Harmonizing IT and Business Strategies

2005 ◽  
pp. 1317-1321
Author(s):  
Kevin Johnston
Keyword(s):  
Chief Executive Officers ◽  
Business Strategy ◽  
Chief Executive ◽  
Business Strategies ◽  
Chief Information Officers ◽  
It Strategy ◽  
It Alignment ◽  
Academic Researchers ◽  
Business It Alignment ◽  
Executive Officers

The alignment of business strategy with IT strategy has been a concern of chief information officers (CIOs) (Berkman, 2000; Croteau & Bergeron, 2001; Crowley, 2001), chief executive officers (CEOs) (Armstrong, Chamberlain, Moore & Hart, 2002; Mesoy, 1999), academic researchers (Henderson & Venkatraman, 1999; Reich & Benbasat, 2000; Tallon & Kraemer, 2000), and research companies (Broadbent, 2000; Croteau & Bergeron, 2001; Meta Group, 2001) since the age of vacuum tubes. In surveys (Mesoy, 1999) of CIO concerns, alignment has consistently been rated as a major issue. A Cutter study reported that business-IT alignment was “the number one problem facing IT” (Crowley, 2001).

One Organization, One Strategy

2011 ◽  
pp. 2888-2892
Author(s):  
Kevin Johnston
Keyword(s):  
Information Technology ◽  
Information Management ◽  
Business Strategy ◽  
Strategic Plan ◽  
Business Strategies ◽  
It Strategy ◽  
Strategic Plans ◽  
Business Alignment ◽  
Academic Researchers ◽  
Multiple Levels

Most organizations have multiple levels of strategic plans (de Kluyver & Pearce, 2006), one of which is the Information Technology (IT) strategic plan. The alignment of an organization’s business strategy with its IT strategy has been a concern of CIOs (Benson & Standing, 2008; Croteau & Bergeron, 2001; Johnston, Muganda, & Theys, 2007; Luftman Kempaiah, & Nash, 2006), CEOs (Armstrong, Chamberlain, Moore, & Hart, 2002; O’Brien & Marakas, 2006), academic researchers (Henderson & Venkatraman, 1999; Kangas, 2003; Pearlson & Saunders, 2004; Reich & Benbasat, 2000), and research companies (Broadbent, 2000; Croteau & Bergeron, 2001; Meta Group, 2001) since the age of vacuum tubes. The Society for Information Management (SIM) studies reveal that ‘IT and Business Alignment’ was the number one management concern in 2003, 2004 and 2005, and has been one of the top 10 concerns since 1983(Luftman et al., 2006). IT and business strategies should not be separate or aligned; organizations should simply have one business strategy: one organization, one strategy.

scholarly journals An exploration of the chief executive officers’ (CEOs) perception of strategic management process: The case of British high tech SMEs

2005 ◽  
Vol 2 (4) ◽  
pp. 62-69
Author(s):  
Azhdar Karami
Keyword(s):  
Strategic Management ◽  
Chief Executive Officers ◽  
Quantitative Research ◽  
Chief Executive ◽  
Business Strategies ◽  
High Tech ◽  
Management Process ◽  
Quantitative Research Methods ◽  
Executive Officers ◽  
Strategic Management Process

The past decade of organizational research has moved from an investigation of organizational static to an investigation of organizational dynamics, much of it focused on strategy and its formulation and implementation. This research is an attempt to shed light on the business owner managers and Chief Executive Officers’ (CEOs) perception of the importance of strategic management process in Small and Medium sized Enterprises (SMEs) in the UK. The data gathered from a sample of 132 CEOs of high tech firms and a combination of qualitative and quantitative research methods were employed for data analysis. In this research it has been found that firms which employ strategic management techniques, whether formal or informal, exhibit enhanced levels of success in formulation and implementation of business strategies than those firms which do not employ such procedures. Employing strategic management process in SMEs significantly helps in solving organizational problems, and reducing organizational conflicts. It significantly impacts on employees’ satisfaction and changing organizational culture.

Loss making PSUs: Issue of Corporate Governance

Paradigm ◽  
1998 ◽  
Vol 1 (2) ◽  
pp. 64-69
Author(s):  
Atmanand
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officers ◽  
Business Strategy ◽  
Good Governance ◽  
Chief Executive ◽  
Status Quo ◽  
Clarity Of Responsibility ◽  
The Status ◽  
Executive Officers

The managements of PSUs, have little autonomy and in many cases are encouraged to maintain the status quo in business strategy rather than to risk change. Major decisions are delayed or not taken at all which includes among other things, the appointment of chief executive officers. In other words, most of the basic ingredients for good governance are missing Clarity of responsibility, transparency, checks and liala11ces and accountability. Corporate governance does not seem to exist at all.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

scholarly journals Leadership or luck? Randomization inference for leader effects in politics, business, and sports

2021 ◽  
Vol 7 (4) ◽  
pp. eabe3404
Author(s):  
Christopher R. Berry ◽  
Anthony Fowler
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Anecdotal Evidence ◽  
Political Leaders ◽  
Quantitative Test ◽  
Wide Range ◽  
Randomization Inference ◽  
Executive Officers ◽  
Sports Coaches

Anecdotal evidence suggests that some leaders are more effective than others but observed differences in outcomes between leaders could be attributable to chance variation. To solve this inferential problem, we develop a quantitative test of leader effects that provides more reliable inferences than previous strategies, and we implement the test in the settings of politics, business, and sports. We find significant effects of political leaders, particularly in nondemocracies. We find little evidence that chief executive officers influence the performance of their firms. In addition, we find clear evidence that sports coaches matter for a wide range of outcomes in football, basketball, baseball, and hockey.

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