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Journal articles on the topic 'Strategic Alignment'

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Published: 4 June 2021

Last updated: 30 January 2023

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1

Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

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2

Van Riel, Cees B. M. "Tracking strategic alignment with EcQ - The Strategic Alignment Monitor." Organicom 4, no. 7 (December 14, 2007): 46. http://dx.doi.org/10.11606/issn.2238-2593.organicom.2007.138942.

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Este artigo discute e analisa uma nova medida desenvolvida especificamente para mensurar o alinhamento interno das empresas e seus determinantes. Essa medida é denominada “EcQ® - Monitor de Alinhamento Estratégico”. Como identificar se os empregados estão alinhados às questões estratégicas da empresa? O EcQ permite mensurar esse alinhamento e revela os pontos fracos e fortes de seus determinantes.

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3

Hiekkanen, Kari, Anni Pekkala, and Jari Collin. "Improving Strategic Alignment." Information Resources Management Journal 28, no. 4 (October 2015): 19–37. http://dx.doi.org/10.4018/irmj.2015100102.

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This study aims at providing organizations with new insight on how IT governance practices impact strategic alignment. The research is conducted as an in-depth case study in a large, multinational manufacturing and service company. The case reveals that improving IT governance practices is not sufficient to achieve high alignment, when the understanding of strategic value of IT is lacking. Improved alignment would require that IT is perceived as a strategic function in the organization and the IT governance treated accordingly. Bringing business and IT socially and culturally closer to each other is also required, but improving alignment on the social and cultural dimensions is dependent on the existence of the strategic direction: achieving alignment is difficult without common objectives between business and IT people. In general, the study illustrates limited impact of IT governance practices on alignment without requisite strategic direction.

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4

Bertolotti, Fabiola, Diego Maria Macrì, and Matteo Vignoli. "Strategic alignment matrix." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 557–79. http://dx.doi.org/10.1108/jaoc-12-2017-0122.

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Purpose This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes. Design/methodology/approach A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process. Findings Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning. Research limitations/implications The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems. Originality/value Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.

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5

Singh, Abhijeet, and Bilva Desai. "Strategic Business Alignment: A study of role of IT in Strategic Business Alignment in Banking sector of India." Global Journal For Research Analysis 2, no. 1 (June 15, 2012): 98–101. http://dx.doi.org/10.15373/22778160/january2013/2.

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6

Balmer, John M. T. "Strategic corporate brand alignment." European Journal of Marketing 46, no. 7/8 (July 20, 2012): 1064–92. http://dx.doi.org/10.1108/03090561211230205.

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7

Mukherjee, Indrajit. "Strategy and Strategic Alignment." NHRD Network Journal 12, no. 3 (July 2019): 201–13. http://dx.doi.org/10.1177/2631454119880064.

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The article is written to elaborate the meaning of the term ‘strategy’ and the domain it covers. It presents the common views about what strategy is and explains the meaning of each of them. It also argues that one of the views, strategy as an overarching ‘alignment’, is a common thread running through most of the views. Two examples are given to explain this view better. The article is expected to help the reader appreciate the domain of strategy and link it with the other functional areas.

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8

Srivastava, Saurabh, and Derrick E. D’Souza. "Exploring patterns of organizational capability alignment: a contingency approach." Management Research Review 43, no. 3 (October 11, 2019): 311–31. http://dx.doi.org/10.1108/mrr-03-2019-0115.

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Purpose The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations. Design/methodology/approach Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing. Findings Results suggest that the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity. Originality/value There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.

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9

Chan, Yolande E., Sid L. Huff, Donald W. Barclay, and Duncan G. Copeland. "Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment." Information Systems Research 8, no. 2 (June 1997): 125–50. http://dx.doi.org/10.1287/isre.8.2.125.

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10

Sledgianowski, Deb, and Jerry Luftman. "IT-Business Strategic Alignment Maturity." Journal of Cases on Information Technology 7, no. 2 (April 2005): 102–20. http://dx.doi.org/10.4018/jcit.2005040107.

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11

Campbell, Bruce, Robert Kay, and David Avison. "Strategic alignment: a practitioner's perspective." Journal of Enterprise Information Management 18, no. 6 (December 2005): 653–64. http://dx.doi.org/10.1108/17410390510628364.

