Gotowe bibliografie tematyczne / Strategic Alignment

Gotowa bibliografia na temat „Strategic Alignment”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 30 stycznia 2023

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Artykuły w czasopismach na temat "Strategic Alignment"

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Sandfreni, Sandfreni, i 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, nr 1 (18.06.2019): 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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Van Riel, Cees B. M. "Tracking strategic alignment with EcQ - The Strategic Alignment Monitor". Organicom 4, nr 7 (14.12.2007): 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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Hiekkanen, Kari, Anni Pekkala i Jari Collin. "Improving Strategic Alignment". Information Resources Management Journal 28, nr 4 (październik 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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Bertolotti, Fabiola, Diego Maria Macrì i Matteo Vignoli. "Strategic alignment matrix". Journal of Accounting & Organizational Change 15, nr 4 (4.11.2019): 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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Singh, Abhijeet, i 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, nr 1 (15.06.2012): 98–101. http://dx.doi.org/10.15373/22778160/january2013/2.

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Balmer, John M. T. "Strategic corporate brand alignment". European Journal of Marketing 46, nr 7/8 (20.07.2012): 1064–92. http://dx.doi.org/10.1108/03090561211230205.

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Mukherjee, Indrajit. "Strategy and Strategic Alignment". NHRD Network Journal 12, nr 3 (lipiec 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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Srivastava, Saurabh, i Derrick E. D’Souza. "Exploring patterns of organizational capability alignment: a contingency approach". Management Research Review 43, nr 3 (11.10.2019): 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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Chan, Yolande E., Sid L. Huff, Donald W. Barclay i Duncan G. Copeland. "Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment". Information Systems Research 8, nr 2 (czerwiec 1997): 125–50. http://dx.doi.org/10.1287/isre.8.2.125.

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Sledgianowski, Deb, i Jerry Luftman. "IT-Business Strategic Alignment Maturity". Journal of Cases on Information Technology 7, nr 2 (kwiecień 2005): 102–20. http://dx.doi.org/10.4018/jcit.2005040107.

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Rozprawy doktorskie na temat "Strategic Alignment"

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

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Purpose The purpose of this research is to contribute towards a deeper understanding of the strategic alignments influence on the purchaser and how the alignment can be constructed to be more supportive for the purchaser. Methodology The empirical data were collected through interviews and document studies. A qualitative approach was used to get an in-depth understanding of the strategic alignment and its influence on the purchaser. The conclusions drawn in this study are based on the empirical findings and the constructed theoretical framework. Findings The authors identify 12 enablers/disablers that influence the purchaser’s ability to make strategically aligned decisions. Furthermore, the authors have conducted five propositions on what firms should consider when constructing their strategic alignment in order to enable the purchaser to make strategically aligned decisions Research limitations This research will be limited to the purchasing function and it will only embrace the internal integration connected to purchase. Thereby, the external orientation e.g. the effects from the supply-chain on the purchasing function and other effecting contexts will be outside the scope of this research. Implications This research provides a model that illustrates the areas connected to strategic alignment and enables both managers and researchers to map the construction of the strategic alignment in an easy and visualized manner. Together with the enablers/disablers and propositions managers and researchers will be able to recognize potential pitfalls and opportunities regarding the construction of firm’s strategic alignment. Originality / value To the researchers knowledge this is the first research that provides an in-depth understanding of how the strategic alignment influences the purchasers ability to make strategically aligned decisions.
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Mera, Ruiz De Lira Jesus. "THE STRATEGIC ROLE OF THE PURCHASING FUNCTION - STRATEGIC ALIGNMENT". Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-91356.

