "ORGANISING FOR MODULARITY IN DYNAMIC MARKETS." International Journal of Innovation Management 16, no. 02 (April 2012): 1250010. http://dx.doi.org/10.1142/s1363919611003507.
Full textAbstract:
Facing constantly increasing product variety and changing customer demands, many companies have adopted a product modularisation strategy to increase strategic flexibility. Despite the dominant view that product modularisation directly increases strategic flexibility, it is argued here that the causal link between product modularisation and strategic flexibility is mediated by specific complementary organisational factors which enable firms with a modular product structure to develop strategic flexibility. Moreover, the interrelationship between product architecture and organisational structure is regarded as reciprocal. That is, product architecture and organisational structure are considered to co-evolve and mutually influence each other. The purpose of this paper is to elucidate how firms applying a modularisation strategy organise in order to increase the strategic flexibility, and how the organisational structure is interrelated with the product architecture, especially the ability to maintain a modular product architecture over time. Two International automotive companies, both of them implemented a modularisation strategy in the mid-1990s, have been studied. From the cases it can be concluded that the alignment of product and organisational architecture, decision-making structures, and the management of knowledge affect a firm's ability to evolve its products and maintain a modular product structure over time.
38
Yadav, Neetu, Paolo Taticchi, and Sushil. "Dynamics of strategic interventions with firm’s performance." International Journal of Productivity and Performance Management 64, no. 5 (June 8, 2015): 640–56. http://dx.doi.org/10.1108/ijppm-04-2014-0058.
Full textAbstract:
Purpose – The purpose of this paper is to explore the relationships between strategic interventions with firm’s performance using flexible strategy game-card (FSGC) approach in the context of one of the Indian telecom service providers. Design/methodology/approach – The paper adopts the case research methodology and follows the seven-step mechanism of implementing FSGC for designing performance management system (PMS) for case company. Findings – The paper adopts an evolving performance management framework for development of PMS in the context of Indian enterprise, where there is limited work done in this field. It showcases identification of strategic factors from enterprise perspective, and subscribers’ perspective; defining measures, targets, strategic directions; alignment of strategic actions with strategic directions; executing strategic actions; and review and feedback, thus, the process of PMS development covers the entire cycle of strategy formulation and implementation. Research limitations/implications – The findings of case analysis is limited to the context of the study, which cannot be generalized, but the mechanism of PMS development can be taken as an exemplary for development of FSGC in the context of any enterprise. Originality/value – The paper makes a contribution to the body of knowledge of performance measurement and management in terms showing its linkages with strategic interventions, and thus it leads to develop an effective PMS. The case illustration in context of the Indian enterprise makes a sectoral contribution.
39
Haller, Coralie, Daria Plotkina, and Tan Vo-Thanh. "Social Media Use of Small Wineries in Alsace: Resources and Motivations Analysis." Sustainability 13, no. 15 (July 21, 2021): 8149. http://dx.doi.org/10.3390/su13158149.
Full textAbstract:
Social media (SM) plays an increasingly important role in small and medium businesses, including wineries. However, little is known about the managerial adoption and use of SM by wineries. This study aims to understand wineries’ SM usage by analysing their strategic objectives of SM usage and main differences in relation to their SM usage, as well as establishing factors contributing to SM usage. The unified theory of acceptance and use of technology (UTAUT) framework (performance expectancy, effort expectancy, social influence, and facilitating conditions) is discussed together with additional explanatory factors relevant in the studied context (attitude toward SM, self-efficacy, and anxiety). A quantitative survey of 78 wineries from the Alsace wine region of France was conducted. The results show that SM is currently used by a majority of wineries, but that strategic alignment is missing. There are significant differences in SM usage according to winery size, export orientation, and winemakers’ profiles. The results also confirm that wineries need resources and knowledge to use SM more extensively.
40
Hisler, Garrett, David Dickinson, and Brant Hasler. "084 Does Alignment between the Timing of Sleep and Circadian Rhythm Predict Behavioral Decision Making?" Sleep 44, Supplement_2 (May 1, 2021): A35—A36. http://dx.doi.org/10.1093/sleep/zsab072.083.