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12

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

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13

Rezende, José Francisco de Carvalho, and Antonio Roberto Ramos Nogueira. "Strategic Alignment, Performance, and Value." Latin American Business Review 11, no. 4 (December 10, 2010): 339–63. http://dx.doi.org/10.1080/10978526.2010.536666.

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14

Clark, A. "Agreement or alignment? [strategic influencer]." Engineering Management 15, no. 5 (October 1, 2005): 16–19. http://dx.doi.org/10.1049/em:20050502.

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15

Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (August 6, 2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.

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PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns of alignment (i.e. an IT-strategy–driven pattern and a business-strategy–driven pattern) are identified, and a process model of the IT-business strategic alignment is developed. Moreover, this study focuses on the social dimension of strategic alignment and examines the role of this dimension, which is critical and fundamental with respect to other dimensions, in achieving strategic alignment.Research limitations/implicationsThis paper makes important theoretical contributions to the understanding of strategic alignment by taking a dynamic view of alignment, identifying different patterns of alignment, emphasizing the role of social alignment and developing a comprehensive process model.Practical implicationsFrom a managerial perspective, managers should periodically scrutinize the IT-business alignment patterns of their organizations and develop dynamic capabilities for strategic alignment.Originality/valueWhile most of the literature on the dynamics of strategic alignment have focused on confirming the dynamics of strategic alignment and identifying the factors that create dynamics in alignment, this study examines IT-business alignment as a continuous process over time, thus providing a novel perspective. Moreover, while the role of social alignment and its impact on downstream performance remain unclear in the current literature, this study incorporates the social dimension of alignment to investigate the role of this dimension in achieving IT-business strategic alignment.

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16

Hough, Johan, and Konrad Liebig. "An analysis of strategic alignment tools." Corporate Ownership and Control 10, no. 2 (2013): 591–603. http://dx.doi.org/10.22495/cocv10i2c3art2.

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This article analyses strategic alignment and the tools that companies can utilise to create business or organizational alignment. We follow a theoretical approach to identify the alignment processes, establish various levels and tools of strategic alignment and point out the reasons for misalignment. The results show that strategic alignment is a process and that different levels of business alignment exist in organizations. Recommendations for businesses include awareness of misalignment and the interaction between the strategy process, tools that can be used and the benefits of using Balanced Scorecards on Corporate, Business Unit and Staff levels to create a more aligned organization. This will ensure line-of-sight or alignment on all levels of the business

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17

Omidi, Ali. "Russian-Iranian Ties: Strategic Alliance, Strategic Coalition, or Strategic Alignment (Partnership)." Russian Politics 7, no. 3 (September 7, 2022): 341–65. http://dx.doi.org/10.30965/24518921-00604023.

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Abstract One of the most critical foreign policy issues of middle – power states is how to mold attitudes towards major powers. Since 1979, Iran has changed the nature of its relations with major powers. Although the Iranian Revolution adopted the ‘Neither East, Nor West’ motto as a macro guide to its foreign policy, since the late 1980s Iran and the Soviet Union – now Russia, have advanced their bilateral relations. Despite Iran and Russia sharing convergent views on many international issues, they have not promoted their ties to a strategic alliance. The present paper addresses the question of what conceptual model represents Iran-Russia relations and what challenges the two countries face in expanding their strategic partnership in the 2020s. This research addresses these problems at three levels: inter-state, regional, and global, and was conducted through a descriptive-analytical method. It is hypothesized that current Iran-Russia relations could be referred to as a ‘strategic alignment’.

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18

Hiekkanen, Kari. "The Impact of IT Governance Practices on Strategic Alignment." International Journal of IT/Business Alignment and Governance 6, no. 2 (July 2015): 1–13. http://dx.doi.org/10.4018/ijitbag.2015070101.

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The importance of strategic alignment has been recognized both by academia and practitioners alike. Previous research provides an ample body of work both on IT governance and strategic alignment. However, empirical evidence of the effect of IT governance on alignment is still lacking. This study explores how IT governance impacts strategic alignment on strategic and tactical levels. Based on a survey, the study confirms a positive impact of IT governance on strategic alignment and proposes a preliminary set of eight key practices of IT governance to support strategic alignment with further scrutiny of different industries, regions, and larger sample sizes.

