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

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.

scholarly journals Information systems environmental alignment and business performance: A case study

2005 ◽  
Vol 36 (4) ◽  
pp. 33-53 ◽  
Author(s):  
A. K. Garg ◽  
R. J.O. Joubert ◽  
R. Pellissier
Keyword(s):  
South Africa ◽  
Information Systems ◽  
Business Performance ◽  
Banking Sector ◽  
External Environment ◽  
Environmental Uncertainty ◽  
Business Environment ◽  
Is Strategy ◽  
Alignment Model ◽  
The Impact

The studies to establish the relationship between the external environment and business performance have not produced any conclusive results. Moreover, the field combining environmental uncertainty, information systems (IS) strategy and business performance has not been well explored. Considering the gap in current research, this study conceptualises an information systems environmental alignment model. The model analysed the extent of support provided by IS strategy in the assessment of environmental uncertainty and also examined the impact of IS environmental alignment on business performance. Based on empirical data collected by means of a questionnaire from 22 commercial banks in South Africa (covering more than 90% of the commercial banking sector) and using the Partial Least Squares (PLS) technique, the study validated the IS environmental alignment model and found that banks were using IS support to assess the external environment of business. The results suggest that it is not the IS support or investment in information technology (IT) that impacts on business performance, but rather the effective use of IS support in meeting the information needs of the organisation. The study also found that profitability still remains the key measure of business performance in the banking sector in South Africa. These findings have major implications for IT investment by banks, and for the implementation of IS strategy and general investment in the banking sector. IS environmental alignment is becoming extremely important for business because of the substantial investment in IT and the uncertainty of the business environment.

The Relationship between Information Systems Strategy and the Perception of Project Success

2016 ◽  
pp. 1551-1577
Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius
Keyword(s):  
Information Systems ◽  
Project Success ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Information Systems Strategy ◽  
Perceived Importance ◽  
Is Strategy ◽  
Project Success Criteria ◽  
Outcome Orientation ◽  
The Relationship

This chapter reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.

Technology and Organizational Change

2020 ◽  
pp. 383-408
Author(s):  
Mohsen Attaran ◽  
Sharmin Attaran ◽  
Diane Kirkland
Keyword(s):  
Organizational Change ◽  
Information Systems ◽  
Conceptual Model ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Business Strategies ◽  
Key Factors ◽  
Potential Benefits ◽  
The Relationship

This chapter explores the changing dimensions of the workplace and highlights the relationship between technology and organizational change. The chapter begins by briefly reviewing some key perspectives that have emerged in the information systems (IS) literature to account for the relationship between technology and organizational change. It highlights the importance of smart workplace technologies, identifies determinants of successful workplace transformation, proposes a conceptual model for implementation, identifies key factors to consider, and covers some of the potential benefits. The chapter argues that digital transformation is more than just implementing digital technologies. Successful digital transformation occurs when business strategies or major sections of an organization are altered.

The Relationship between Information Systems Strategy and the Perception of Project Success

2015 ◽  
Vol 6 (1) ◽  
pp. 1-25
Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius
Keyword(s):  
Information Systems ◽  
Project Success ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Information Systems Strategy ◽  
Perceived Importance ◽  
Is Strategy ◽  
Project Success Criteria ◽  
Outcome Orientation ◽  
The Relationship

This article reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.

Innovation, Information Systems Strategic Alignment and Business Value

2010 ◽  
Vol 1 (2) ◽  
pp. 38-54
Author(s):  
Euripidis Loukis ◽  
Ioakim Sapounas
Keyword(s):  
Information Systems ◽  
Strategic Alignment ◽  
Business Value ◽  
Innovation Strategy ◽  
Business Managers ◽  
Strategy Formulation ◽  
Firm Level ◽  
Level Data ◽  
Innovative Products ◽  
Implementation Level

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.

Developing Business Aligned Knowledge Management Strategy

2003 ◽  
pp. 156-172 ◽  
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.

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