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Problem. The importance of strategic alignment between the purchasing and the firm strategy has increased in recent years because it has been pointed out as a mean to improve business performance. However, the use of different sourcing strategies depending on the characteristics of the components that firms are purchasing has not been considered when analyzing strategic alignment. That establishes a lot of limitations to the results obtained in previous analyses about strategic alignment. Purpose. The aim of this master thesis is to analyze empirically the consequences that the strategic alignment of the purchasing function with the firm strategy has on business performing overcoming previous limitations. In order to do so, sourcing strategies will be distinguished through Kraljic’s matrix. Methodology. A data sample collected through the International Purchasing Survey (IPS) has been used to the development of this master thesis. It consists of 429 firms from 9 European countries, Canada and USA. Two hypotheses were tested by multiple regression analyses. One of them verifies the relationship between strategic alignment business performance and the other one the link between the purchasing role and strategic alignment. In order to draw conclusions, both hypotheses were tested on the four purchasing categories of Kraljic’s matrix. Findings. Results show that business performance is affected positively by strategic alignment only for the category "strategic items" of Kraljic’s matrix. They also show that an active participation of the purchasing function on the overall firm strategy can promote strategic alignment for strategic items. Research limitations. It is difficult to establish a consistent index to measure strategic alignment. It is also hard to find all the factors that influence strategic alignment. Further research is needed on these themes. Practical implications. Companies have been encouraged to integrate the whole purchasing function into the firm strategy to improve business performance through strategic alignment. However, the positive economic effects of this integration can’t be generalized. The implementation of those activities that help integrate the purchasing function is a strategy recommended only when strategic items are involved. It is justified by the fact that it is the only quadrant where business performance can be improved through strategic alignment.
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Anthonisz, Angela Jean. "Strategic alignment or non-alignment : the management of human capital in Dubai". Thesis, University of Derby, 2018. http://hdl.handle.net/10545/623047.

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This thesis focuses on the international hotel industry as part of the global economy and examines the implications that the strategic management of human capital has within the five-star sector of the hotel industry in Dubai, an emirate of the United Arab Emirates, and an economy based on the service sector. It examines the macro environmental factors influencing the potential strategic directions of two recognized international five-star hotel brands and considers the challenges this creates for the alignment of strategy, and the implications this has for management of human capital(people) as a key determinant of success that enhances organisational outcomes. In selecting this area of research, the author has adopted a grounded theory approach to the generation of new knowledge, allowing the literature to be guided by concerns raised by hotel managers and industry consultants working in the context of Dubai. This approach led to the employment of a case study method, through which the key influences of organisational culture and ownership are considered. Two international hotel chains were identified to represent the two strategic modes of entry into the destination. The first case being a locally owned and managed chain with 7 hotels in Dubai. The second case is a European chain operating 6 hotel properties under management contract in Dubai, with 6 different owners from the Middle East. Both companies operate within the luxury five-star market that is so prevalent in Dubai. The hospitality industry, by definition, relies heavily on human capital, both as a resource and a capability that may allow for the development of competitive advantage. However, the dynamics of the Dubai hotel environment, the strength of the Arab cultural values and the organisational conditions that exist in Dubai present HR managers with a number of unique challenges, including high levels of pastoral care, and approaches to managing the workforce that may be at odds with traditional ‘Western’ ideals. This thesis adds to the existing debate on the value and utilisation of existing theoretical frameworks attached to the alignment of strategy and the implications for managing human capital in the face of globalisation and presents a model of their application in a city that is characterised by power and control, predictability and change aversion.
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Bhansali, Neera, i nbhansali@yahoo com. "Strategic Alignment in Data Warehouses Two Case Studies". RMIT University. Business Information Technology, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080108.150431.

