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The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with the organizational values of project team members.

A qualitative case study approach is used to examine systems development project teams at three organizations, each using a development approach that incorporates different organizational value dimensions. Interviews were conducted with developers, systems analysts, and managers regarding their systems development experiences. A structured coding of the interview transcripts was then completed to enable analysis of value dimensions.

By comparing the dominant values between the project teams and their development approach, varying degrees of alignment were identified. Where alignment is high, perceptions of the systems development process are associated with satisfaction and enthusiasm; where alignment is low, perceptions focus on frustration and discontent.

Based on the study's findings, four propositions pertaining to the antecedents and implications of IS values alignment are outlined for examination in future research.

The findings from this study can aid managers who are considering the use of a new systems development approach or evaluating the effectiveness of their current approach. By determining the degree of information systems (IS) values alignment, organizations may be able to customize their development approach to be more consistent with the team's values, in order to minimize negative development process perceptions and increase project performance.

This research extends past studies of organizational values and alignment by introducing the concept of IS values alignment.

This paper aims to present a novel transfer alignment method based on combined double-time observations with velocity and attitude for ships’ poor maneuverability to address the system errors introduced by flexural deformation and installing which are difficult to calibrate.

Based on velocity and attitude matching, redesigning and deducing Kalman filter model by combining double-time observation. By introducing the sampling of the previous update cycle of the strapdown inertial navigation system (SINS), current observation subtracts previous observation are used as measurements for transfer alignment filter, system error in measurement introduced by deformation and installing can be effectively removed.

The results of simulations and turntable tests show that when there is a system error, the proposed method can improve alignment accuracy, shorten the alignment process and not require any active maneuvers or additional sensor equipment.

Calibrating those deformations and installing errors during transfer alignment need special maneuvers along different axes, which is difficult to fulfill for ships’ poor maneuverability. Without additional sensor equipment and active maneuvers, the system errors in attitude measurement can be eliminated by the proposed algorithms, meanwhile improving the accuracy of the shipboard SINS transfer alignment.

Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Framework (Cameron et al., 2006).

Empirical setting comprises a quantitative approach using a survey based on a sample of 160 business managers (BMs) of 53 large companies located in Tunisia with international activities and being in the post-implementation operational use phase of their enterprise resource planning (ERP) systems. The partial least square (PLS) method has been used for data analysis.

The results provide an empirical evidence supporting a positive and significant organisational culture’s influence on the IS strategic alignment. The findings also show that “Clan Culture” (Internal/Flexibility-oriented culture) positively influences IS alignment along with the strategic priorities. These findings provide guidance and help understand how, through clan culture, the company can contribute significantly to the success of its ERP systems strategic alignment during the most critical phase, namely, post-implementation.

Despite abundant work related to IS alignment topic, little research, to the authors’ knowledge, has been undertaken in considering organisational culture’s influence. Thus, this research aims to fill this gap and to raise new questions about IS alignment. First, this study puts together organisational culture (through the Competing values Framework) and strategic alignment (through the IS use dimension) in a single research model to analyse four culture types’ direct effect on IS alignment. Second, this study is innovative in its use of the ERP post-implementation as an empirical framework. The post-implementation phase is often played down in research work in favour of the upstream pre-implementation phases. Furthermore, the findings bring together theoretical and practical insights on both IS-business strategic alignment and ERP post-implementation. Thus, future research could emphasise the role of clan culture in the efficiency of ERP systems strategic alignment during the usage phase. Building on these findings, BM, CIO and top management are advised to promote this culture type based on communication, information sharing and the spirit of internal partnership – so that their ERP systems are used appropriately and aligned with the company’s strategic priorities.

For the last four decades, the alignment of strategy and digital technology has persisted as one of the most critical and bothersome issues for senior government executives. Against this backdrop and drawing on the fruits of an extended program of collaborative research between 1995 and 2020, this chapter draws attention to how government organizations foster effective alignment and how this is achieved through four distinct cycles of alignment work. Considering that this work is heavily people- and organization-centric, the chapter calls for greater involvement of organization development and change scholars and practitioners in this important area of organizational life and work.

Smart city services are supported by information and communication technologies (ICT) referred to as digital technologies which increasingly promise huge opportunities for growth but are faced with system alignment and data integration issues when providing digital services. Therefore, this study aims to use enterprise architecture (EA) in digital transformation of cities by developing an architecture to address system alignment and data integration in digital transformation of cities.

Qualitative method is applied to evaluate the presented architecture based on electric-mobility (e-mobility) scenario, and data was collected using case study via interviews from a municipality in Norway to validate the applicability of EA for digital transformation of city services.

Findings from the interviews were represented in ArchiMate language to model the digital transformation of e-mobility in smart cities. Findings suggest that the architecture serves as a guide to recommend urban administrators of the potential of EA and digital transformation in addressing system alignment and data integration issues in smart cities.

Data used in this study is from a single case, hence there is a need to evaluate the application of EA for digital transformation of city services with data collected from multi-cases.

This study adopts enterprise architecture approach to support city transformation as it has been widely applied by institutions to align business and ICT components.

This study provides implication on how municipalities can use EA and digital transformations towards a sustainable smart city.

An architecture is presented that can be used as a guide to help urban developers and designers in deploying sustainable transport policies for smart cities. Additionally, EA is used to foster digitalization towards achieving system alignment and data integration in cities to support urban environment as they digitally transform services provided to citizens.

