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

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.

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.

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

Strategic Alignment, IT Value, and Organizational Analysis

2011 ◽  
pp. 73-101
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Resource Allocation ◽  
Information Systems ◽  
Strategic Alignment ◽  
It Value ◽  
It Resources ◽  
Corporate Elites ◽  
Scope Of The Firm ◽  
Allocation Decisions ◽  
Resource Allocation Decisions

Over the last several decades, strategy researchers have devoted attention to the question of how corporate elites (i.e., corporate executives and directors) affect corporate strategy. The CEO as a person in position shapes the scope of the firm, while the CIO as a person in another position shapes the scope of IT in the firm. Jensen and Zajac (2004) proposed and tested the notion that while differences in individual characteristics of corporate elites may imply different preferences for particular corporate strategies such as diversification and acquisitions, these basic preferences, when situated in different agency contexts (e.g., CIO, CEO) generate very different strategic outcomes. Strategy can simply be defined as principles, a broad based formula, to be applied in order to achieve a purpose. These principles are general guidelines guiding the daily work to reach business goals. Strategy is the pattern of resource allocation decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them. While the business strategy is the broadest pattern of resource allocation decisions, more specific decisions are related to information systems and information technology. How should IS/IT resources be allocated within business organizations? How can business ensure the IS/IT resources will deliver the desired business value? Hann and Weber (1996) see IS/IT strategic planning as a set of activities directed toward achieving the following objectives: 1. Recognizing organizational opportunities and problems where IS/IT might be applied successfully 2. Identifying the resources needed to allow IS/IT to be applied successfully to these opportunities and problems 3. Developing strategies and procedures to allow IS/IT to be applied successfully to these opportunities and problems 4. Establishing a basis for monitoring and bonding IT managers, so their actions are more likely to be congruent with the goals of their superiors 5. Resolving how the gains and losses from unforeseen circumstances will be distributed among senior management and the IT manager 6. Determining the level of decision rights to be delegated to the IT manager. Empirical studies of information systems/information technology planning practices in organizations indicate that wide variations exist. Hann and Weber (1996) found that organizations differ in terms of how much IS/IT planning they do, the planning methodologies they use, the personnel involved in planning, the strength of the linkage between IS/IT plans and corporate plans, the focus of IS/IT plans (e.g., strategic systems vs. resource needs), and the way in which IS/IT plans are implemented. In this chapter, we will review the principles of strategic alignment and discuss in detail the various methods for IT value and organizational maturity analysis.

Fuzzy Modelling for Integrated Strategic Planning for Information Systems and Business Process Design

2009 ◽  
pp. 59-77 ◽  
Author(s):  
Dimitris K. Kardaras ◽  
Bill Karakostas
Keyword(s):  
Information Systems ◽  
Business Processes ◽  
Cognitive Mapping ◽  
Complete Solution ◽  
Strategic Alignment ◽  
Fuzzy Cognitive Map ◽  
Strategic Objectives ◽  
Systems Planning ◽  
Expected Benefits ◽  
Information Systems Planning

Strategic Information Systems Planning (SISP) has been a continuing top concern for IS/IT management, since the mid 1980’s. Responding to the increasing interest in SISP, researchers have developed a large number of SISP methodologies and models. However, when organisations embark on planning for their information systems, they face difficulties and usually fail to gain the expected benefits. Strategic alignment and the identification of the business areas where the IT contribution is strategically important for the organisation are the most difficult problems in SISP. None of the existing SISP methodologies and models offers a complete solution. The approach presented in this chapter, utilises a Fuzzy Cognitive Map in order to align strategic objectives with IS opportunities that exist at the level of business processes. This chapter exemplifies fuzzy cognitive mapping in SISP, and illustrates how the strategic alignment between the business and IT domains can be realised.

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