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This research investigates the role of strategic alignment in the success of data warehouse implementation. Data warehouse technology is inherently complex, requires significant capital investment and development time. Many organizations fail to realize the full benefits from it. While failure to realize benefits has been attributed to numerous causes, ranging from technical to organizational reasons, the underlying strategic alignment issues have not been studied. This research confirms, through two case studies, that the successful adoption of the data warehouse depends on its alignment to the business plans and strategy. The research found that the factors that are critical to the alignment of data warehouses to business strategy and plans are (a) joint responsibility between data warehouse and business managers, (b) alignment between data warehouse plan and business plan, (c) business user satisfaction, (d) flexibility in data warehouse planning and (e) technical integration of the data warehouse. In the case studies, the impact of strategic alignment was visible both at implementation and use levels. The key findings from the case studies are that a) Senior management commitment and involvement are necessary for the initiation of the data warehouse project. The awareness and involvement of data warehouse managers in corporate strategies and a high level of joint responsibility between business and data warehouse managers is critical to strategic alignment and successful adoption of the data warehouse. b) Communication of the strategic direction between the business and data warehouse managers is important for the strategic alignment of the data warehouse. Significant knowledge sharing among the stakeholders and frequent communication between the iv data warehouse managers and users facilitates better understanding of the data warehouse and its successful adoption. c) User participation in the data warehouse project, perceived usefulness of the data warehouse, ease of use and data quality (accuracy, consistency, reliability and timelines) were significant factors in strategic alignment of the data warehouse. d) Technology selection based on its ability to address business and user requirements, and the skills and response of the data warehousing team led to better alignment of the data warehouse to business plans and strategies. e) The flexibility to respond to changes in business needs and flexibility in data warehouse planning is critical to strategic alignment and successful adoption of the data warehouse. Alignment is seen as a process requiring continuous adaptation and coordination of plans and goals. This research provides a pathway for facilitating successful adoption of data warehouse. The model developed in this research allows data warehouse professionals to ensure that their project when implemented, achieve the strategic goals and business objectives of the organization.
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Truch, Edward. "Strategic alignment of knowledge orientation in organisations". Thesis, Henley Business School, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.395753.

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

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There is mixed evidence regarding the possible benefits available to organisations from the implementation of information systems (IS). Despite general acceptance of the benefit of aligning IS strategy with organisation strategy to obtain the maximum benefit, few attempts have been made to define and quantify this relationship. Before it is possible to quantify the effect of alignment on performance it is first necessary to be able to measure alignment itself. In particular, the past models have largely neglected the specific considerations of smaller business organisations. This thesis assesses the past research into business strategy, information systems strategy and alignment. It is determined which of the prior models is most appropriate as the basis for provision of a measure of strategic alignment in small firms with the aim of providing a solid base for further research in actually quantifying the effect of strategic alignment on performance. The model selected from the assessment of past research involved a series of four instruments assessing business strategy, IS strategy, IS effectiveness and business performance. Churchill's (1979) recommended steps for the development and subsequent testing of construct measures were followed in adapting the chosen model and instruments to be used in small firms. The resulting instruments were tested via multiple cases, using firms from four different industries in order to provide a wider opportunity for interviewer assessment of the performance of the instruments. The quantitative results were consistently found to parallel the interviewers' qualitative assessments of the information systems alignment in each firm. Additionally, the instruments met the requirements for validity and reliability that were able to be tested with a case study approach. Overall therefore, the results of this thesis provide a significant step towards providing a method for the measurement of strategic alignment in small firms. Future development of these instruments will also provide opportunity for research into methods for determining the impact of strategic alignment on the performance of organisations.
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Galicija, Mike [Verfasser]. "Strategic Alignment in Change Prozessen / Mike Galicija". Hannover : Gottfried Wilhelm Leibniz Universität Hannover, 2019. http://d-nb.info/1186251271/34.

