Information Systems–Business Strategy Alignment The dynamics of alignment: insights from a punctuated equilibrium model

2013 ◽  
pp. 325-360
Keyword(s):  
Information Systems ◽  
Equilibrium Model ◽  
Business Strategy ◽  
Punctuated Equilibrium ◽  
Strategy Alignment

Electronic Business Strategic Orientation

2011 ◽  
pp. 104-119
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Learning Strategies ◽  
Business Strategy ◽  
Electronic Business ◽  
Business Outcomes ◽  
Systems Quality ◽  
Strategy Alignment ◽  
Alignment Model ◽  
Project Deliverables ◽  
Information Systems Quality

This chapter addresses the current lack of empirical research into the organizational impacts of electronic business (e-Business). Any organization that delivers, or intends to deliver, Internet products or services can only be successful if its realized business process goals are operationally aligned with a set of (credible) top-level strategy goals. By introducing the concept of Aware and Enlightened organizations, this chapter posits that alignment of the organization’s (e-Business) information systems, quality, and learning strategies with the top-level e-Business strategy is a catalyst for superior e-Business outcomes. It recognizes that most organizations still attempt to achieve a fit between a financially focused business strategy and an organization structure that matches the environment and helps to meet expected performance. Hence, some traditional approaches for achieving sound strategy-process linkages are reviewed and a strategy alignment model is proposed that is judged capable of delivering superior firm performance to Internet-enabled organizations. A set of (pre-tested) instruments is then described that can be used to assess changes in alignment between the firm’s top-level e-Business strategy and its information systems, quality, and learning strategies that occur as a result of the e-Business initiative. Because it is important that the goals of the project team are also properly aligned with the top-level e-Business strategy, a project-level alignment model is also described that assesses the degree of alignment between the project deliverables and the firm’s e-Business strategy. This chapter has relevance for practitioners and academics who wish to understand how e-Business initiatives impact the alignment of key business processes with strategic business objectives.

An application of the punctuated equilibrium model to team processes

2010 ◽  
Author(s):  
Christopher K. Adair ◽  
Suzanne T. Bell ◽  
Brian J. Marentette ◽  
David Fisher ◽  
David Gerding
Keyword(s):  
Equilibrium Model ◽  
Punctuated Equilibrium ◽  
Team Processes

From strategic human resources to organization performance

2014 ◽  
Author(s):  
Ana Rita Damas Oliveira ◽  
Paulo Alexandre Guedes Lopes Henriques ◽  
Teresa Cristina Clímaco Monteiro de Oliveira
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Organization Performance ◽  
Case Study Methodology ◽  
Strategic Human Resources ◽  
The People ◽  
Sustainable Advantage ◽  
Strategy Alignment ◽  
And Performance ◽  
The Impact

Much has been written about the link between HR and performance, however consensus has yet not been found concerning the understanding on how that relationship comes together. Empirically, no direct impact has been found and research has only suggested an indirect impact. Consequently, the Strategic HRM field is particularly interested on the understanding of the mediating variables that impact the organization performance. Besides the integrated and business strategy alignment of the HR function, it should be considered that it is the people (HR) of the organization and not their practices that determine the company´s competitive advantage. (Messersmith & Guthrie, 2010) argue that it is the impact of those practices that represent “the true resource and enable a sustainable advantage over industry rivals”. The objetive of this research proposal is to study the impact of strategic human resources practices on the organization performance through a case study methodology, supported by longitudinal data. Namely, the project aims to achieve a deeper understanding of the variables that affect the process stream during strategy implementation. How the HR practices impact on people? And why human resources are the most valuable asset? These core premises are in line with the most recent economic concerns about people productivity, employment policies and labor flexibility.

scholarly journals Does the environment matter, a closer look at the environmental approach by small businesses in Africa developing countries.

2021 ◽  
Vol 9 (9) ◽  
pp. 43-54
Author(s):  
Bobo Chazireni
Keyword(s):  
Developing Countries ◽  
Small Businesses ◽  
Business Strategy ◽  
Business Owners ◽  
Bottom Line ◽  
Face To Face ◽  
Chambers Of Commerce ◽  
Sustainability Strategy ◽  
Strategy Alignment ◽  
Mixed Approach

