Developing an inter-enterprise alignment maturity model: research challenges and solutions

Business-IT alignment is pervasive today, as organizations strive to achieve competitive advantage. Like in other areas, e.g., software development, maintenance and IT services, there are maturity models to assess such alignment. Those models, however, do not specifically address the aspects needed for achieving alignment between business and IT in inter-enterprise settings. In this paper, we present the challenges we face in the development of an inter-enterprise alignment maturity model, as well as the current solutions to counter these problems

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model

Technical alignment

This essay discusses the importance of the areas of infrastructure and testing to help digital preservation services demonstrate reliability, transparency, and accountability. It encourages practitioners to build a strong culture in which transparency and collaborations between technical frameworks are valued highly. It also argues for devising and applying agreed-upon metrics that will enable the systematic analysis of preservation infrastructure. The essay begins by defining technical infrastructure and testing in the digital preservation context, provides case studies that exemplify both progress and challenges for technical alignment in both areas, and concludes with suggestions for achieving greater degrees of technical alignment going forward

Towards a business-IT alignment maturity model for collaborative networked organizations

Aligning business and IT in networked organizations is a complex endeavor because in such settings, business-IT alignment is driven by economic processes instead of by centralized decision-making processes. In order to facilitate managing business-IT alignment in networked organizations, we need a maturity model that allows collaborating organizations to assess the current state of alignment and take appropriate action to improve it where needed. In this paper we propose the first version of such a model, which we derive from various alignment models and theories

BIM and its impact upon project success outcomes from a Facilities Management perspective

The uptake of Building Information Modelling (BIM) has been increasing, but some of its promoted potential benefits have been slow to materialise. In particular, claims that BIM will revolutionise facilities management (FM) creating efficiencies in the whole-life of building operations have yet to be achieved on a wide scale, certainly in comparison to tangible progress made for the prior design and construction phases. To attempt to unravel the factors at play in the adoption of BIM during the operational phase, and in particular, understand if adoption by facilities managers (FMs) is lagging behind other disciplines, this study aims to understand if current BIM processes can ease the challenges in this area faced by facilities management project stakeholders. To do this, success from a facilities management viewpoint is considered and barriers to facilities management success are explored, with focused BIM use proposed as a solution to these barriers. Qualitative research was undertaken, using semi structured interviews to collect data from a non-probability sample of 7 project- and facilities- management practitioners. Key results from this study show that the main barrier to BIM adoption by facilities managers is software interoperability, with reports that facilities management systems are unable to easily import BIM data produced during the design and construction stages. Additionally, facilities managers were not treated as salient stakeholders by Project Managers, further negatively affecting facilities management project success outcomes. A µresistance to change was identified as another barrier, as facilities managers were sceptical of the ability of current BIMenabled systems promoted as being FM compatible to be able to replicate their existing Computer Aided Facility Management (CAFM) legacy software and its user required capabilities. The results of this study highlight that more work is needed to ensure that BIM benefits the end user, as there was no reported use of BIM data for dedicated facilities management purposes. Further investigation into the challenges of interoperability could add significant value to this developing research area.The uptake of Building Information Modelling (BIM) has been increasing, but some of its promoted potential benefits have been slow to materialise. In particular, claims that BIM will revolutionise facilities management (FM) creating efficiencies in the whole-life of building operations have yet to be achieved on a wide scale, certainly in comparison to tangible progress made for the prior design and construction phases. To attempt to unravel the factors at play in the adoption of BIM during the operational phase, and in particular, understand if adoption by facilities managers (FMs) is lagging behind other disciplines, this study aims to understand if current BIM processes can ease the challenges in this area faced by facilities management project stakeholders. To do this, success from a facilities management viewpoint is considered and barriers to facilities management success are explored, with focused BIM use proposed as a solution to these barriers. Qualitative research was undertaken, using semi structured interviews to collect data from a non-probability sample of 7 project- and facilities- management practitioners. Key results from this study show that the main barrier to BIM adoption by facilities managers is software interoperability, with reports that facilities management systems are unable to easily import BIM data produced during the design and construction stages. Additionally, facilities managers were not treated as salient stakeholders by Project Managers, further negatively affecting facilities management project success outcomes. A µresistance to change was identified as another barrier, as facilities managers were sceptical of the ability of current BIMenabled systems promoted as being FM compatible to be able to replicate their existing Computer Aided Facility Management (CAFM) legacy software and its user required capabilities. The results of this study highlight that more work is needed to ensure that BIM benefits the end user, as there was no reported use of BIM data for dedicated facilities management purposes. Further investigation into the challenges of interoperability could add significant value to this developing research area