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

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

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Titel: Den strategiska prestationsmätningens utmaningar: En studie i svenska apoteksbranschen   Författare: Anton Greko & Rickard Manneklint   Handledare: Anders Wrenne   Institution: Managementhögskolan, Blekinge Tekniska Högskola   Kurs: Kandidatarbete i företagsekonomi, 15 högskolepoäng   Syfte: Syftet med denna studie är att identifiera de utmaningar som finns på olika organisatoriska nivåer med att upprätthålla strategisk linjering med hjälp av prestationsmätning och därigenom bidra till förståelsen kring prestationsmätningens roll i strategisk linjering.   Metod: I denna studie har vi använt oss av semistrukturerade kvalitativa intervjuer för att samla in det empiriska materialet, gällande prestationsmätning, strategi och strategisk linjering.   Slutsatser: Denna studie har identifierat ett antal utmaningar på olika organisatoriska nivåer med att upprätthålla strategisk linjering med hjälp av prestationsmätning. På ledningsnivå finns främst utmaningar gällande att ständigt diskutera och ompröva prestationsmåttens relevans även då det kan finnas drivkrafter som motarbetar detta. På operativ nivå finns främst utmaningar i att förse operativa chefer med tid, resurser och verktyg för att följa upp mätningar, leda sina medarbetare och påverka prestationsmätningarnas resultat.
Title: The challenges of strategic performance measurement: A study in the Swedish pharmaceutical industry   Authors: Anton Greko & Rickard Manneklint   Supervisor: Anders Wrenne   Department: School of Management, Blekinge Institute of Technology   Course: Bachelor’s thesis in Business Administration, 15 credits   Purpose: The purpose with this study is to identify the challenges that exist at different organizational levels to maintain strategic alignment with performance measurement and thereby contribute to the understanding about the role of performance measurement in strategic alignment.   Method: In this study, we have used semi-structured qualitative interviews to collect the empirical data, regarding performance measurement, strategy and strategic alignment.   Conclusions: This study has identified a number of different challenges at different organizational levels to maintain strategic alignment with performance measurement. At a corporate level, there are challenges mainly about constantly discuss and reevaluate the relevance of the performance measures, even though there might be forces that counteract this. At an operational level, there are challenges mainly about providing the operational managers with time, resources and tools to be able to follow up the measurements, lead their employees and affect the results of the measurements.
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Thurlby, Bob. "Strategic alignment : an approach to the harmonisation of business and information systems strategies". Thesis, Brunel University, 1998. http://bura.brunel.ac.uk/handle/2438/5551.

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

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Bashiri, Iman, Christoph Engels i Marcus Heinzelmann. Strategic Alignment. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11438-0.

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Dell, David J. Forging strategic business alignment. New York, NY: Conference Board, 2003.

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1941-, Norton David P., red. Alignment. Boston, Mass: Harvard Business School Press, 2006.

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Fortuin, Frances. Strategic alignment of innovation to business. The Netherlands: Wageningen Academic Publishers, 2007. http://dx.doi.org/10.3920/978-90-8686-628-1.

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Henderson, John C. Strategic alignment: A framework for strategic information technology management. Cambridge, Mass: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1989.

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Strategic data warehousing: Achieving alignment with business. Boca Raton: CRC Press, 2010.

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Bhansali, Neera. Strategic data warehousing: Achieving alignment with business. Boca Raton, FL: Auerbach Publications, 2010.

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State Council of Higher Education for Virginia. Advancing Virginia: Access, alignment, investment. [Richmond, Va.]: State Council of Higher Education for Virginia, 2007.

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Henderson, John C. Making sense of it--strategic alignment and organizational context. Cambridge, Mass: Alfred P. Sloan School of Management, Massachusetts Institute of Technology, 1992., 1992.

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McKenna, William G. The strategic alignment of information technology strategy and business strategy. Dublin: University College Dublin, 1996.

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Części książek na temat "Strategic Alignment"

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Bashiri, Iman, Prof Dr Christoph Engels i Marcus Heinzelmann. "Strategic Alignment". W Informatik im Fokus, 7–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11438-0_2.

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Hunter, Paul. "Strategic Alignment". W Corporate Strategy (Remastered) II, 114–36. Abingdon, Oxon ; New York, NY: Routledge, 2020. |Includes bibliographical references and index.: Routledge, 2020. http://dx.doi.org/10.4324/9781003034827-6.