Full textAbstract:
Abstract Introduction Cognitive performance and decision making have been shown to suffer under conditions of misalignment between circadian preference and time-of-assessment; however, little is known about how misalignment between the timing of sleep and circadian rhythm impacts decision making. To this end, this study captured naturally occurring degrees of alignment between the timing of sleep and the circadian rhythm (i.e., alignment of sleep-wake timing with circadian phase) to examine if greater misalignment predicts worse behavioral decision making. Methods Over the course of two weeks, 32 participants (18–22 years of age; 61% female; 69% White) continuously wore actigraphs and completed two overnight in-lab visits (Thursday and Sunday) in which both dim light melatonin onset (DLMO) and behavioral decision-making (risk taking, framing, and strategic reasoning tasks) were assessed. Sleep-wake timing was assessed by actigraphic midsleep from the two nights prior to each in-lab visit. Alignment was operationalized as the interval between DLMO and average midsleep. Multilevel modeling was used to predict performance on decision making tasks from circadian alignment during each in-lab visit; nonlinear associations were also examined. Results Misalignment characterized by shorter time between DLMO and midsleep predicted decision-making in a curvilinear fashion (i.e., squared misalignment term predicted performance). Specifically, shorter time between DLMO and midsleep predicted greater risk-taking under conditions of potential loss (B = .10, p = .04), but less risk-taking under conditions of potential reward (B = -.14, p = .04) in a curvilinear fashion. Misalignment did not predict decision-making in the framing and strategic reasoning tasks. Conclusion Findings suggest that naturally occurring degrees of misalignment between the timing of sleep and the circadian rhythm may impact risky decision-making, further extending accumulating evidence that sleep/circadian factors are tied to risk-taking preferences. Future studies will need to replicate findings and experimentally probe whether manipulating alignment influences risky decision making. Support (if any) R21AA023209; R01DA044143
41
Pollack, Jonathan D. "The Sino-Japanese Relationship and East Asian Security: Patterns and Implications." China Quarterly 124 (December 1990): 714–29. http://dx.doi.org/10.1017/s0305741000031465.
Full textAbstract:
The Sino-Japanese relationship is among the central factors in East Asian international politics, but it remains a derivative rather than primary strategic pattern. Leaders in Beijing, long preoccupied by the Soviet-American military competition in East Asia and the more immediate Soviet challenge to China's security, have only begun to assess the potential effects of Japanese power on Chinese political and security interests. Japan's predominant concern has been the maintenance of its political and security alignment with the United States, reinforced by decades of Soviet rigidity toward Tokyo.
42
Doolan-Noble, Fiona, Mataroria Lyndon, Andrew G. Hill, Jonathon Gray, and Robin Gauld. "Developing and Implementing a Framework for System Level Measures: lessons from New Zealand." Asia Pacific Journal of Health Management 11, no. 2 (July 1, 2016): 18–26. http://dx.doi.org/10.24083/apjhm.v11i2.181.
Full textAbstract:
Background: Measuring performance is now the norm in health systems. System Level Measures (SLMs), implemented at New Zealand’s Counties Manukau Health (CMH) are designed to support quality improvement activities undertaken across the health system using only a small set of measures. While the healthcare and performance measurement literature contains information regarding the facilitators and barriers to quality improvement initiatives, there is an absence of studies into whether these factors are germane to the establishment and implementation of a SLM framework.
Methods: A purposive sample of thirteen senior managers and clinicians involved in the construction and implementation of SLMs were invited to participate. Semi-structured telephone interviews were completed and recordings transcribed verbatim. Transcriptions were thematically analysed using a general inductive approach.
Findings: In total, ten interviews took place. Six facilitative themes were identified including: dispersed and focused leadership; communication; data; alignment of the measures with organisational strategic data; alignment of the measures with organisational strategic plans and values; stakeholder engagement; and a dedicated project team. Conversely, five themes were identified that hindered the process. These were: reaching consensus; perfection versus pragmatism; duplication and process burden; achieving buy-in and workload.
Discussion: The factors that facilitate and hinder establishing and implementing a framework of SLMs are common to other quality improvement approaches. However, this study demonstrated that these factors were also germane to SLMs. These findings are of particular relevance as researchers and policy makers elsewhere increasingly aim to adopt measurement arrangements for health systems that address equity, safety, quality, access and cost.
Abbreviations: CMH – Counties Manukau Health; DHB – District Health Board; IHI – Institute for Healthcare Improvement; QI – Quality Improvement; SLM – System Level Measure.
43
Harrison, Teresa, and Joshua D. Bazzy. "Aligning organizational culture and strategic human resource management." Journal of Management Development 36, no. 10 (November 13, 2017): 1260–69. http://dx.doi.org/10.1108/jmd-12-2016-0335.
