Beyond Business-IT Alignment - Digital Business Strategies as a Paradigmatic Shift: A Review and Research Agenda

Since the 1990s, business-IT alignment has been considered the appropriate organizational frame for business and IT strategies. Thereafter, with the rising importance of innovative digital technologies for performance and competitiveness, the concept of digital business strategies (DBS) emerged. The fusion of business and IT strategies is presumed to account for the inevitable transformations that digital technologies triggered. This paradigmatic shift poses new challenges to practitioners and researchers, as current assumptions regarding strategizing processes need to be questioned. This study sets out to provide a structured clarification of the current digital business strategies knowledge base. It provides a threefold contribution by: 1) structuring the research efforts on digital business strategies, 2) uncovering knowledge gaps and 3) developing an agenda for future research

Context Based Knowledge Management in Healthcare: An EA Approached

While an enterprise architectural approach is appropriate for business and IT alignment it also has potential with respect to the design and implementation of healthcare applications by effective representation of healthcare processes. Our research is to develop an enterprise architectural framework for managing contextual knowledge by exploiting object location deduction technologies in healthcare processes that involve the movement of patients. Such a framework is intended to facilitate healthcare managers in adopting location deduction technologies for patient care resulting in improvements in clinical process management and healthcare services

A Systematic Literature Review on Digital Business Strategy

For decades, business–IT alignment has been considered the prevailing framework for aligning IT strategy with business strategy. With the ubiquity of digital technologies, the new concept of digital business strategy (DBS) emerged. This concept calls for the fusion of IT and business strategy, making IT an integral part of business. The DBS concept is relevant for nearly every organization and important advances in research on individual dimensions of the DBS have been made in the recent years. To make this knowledge available to business practice and future research we develop an integrative framework which covers the antecedents of DBS, components of DBS, steps to develop DBS, and outcomes of DBS. Our research provides a solid foundation to systematically enhance research around the DBS concept. Furthermore, our framework serves managerial practice as a starting point to better understand and implement this crucial concept

The Antecedents of Information Systems Development Capability in Firms: A Knowledge Integration Perspective

The linkages between IS and business units are recognized as being critical to information systems development processes and outcomes. Previous research has found that they are associated with better performing ISD teams, stronger alignment between firms’ IT investments and business objectives, and comparatively superior exploitation of information technologies for business ends. What remains lacking in this stream is a coherent theoretical explanation for why and how the linkages between the IS unit and business units in a firm influence ISD processes and outcomes. This study draws on strength-of-ties theory to develop and test a project-level model that links both structural and cognitive IS-business linkages to ISD outcomes and processes. The key premise of this model is that IS-business linkages influence ISD primarily by facilitating integration of business and technical knowledge dispersed across internal business functions and outside the formal boundaries of the firm during the ISD process. Such integration of internal and external knowledge in turn influences ISD processes and outcomes. We tested the model using data on 133 projects collected from CIOs and client-side managers in 133 firms. Our results provide strong support for the hypothesized model

The ‘Who’ and ‘How’ of Operational Alignment for Digital Innovation (Units)

To harness the value of digital technologies, incumbents establish digital innovation units (DIU). In pursuing digital innovation outcomes, DIUs follow activities along the innovation process that are carried out in collaboration with other organizational units. Collaboration has been identified as a specific DIU challenge. However, prior studies do not go beyond DIU-centric research on their setup, objectives, and challenges. In practice, DIUs become increasingly integrated with the organization as news and bad press about their performance up to discontinuance appears. The lack of knowledge on integrating DIUs with other organizational units, coupled with the practical relevance of realizing value from digital innovation, calls for an investigation into the operational alignment of DIUs. Rooted in digital innovation and business-IT alignment research, we analyze the digital innovation process, involved units, and corresponding aligning actions based on a multiple case study. We show that aligning for digital innovation happens in two modes depending on the DIU\u27s structural positioning and innovation orientation: a triangle (business-IT-DIU) and a dual mode (business-DIU). First, we go beyond a DIU-centric perspective and shed light on the interaction of multiple units pursuing digital innovation from initiation to exploitation. Second, we contribute to research on business-IT alignment by expanding it with the perspective of digital units and outlining operational aligning activities, enhancing our understanding of how organizations can exploit their explorative digital innovation activities

Business and Information System Alignment Theories Built on eGovernment Service Practice: An Holistic Literature Review