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Campos, Tim. "Strategic Alignment". W The Chief Information Officer's Body of Knowledge, 75–85. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118269114.ch8.

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de Waal, André. "Strategic Alignment". W Strategic Performance Management, 268–316. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-34918-7_12.

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Hunter, Paul. "Strategic Alignment". W Corporate Strategy (Remastered) I, 84–103. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429287350-6.

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Morales, Peter J., i Dennis Anderson. "Optimized Strategic Alignment". W Process Simulation and Parametric Modeling for Strategic Project Management, 5–18. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-6989-6_2.

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Luftman, Jerry. "Strategic Alignment Maturity". W Handbook on Business Process Management 2, 5–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-45103-4_1.

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Carr, Lawrence P., i Alfred J. Nanni. "Gaining Strategic Alignment". W Delivering Results, 139–51. New York, NY: Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0621-2_10.

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Heesen, Bernd. "The Strategic Alignment Process". W Management for Professionals, 25–49. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-47923-0_2.

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Wu, Te, i Estee Wu. "Understanding Program Strategic Alignment". W The Sensible Guide to Program Management Professional (PgMP)® Success, 49–64. Boca Raton: Auerbach Publications, 2021. http://dx.doi.org/10.1201/9781003145165-3.

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Streszczenia konferencji na temat "Strategic Alignment"

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Haleh Bagher Esmaili, Hassan Gardesh i Shahram Shadrokh Sikari. "Strategic alignment: ITIL perspective". W 2010 2nd International Conference on Computer Technology and Development (ICCTD). IEEE, 2010. http://dx.doi.org/10.1109/icctd.2010.5645956.

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Hosseinbeig, S., D. Karimzadgan Moghadam, D. Vahdat i R. Askari Moghadam. "Combination of IT strategic alignment and IT governance to evaluate strategic alignment maturity". W 2011 5th International Conference on Application of Information and Communication Technologies (AICT). IEEE, 2011. http://dx.doi.org/10.1109/icaict.2011.6110901.

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Erosa Martin, Victoria E., i Pilar E. Arroyo Lopez. "Technology alignment under two strategic contexts". W Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599603.

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Abdi, Mohammed, i P. D. D. Dominic. "Strategic IT alignment with business strategy: Service oriented architecture approach". W 2010 International Symposium on Information Technology (ITSim 2010). IEEE, 2010. http://dx.doi.org/10.1109/itsim.2010.5561624.

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

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Iamratanakul, Supachart, Ravi Shankar i Nicholas J. Dimmitt. "Improving project portfolio management with strategic alignment". W Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261993.

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Henriques, Monica, Jose Braga de Vasconcelos, Gabriel Pestana i Alvaro Rocha. "IT-Business Strategic Alignment in Social Era". W 2019 14th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2019. http://dx.doi.org/10.23919/cisti.2019.8760883.

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Vollmar, Jan, i Stefan Horn. "Data driven strategy implementation in engineering: Strategic alignment of improvement projects". W 2016 IEEE International Symposium on Systems Engineering (ISSE). IEEE, 2016. http://dx.doi.org/10.1109/syseng.2016.7753190.

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Hong, Jongyi. "Strategic Alignment model of CoP for achieving the strategy of organization". W Business 2014. Science & Engineering Research Support soCiety, 2014. http://dx.doi.org/10.14257/astl.2014.70.11.

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Hong-bin, Zhang. "Empirical Research on the Strategic Alignment in SMEs". W 2007 International Conference on Management Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/icmse.2007.4421921.

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Raporty organizacyjne na temat "Strategic Alignment"

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Bray, John R. Strategic Analysis of Regional Alignment of United States Army Forces. Fort Belvoir, VA: Defense Technical Information Center, marzec 2013. http://dx.doi.org/10.21236/ada589044.

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Ward, James Dean, Cindy Le, Elizabeth Davidson Pisacreta i Jesse Margolis. The Strategic Alignment of State Appropriations, Tuition, and Financial Aid Policies. Ithaka S+R, październik 2019. http://dx.doi.org/10.18665/sr.311966.

