The role of strategic alignment of business strategies according to the (miles & snow) model on strategic success

Purpose The purpose of this study is to contribute to the current discussion on strategic alignment of information technology and business (strategic alignment) by developing a model for conceptualizing how strategic alignment can be enabled through of IT flexibility and IT capability. Design/methodology/approach A questionnaire instrument was created to measure the constructs and it was assessed in a pretest and two pilot-tests. The main data set was collected from IT managers (or similar titles) of medium- and large-sized firms. Findings Strategic alignment seems to be moving closer to firms’ core activity in today’s business environment. The findings revealed that strategic alignment was significantly affected by four dimensions of IT flexibility and IT capability. Furthermore, the significant role of two dimensions of IT flexibility in IT capability was supported. Research limitations/implications Single key informants were used for data collection that could be a potential limitation. Practical implications It seems likely that firms will benefit from the results to manage and control their scarce IT resources more effectively for aligning IT with business strategies, goals and needs. Originality/value Strategic alignment has become a more complex and unstructured phenomenon and many firms are still considering how to reconcile to it. Furthermore, the lack of empirical examination of IT flexibility and IT capability in relation to strategic alignment from important perspectives, and the lack of research of the dimensions of IT flexibility for supporting IT capability, determines the purpose of this study.

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Environmental key performance indicators: the role of regulations and stakeholder influence

Environment Systems & Decisions ◽

10.1007/s10669-021-09825-z ◽

2021 ◽

Author(s):

Ewelina Zarzycka ◽

Joanna Krasodomska

Keyword(s):

Performance Indicators ◽

Key Performance Indicators ◽

Environmental Indicators ◽

Business Strategies ◽

Proactive Approach ◽

Stakeholder Influence ◽

Corporate Decisions ◽

Study Results ◽

Reporting Decisions

AbstractEnvironmental protection is of vital importance and needs to be considered in the context of business strategies, including companies’ reporting decisions. This paper aims to investigate the importance of stakeholders for environmental key performance indicators (KPIs) and the significance of different types of environmental KPIs to various stakeholders. The study is based on a content analysis of the disclosures provided by large public interest companies operating in Poland. The data were processed to produce descriptive statistics as well as classification and regression trees (C&RTs). According to the study results, the sample companies provide a variety of environmental indicators, with a total of 735 KPIs identified. The research confirms the importance of stakeholders interested in environmental issues for corporate decisions regarding environmental KPI disclosure. The study contributes to the extant literature by providing new insights into the importance of different stakeholder groups for the disclosure of environmental KPIs. It may serve as an incentive for standard setters and practitioners to take a proactive approach in further developing and improving environment-related reporting regulations.

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Harmonization of Green Motives and Green Business Strategies towards Sustainable Development of Hospitality and Tourism Industry: Green Environmental Policies

Sustainability ◽

10.3390/su13126592 ◽

2021 ◽

Vol 13 (12) ◽

pp. 6592

Author(s):

Zahid Yousaf ◽

Magdalena Radulescu ◽

Crenguta Ileana Sinisi ◽

Luminita Serbanescu ◽

Loredana Maria Paunescu

Keyword(s):

Sustainable Development ◽

Structural Equation ◽

Hotel Industry ◽

Equation Model ◽

Tourism Industry ◽

Business Strategies ◽

Mediating Role ◽

Green Business ◽

Hospitality And Tourism Industry

This study aims to investigate the direct impact of green motives (GM) and green business strategies (GBS) on sustainable development (SD) in the hospitality sector. It explores the direct links between GM and SD. Moreover, the mediating role of GBS between GM and SD was tested. The research relies on the stakeholders’ theory, which states that the organization’s success and future development depends on the satisfaction of stakeholders. Data were collected from 451 top managers and owners from 54 hotels (5, 4 and 3-star hotels) operating in Pakistan. Quantitative analysis including correlation, regression, confirmatory factor analysis and structural equation model techniques were used. The mediating role of GBS was assessed using the bootstrapping method. Results proved that GM and GBS enable hotel industry to achieve the targets of SD. Finding also proved that GBS act as a mediator between the GM and SD link. The hotel industry needs attention to achieve the targets of SD and customers’ inclination towards more hygienic and environmental issues after the worldwide COVID-19 pandemic situation has forced the hotel industry to adapt GBS initiated through GM. The current research articulated this upcoming issue and offered a SD model for the hotel industry.