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19

Atmani, Agnes Karina Pritha. "Perancangan Permainan Simulasi (Game Simulation) Untuk Menilai Tingkat Kematangan Strategi Teknologi Informasi terhadap Strategi Bisnis Dengan Metode IT Balanced Scorecard dan Maturity Model COBIT 4.1." Journal of Animation & Games Studies 3, no. 2 (February 14, 2018): 111. http://dx.doi.org/10.24821/jags.v3i2.1856.

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Keselarasan strategi Teknologi Informasi terhadap strategi bisnis sangat dibutuhkan untuk mencapai tujuan bisnis. Pencapaian keselarasan strategi, sebagai suatu proses yang berkelanjutan, membutuhkan dukungan dari Top Management dan fungsi-fungsi lain dalam perusahaan. Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan digunakan sebagai alat ukur untuk menilai tingkat keselarasan strategi TI terhadap strategi bisnis. Nilai tersebut akan digunakan sebagai langkah awal untuk tindakan perbaikan berkelanjutan.Penggunaan permainan simulasi merupakan gabungan dari dua metode experiential learning, yaitu simulasi (simulation) yang dapat melakukan peniruan dari suatu perilaku atau proses dan permainan (game) yang merupakan aktifitas yang kompetitif. Melaui Experiential Learning pengguna permainan dapat melakukan pembelajaran secara aktif dan memperoleh pengetahuan, pemahaman, dan pandangan baru mengenai suatu hal.Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan mengacu pada konsep Strategic Alignment Model yang diperkenalkan oleh Henderson dan Venkatraman dan IT-Balanced Scorecard yang dikembangkan Grembergen dan Bruggen. Keduanya memberikan panduan mengenai model-model yang dapat diimplementasikan di perusahaan. Sedangkan penilaian kematangannya berdasarkan kriteria Maturity Model COBIT 4.1 (Control Objective on Information and related Technology) Kata kunci: Permainan Simulasi, Experiential Learning, Teknologi Informasi, Strategi TI, Strategi Bisnis, Strategic Alignment Model-Henderson & Venkatraman, IT-Balances Scorecard – Grembergen & Bruggen, dan COBIT 4.1 Maturity Model. AbstractThe alignment of Information Technology strategy with business strategy is important to achieve business objectives. Strategy alignment, as an ongoing process, requires support from Top Management as well as from other functions in the company. The assessment of maturity level on the alignment of Information Technology with business strategy becomes the measuring tool to assess the alignment of Information Technology strategy with business strategy. The score, then, will be used as starting point in accomplishing continuous repair action.The use of game simulation is a combination of two experiential learning methods, namely simulation that can perform the imitation of a behavior or process and game which is a competitive activity. Through Experiential Learning game users can actively learn and gain new knowledge, insights, and insights about things.The assessment of maturity level of the aligment of Information Technology with business strategy which applied Strategic Alignment Model concept introduced by Henderson and Venkatraman and IT-Balanced Scorecard by Grembergen and Bruggen. Both have given guidelines about several models that can be implemented at company. Moreover, in order to assess the maturity level, this research uses Maturity Model COBIT 4.1 (Control Objective on Information and related Technology.Keywords: Information Technology, Game Simulation, Experiential Learning, Information Technology strategy, Business strategy, Strategic Alignment Model-Henderson & Venkatraman, IT-Balanced Scorecard-Grembergen & Bruggen, and COBIT 4.1 Maturity Model.

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Yousaf, Zahid, and Abdul Majid. "Strategic performance through inter-firm networks." World Journal of Entrepreneurship, Management and Sustainable Development 12, no. 4 (October 10, 2016): 282–98. http://dx.doi.org/10.1108/wjemsd-03-2016-0015.

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Purpose The purpose of this paper is to examine and develop a strategic performance model for small and medium enterprises linking with inter-firm networks, strategic alignment and environmental dynamism. Design/methodology/approach Drawing on the live experiences of 757 respondents, including managing directors/owners and CEOs of different SMEs, the authors proposed a theoretical model representing how firms could attain strategic performance through inter-firm networks with a mediating role of strategic alignment. Findings The current study demonstrated that SMEs with strong inter-firm networks have the ability to align business activities with strategies and get earlier strategic performance. Strategic performance looks skeptical to ever gain acceptance until strategic alignment is adopted by small and medium enterprises. The findings of this study indicated that environmental dynamism strengthens the relationship between strategic alignment and strategic performance. Originality/value This research extended the understanding about the inter-firm networks, strategic alignment and environmental dynamism surrounding strategic performance. This study identified and empirically tested how the inter-firm networks impact on strategic performance through the mediating effect of strategic alignment.

