Organizational Culture Impact on Business-IT Alignment: A Case Study of a Multinational Organization

2011 ◽  
Author(s):  
M El-Mekawy ◽  
L Rusu
Keyword(s):  
Organizational Culture ◽  
Multinational Organization ◽  
It Alignment ◽  
Business It Alignment

Barriers in Business-IT Alignment in a Large Company in Manufacturing Area

2020 ◽  
Vol 11 (2) ◽  
pp. 1-13
Author(s):  
Fadi Shammas ◽  
Guanjie Meng ◽  
Lazar Rusu
Keyword(s):  
Thematic Analysis ◽  
Research Question ◽  
Research Strategy ◽  
Top Management ◽  
Structured Interviews ◽  
Large Company ◽  
It Alignment ◽  
The Status ◽  
Business It Alignment

Business-IT alignment (BITA) continues to be a top management concern for the last ten years. Moreover, organizations mangers are still looking to understand the barriers between the status of alignment and misalignment. The barriers in BITA differ from a business area to another and particularly the authors have not found any research studies concerning the barriers in BITA in the manufacturing area in Sweden. Therefore, the research question is: What are the strategic, tactical, and operational barriers in business-IT alignment in a large company in manufacturing area? The research strategy is case study, and the data was collected through semi-structured interviews and also from company's internal documents and it was analyzed using thematic analysis. The findings of this study are a number of thirty barriers in BITA that includes six new barriers in BITA at operational, tactical and strategic level.

Intra-Organisational Barriers to Business-IT Alignment

2020 ◽  
Vol 11 (3) ◽  
pp. 22-36
Author(s):  
Gideon Mekonnen Jonathan ◽  
King Solomon Hailemariam
Keyword(s):  
Developing Countries ◽  
Thematic Analysis ◽  
Developed Countries ◽  
Organisational Performance ◽  
It Alignment ◽  
Business It Alignment

Business-IT Alignment (BITA) remains a challenging endeavour for many organisations despite the continuous attention it garnered among researchers and practitioners. The literature provides a list of factors determining whether organisations succeed to achieve BITA or not. However, BITA studies were conducted in a few industries in developed countries. This case study is aimed at addressing the lack of BITA studies in developing countries. The data was collected from a bank in Ethiopia through interviews and internal documents. The study employed thematic analysis, which revealed 21 intra-organisational barriers to BITA. Business and IT leaders may find the result of the study invaluable to plan activities that might overcome these barriers and improve BITA maturity, which in turn improves overall organisational performance.

Business-IT Alignment Barriers in a Public Organisation

2018 ◽  
Vol 9 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Gideon Mekonnen Jonathan ◽  
Aminat Abdul-Salaam ◽  
Omogunloye Oluwasanmi ◽  
Lazar Rusu
Keyword(s):  
Developed Countries ◽  
Feedback Mechanism ◽  
Organisational Structure ◽  
It Alignment ◽  
It Managers ◽  
Public Organisation ◽  
Insufficient Time ◽  
Inland Revenue ◽  
Business It Alignment

Business-IT alignment (BITA) continues to attract the interest of researchers and practitioners. Literature review reveals that the focus of past studies was investigated BITA mostly at (1) strategic level, in (2) private and commercial organisations, and in (3) developed countries. Thus, making a generalisation from these findings is difficult. The current study is aimed at shading light on the barriers of BITA based on a case study in a public organisation like The Federal Inland Revenue Service of Nigeria. The data was collected through semi-structured email interviews from business and IT managers as well as IT officers and also from internal organisational documents too. The data collected has been analysed using thematic analysis and has revealed six BITA barriers at tactical and operational levels like previous IT failures, lack of feedback mechanism, organisational structure, lack of standard infrastructure, insufficient time to acquire knowledge, and poor communication between the mangers.

Social Barriers in Business-IT Alignment in a Public Organization in Indonesia

2020 ◽  
Vol 11 (2) ◽  
pp. 55-66
Author(s):  
Ridwansyah ◽  
Lazar Rusu
Keyword(s):  
Mineral Resources ◽  
Social Dimension ◽  
Public Organization ◽  
Structured Interviews ◽  
Social Barriers ◽  
It Alignment ◽  
The Social ◽  
Business It Alignment ◽  
The Republic

The social dimension of alignment plays an important role in business-IT alignment (BITA). The study aimed to get in-depth knowledge of barriers in BITA by identifying and analyzing factors that inhibit alignment from the social perspective using as case study the Ministry of Energy and Mineral Resources (MEMR) of the Republic of Indonesia. Based on the data collected through semi-structured interviews and internal documents from this public organization in Indonesia, the data was thematic analyzed. The findings of the study are 15 social barriers in BITA in MEMR from which the following five are new social barriers in BITA: uncoordinated IT initiatives; sectoral ego; frequent rotation of executives in organizational structure; poor understanding of IT for growing; and the lack of support by the business in IT initiatives continuation. The findings of the study can be considered by other public organizations that aim to improve their alignment between business and IT, and finally their public service delivery.

Business-Aligned IT Strategy Case Example

2011 ◽  
pp. 428-458
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Best Practice ◽  
It Strategy ◽  
Reconstruction Process ◽  
Strategy Maps ◽  
It Alignment ◽  
Depth Study ◽  
Alignment Process ◽  
Strategy Map ◽  
Business It Alignment

This chapter is about the “know-how” part of IT strategy and management best practices. This case example aims to illustrate a successful practical application of IT strategy principles and concepts by using a proven best practice from the industry. It can therefore be used as a guiding example of how to effectively develop and execute a business-aligned IT strategy. Kaplan and Norton’s (2004) strategy maps approach (described in Chapter V) has been chosen as the methodology for formulating the business–IT alignment strategy. To that end, the case study requires an in-depth study of the selected company’s business and IT strategies, from which a strategy map of the espoused business and IT strategies are “reconstructed” using the strategy maps principles. The reconstruction process follows the strategy maps methodology (Kaplan & Norton, 2004). The readers can thus adopt a similar approach to help them formulate or “reconstruct” their company’s business–IT alignment process and the resulting business-aligned IT strategy.

The Influence of Organizational Politics on Business-IT Alignment

2016 ◽  
Vol 7 (2) ◽  
pp. 33-48
Author(s):  
Ilkka Ritola ◽  
Rokas Siugzda ◽  
Lazar Rusu
Keyword(s):  
Research Study ◽  
Organizational Politics ◽  
Negative Influence ◽  
Maturity Model ◽  
Large Organization ◽  
It Alignment ◽  
Business It Alignment ◽  
Alignment Maturity ◽  
It Skills

Business-IT alignment continues to remain a top management concern. Regardless of ample research, achieving and sustaining business-IT alignment remains challenging to organization's management. To this day, the influence of organizational politics remains unstudied in the light of business-IT alignment. By performing a case study in a large organization in Sweden, the authors present and discuss how organizational politics influences business-IT alignment from the viewpoint of practitioners. They find that organizational politics has a negative influence on communications, partnering, IT governance, IT scope, and business and IT skills of the Strategic Alignment Maturity model. Furthermore, the authors identified several root causes for organizational politics in the business-IT alignment context, not addressed by the commonly used business-IT alignment constructs. The findings of this research study are useful to business and IT practitioners for achieving and sustaining business-IT alignment in their organizations considering the influence of organizational politics.

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