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Enterprise Architecture Repository to Support the Company IT-Strategic

International Journal of Recent Technology and Engineering - 2 ◽

10.35940/ijrte.d9053.118419 ◽

2019 ◽

Vol 8 (4) ◽

pp. 8736-8742

Keyword(s):

Information Technology ◽

Enterprise Architecture ◽

Business Processes ◽

Business Strategies ◽

The Future ◽

Implementation Method ◽

New Applications ◽

Role Of Information

The objective of this study is to identify the role of information technology in companies. The use of IT should create a synergy between business strategies, business processes and technologies to achieve the vision, mission and objectives of the company, and to offer excellence in the future. For this reason, the study uses the EA framework, where there are artifacts that are stored digitally in the repository. This study uses the EA implementation method when the main points of the EA development steps are implemented. The results achieved are the integration of new applications that are expected to be properly implemented so that companies can read their strategies to deal with competitors. The conclusion is that the proposed application can help the company achieve its vision, mission and objectives. And all business processes can be managed effectively and efficiently so that the company can compete with its competitors today and in the future.

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THE ROLE OF AGILE SOFTWARE ARCHITECT IN THE AGE OF DIGITAL DISRUPTION AND TRANSFORMATION

Balkans Journal of Emerging Trends in Social Sciences ◽

10.31410/balkans.jetss.2020.3.2.148-162 ◽

2020 ◽

Vol 3 (2) ◽

pp. 148-162

Author(s):

Zoran Dragičević ◽

Saša Bošnjak

Keyword(s):

Empirical Research ◽

Business Models ◽

Business Strategies ◽

Software Systems ◽

Business Software ◽

Digital Strategy ◽

Platforms And Ecosystems ◽

Digital Disruption ◽

Agile Software

The consequence of the increasing development and use of digital technologies, in every segment of society, is the emergence of digital disruption - a powerful external pressure that is changing the way business is done in all industries. Businesses are responding to digital disruption by digital transformation, which involves organizational change, redefining and aligning digital and business strategies, new business models, increased agility of software development and delivery processes, migration and/or integration of legacy systems using cloud-based platforms and ecosystems. In such a context, one of the key responsibilities of a software architect is to maintain the agility of the organization by defending the flexibility of digital strategy and IT resources so that the enterprise is able to transform and respond adequately and rapidly to the effects of digital disruption. In this regard, the question arises as to how digital disruption and business transformation affect the change in the role, importance, competence and agility of a software architect, especially in the context of the development of complex business software systems. This paper aims to present the role of an agile software architect in the era of digital disruption and transformation, by integrating the results of theoretical and empirical research. A systematic literature review identifies the role, importance, and competencies of a software architect in implementing agile architecture. In other hand, empirical research, based on a case study in a large enterprise, provides a better understanding of the importance of software architect for aligning business and digital strategy, as well as its contribution to increasing the agility of the process of developing, delivering and integrating complex business software systems.

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Intellectual capital and innovative performance: a mediation-moderation perspective

Journal of Intellectual Capital ◽

10.1108/jic-04-2020-0109 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Shafique Ur Rehman ◽

Hamzah Elrehail ◽

Abdallah Alsaad ◽

Anam Bhatti

Keyword(s):