Toward A Model of International Compensation and Rewards: Learning From how Managers Respond to Variations in Local Host Contexts

Managers and researchers recognize that the tensions created by the interplay of globalization and national environments influence the behaviors of multinational enterprises (MNEs). In order to develop a model that is useful for understanding the effects of the global and local host environments on managerial compensation, we undertook a grounded theory building study of managers in several multinationals. We use the information gained to extend two contemporary perspectives of IHRM: national culture, and strategic alignment. We develop the idea that it is the relative degree of variation (flexibility) within the local host context that is critical to understanding managers\u27 ICRS decisions. We present a different, pragmatic experimentation view of managers\u27 ICRS decision making, which we believe offers insights into the effects of the interplay of the MNE pressures to create integrated global systems and the pressures generated within the local host environments

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

Some empirical evidence on business-IT alignment processes in the public sector: A case study report

An empirical study that explores business-IT alignment processes in a networked organization among the province Overijssel, the municipalities Zwolle and Enschede, the water board district Regge & Dinkel and Royal Grolsch N.V. in The Netherlands, is summarized in this report. The aim of the study was to identify processes that contribute to improve such alignment. This study represents a continuation of previous validation efforts that help us to confirm the business-IT alignment process areas that should ultimately be included in the ICoNOs MM. Evidence was sought for the alignment of business and IT through the use of information systems to support the requirements of the organization in a specific project. The results of this study in the public sector also are relevant to the private sector where (i) business-IT alignment plays an increasingly valuable role, and (ii) the characteristics of collaborative networked organizations are present

A Grounded Theory Study of Leadership Mechanisms for Customer-Orientation Organizational Change

Organizational leaders are spearheading change as an engine to reshape corporate cultures for novel purposes, redefining the significance and meaning of generating value through customer-oriented companies, emphasizing what is most important and relevant to customers. Capitalizing on the value of customer-orientation entails attention toward continuously improving it. The purpose of this study is to explore and explain the dynamics of increasing customer-orientation as an organizational change in a business-to-business technology company setting from the perspective of organizational leaders. By engaging change leadership experts through a grounded theory qualitative research approach, the study resulted in a substantive theory with a set of propositions and framework offering a contextual understanding of customer-orientation change for managerial and scholarly use. The results help advance multi-disciplinary marketing, leadership, and organizational change research associated with the customer-orientation definition and the nature of the leadership mechanisms to affect the change. The resulting theoretical propositions suggest that the organizational change to increase customer-orientation encompasses an aspirational organizational culture shift, an amplification of short and long-term customer value, and continuous adaptation through a management system. The analysis revealed that leaders steer the complex change by adopting second-order organizational orientations involving organizational culture and customer value. The culture-oriented changes center around increasing organizational alignment, agility, and engagement to shape a customer-oriented company. The customer value-oriented shifts focus on building trust, applying a user lens, and creating a 360-learning environment to generate higher customer and business value. Using a change theories lens, the results indicated that increasing customer-orientation entails leading the organization through an interplay of diverse change process modes balancing social construction and prescribed regulation

Can This Marriage Be Saved?

Market forces in health care are paradoxically pulling physicians and hospitals apart and together at the same time. What are these forces and trends? Is the long-standing marriage of interdependence and productivity between them destined to fail, or can it be saved and even strengthened by emerging delivery and governance models in the so-called "market revolution" of consumer-driven health care? What are the implications for health care policy and practice? These are issues we explore in this Arizona Health Futures Policy Primer