Knowledge Strategic Alignment

2011 ◽  
pp. 188-208 ◽  
Author(s):  
Derek A. Asoh ◽  
Salvatore Belardo ◽  
Peter Duchessi
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Strategic Alignment ◽  
Relevant Research ◽  
Research And Practice ◽  
Organizational Resource ◽  
Reference Fields

Knowledge has been recognized as a key organizational resource. Yet, despite commitment in knowledge management (KM), many researchers and organizations overlook the need to engage in the alignment of knowledge-related resources with business-related strategies (knowledge strategic alignment). Although many reasons may be advanced for the lack of research and practice on knowledge strategic alignment, two reasons stand out. First, the alignment concept is difficult to understand and measure (Chan, Huff, Barclay & Copeland, 1997), and second, the KM field is relatively new and lacks appropriate frameworks, models, and methodologies for expected research and practice (Earl, 2001). The objectives of this chapter are twofold: The first is an attempt to respond to the call for frameworks, models, and methodologies for research in KM; and the second is an attempt to “simplify” the understanding of the alignment concept within the KM field. To attain both objectives, we first review the KM literature, and then opine on research from the alignment “reference fields” (Information Systems/Information Technology (IS/IT) and strategic management), where the alignment concept is well researched and practiced to propose a framework for research on alignment in the KM field. We identify relevant research models, discuss conceptualizations of alignment in KM, and illustrate the application of the framework, models, and alignment concepts.

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.

Information Technology Business Continuity

2011 ◽  
pp. 2010-2015
Author(s):  
Vincenzo Morabito ◽  
Gianluigi Viscusi
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Business Processes ◽  
It Management ◽  
Business Continuity ◽  
Data Quality Management ◽  
Time To Market ◽  
Strategic Value

Continuity could be and should be strategic for the business competitive advantage. Besides natural disaster, from blackout to tsunami, businesses face in daily activities critical challenges in IT management for assuring business continuity; for example, business continuity management results must be strategic, because of the infrastructural, organizational, and information systems changes that are required to assure compliance with regulatory norms (see, e.g., the impact of Basel II norms in financial sector), or must have and maintain a time-to-market advantage (disasters can facilitate competitors in a first mover perspective). Nevertheless, business continuity is at present often synonymous with risk management at the IT level, disaster recovery at the hardware level, or in the best case?at the data management level?with data quality management. These perspectives fail to unveil the strategic value of IT business continuity as a framework assuring alignment of strategy, organization, and systems, allowing a competitive advantage in a dynamic competitive environment. Moreover, even when business continuity, under these perspectives, has become one of the most important issues in IT management, there still appears to be some discrepancy as to the formal definitions of what precisely constitutes a disaster, and there are difficulties in assessing the size of claims in the crises and disaster areas. Taking these issues into account, we propose: (a) an analysis of the different facets of the concept of business continuity, and (b) an integrated framework for strategic management of IT business continuity. To these ends, we move from the finance sector?a sector in which the development of information technology (IT) and information systems (IS) have had a key impact upon competitiveness. Indeed, banking industry IT and IS are considered “production,” not “support” technologies. The evolution of IT and IS has challenged the traditional ways of conducting business within the finance sector. These changes have largely represented improvements to business processes and efficiency but are not without their flaws, in as much as business disruption can occur due to IT and IS sources. The greater complexity of new IT and IS operating environments requires that organizations continually reassess how best they may face changes and exploit these later for organizational advantage. As such, IT and IS have supported massive changes in the ways in which business is conducted with consumers at the retail level. Innovations in direct banking would have been unthinkable without appropriate IS, and merger and acquisition (M&A) initiatives represent the ideal domain to show what value can lead strategic management of IT business continuity. Taking these issues into account, we point out the relevance of continuity for maintaining customers, and time-to-market in complex and evolutionary competitive environments. Due the relevance of IT to maintain a valueadded continuity, our contribution aims to clarify the concept of IT business continuity, providing a framework, exploiting the different facets that it encompasses, and showing the strategic implications to the field of IS&T.

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.

Knowledge Management in Governance

2006 ◽  
pp. 278-291
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Theory Of The Firm ◽  
Collective Knowledge ◽  
Knowledge Based ◽  
Innovative Methods ◽  
Corporate Goals ◽  
Knowledge Intensive ◽  
A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

scholarly journals TECNOLOGIA DA INFORMAÇÃO, SISTEMAS DE INFORMAÇÕES GERENCIAIS E GESTÃO DO CONHECIMENTO COM VISTAS À CRIAÇÃO DE VANTAGENS COMPETITIVAS: REVISÃO DE LITERATURA

2018 ◽  
Vol 7 (1) ◽  
pp. 39-51 ◽  
Author(s):  
Jhony Pereira Moraes ◽  
Sidimar Meira Sagaz ◽  
Geneia Lucas Dos Santos ◽  
Deison Alencar Lucietto
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Management Information Systems ◽  
Business Environment ◽  
Information Technology Management ◽  
Competitive Advantages ◽  
Management Information ◽  
Management Tools ◽  
Information Systems Management

