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Article
Publication date: 11 June 2021

Shushan Zhang, Lei Sun, Qi Sun and Haiying Dong

This paper aims to explore how the novel information technology (NIT) [1] affects three dimensions of sustainable supply chain performance (economic performance…

Abstract

Purpose

This paper aims to explore how the novel information technology (NIT) [1] affects three dimensions of sustainable supply chain performance (economic performance, environmental performance and social performance) and how two dimensions of IT alignment (IT infrastructure alignment and IT human resources alignment) mediate the relationship between them.

Design/methodology/approach

NIT is defined, the dimension of IT alignment is expanded, the theoretical hypotheses are proposed and are tested using survey data from 394 manufacturing enterprises using NIT in China.

Findings

The results indicate that NIT plays a positive role in improving sustainable supply chain performance, and IT alignment mediates the impact of NIT on sustainable supply chain performance.

Originality/value

This study highlights the impact of NIT on sustainable supply chain performance and demonstrates IT alignment as a mediator between them, it also provides a deeper understanding of how different dimensions of IT alignment affect sustainable supply chain performance

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 14 December 2020

Morten Brinch, Jan Stentoft and Dag Näslund

While big data creates business value, knowledge on how value is created remains limited and research is needed to discover big data’s value mechanism. The purpose of this…

Abstract

Purpose

While big data creates business value, knowledge on how value is created remains limited and research is needed to discover big data’s value mechanism. The purpose of this paper is to explore value creation capabilities of big data through an alignment perspective.

Design/methodology/approach

The paper is based on a single case study of a service division of a large Danish wind turbine generator manufacturer based on 18 semi-structured interviews.

Findings

A strategic alignment framework comprising human, information technology, organization, performance, process and strategic practices are used as a basis to identify 15 types of alignment capabilities and their inter-dependent variables fostering the value creation of big data. The alignment framework is accompanied by seven propositions to obtain alignment of big data in service processes.

Research limitations/implications

The study demonstrates empirical anchoring of how alignment capabilities affect a company’s ability to create value from big data as identified in a service supply chain.

Practical implications

Service supply chains and big data are complex matters. Therefore, understanding how alignment affects a company’s ability to create value of big data may help the company to overcome challenges of big data.

Originality/value

The study demonstrates how value from big data can be created following an alignment logic. By this, both critical and complementary alignment capabilities have been identified.

Details

Supply Chain Management: An International Journal, vol. 26 no. 3
Type: Research Article
ISSN: 1359-8546

Keywords

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Article
Publication date: 7 August 2020

Xiqing Sha, Jing (Elaine) Chen and Say Yen Teoh

This study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown…

Abstract

Purpose

This study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.

Design/methodology/approach

This study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.

Findings

Two different patterns of alignment (i.e. an IT-strategy–driven pattern and a business-strategy–driven pattern) are identified, and a process model of the IT-business strategic alignment is developed. Moreover, this study focuses on the social dimension of strategic alignment and examines the role of this dimension, which is critical and fundamental with respect to other dimensions, in achieving strategic alignment.

Research limitations/implications

This paper makes important theoretical contributions to the understanding of strategic alignment by taking a dynamic view of alignment, identifying different patterns of alignment, emphasizing the role of social alignment and developing a comprehensive process model.

Practical implications

From a managerial perspective, managers should periodically scrutinize the IT-business alignment patterns of their organizations and develop dynamic capabilities for strategic alignment.

Originality/value

While most of the literature on the dynamics of strategic alignment have focused on confirming the dynamics of strategic alignment and identifying the factors that create dynamics in alignment, this study examines IT-business alignment as a continuous process over time, thus providing a novel perspective. Moreover, while the role of social alignment and its impact on downstream performance remain unclear in the current literature, this study incorporates the social dimension of alignment to investigate the role of this dimension in achieving IT-business strategic alignment.

Details

Information Technology & People, vol. 33 no. 5
Type: Research Article
ISSN: 0959-3845

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Article
Publication date: 13 March 2017

Saeid Jorfi, Khalil Md Nor and Lotfi Najjar

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…

Abstract

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.

Details

Journal of Systems and Information Technology, vol. 19 no. 1/2
Type: Research Article
ISSN: 1328-7265

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Article
Publication date: 13 February 2009

Anabel Gutierrez, Jorge Orozco and Alan Serrano

There are significant differences in terms of resources and expertise available between small and medium enterprises and large organisations. These differences may be…

Abstract

Purpose

There are significant differences in terms of resources and expertise available between small and medium enterprises and large organisations. These differences may be significant for assessing and attaining alignment between IT (information technology) and business strategies. Thus this paper aims primarily to identify whether the differences between small, medium and large enterprises have an impact on the way they perceive strategic alignment.

Design/methodology/approach

Based on data collected from 104 participants, five attributes are ranked for each of the following alignment factors: communication, competency/value measurement, governance, partnership, architecture and scope, and skills. This paper reviews and compares their relevance according to organisational size (SMEs and large organisations) and planning integration strategies (independent, sequential and simultaneous).