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21

Goepp, Virginie, and Oscar Avila. "An Extended-Strategic Alignment Model for technical information system alignment." International Journal of Computer Integrated Manufacturing 28, no. 12 (January 7, 2015): 1275–90. http://dx.doi.org/10.1080/0951192x.2014.964774.

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22

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

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

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23

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

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

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Saglietto, Laurence, François Fulconis, and Gilles Paché. "4PL and models of strategic alignment." Netcom, no. 21-3/4 (December 16, 2007): 395–406. http://dx.doi.org/10.4000/netcom.2294.

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

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Layman, Susan. "Strategic goal alignment at CMP Technologies." Strategic HR Review 4, no. 4 (May 2005): 24–27. http://dx.doi.org/10.1108/14754390580000803.

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Abels, Michael. "Strategic Alignment for the New Normal." State and Local Government Review 46, no. 3 (September 2014): 211–18. http://dx.doi.org/10.1177/0160323x14551179.

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WERTHER, WILLIAM B. "Strategic Change and Leader–Follower Alignment." Organizational Dynamics 32, no. 1 (February 2003): 32–45. http://dx.doi.org/10.1016/s0090-2616(02)00136-5.

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29

LaForge, Raymond W., Thomas N. Ingram, and David W. Cravens. "Strategic alignment for sales organization transformation." Journal of Strategic Marketing 17, no. 3-4 (June 2009): 199–219. http://dx.doi.org/10.1080/09652540903064662.

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

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

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

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Kim, Jinhwan, Hyeob Kim, and HyukJun Kwon. "The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms." Sustainability 12, no. 10 (May 20, 2020): 4180. http://dx.doi.org/10.3390/su12104180.

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Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 244 participants in 74 Korean companies. The results of the structural model tested using the partial least squares regression reveal that strategic alignment is indirectly related to organizational performance through goal clarity and employee engagement. This study also clarifies the motivation of strategic alignment in terms of individuals (e.g., psychological stability of individual goals and actions) and organizations (e.g., high level of engagement toward the organization’s active support). Further research issues are also discussed.

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De Vuyst, Annelies, Sebastian Desmidt, and Alex Vanderstraeten. "Employee Strategic Alignment: Aligning Newcomers with the Organizational Strategic Priorities." Academy of Management Proceedings 2014, no. 1 (January 2014): 11311. http://dx.doi.org/10.5465/ambpp.2014.11311abstract.

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Yuliansyah, Yuliansyah, and Johnny Jermias. "Strategic performance measurement system, organizational learning and service strategic alignment." International Journal of Ethics and Systems 34, no. 4 (November 12, 2018): 564–92. http://dx.doi.org/10.1108/ijoes-07-2018-0102.

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

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

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Chtourou Ben Amar, Nesrine, and Randa Ben Romdhane. "Organizational culture and information systems strategic alignment." Journal of Enterprise Information Management 33, no. 1 (November 13, 2019): 95–119. http://dx.doi.org/10.1108/jeim-03-2019-0072.

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Purpose Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Framework (Cameron et al., 2006). Design/methodology/approach Empirical setting comprises a quantitative approach using a survey based on a sample of 160 business managers (BMs) of 53 large companies located in Tunisia with international activities and being in the post-implementation operational use phase of their enterprise resource planning (ERP) systems. The partial least square (PLS) method has been used for data analysis. Findings The results provide an empirical evidence supporting a positive and significant organisational culture’s influence on the IS strategic alignment. The findings also show that “Clan Culture” (Internal/Flexibility-oriented culture) positively influences IS alignment along with the strategic priorities. These findings provide guidance and help understand how, through clan culture, the company can contribute significantly to the success of its ERP systems strategic alignment during the most critical phase, namely, post-implementation. Originality/value Despite abundant work related to IS alignment topic, little research, to the authors’ knowledge, has been undertaken in considering organisational culture’s influence. Thus, this research aims to fill this gap and to raise new questions about IS alignment. First, this study puts together organisational culture (through the Competing values Framework) and strategic alignment (through the IS use dimension) in a single research model to analyse four culture types’ direct effect on IS alignment. Second, this study is innovative in its use of the ERP post-implementation as an empirical framework. The post-implementation phase is often played down in research work in favour of the upstream pre-implementation phases. Furthermore, the findings bring together theoretical and practical insights on both IS-business strategic alignment and ERP post-implementation. Thus, future research could emphasise the role of clan culture in the efficiency of ERP systems strategic alignment during the usage phase. Building on these findings, BM, CIO and top management are advised to promote this culture type based on communication, information sharing and the spirit of internal partnership – so that their ERP systems are used appropriately and aligned with the company’s strategic priorities.