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Smith, Jarrod H. An Alignment Analysis of the U.S. Navy Supply Corps Officers Career Guidance with Naval Supply Systems Commands Strategic Publications. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2014. http://dx.doi.org/10.21236/ada607548.

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Smith, Jarrod H. An Alignment Analysis of the U.S. Navy Supply Corps Officer's Career Guidance With Naval Supply Systems Command's Strategic Publications. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2014. http://dx.doi.org/10.21236/ada612574.

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Fonseca, Liliana, Lisa Nieth, Maria Salomaa i Paul Benneworth. Universities and Place Leadership: a question of agency and alignment. Universiteit Twente - Department of Science, Technology and Policy Studies (STePS), 2021. http://dx.doi.org/10.3990/4.2535-5686.2021.01.

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There is increasing interest in the question of how different stakeholders develop, implement and lead regional upgrading processes with the concept of place leadership emerging as one response to this. Simultaneously, universities face growing expectations that they will contribute to regional development processes – often through their collaborative relationships with other regional stakeholders. But universities are complex in terms of their internal and institutional structures, which undermines their capacities to enact coherent place leadership roles. We seek to understand how strategic leadership in universities can contribute to innovation and regional development in the context of the fundamental institutional complexity of universities. We address this through a qualitative, explorative case study comparing six European regions where universities have sincerely attempted to deliver place leadership roles. We identify that the elements of agency and alignment are vital in that: firstly, university leadership has to align with regional coalitions on the one hand and internal structures on the other hand, and secondly, this leadership must give individuals agency in their regional engagement activities.
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Arévalo, Josette, Priscila Vera i Stefania De Santis. Independent Country Program Review Guyana 2017-2021. Inter-American Development Bank, wrzesień 2022. http://dx.doi.org/10.18235/0004471.

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This Independent Country Program Review (ICPR) covers the Bank's Country Strategy (EBP) of the Inter-American Development Bank (IDB) Group and the program in Guyana during the period 2017-2021. The ICPRs assess the relevance of the country strategy, provide aggregate information on the alignment and execution of the corresponding country program and, if the data allows it, its contribution to strategic objectives (SO) established in the country strategy. The ICPRs are primarily directed at the IDB Group's Boards of Executive Directors. They seek to provide the Boards with relevant information, which would otherwise not be available to them, for the analysis of the EBPs submitted for their consideration.
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Scoular, Claire, i Ian Teo. Developing strategic plans for an aligned approach to 21st century skills integration. Australian Council for Educational Research, marzec 2021. http://dx.doi.org/10.37517/978-1-74286-626-0.

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This report describes an online course developed to support education systems to build an aligned and sustainable approach to integration of 21st Century Skills (21CS). 21CS are those skills that are considered particularly important to succeed in today’s knowledge-based society in which innovation and technology are predominant. Prominent examples include critical thinking, creative thinking, and collaboration, and such skills need to be better understood in order for them to be integrated. While different countries may have their own frameworks or priorities surrounding 21CS, a consistent approach to integration can still be achieved with a shared understanding from all stakeholders within the system. The course objectives focused on supporting countries to develop a strategic plan for 21CS integration, providing resources to aid that plan, and building capacity to implement the plan. The specific learning objectives were to: Understand components and steps leading to 21CS alignment; Conduct a needs analysis, identifying which steps are currently being met, and which steps need more attention; Develop a strategic plan, identifying which steps are to be prioritized and in which order; Gain insights from other education systems from reflections on successful developments and lessons learned; and Engage in discussion within education systems and with other countries about the emerging area of skills integration, as well as identify future directions. Course participants joined from across 16 Asia Pacific countries and from the Education Quality and Assessment Programme for the Pacific Community (EQAP). The course comprised of eight modules that were spread over three weeks, with content hosted online through the Moodle platform.Each module consisted of pre-recorded video content (30-60 minutes) and team and/or individual activities. The modules were supported by three live sessions that allowed participants to ask questions and share reflections in real time. The course concluded with a webinar that consisted of presentations that were delivered by one member from each Core Strategy Team who shared their team’s strategic plan and reflections from this course.
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Alexander, Serena E., Ahoura Zandiatashbar i Branka Tatarevic. Fragmented or Aligned Climate Action: Assessing Linkages Between Regional and Local Planning Efforts to Meet Transportation Greenhouse Gas Emissions Reduction Targets. Mineta Transportation Institute, listopad 2022. http://dx.doi.org/10.31979/mti.2022.2146.