Findings

The results from this survey suggest that, when ranking these factors, there are not significant differences among SME and large organisations. It was found, however, that the ranking of these factors has a positive correlation with the degree of IT/business planning integration applied in the organisation.

Research limitations/implications

This study contributes to an understanding of the complex dynamic of aligning IT with business objectives and the implications for SMEs where few models have been tested. The results suggest that SMEs and large organisations perceived alignment in a similar way, however, there are significant differences in the way SMEs and large organisations implement their planning integrations strategies.

Practical implications

Although current studies in alignment have not explored in much detail the differences between large and small organisations most of the theories around alignment can be applied to small and medium organisations with more confidence. Additionally, the analysis strongly suggests that companies following a simultaneous planning integration can improve the chances to make better use of IT, and thus attain better levels of alignment.

Originality/value

This study contributes towards the study of alignment in SMEs, which is currently not very much explored. It also raises awareness about the importance of developing IT and business strategies together.

Details

Journal of Enterprise Information Management, vol. 22 no. 1/2
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 10 December 2018

Sukanya Panda and Santanu Kumar Rath

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating…

Abstract

Purpose

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty.

Design/methodology/approach

This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage.

Findings

The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility.

Originality/value

Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.

Details

Journal of Asia Business Studies, vol. 12 no. 4
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 25 September 2009

S. De Haes and W. Van Grembergen

Many thought leaders are promoting information technology (IT) governance and its supporting practices as an approach to improve business/IT alignment. This paper aims to…

Abstract

Purpose

Many thought leaders are promoting information technology (IT) governance and its supporting practices as an approach to improve business/IT alignment. This paper aims to further explore this assumed positive relationship between IT governance practices and business/IT alignment.

Design/methodology/approach

This paper explores the relationship between the use of IT governance practices and business/IT alignment, by creating a business/IT alignment maturity benchmark and qualitatively comparing the use of IT governance practices in the extreme cases.

Findings

The main conclusion of the research is that all extreme case organisations are leveraging a broad set of IT governance practices, and that IT governance practices need to obtain at least a maturity level 2 (on a scale of 5) to positively influence business/IT alignment. Also, a list of 11 key enabling IT governance practices is identified.

Research limitations/implications

This research adheres to the process theory, implying a limited definition of prediction. An important opportunity for future research lies in the domain of complementary statistical correlation research.

Practical implications

This research identifies key IT governance practices that organisations can leverage to improve business/IT alignment.

Originality/value

This research contributes to new theory building in the IT governance and alignment domain and provides practitioners with insight on how to implement IT governance in their organisations.

Details

Journal of Enterprise Information Management, vol. 22 no. 5
Type: Research Article
ISSN: 1741-0398

Keywords

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Article
Publication date: 16 June 2021

Sukanya Panda

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”…

Abstract

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.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

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Article
Publication date: 8 May 2019

Aboobucker Ilmudeen, Yukun Bao and Ibraheem Mubarak Alharbi

Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and…

Abstract

Purpose

Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures.

Design/methodology/approach

The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation modeling technique.

Findings

The hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship with operational excellence.

Practical implications

This study suggests that the business–IT alignment can be dimensioned to better combine business strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making.

Originality/value

Findings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and practical implications.

Details

Journal of Enterprise Information Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

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Article
Publication date: 17 February 2012

Chia‐An Chao and Aruna Chandra

This study seeks to examine the impact of owner's knowledge of information technology (IT) on business and IT strategic alignment, as well as on IT use in the small firm…

Abstract

Purpose

This study seeks to examine the impact of owner's knowledge of information technology (IT) on business and IT strategic alignment, as well as on IT use in the small firm context, using the resource‐based view as a theoretical foundation.

Design/methodology/approach

A random sample of 217 small manufacturers and financial services firms in the USA answered a two‐page survey containing questions pertaining to the company's business strategies, the extent IT supported each business strategy, types of IT used, and the level of owner's IT knowledge.

Findings

Owner's knowledge of IT was found to be a significant predictor of IT strategic alignment, as well as adoption of traditional IT and internet technologies, while controlling for differences in firm attributes (size, age, industry affiliation, and strategic focus).

Practical implications

Small firm owners are well advised to seek ways of improving their knowledge of IT, integrating IT use in firm‐level business planning, as well as reexamining their business strategy and IT use to detect and correct misalignments, if any.

Originality/value

From the resource‐based view, the owner's IT knowledge is a critical resource that cannot be easily codified, hence less susceptible to competitive erosion, since it is embedded in the owner's tacit knowledge and expressed in the unique but complementary use of IT in support of the firm's strategic goals. This study confirmed small firm owner's knowledge of IT as an important, knowledge‐based capability and a vital component of business‐IT strategic alignment.

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