Intellectual Capital ◽

Structural Equation ◽

Small And Medium Enterprises ◽

Management Control ◽

Business Strategies ◽

Content Type ◽

Innovative Performance ◽

Innovative Capabilities ◽

Medium Enterprises

PurposeThis study explores central questions related to the connection between intellectual capital (IC) and the innovative performance of organizations through the mediating role of management control systems (MCS) and business strategies, as well as the moderating role of innovation capabilities.Design/methodology/approachThe data was collected from the managers of small and medium enterprises (SMEs) through a structured questionnaire. Out of 1,152 questionnaires distributed, only 415 were used for analysis purposes. Structural equation modelling (SEM) was used to test the study hypotheses.FindingsIntellectual capital significantly influences MCS, business strategies and innovative performance. Moreover, MCS, business strategies and innovative capabilities significantly improve innovative performance. MCS and business strategies significantly mediate the relationship between intellectual capital and innovative performance. Finally, innovative capabilities significantly moderate that between intellectual capital and innovative performance.Practical implicationsThe current research examines how management should use MCS, business strategies, and innovative capabilities to take maximum benefit from intellectual capital in order to improve innovative performance.Originality/valueThis is pioneering research that develops a theoretical model to incorporate intellectual capital, MCS, business strategies, innovative capabilities and innovative performance. Even though the influence of various kinds of intangible assets/resources on innovative performance has been widely examined in the literature, scant attention has been paid to the role of MCS, business strategies, and innovative capabilities in leveraging the firm's intellectual capital.

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Strategic Inertia vs. Strategic Change

Human Performance Technology ◽

10.4018/978-1-5225-8356-1.ch089 ◽

2019 ◽

pp. 1803-1821

Author(s):

Silvia Vernizzi ◽

Andrea Beretta Zanoni ◽

Meir Russ

Keyword(s):

Human Capital ◽

Attitude Change ◽

Strategic Change ◽

Point Of View ◽

Business Strategies ◽

Strategy Formulation ◽

Case Study Methodology ◽

Complex Process ◽

Study Methodology

Increasingly dynamic, complex and unpredictable economic circumstances require continuous and systematic re-evaluations of business strategies and plans and coherent and effective strategy implementation. Adopting the Resource Based View theoretical framework this chapter is aimed at shedding light on the role of human capital in the strategic change process. Specifically, by adopting the case study methodology the chapter points out the relevance and critical nature of human capital in the complex process that has driven Fiat's competitive and financial turnaround since 2008. Through the lens of Fiat's case, the article contributes both from an academic and a practitioner point of view, to shed light on the relevance of human capital in organizational attitude change, strategy formulation, choices implementation, and more in general, in Fiat's business model re-definition. The chapter ends with case questions.

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The Theory Behind the Economic Role of Managing the Strategic Alignment of Organizations while Creating New Markets

The Economic and Social Impacts of E-Commerce ◽

10.4018/978-1-59140-043-1.ch005 ◽

2003 ◽

pp. 69-94

Author(s):

Sam Lubbe

Keyword(s):

Economic Impact ◽

Strategic Alignment ◽

Economic Benefits ◽

Telecommunication Networks ◽

The Internet ◽

New Markets ◽

Economic Role ◽

Market Structures ◽

The Past

Over the past couple of years, the Internet has taken off and organizations will soon reap economic benefits on it. E-commerce will therefore hopefully emerge as an efficient yet effective mode of creating new markets although most managers still doubt the economic impact and profitability it has. Enabled by global telecommunication networks and the convergence of computing, telecom, entertainment and publishing industries, e-commerce is supplanting (maybe replacing) traditional commerce. In the process, it is creating new economic opportunities for today’s businesses, creating new market structures. Managers of tomorrow must therefore understand what e-commerce is; how the approach to this concept will be; and how it will affect the economic position of the organization.

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A Conceptual Model for Aligning IT Valuation Methods

International Journal on IT/Business Alignment and Governance ◽

10.4018/jitbag.2010070103 ◽

2010 ◽

Vol 1 (3) ◽

pp. 36-54 ◽

Cited By ~ 5

Author(s):

J. Gilbert Silvius

Keyword(s):

Conceptual Model ◽

Business Strategy ◽

Organizational Context ◽

Strategic Alignment ◽

Valuation Methods ◽

It Alignment ◽

Valuation Method ◽

Business And It Alignment ◽

The Relationship

The relationship between IT and value is complex and often disputed. Researchers and practitioners have created numerous models and valuation methods to capture this value. Although payoffs from IT investment are a function of strategic alignment, most of these models do not address the alignment of business and IT as a factor that influences or creates value. This paper explores the role of business and IT alignment in the valuation methods of IT assets and investments. It focuses on the impacts resulting from the use of IT assets, considering the function and nature of the impacts. It also explores the alignment of IT valuation and business strategy. The paper is concluded with the construction of a comprehensive selection model that provides guidance for aligning the IT valuation method with the specific characteristics, impacts and organizational context of an IT asset or investment.

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