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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.

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Liebig, Konrad, and Johan Hough. "Exploring strategic alignment in private health care." Corporate Ownership and Control 9, no. 3 (2012): 233–46. http://dx.doi.org/10.22495/cocv9i3c2art1.

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This study describes the domain of strategic alignment (SA) and evaluates the level of SA in a South African private healthcare company. Interviews and an empirical survey were used to establish the organizational alignment and to pin point possible shortcomings in the company’s strategy execution. The results show a gap in the perceptions between top and middle management and that the company is underperforming in the areas of strategy translation and organizational alignment. Recommendations for the company include the use of an implemented corporate scorecard for better strategic performance measurement, strategy mapping for more efficient communication of strategic issues and the improvement of vertical and horizontal alignment in general

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Issa-Salwe, Abdisalam, Munir Ahmed, Khalid Aloufi, and Muhammad Kabir. "Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy." Journal of Information Processing Systems 6, no. 1 (March 31, 2010): 121–28. http://dx.doi.org/10.3745/jips.2010.6.1.121.

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Plantinga, Henrico, Hans Voordijk, and André Dorée. "Clarifying strategic alignment in the public procurement process." International Journal of Public Sector Management 33, no. 6/7 (August 10, 2020): 791–807. http://dx.doi.org/10.1108/ijpsm-10-2019-0245.

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PurposeWhile the need for strategic alignment in public management has been recognized, there is a lack of conceptual clarity to support its application in practice. Focusing on the specific field of public procurement, this paper clarifies and illustrates how the concept of strategic alignment can be applied when strategizing the public procurement process.Design/methodology/approachThe current literature on strategic alignment in public procurement is critically reviewed to identify ambiguities that hamper its application in practice. Based on this review, an analytical framework is developed that conceptualizes strategic alignment as that between the procurement instruments used in a sourcing project and the corresponding higher-level strategies. The framework is empirically illustrated by applying it in a case study that reconstructs the procurement strategy for an innovation projectFindingsStrategic alignment in the public procurement process can be demonstrated by identifying, explicating and logically linking reasoning and trade-off decisions on competing priorities across multiple levels and dimensions of strategyOriginality/valueAlthough creating alignment between policy and public procurement practice is generally held to be important in the public management literature, it is only discussed on high levels of abstraction. This paper provides clarity by investigating alignment in greater detail.

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Fischer, Arthur K., and Sarah Brownback. "Implementing Strategic Orientation." American Journal of Business Education (AJBE) 5, no. 1 (December 21, 2011): 79–86. http://dx.doi.org/10.19030/ajbe.v5i1.6707.

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An HRM case dealing with problems and issues of setting up orientation programs which align with corporate strategy. Discussion concerns how such a case can be used to exhibit the alignment between HRM and business strategy.

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Loukis, Euripidis, and Ioakim Sapounas. "Innovation, Information Systems Strategic Alignment and Business Value." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 38–54. http://dx.doi.org/10.4018/jsita.2010040103.

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For more than two decades the strategic alignment of information systems (IS) is one of the most important issues that IS and business managers face and at the same time a major research topic in the IS domain. In this paper the authors present an empirical study of the business value of IS strategic alignment, which examines IS strategic alignment both at the strategy formulation and implementation level. Also, investigated in this paper are the effects of adopting an innovation strategy on IS strategic alignment. The study is based on firm-level data from Greek companies, which are used for estimating econometric models of firm output based on the Cobb-Douglas production function. It is concluded that IS strategic alignment, both at the strategy formulation and implementation level, generates significant business value, increasing considerably the contribution of ICT investment to firm output. Finally, the adoption of innovation strategy has a positive effect on the strategic alignment of IS both at the strategy formulation and implementation level, as it puts pressure on firms to direct their IS investment towards the support of their new innovative products/services, and increases the involvement of organizational units.