Full textAbstract:
Purpose As strategic human resource management (SHRM) continues to grow as an important issue for organizations, it is imperative to examine all factors that contribute to the success and failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper is to demonstrate that organizational culture should be an integral factor when considering SHRM. The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide future research. Design/methodology/approach The authors present a conceptual model proposing organizational culture as a moderator of the relationship between an organization’s strategy and SHRM. Findings In addition to the conceptual model, the authors present a number of testable propositions for determining how firm performance and effectiveness may depend on the linkage between strategy and the utilization of HR as a competitive advantage. Originality/value Currently, there is a lack of research regarding the conceptualization of organizational culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy. The authors integrate the current research to create arguments for testable propositions and future research directions. The authors also argue that misalignments may occur which may prove detrimental to the organization.
44
Ho, Joanna, Cody Lu, and Lorenzo Lucianetti. "Does engaging in corporate social responsibility activities influence firm performance? The moderating effects of risk preferences and performance measurement systems." Management Decision 59, no. 13 (February 16, 2021): 15–37. http://dx.doi.org/10.1108/md-07-2020-0925.
Full textAbstract:
PurposeThis paper aims to examine whether and how two firm-level factors jointly moderate the relation between corporate social responsibility (CSR) activities and firm performance: (1) the “alignment” between a firm's CSR activities and risk preferences and (2) performance measurement systems (PMS).Design/methodology/approachUsing survey responses from top managers of private Italian companies and matching archival data on the financial performance of these companies, the authors show that the positive effect of CSR activities on firm performance is contingent upon CSR–risk alignment, which creates competitive advantages, and the extent to which the firm's PMS are supportive of its strategic initiatives.FindingsThe findings suggest that to extract economic benefits from CSR activities, firms must align CSR activities with their risk preferences and rely on PMS to overcome the causal ambiguity between CSR activities and competitive advantage.Originality/valueOverall, this study contributes to both the CSR–firm performance and consequences of PMS literature and holds significant practical implications.
45
Peñaherrera-Patiño, Daniel, José Flores-Poveda, David Pincay-Sancán, and Priscilla Vargas-Ramírez. "Esquema de alineamiento estratégico: Una perspectiva teórica desde la consultoría empresarial y la gerencia aplicada. //Strategic alignment scheme: A theoretical perspective from business consulting and applied management." CIENCIA UNEMI 11, no. 28 (October 1, 2018): 41–56. http://dx.doi.org/10.29076/issn.2528-7737vol11iss28.2018pp41-56p.
Full textAbstract:
El presente trabajo desarrolla una propuesta metodológica que considera los factores claves a tener en cuenta para el desarrollo eficiente de un proceso de consultoría estratégica que le de soporte a la alta dirección empresarial. Para esta finalidad se ha planteado un esquema de alineamiento que se sustenta en un enfoque sistémico de empresa y fundamentado en criterios de causa y efecto entre las áreas que integran una organización. Este trabajo se ha desarrollado utilizando una metodología de investigación exploratoria, basada en la revisión de la literatura especializada, con el fin de determinar la influencia de la evolución de estos conceptos para la gerencia actual. Los resultados concluyen que el fenómeno de estudio no permite una descripción sistemática e integral del mismo, ya que para determinar con precisión una hipótesis o teoría sobre alineamiento estratégico, debería estudiarse en mayor profundidad, los factores críticos de éxito en diversas organizaciones empresariales, considerando sus características heterogéneas, en relación con su actividad económica, nivel de complejidad, formalización y centralización. Por tal razón se vuelve pertinente, profundizar en el estudio de la consultoría y la gerencia empresarial aplicada, para así poder contar con nuevos aportes teóricos en materia de dirección estratégica e innovación. AbstractThe present work develops a methodological proposal that considers the key factors to take into account for the efficient development of a strategic consultancy process that supports the top business management. For this purpose, an alignment scheme that is based on a systemic business approach and based on cause and effect criteria among the areas that make up an organization has been proposed. This work has been developed using an exploratory research methodology, based on the review of specialized literature, in order to determine the influence of the evolution of these concepts for current management. The results conclude that the phenomenon of study does not allow a systematic and integral description of the same, since to determine with precision a hypothesis or theory about strategic alignment, the critical success factors in diverse business organizations should be studied in greater depth. Also, their heterogeneous characteristics, in relation to its economic activity, level of complexity, formalization and centralization should be considered. For this reason, it becomes pertinent to deepen the study of the consultancy and applied business management, in order to be able to count on new theoretical contributions in strategic direction and innovation.
