Deviation Detection in Clinical Pathways Based on Business Alignment

Several unexpected behaviors may occur during actual treatment of clinical pathways, which will have negative impact on the implementation and the future work. To increase the performance of current deviation detection algorithms, a method is presented according to business alignment, which can effectively detect the anomaly in the implementation of the clinical pathways, provide judgment basis for the intervention in the process of the clinical pathway implementation, and play a crucial role in improving the clinical pathways. Firstly, the noise in diagnosis and treatment logs of clinical pathways will be removed. Then, the synchronous composition model is constructed to embody the deviations between the actual process and the theoretical model. Finally, A ∗ algorithm is selected to search for optimal alignment. A clinical pathway for ST-Elevation Myocardial Infarction (STEMI) under COVID-19 is used as a case study, and the superiority and effectiveness of this method in deviation detection are illustrated in the result of experiments.

Five moments of truth: presenting business results to senior executives

Purpose This paper aims to explore the executive request for program results. With major programs in place and other programs planned, executives want to know if they are working. The executive’s perspective focuses on whether these programs impact the organization and do they deliver a positive return on investment (ROI). Design/methodology/approach The paper describes how an executive’s request for ROI will lead human resources professionals to plan an evaluation, collect data, analyze data and present the results to the program sponsors and funders. The success of the results presentation will influence program support and future allocation of funding to HR programs. Findings To be credible, the presentation must include five moments of truth. These five moments of truth require credible data, collected from credible sources, presented in five categories, and a conservative analysis that executives can believe, including proof the program has made a difference. Executives must believe the results are true, or the presentation becomes a waste of time. Originality/value The critical challenge for the HR team is to involve executives in each of the five truths. In the findings, the most successful programs have high executive involvement, beginning with investment alignment and business alignment, and moving through to solution implementation and capability development, and motivation attainment.

Strategic IT-business alignment capability and organizational performance: roles of organizational agility and environmental factors

Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”) on organizational performance is examined via the mediating role of organizational agility [studied as operational adjustment agility (OAA) and market capitalizing agility (MCA)] along with the moderating influence of environmental uncertainty. Design/methodology/approach The research uses survey data accumulated from 220 managers (IT and bank managers) working in the regional rural banks of Odisha, India. A structural equation modelling approach is used to investigate the strategic alignment-performance relationship. Findings The findings demonstrate the positive effect of strategic alignment on agility (studied as OAA and MCA). This paper finds the positive effects of strategic alignment and both OAA and MCA on organizational performance. The moderation analysis reveals that in an uncertain environment, strategic alignment has more impact on MCA than OAA. However, the test of mediation exhibits OAA as a more significant mediator promoting the strategic alignment-performance linkage, than MCA. This was further validated from the moderated-mediation analysis. Originality/value Although previous research studies (mostly conducted in the context of developed countries) have reported about the positive strategic alignment-agility-performance linkages, yet the literature is silent regarding the influence of external contingent factors on these relationships from a rural banking perspective in a developing country setting (such as India). The research extends the strategic alignment-agility-performance theories and provides empirical support for these unique associations in the context of rural banking in India and thereby, greatly contributes to the existing strategic alignment literature.

Information Technology Governance of Japanese Companies; An Empirical Study

IT has become an essential part of the organization. IT governance specifies the decision rights and accountability framework to encourage desirable behaviour in using IT. Concepts of IT governance has expanded to improve IT-business alignment under today’s business environment and prospects. This paper contributes to empirically knowledge of IT governance practices in Japanese organizations based on survey data gathered from 101 corporations, including large, medium, and small companies. The findings of the ordinal regression analyses in this study indicate that IT governance is associated with Strategic Alignment, Performance Measurement and Value Delivery, while Risk Management and Resource Management have positive but no significance association with IT governance.

Securing Cloud Computing Through IT Governance

Lack of alignment between information technology (IT) and the business is a problem facing many organizations. Most organizations, today, fundamentally depend on IT. When IT and the business are aligned in an organization, IT delivers what the business needs and the business is able to deliver what the market needs. IT has become a strategic function for most organizations, and it is imperative that IT and business are aligned. IT governance is one of the most powerful ways to achieve IT to business alignment. Furthermore, as the use of cloud computing for delivering IT functions becomes pervasive, organizations using cloud computing must effectively apply IT governance to it. While cloud computing presents tremendous opportunities, it comes with risks as well. Information security is one of the top risks in cloud computing. Thus, IT governance must be applied to cloud computing information security to help manage the risks associated with cloud computing information security. This study advances knowledge by extending IT governance to cloud computing and information security governance.