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Amid the rising climate change concerns, California enacted Senate Bill 375 (SB 375) to tackle transportation greenhouse gas (GHG) emissions. SB 375 requires Metropolitan Planning Organizations (MPOs) to develop a Sustainable Communities Strategy (SCS), a regional transportation and land use vision plan, to reduce GHG emissions. Meanwhile, a local government can develop a Climate Action Plan (CAP), a non-binding, voluntary plan to reduce GHG emissions that may align with the regional SCS. Recent progress reports indicate California is not making sufficient progress to meet SB 375 emissions reduction targets, which raises important questions: (1) Are the transportation and land use strategies and targets in SCS plans reflected in the local plans to build sustainable communities? (2) Does the alignment of regional and local transportation and land use strategies mitigate GHG emissions through vehicle trip reduction? (3) How different are the effects of independent local action and alignment of local and regional actions on vehicle trip reduction? Through an in-depth content analysis of plans and policies developed by five MPOs and 20 municipalities and a quantitative analysis of the impact of local and regional strategy alignment on vehicle trip reduction over time, this study shows that the patterns of local and regional climate policy are diverse across the state, but poor alignment is not necessarily a sign of limited climate action at the local level. Cities with a long climate-planning history and the capacity to act innovatively can lead regional efforts or adopt their own independent approach. Nonetheless, there are clear patterns of common strategies in local and regional plans, such as active transportation strategies and planning for densification and land use diversity. Well-aligned regional and local level climate-friendly infrastructure appear to have the most significant impact on vehicle-trip reduction, on average a 7% decrease in vehicle trips. Yet, many local-level strategies alone, such as for goods movement, urban forest strategies, parking requirements, and education and outreach programs, are effective in vehicle-trip reduction. A major takeaway from this research is that although local and regional climate policy alignment can be essential for reducing vehicle trips, local action is equally important.
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Lavadenz, Magaly, i Gisela O’Brien. District Administrators' Perspectives on the Impact of The Local Control Funding Formula on English Learners. Loyola Marymount University, 2017. http://dx.doi.org/10.15365/ceel.policy.6.

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Two years into implementation, this policy brief examines how California’s Local Control Funding Formula (LCFF) and its accompanying Local Control Accountability Plan (LCAP) meet the needs of English Learners (ELs). Researchers seek to understand district administrator perspectives on the impact of LCFF for ELs through interviews and focus groups with administrators that represent districts from Northern, Central, and Southern California. Findings reveal that although the LCAP serves as a mechanism to increase personnel and PD efforts to address EL needs, it is still largely viewed as a compliance document that requires alignment with other strategic documents and is sensitive to changes in leadership. The following policy recommendations are made as a result of these findings: 1) re-design the LCAP to support districts in specifying EL learning goals, services, assessments and expected outcomes; 2) differentiate support for district administrators; and 3) invest (long-term) in district-level and site-level professional development with a focus on EL success.
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Martin, James Ellis, Alicia I. Baca, Dahwey Chu i Lauren Elizabeth Shea Rohwer. Chemical strategies for die/wafer submicron alignment and bonding. Office of Scientific and Technical Information (OSTI), wrzesień 2010. http://dx.doi.org/10.2172/1008133.

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