46
Gulla, Umesh, and M. P. Gupta. "Deciding Information Systems (IS) Outsourcing: A Multi-Criteria Hierarchical Approach." Vikalpa: The Journal for Decision Makers 34, no. 2 (April 2009): 25–40. http://dx.doi.org/10.1177/0256090920090203.
Full textAbstract:
Attracted by the desire to cut cost and improve performance continuously, managers across the continents are showing interest in outsourcing their Information Systems. Influenced by this global trend, Indian firms, e.g., Bharti Telecom, Ballarpur Industries, Bank of India and many others have followed the path of extensive outsourcing of their IS services. However, while there is optimism regarding the benefits of outsourcing, there are also concerns regarding security issues, technological obsolescence, vendor captivity, risk assessment in IS outsourcing relationship and so on which require serious consideration in deciding on IS outsourcing, Outsourcing is a complex decision process, which is the interplay of various internal as well as external environmental factors. The concerned manager has to factor various dimensions, both short term and long term. Strategic alignment of business and information technology dimensions influence IS outsourcing strategy. Further, outsourcing drivers would also influence the IS outsourcing decisions in any organization. The manager therefore needs to identify various factors and also measure the intensity of each factor influencing the outsourcing decision. In this paper, Analytical Hierarchy Process (AHP)—that has been used extensively in complex decisions and situations where hierarchical structure in factors are involved in decision goals—has been applied for analysing the IS outsourcing decisions. The.key outcome of the study are as follows: High IS outsourcing is the preferred strategy over low and selective IS outsourcing strategy. Strategic alignment of business and information technology emerges as the most important factor followed by the medium-term impact of outsourcing in deciding the degree of IS outsourcing. Among the sub-factors, business strategy is the most important factor in deciding the IS outsourcing degree, and its role is maximum in high IS outsourcing option. The second most important decision element emerges to be outcome-based performance. Among the business drivers, focus on core operations comes out to be the most important outsourcing driver. While the illustration in this paper tries to cover broad factors, it gives flexibility to practitioners to account for different sub-factors under these factors. The application of AHP using these broad array of sub-factors would lead to a decision model and customized solutions for the IS outsourcing in the particular situations.
47
Haacke, Jürgen. "The Nature and Management of Myanmar's Alignment with China: The SLORC/SPDC Years." Journal of Current Southeast Asian Affairs 30, no. 2 (June 2011): 105–40. http://dx.doi.org/10.1177/186810341103000206.
Full textAbstract:
Recent research has focused increasingly on the strategies that Southeast Asian countries have adopted vis-à-vis a rising China. This article aims to contribute to the literature by discussing Myanmar's alignment posture towards China under the post-September 1988 military regime. In particular, the purpose is to specify and explain the nature and management of this alignment. The argument is as follows: first, during the two decades of SLORC/SPDC (State Law and Order Restoration Council/State Peace and Development Council) rule, Myanmar sought only limited alignment with China, focused primarily on diplomatic support and protection, with only a moderate record of bilateral defence and security cooperation. Second, Myanmar's alignment with China after 1988 was shaped by at least three important factors: the core principles of the country's previous foreign policy after colonial rule, a deeply embedded sense of nationalism among the military elite, and Burma's Cold War interaction with China. Third, in managing its alignment with China over the last decade, the SPDC avoided compromises perceived as unpalatable in return for the promise of diplomatic protection and instead ‘rewarded’ Beijing by consenting to economic and infrastructure projects that were considered to advance the regime's interest in either generating state revenue or contributing to the consolidation and expansion of control over state territory. The SPDC also pushed Beijing into reconsidering its position on the sensitive issue of armed ethnic groups in the Sino-Myanmar border region. The Myanmar case thus shows that lesser powers can obtain security benefits from a major power without this necessarily requiring more than limited alignment or entailing a serious erosion of political autonomy, particularly when the former possesses valuable natural resources and enjoys considerable geo-strategic significance for the latter.