© 2019 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution 3.0 License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.This chapter examines previous studies of alignment between business and information systems holistically in relation to the development of working associations among professionals from information system and business backgrounds in business organization and eGovernment sectors while investigating alignment research that permits the development and growth of information system, which is appropriate, within budget and on-time development. The process of alignment plays a key role in the construction of dependent associations among individuals from two different groups, and the progress of alignment could be enhanced by emerging an information system according to the investors’ prospects. The chapter presents system theory to gather and analyze the data across the designated platforms. The outcomes classify that alignment among business and information system departments remains a priority and is of worry in different ways in diverse areas, which provides prospects for the forthcoming discussion and research.Final Published versio

An agile business process improvement methodology

Adoption of business process improvement strategies are now a concern of most organisations. Organisations are still facing challenges and finding transient solutions to immediate problems. The misalignment between IT solutions and organisational aspects evolves across space and time showing discrepancies. Unfortunately, existing business process approaches are not according with continuous business process improvement involving business stakeholders. Considering this limitation in well-known Business Process (BP) methodologies, this paper presents a comparative study of some approaches and introduces agility in the Business Process and Practice Alignment Methodology (BPPAM). Our intention is to present observed problems in existing approaches and introduce agility in our proposal to address features, like the alignment between daily work practices and business process descriptions, in a simple and agile way. (C) 2017 The Authors. Published by Elsevier B.V

TRIZ: an alternate way to solve problem for student

Inventive problem solving is an alternative way of solving problem for student. 60 years ago, in 1956, Altshuller published a new, constructive and methodical approach ideas on problem solving to offer to the world. Even though TRIZ originally meant for fields of industry domains, it has solved problems in other field using some common principles. Thus, this methodology has spread to over 35 countries across the world. It is now being taught in several universities and it has been applied by a number of global organizations who have found it particularly useful to solve their problem. In 2017, KSSM curriculum has been revised to cope up this 21st century demand. This paper is a potentially useful for TRIZ beginner, as an alternative to solve problem comparable to common problem solving method. This paper also discussed the limitation of other common problem method which leads the advantages of using TRIZ

Leveraging Open-standard Interorganizational Information Systems for Process Adaptability and Alignment: An Empirical Analysis

PurposeThe purpose of this paper is to understand the value creation mechanisms of open-standard inter-organizational information system (OSIOS), which is a key technology to achieve Industry 4.0. Specifically, this study investigates how the internal assimilation and external diffusion of OSIOS help manufactures facilitate process adaptability and alignment in supply chain network.Design/methodology/approachA survey instrument was designed and administrated to collect data for this research. Using three-stage least squares estimation, the authors empirically tested a number of hypothesized relationships based on a sample of 308 manufacturing firms in China.FindingsThe results of the study show that OSIOS can perform as value creation mechanisms to enable process adaptability and alignment. In addition, the impact of OSIOS internal assimilation is inversely U-shaped where the positive effect on process adaptability will become negative after an extremum point is reached.Originality/valueThis study contributes to the existing literature by providing insights on how OSIOS can improve supply chain integration and thus promote the achievement of industry 4.0. By revealing a U-shaped relationship between OSIOS assimilation and process adaptability, this study fills previous research gap by advancing the understanding on the value creation mechanisms of information systems deployment

Exploring the impact of technological competence development on speed and NPD program performance

With growing levels of competition across industries, technological competence is increasingly viewed as crucial for businesses to maintain their long-term competitive advantage. Although there are many theoretical arguments about how firms' competences can yield competitive advantage and performance improvement, we have a limited understanding of where the capabilities originate in the context of NPD or what kind of product portfolios, internal climate and strategic alignment are required to build them. Moreover, empirical evidence for technological competence development is limited and comes primarily from case studies, anecdotal evidence, and management impressions. Accordingly, this research addresses these gaps by presenting and testing a conceptual model of technological competence development in NPD. This study makes advances in applying a dynamic capability approach to technological competence development in NPD, and investigates the impact of innovative climate, technological alignment, and project portfolio management on technological competence development as well as NPD speed. Moreover, the factors that might influence NPD program performance are also investigated. The analysis, based on data collected from 164 firms, shows that a firm's innovative climate, technological alignment and portfolio management are positively associated with technological competence development. While technological alignment was found to be negatively related to NPD speed, portfolio management and technological competence development were found to have positive effects on speed. However, innovative climate had no significant impact on speed. Moreover, technological competence development and portfolio management were found to be positively related to NPD program performance. Finally, the authors found no support for the relationship between speed and NPD program performance