Information systems strategies and the management of organizational change – a strategic alignment model

1993 ◽  
Vol 8 (4) ◽  
pp. 205-216 ◽  
Author(s):  
Janice M Burn
Keyword(s):  
Organizational Change ◽  
Information Systems ◽  
Strategic Alignment ◽  
Alignment Model

Information Systems Strategies and the Management of Organizational Change – a Strategic Alignment Model

1993 ◽  
Vol 8 (4) ◽  
pp. 205-216 ◽  
Author(s):  
Janice M. Burn
Keyword(s):  
Organizational Change ◽  
Information Systems ◽  
Dynamic Change ◽  
Strategic Alignment ◽  
Strategy Formulation ◽  
Stages Of Growth ◽  
Organizational Configurations ◽  
Is Strategy ◽  
Alignment Model ◽  
The Relationship

This article presents findings of an investigation into the relationship between organizational configurations and alternative patterns of information systems (IS) development. The study focuses on the IS strategic process. A theoretical framework is developed to examine the relationships between organizational and IS strategy formulation processes. The framework was evaluated in 56 organizations. Results of the analysis support the theory that different stages of growth in the use and development of IS require different approaches to strategy, and that different approaches to strategy are favoured by different organizational configurations. Evaluation of the relationship between organizational change and IS developments reveals a pattern of strategic alignment reflecting the interdependencies between the organizational configuration and the stage of IS growth. It would appear that transitions through this alignment model are characterized by periods of dynamic change which can be predicted at certain stages of growth. The model may prove useful both to assist in the management of organizational change and to identify appropriate IS strategy formulation approaches.

Extended Strategic Alignment Model (SAM) for Information Systems Governance

2022 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Ahmed Mouchtachi ◽  
Abir El Yamami ◽  
Abdelrhani Bouayad ◽  
Mohammed Bennaser ◽  
Majida Laaziri ◽  
...  
Keyword(s):  
Information Systems ◽  
Strategic Alignment ◽  
Alignment Model

The Translated Strategic Alignment Model: A Practice-Based Perspective

2013 ◽  
Vol 18 (2) ◽  
pp. 37 ◽  
Author(s):  
Isabelle Walsh ◽  
Alexandre Renaud ◽  
Michel Kalika
Keyword(s):  
Strategic Alignment ◽  
Alignment Model

Concepts of Strategic Alignment of IT and Business

2013 ◽  
pp. 168-191
Keyword(s):  
Information Systems ◽  
Strategic Management ◽  
Strategic Alignment ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
It Alignment ◽  
Strategic Information Systems Planning ◽  
Systems Planning ◽  
Information Engineering ◽  
Information Systems Planning

This chapter begins by explaining the purpose of strategic information systems planning, which is followed by describing three commonly adopted methodologies. They are known as “business systems planning,” “strategic systems planning,” and “information engineering.” In addition, the six broad process dimensions that characterize the activity of strategic information systems planning are discussed. In order to provide an understanding of what is meant by alignment, the basic concepts are presented and some established principles discussed. In essence, the primary and secondary functions in alignment for a business are explained, including the purpose it serves, how optimum alignment occurs, and when. Some proposed models for strategic alignment are reviewed to provide an understanding of the different types of strategic activities that are involved, and their flow and relationships with each other for interaction. By demonstrating how each model works based on a given set of conditions, the key to achieving strategic alignment for a business is established. The strengths and limitations of each of the models are stated. In particular, the model proposed by Henderson and Venkatraman (1990), the Strategic Alignment Model (SAM), is described in detail to explain how it works. It is explained in the context of four fundamental domains of strategic choice, with each having its own underlying dimensions. In essence, SAM has been developed for conceptualizing and directing the emerging area of strategic management of IT in terms of two fundamental characteristics of strategic management. They are strategic fit (the interrelationships between external and internal components) and functional integration (integration between business and functional domains). These fundamental characteristics are defined with respect to four different perspectives of alignment. Further, three dominant domain types are introduced together with appropriate illustrations of their application. Finally, case studies are presented to show how companies with a technology vision can achieve enormous business success through applying strategic IT alignment and indeed become global players. The chapter concludes with a summary of the main points covered on the concepts of strategic alignment of IT and business.