Este artigo teve por objetivo descrever usos e aplicações de três ferramentas de gestão presentes no ambiente empresarial contemporâneo: a Tecnologia da Informação (TI), os Sistemas de Informações Gerenciais (SIG) e a Gestão do Conhecimento (GC). Foi realizada revisão narrativa de literatura. Verificou-se que o fluxo de informações funciona como o elemento unificador entre TI, SIG e a GC. Ao possibilitarem o uso adequado de informações e de pessoas com vistas ao alcance dos objetivos organizacionais, fomentam a criação de vantagens competitivas. Identificou-se, então, que a introdução dessas ferramentas, ao alterar processos internos e externos, contribui para o desenvolvimento das organizações.Palavras-Chave: Tecnologia da Informação. Sistemas de Informações Gerenciais. Gestão do Conhecimento. Vantagem Competitiva. Abstract: This article aims to describe uses and applications of three management tools present in the contemporary business environment: Information Technology (IT), Information Systems Management (ISM) and Knowledge Management (KM). A narrative review of the literature was performed. It was verified that the information flow works as the unifying element between IT, ISM and KM. By enabling the proper use of information and people to achieve the organizational objectives, they promote the creation of competitive advantages. It was identified, then, that the introduction of these tools, by altering internal and external processes, contributes to the development of organizations.Keywords: Information Technology. Management Information Systems. Knowledge management. Competitive advantage.

BUSINESS PROCESSES RE-ENGINEERING AS A METHOD FOR INCREASING THE ECONOMIC EFFICIENCY OF THE ORGANIZATION AT THE MODERN STAGE OF DEVELOPMENT

2020 ◽  
Author(s):  
Александр Александрович Кравец
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Strategic Management ◽  
Business Process ◽  
Economic Efficiency ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Management Tool ◽  
Process Reengineering ◽  
Stage Of Development

Многие компании в современных условиях рынка пытаются усовершенствовать свой бизнес с помощью информационных технологий, благодаря этому, организации могут не только улучшить свои экономические результаты, но и повысить общий уровень конкурентоспособности предприятия. Но инвестирование в информационные системы порой бывает рискованным, так как у каждого предприятия свои уникальные функции и задачи. В данной статье рассмотрен инструмент стратегического менеджмента - реинжиниринг бизнес процессов (РБП), как один из перспективных инструментов по оптимизации работы организации. Many companies in modern market conditions are trying to improve their business with the help of information technology, thanks to this, organizations can not only improve their economic results, but also increase the overall level of enterprise competitiveness. However investing in information systems is sometimes risky, as each company has its own unique functions and tasks. This article discusses the strategic management tool - business process reengineering (BPO), as one of the promising tools for optimizing the organization's.

A Hierarchical Model for Knowledge Management

2011 ◽  
pp. 1366-1379
Author(s):  
Nicolas Prat
Keyword(s):  
Artificial Intelligence ◽  
Information Technology ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Hierarchical Model ◽  
Management Education ◽  
Education Science

Knowledge management (KM) is a multidisciplinary subject, with contributions from such disciplines as information systems (IS) and information technology (IT), strategic management, organizational theory, human-resource management, education science, psychology, cognitive science, and artificial intelligence. In order to take full advantage of these various contributions, the necessity of a multidisciplinary approach to KM is currently widely acknowledged, particularly in the IS and IT, management, and artificial-intelligence communities (Alavi & Leidner, 2001; Dieng-Kuntz et al., 2001; Grover & Davenport, 2001; Nonaka & Konno, 1998; O’Leary & Studer, 2001; Zacklad & Grundstein, 2001).

IT in Knowledge Management

2011 ◽  
pp. 452-468 ◽  
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Data Processing ◽  
Control Level ◽  
Aggregate Data ◽  
Organizational Impact ◽  
Data Management Systems ◽  
Massive Number ◽  
Processing Organizations

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done, and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom, and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization: people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001).

Knowledge Management Systems

2011 ◽  
pp. 27-48
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Control Level ◽  
Management Systems ◽  
Organizational Policies ◽  
Modern Information Technology ◽  
Management Area ◽  
Modern Information ◽  
Processing Organizations

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization – people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001). Information technology can play an important role in successful knowledge management initiatives. However, the concept of coding and transmitting knowledge in organizations is not new: training and employee development programs, organizational policies, routines, procedures, reports, and manuals have served this function for many years. What is new and exciting in the knowledge management area is the potential for using modern information technology (e.g., the Internet, intranets, extranets, browsers, data warehouses, data filters, software agents, expert systems) to support knowledge creation, sharing and exchange in an organization and between organizations. Modern information technology can collect, systematize, structure, store, combine, distribute and present information of value to knowledge workers (Nahapiet & Ghoshal, 1998).

A Hierarchical Model for Knowledge Management

2011 ◽  
pp. 211-220 ◽  
Author(s):  
Nicolas Prat
Keyword(s):  
Artificial Intelligence ◽  
Information Technology ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Hierarchical Model ◽  
Management Education ◽  
Education Science

Knowledge management (KM) is a multidisciplinary subject, with contributions from such disciplines as information systems (IS) and information technology (IT), strategic management, organizational theory, human-resource management, education science, psychology, cognitive science, and artificial intelligence. In order to take full advantage of these various contributions, the necessity of a multidisciplinary approach to KM is currently widely acknowledged, particularly in the IS and IT, management, and artificial-intelligence communities (Alavi & Leidner, 2001; Dieng-Kuntz et al., 2001; Grover & Davenport, 2001; Nonaka & Konno, 1998; O’Leary & Studer, 2001; Zacklad & Grundstein, 2001).

Sign in / Sign up

Export Citation Format

Share Document