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

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

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Alsayah, Abedalsttar. "Strategic alignment and its impact on creating an organization’s reputation and image." Problems and Perspectives in Management 20, no. 1 (April 4, 2022): 501–13. http://dx.doi.org/10.21511/ppm.20(1).2022.40.

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The study aims to analyze and evaluate the potential impact of strategic alignment drivers on creating a company’s reputation and image, using a descriptive analytical approach. An analysis and interpretation of findings demonstrate that strategic alignment with its internal and external variables is deemed to be a key determinant of a company’s reputation and image customers have (with the regression coefficient of 0.38). The companies enjoying a great reputation are committed to creating an effective alignment between internal and external factors, while in companies with a weak or medium reputation, some manifestations of strategic inconsistency appear such as the deviation of competition foundations from their distinctive competencies, where the competitive competency is less appropriate with their competitive advantages, in addition to the lack of alignment between its existing strategy and main activities due to the company’s failure in choosing its internal environment. The study makes recommendations to the surveyed companies regarding the importance of aligning their internal and external options to build their image and reputation desired by their customers.

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Febrianty and Divianto. "BUSINESS OWNER’S PERSPECTIVE ON STRATEGIC EXECUTION, TECHNOLOGICAL TRANSFORMATION, COMPETITIVENESS POTENTIAL, AND SERVICES LEVEL ON THE IMPLEMENTATION OF STRATEGIC IT ALIGNMENT." Humanities & Social Sciences Reviews 8, no. 1 (February 9, 2020): 567–85. http://dx.doi.org/10.18510/hssr.2020.8169_1.

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Purpose of the study: This research aimed to determine the perspectives of business owners regarding strategic-execution, technological-transformation, competitiveness-potential, and service-level to the implementation of IT- strategic alignment in SME of Creative Industries Group in Palembang City. Methodology: Research design is causal research and uses primary data type, in the form of questionnaires and some are carried out also by direct interviews. Main Findings: This research, it could be concluded that partially only the Strategic-Execution variable and Competitiveness-Potential variable which affected the implementation of Strategic-IT Alignment. While the Strategic-Execution, Technological-Transformation, Competitiveness-Potential, and Service-Level had a significant effect simultaneously on the implementation of Strategic-IT Alignment. Applications of this study: The population for this research is SMEs in Palembang City which is registered in the Ministry of Cooperatives and SMEs. Novelty/Originality of this study: The results of the research support the first hypothesis that the Strategic-Execution variable has a positive and significant effect on the implementation of Strategic-IT Alignment.

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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.

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Maciá Pérez, Francisco, José Vicente Berna Martinez, and Iren Lorenzo Fonseca. "Strategic IT alignment Projects. Towards Good Governance." Computer Standards & Interfaces 76 (June 2021): 103514. http://dx.doi.org/10.1016/j.csi.2021.103514.

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

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

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Martins, Ricardo Silveira, Osmar Vieira De Souza Filho, Susana Carla Farias Pereira, and Luiz Carlos Di Serio. "STRATEGIC ALIGNMENT IN THE BRAZILIAN AUTOMOTIVE CHAIN." Journal of Operations and Supply Chain Management 5, no. 1 (June 18, 2012): 16. http://dx.doi.org/10.12660/joscmv5n1p16-30.

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The research objective is verifying the strategic alignment of supply practices between automakers and suppliers in the Brazilian automotive supply chains. It makes an exploratory-descriptive study of objectives, using quantitative/qualitative procedures and inductive reasoning. The concept used for analyzing the alignment of practices was based on Vachon et al. (2009). The main conclusion of this study is that suppliers and automakers seem to align their supply strategy, giving support to a desirable situation of single chain project. The subsidiary conclusion is the lack of relationship between intensity of the link and misalignment in these companies. The main contributions are the analysis of the relationship established in tiers that are the furthest removed from the focal companies; identification of practices that support the expansion of a new model of arrangements implemented by automakers in Brazil; and understanding of the processes that companies have adopted in order to manage their supply chains and the implications of these activities for the competitiveness of both the company and the supply chain as a whole.

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