Soft Systems Methodology in IT-Related Organizational Change

2021 ◽  
pp. 32-54
Keyword(s):  
Organizational Change ◽  
Information Systems ◽  
Information Technologies ◽  
Soft Systems Methodology ◽  
Main Concern ◽  
Systems Methodology ◽  
Soft Systems ◽  
Meaningful Information ◽  
Development Methodology ◽  
Is Development

Any organization needs information technologies (IT) to attain efficient process and make effective decisions. The main discussion of this study is focused on IT as a reason of change in an organization. Besides providing a definition for information systems (IS), this chapter aims at explaining soft systems methodology (SSM) as an IS development methodology. Considering seven elements of philosophy, model, techniques and tools, scope, output, practice, and product, it clarified the SSM position in other methodologies. In this concern, it revealed the main concern of using SSM in the development of information systems (i.e., meeting the real needs of the organization through generating meaningful information based on the available data) as represented in five case studies of SSM in IT-related organizational change.

Developing Business Aligned Knowledge Management Strategy

2011 ◽  
pp. 2631-2645
Author(s):  
El-Sayed Abou-Zeid
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Strategic Choices ◽  
Knowledge Management Strategy ◽  
Knowledge Strategy ◽  
Alignment Model ◽  
Knowledge Strategies ◽  
The Relationship

With the growing awareness of the crucial role that knowledge can play in gaining competitive advantage, several issues with regard to knowledge management (KM) initiatives have challenged executives. The articulation of the relationship between an organization’s competitive strategy and its knowledge strategy is the most eminent. This chapter addresses the issue of how to align knowledge strategy with enterprise business strategy. Based on the premise that the realization of business value from KM investments requires alignment between business and knowledge strategies, the issue is addressed by developing a strategic alignment model for KM. This model, which is based on the Henderson-Venkatraman strategic alignment model, includes the external domains (opportunities/threat) and internal domains (capabilities/arrangements) of both business (B-) and knowledge (K-) strategies and the relationships between them. Furthermore, it provides alternative strategic choices. The model is used to study a KM initiative at Buckman Laboratories.

Strategic Alignment Model

2019 ◽  
pp. 326-329
Author(s):  
Marijn Mulders
Keyword(s):  
Strategic Alignment ◽  
Alignment Model

AstraZeneca: Transforming How New Medicines Flow to Patients1

2017 ◽  
pp. 1-25
Author(s):  
Scott A. Snell ◽  
Gerry Yemen
Keyword(s):  
Social Capital ◽  
Organizational Change ◽  
Prescription Drugs ◽  
Strategic Alignment ◽  
First Year ◽  
Organizational Capability ◽  
Second Year ◽  
And Performance ◽  
Human And Social Capital ◽  
Core Capabilities

This case is currently taught in Darden's ““First-Year Strategy”” course. Scott Snell also teaches it in his second year elective, ““Developing Organizational Capability””. The case would be useful in any course that examines the topic of core capabilities, organizational change, or strategic alignment. This field-based case provides an overview of reorganization at AstraZeneca UK Limited (AZN) and focuses on the processes, systems, and people (human and social capital) in the R&D unit. It allows for an examination of AZN’s core capabilities and how enterprise leadership requires making an explicit connection between investments in people and performance that benefit the firm. The strategy includes: build a pipeline with new prescription drugs that were unique enough to provide a differentiated benefit to patients, grow the business globally, streamline the organization and increase efficiency, and build a culture of courage, creativity, and collaboration. What areas of R&D should the company invest in, and what would the R&D transformation look like?

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