Environmental Social Responsibility (ESR) is a notion, where business integrates environmental concerns in their operations and the interaction with stakeholders, without compromising profit. To this day, ESR studies are limited to areas of ethics, society and employees while literature is blunt on its impact on societies, consumer behaviour and governments. SMEs in developing countries are not spared their approach to ESR as a sustainability strategy. SMEs’ approach seems to digress from leverage on loyalty which emanates from their nearness to communities who in turn are potential customers. This paper takes a closer look at SMEs’ approach to ESR driven by SME business owners’ perception towards ESR. The paper will take account of SMEs’ behavioural response towards ESR and establish whether they regard ESR a strategic sustainability approach with long-term positive bottom-line benefits. Results were attained through assessing perceptions of SMEs towards ESR; assessing impact practice of ESR by SMEs; exploring factors that undermining practise of ESR by SMEs. A mixed approach was adopted where data was obtained using face to face interviews. Results showed that the majority of SME business owners had a negative approach towards the practice of ESR. SMEs believe ESR was mainly for large corporations since their operations were hideously affecting the environment. As new knowledge, recommendations from this paper will be shared with Chambers of Commerce in Africa developing countries. Some of the recommendations were that the chambers of commerce, local authorities must proactively support SMEs to practise ESR through awareness workshops, train and share the ESR strategy alignment with business strategy.

scholarly journals Perencanaan Arsitektur Enterprise Berbasis Cloud Computing Menggunakan Togaf (Studi Kasus: PT. XYZ)

2018 ◽  
Vol 13 (1) ◽  
pp. 28-35
Author(s):  
Mokhamad Wahidin
Keyword(s):  
Information System ◽  
Information Systems ◽  
System Architecture ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Infrastructure ◽  
Business Architecture ◽  
Information System Architecture ◽  
Manufacturing Information

PT. XYZ is a manufacturing company engaged in the production of tires. Good business strategy is necessary for the company to compete with local competitors as well as with other companies in the group XYZ. Business strategy is also needed in order to achieve its goal in providing the best services for customers. Support the implementation of information systems and information technology is needed to support the company's business strategy. Planning of the Enterprise Architecture is necessary for the company to run its business processes. Enterprise architecture is composed of the Business Architecture, Data Architecture, Application Architecture and Technology Architecture. Business processes and organizational activities executed using the data collected, managed, secured and distributed using applications, both custom applications and common applications that run over the technology infrastructure and computer networks. The research report in this thesis discusses about planning the Enterprise Architecture of Manufacturing Information System Architecture Based Cloud Computing using TOGAF, a case study in PT.XYZ. In planning this architecture using the TOGAF-ADM to pass the following stages: Defining planning the Architecture Vision, Planning the Business Architecture, Planning the Information System Architecture, Planning the Technology Architecture, Solutions and Opportunities, Migration Planning, Implementation Management, and Change Management Architecture. The research process is done by looking at the business strategy on the manufacturing process and products distribution from PT. XYZ. The results of this study are planning the enterprise architecture of manufacturing information system at PT. XYZ to support the implementation of enterprise information systems as a whole, to solve the integration problems of information systems, and improve effectiveness and efficiency in the implementation of information technology infrastructure.

Strategic Information Systems Planning

2018 ◽  
pp. 912-922 ◽  
Author(s):  
Maria Kamariotou ◽  
Fotis Kitsios
Keyword(s):  
Information Systems ◽  
Business Strategy ◽  
Holistic Approach ◽  
Successful Implementation ◽  
Management Skills ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
Strategic Information Systems Planning ◽  
Systems Planning ◽  
Information Systems Planning

Nowadays, turbulence in the businesses' environment is on the increase. Therefore, businesses are obliged to respond to that environmental uncertainty. Strategic Information Systems Planning (SISP) support this effort. Information Systems are connected with business strategy, management skills, decision making and aim to increase competitive advantage. Previous studies have examined the effect of SISP phases on success. Also, other studies have concluded that there is a positive relationship between SISP and firm performance. The aim of this chapter is to present a holistic approach in order to investigate the significance of SISP process, to highlight phases that contribute to a greater extent of success and to draw conclusions concerning the successful implementation of digital strategy in firms and especially in SMEs which are an important part of the economies of developing countries.

Aligning IT/IS with Business Strategy Re-Visited

2012 ◽  
pp. 145-163 ◽  
Author(s):  
Kevin Grant ◽  
Ray Hackney ◽  
David Edgar
Keyword(s):  
Complex Adaptive Systems ◽  
Business Strategy ◽  
Adaptive Systems ◽  
Case Analysis ◽  
Health Board ◽  
Important Distinction ◽  
Strategy Alignment ◽  
Complex Adaptive ◽  
Strategic Goals ◽  
The Uk

This paper explores the co-relational process activities of information technology and systems (IT/IS) and business strategy alignment. The notion of “process” as being strategy and strategic alignment has been observed but not examined. Organizations are both complex and adaptive, and these attributes create significant challenges for managers when assessing strategic requirements. A need exists to further understand alignment as a process and embrace this concept when aligning business IT/IS with the strategic goals of the organisation. This highlights an important distinction of “process” that recasts the nature of congruence and reassesses the appropriateness and usefulness of current practice. The authors propose the use of principles underpinning complex adaptive systems as a way to re-orientate IT/IS alignment in a meaningful and more appropriate manner. The context for the study is the UK Health Service, and informed by a case analysis of 26 senior members from a Scottish Health Board.

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