The purpose of this study is to provide a micro-nano chip automatic alignment system. Used for micron and nanometer channel alignment of microfluidic chip.

In this paper, combined with the reconstructed micro–nanoscale Hough transform theory, a “clamp–adsorb–rotate” chip alignment method is proposed. The designed alignment system includes a microscopic identification device, a clamping device and a suction device. After assembly, the straightness of the linear slide rail in the horizontal and vertical directions was tested, respectively. The results show that in the horizontal and vertical directions, the linearity error of the linear slide is +0.29 and 0.30 µm, respectively, which meets the requirement of chip alignment accuracy of 15 µm. In the direction of rotation, the angular error between the microchannel and the nanochannel is ±0.5°. In addition, an alignment flow experiment of the chip is designed. The results demonstrate that the closer the angle between the microchannel and the nanochannel is to 90°, the fluid fills the entire channel. Compared with the conventional method, the method and the assembly system realize fully automatic double-layer chip alignment.

A mechanical device designed by Hough transform theory can realize microfluidic chip alignment at nanometer and micron level.

The automatic alignment device adopts Hough transform principle and can be used for microfluidic chip alignment.

Drawing on established alignment and architectural theory, this paper seeks to present the argument that an organisation's enterprise architecture can enable the alignment of business strategy and information systems and technology (IS/IT).

The paper presents a detailed case study of the Australian Bureau of Statistics (ABS), where a high degree of alignment and international recognition of excellence in business and enabling IS/IT performance are documented.

The ABS enterprise architecture was developed in 1999‐2001 and describes the organisation's physical business and IS/IT elements, and the connective relationships that inform the alignment condition. The ABS architecture is robustly holistic in form, and is characterised by a strong and equal focus on business operations, the deliberate inclusion of an IS/IT governance framework, the structuring and hosting of corporate information for business delivery, and the efficient reuse of IS/IT components.

The ABS case study also examined empirically the social aspects and formal mechanisms of organisational alignment, and shows how a formal enterprise architecture mechanism can integrate into a successful alignment process.

This paper discusses and integrates the concept of complexity in the performance measurement and management (PMM) theory by providing a comprehensive framework to design and evaluate the overall coherence alignment of an indicators hierarchy in unstable and changing environment.

An original, comprehensive and dynamic framework has been proposed and then applied on a sample case of a large-scale retail trade (LSRT) company, starting from relevant frameworks and criteria in the scientific literature.

This research shows that organizational changes may significantly impact the coherence alignment of an organization's indicators hierarchy. In addition, it finds that even though the alignment at the operational level is obtained, its effectiveness should be evaluated in relation to the organization's strategic orientation. Indeed, without assessing the strategic alignment of an indicators system, an aligned hierarchy at the operational level could lead to ineffective results.

This paper focuses on the topic of measuring the coherence inside an indicators hierarchy, which seems not to be addressed in the literature. Thus, it opens a new research stream, integrating the studies on performance indicators with an essential element that often causes flawed performance measures in organizations.

Organizations could adopt this framework to design effective PMM systems and maintain them in light of the organizational changes.

This study introduces different metrics to evaluate the coherence and alignment of an indicators system, being one of the few research studies to address this topic in the context of complex and changing environments.

The purpose of this paper is to develop “techno‐change alignment” as an approach for evaluating the effectiveness of large‐scale technology‐enabled organisational change, commonly associated with the adoption of enterprise information systems (IS).

By developing a processual analysis of techno‐change, useful insights are developed concerning techno‐change alignment, within the confines of an enterprise resource planning (ERP) case study. Recent techno‐change literature, emerging ideas on human agency, cultural and social relations are incorporated as part of the evaluation approach taken. The paper also discusses the implications of more recent work on techno‐change and suggests directions for future research.

In terms of “structural” alignment, the ERP system was chosen because it reflected requirements of the case study in the university/education sector. As part of “strategic and intellectual” alignment, business processes were reviewed, as well as alignment with university aims and strategy goals. “Social and cultural” alignment between different groups of users is paramount for effective integration and re‐embedding of relationships and activities once techno‐change is introduced. Wider implications of processual alignment suggest that bringing users and stakeholders together as human agents for techno‐change within a high priority communication environment is essential for developing effective social relationships.

Given the difficulty of developing usable evaluation mechanisms for techno‐change and complex enterprise information systems, the contribution of this article is the demonstration of an effective interpretative (processual) IS evaluation approach, which the authors refer to as “techno‐change alignment”.

The purpose of this paper is to propose a novel method of coaxial optical precision alignment based on surface roughness and reflectiveness matching.

The micro-assembly experiment system set-up was constructed according to the principle of the coaxial optical alignment. The coaxial optical alignment error is theoretically analyzed and calculated. When the prism orthogonal alignment mechanism produces the error of 0.001°, the theoretical deviation was less than 0.87 μm and the actual experimental micro-assembly platform assembly accuracy exceeded 3 μm. A peg-in-hole precise assembly of punching pin micro-assembly experiment was done in order to validate feasibility of this method.

The results indicate that coaxial optical precision alignment could be used for the assembly of complex micro-heterogeneous system which is integrated by similar devices, such as 3D complex micro-structures, silicon micro-electro-mechanical system (MEMS) devices and non-silicon MEMS devices with flat structure.

The paper provides certain methodological guidelines for MEMS for high precision automatic assembly of complex 3D micro-structures.