48
Hung, Shin-Yuan, Wei-Min Huang, David C. Yen, She-I. Chang, and Chien-Cheng Lu. "Effect of Information Service Competence and Contextual Factors on the Effectiveness of Strategic Information Systems Planning in Hospitals." Journal of Global Information Management 24, no. 1 (January 2016): 14–36. http://dx.doi.org/10.4018/jgim.2016010102.
Full textAbstract:
Many hospitals in Taiwan have started to encounter new and fierce competition as a result of the enactment of the National Health Insurance Policy in 1995. Hospitals should strive to use information technology (IT) strategically to improve their competitive advantage and meet the dynamic challenges in this competitive environment. This study adopts the Technology-Organization-Environment framework to understand the effects of contextual factors (e.g., environmental uncertainty and information intensity) and information service competence on the effectiveness of strategic information systems planning (SISP) to improve hospital management efficiency. A field survey was conducted using questionnaires distributed to accredited hospitals that serve patients from different regions/districts and with academic teaching qualifications/capabilities. These hospitals represent approximately a quarter of all hospitals in Taiwan. The findings show that the environmental unpredictability and business competence of IS executives are negatively related to the two SISP constructs: IT participation in the hospital planning and alignment of the IT plan with the comprehensive hospital plan. In addition, the findings demonstrate that information intensity has a significantly positive relation to both aforementioned SISP constructs. Finally, both constructs justify the significant positive correlations with the use of IT in increasing competitive advantages and improving the satisfaction of customers and end users. This research intends to guide the healthcare industry in raising competitive advantages to improve the operational efficiency of hospital management in today's highly digitalized environment.
49
Perez, Angel B. "Mission Alignment and Operationalization: The Case of the United World Colleges." International Research in Higher Education 3, no. 4 (November 7, 2018): 55. http://dx.doi.org/10.5430/irhe.v3n4p55.
Full textAbstract:
This research study explored how a large, complex global educational organization operationalizes its mission and socializes its constituents to support its mission and values. The study’s unit of analysis was the United World Colleges (UWC), a group of complex international schools whose multi-campus and multinational structure shares a values-driven and activist-oriented mission. With an interest in exploring causation, the researcher employed case study methods to understand how this large organization brings its mission to life on a daily basis.Extensive interviews, observations and document analysis at five units of the organization led to eight themes consistent across all data collected. The research study revealed that the following factors play a significant role in mission operationalization and alignment: (1) The entrance and exit strategy for members of the organization; (2) selection of the organization’s members; (3) curricular choice and teaching methods; (4) use and structure of the physical space; (5) programming; (6) residential life; (7) reflection; and (8) simplicity and tangibility of the mission statement.The study has implications for international schools and organizations keen to create strategic alignment between their mission and daily operations. The findings in the study are generalizable and could inform international organizations in their attempt to implement best practices and make resource allocation decisions to maintain mission fidelity.
50
Kustiawan, Bambang, Kazan Gunawan, and Ma'ruf Akbar. "THE Factors In Building Employee Commitment: Mediating Role Of Job Satisfaction At Bank Central Asia." IJHCM (International Journal of Human Capital Management) 5, no. 1 (June 2, 2021): 59–67. http://dx.doi.org/10.21009/ijhcm.05.01.5.
Full textAbstract:
The condition of the use of the logistics workforce in the development of human resources of the TNI can still occur imbalances resulting from the aspects that’s not synergized well affecting the improvement of the quality of human resources of the TNI. The purpose of this study is to gather information related to the implementation evaluation results of the use of the logistics workforce in the construction of Human Resources in TNI with its evaluation by using William Dunn policy evaluation with evaluation criteria such as effectiveness, adequacy, alignment, responsiveness and accuracy. The qualitative method is used under the design of case study research.
This research shows that from the evaluation of the implementation of the logistics workforce usage in the construction of TNI Human Resources in supporting the main tasks of the Indonesian National Army Headquarter with the findings: (1) The effectiveness of the use of logistics workers has a strategic function in achieving the performance of the TNI logistics workforce (2) The efficiency of the use of logistics workforce with diverse contributions, starting from planning, implementation and evaluation of logistical support, (3) Adequacy is interpreted to achieve conducive policy results, (4) Alignment/Justice leads to the issue of balance of results obtained will be comparable to the contribution given, (5) Responsivity cultures optimal service as TNI Logistics Staff, and (6) Accuracy of carrying out work by the respective task areas is in lined with the objectives of the implementation of activities to support the main tasks of the TNI
Keywords: Policy Evaluation, Labor Use, Human Resources Development of the TNI