Vital Approach to Transition: Slovene Multiple Case Study

This paper uses a multiple case study to suggest the effectiveness in application of an integrated model for the design of sustainable change strategies in high velocity environments and organizations. The model integrates awareness of current organizational cultural characteristics with leadership intent and strategy formation. The cultural analysis provides a lens through which diverse organizational values are exposed and stakeholders can assess organizational alignment with the external environment, organizational mission and future vision. Using the inherent differentiation of values as creative tensions, strategies are formulated for purposeful change to improve alignment. Leadership inquiry is used to suggest an alignment of personal intent with the strategic initiatives to project sustainable change. This Values, Inquiry, and Tensions Alignment for Leadership model (VITAL) is applied as an intervention sequence which provides information, direction, and motivation for sustainable change in transition organizations and environments.

IT in construction: aligning IT and business strategies

The extent to which information technology (IT) infrastructures and strategies are aligned with business processes and strategies varies widely along firms. The objective of this paper is to explain the success or failure of IT in construction firms by focusing on the alignment (or lack of it) between business strategy, IT strategy, organizational infrastructure, and IT infrastructure. It is hypothesized that the ‘fit’ among these elements, the domains of the Strategic Alignment Model, is positively related to the Business Value of IT in Construction. The IT Business Value is evaluated in terms of efficiency, effectiveness and business performance. By applying the Strategic Alignment Model to the Dutch construction industry, it is shown that the inadequate alignment between these domains is a major reason for the modest added business value from IT investments in this industry. The first lack of alignment is the technology shortfall: hence IT contributes in an inadequate way to strategic processes of construction firms. The second lack of alignment is the strategy-shortfall: hence the firm strategy impedes the implementation of IT that could generate a high business value

The Impact of Aligning Business, IT, and Marketing Strategies on Firm Performance

In order to succeed in today's competitive business environment, a firm should have a clear business strategy that is supported by other organizational strategies. While prior studies argue that strategic alignment enhances firm performance, either strategic alignment including multiple factors or strategic orientation of firms has received little attention. This study, drawing on contingency theory and configuration theory, investigates the performance impact of triadic strategic alignment among business, IT, and marketing strategies while simultaneously considers strategic orientation of firms. A research model is tested through SEM and MANOVA using data collected in a questionnaire survey of 242 Yemen managers. The findings indicate that (1) triadic strategic alignment has a positive impact on firm performance and (2) there is an ideal triadic strategic alignment for prospectors and defenders. This research contributes to strategic alignment literature and managers' understanding of how to align business, IT and marketing strategies to improve firm performance

The Impact of IT Governance on Organizational Performance

IT governance, as a subset of corporate governance, consists of organizational structures and processes that ensure theorganization’s IT can sustain and extend the organization’s strategies and objectives. In previous research, different types ofIT governance have been proposed. However, it is not clear how different governance types affect firm performance andwhat are the theories underlying the causal relationships. Drawing from strategic alignment and coordination theories, aresearch model is proposed for investigating how intra-organizational coordination could help build goal congruence throughstrategic alignment and hence achieve higher organizational performance. The purpose of this research is to examine therelationship between IT governance, strategic alignment, and organizational performance. Data collected from 167Taiwanese firms were used to empirically evaluate the theoretical relationships proposed in the research model, and theresults show that strategic alignment is a major factor that mediates the effect of IT governance on firm performance

The Impact of IT-Business Strategic Alignment on Firm Performance: The Role of Environmental Uncertainty and Business Strategy

Aligning information technology (IT) strategy with business strategy has been one of the top concerns of practitioners and scholars for decades. Although numerous studies have documented the positive effects of IT-business alignment on organizational performance, few considered the contextual factors that may influence the relationship. This study attempts to fulfill this gap by investigating the role of environmental uncertainty and business strategy on the performance effects of the strategic alignment. Using survey data and statistical analysis, we show that the positive effect of the strategic alignment is significant only in high uncertainty environments. We also find that these effects on organizational performance vary across business strategies and performance measures. The main contribution of this study is the investigation of strategic alignment-performance relationship with respect to different contextual factors, thus providing a richer insight into IT-business strategic alignment issues

Conceptualizing the Dynamic Strategic Alignment Competency

This essay addresses the question, “How can strategic alignment that is sustained over time be conceptualized and quantified?” We build on the Dynamic Capabilities Framework and suggest that an organization’s ability to achieve a high degree of alignment between its IT strategy and its business strategy is an enduring competency that is a source of competitive advantage. We couple this theoretical understanding of how strategic alignment provides value with extant research to explain an approach to measuring an organization’s dynamic strategic alignment competency. Our measurement approach considers (1) the degree of alignment at a given point in time, (2) the organization’s history of alignment, and (3) the maturity of the business processes that enable IT and business strategies to co-evolve. Our paper contributes to research on strategic alignment in two ways. First, we address a stated need for more substantial theory to undergird strategic alignment research by highlighting and building upon the Dynamic Capabilities Framework. Second, we move beyond static, single-time-period examinations of alignment to explain a dynamic approach to alignment, one that includes an operationalization of the dynamic strategic alignment competency. In sum, we argue that the dynamic strategic alignment competency is an enduring organizational competency built on organizational processes and routines that provides a source of competitive advantage

Educational Institution Strategic Plan Model

The strategic plan model is to explain the actions in the process of achieving the goals to be completed. This study aims to examine the strategic planning model. This study uses the library research method by collecting materials containing content about the strategic planning model. This study describes the meaning of strategic planning models, strategic planning components, and strategic planning models. The strategic planning steps include the following: 1) Set organizational goals and direction; 2) Learn about the environment inside and outside; 3) Formulate strategies; 4) Implement strategies; 5) Evaluate and monitor strategies. The strategic planning models are as follows: 1) "Basic" Strategic Planning Model; 2) Planning model based on problems or objectives; 3) Alignment or Alignment Model; 4) Scenario Planning Model; 5) Organic or Self-Organization Planning Model

Business-IS Alignment: Assessment Process to Align IT Projects With Business Strategy

The value of information technology has been proved to be related to alignment between business and information systems (IS). However the constant report of failed IT projects suggests a misalignment between business and IS at the implementation stage. The majority of alignment assessment approaches focuses on the strategic level and overlooks the connections with IT projects. Although research has given little attention to this problem, it has been recognized that managers must focus on IT project planning as a mediator to improve business-IS alignment. This research proposes an assessment process across different organizational levels (strategic, tactical and operational). In doing so, the strategic alignment maturity (SAM) model is used and adapted to include the assessment of IT projects alignment maturity. IT projects are considered the unit of analysis that represents the operational implementation of strategies. The assessment process proposed has been tested in an SME in order to understand its practicability and limitations. The results show that is feasible to use the SAM model to assess the IT projects alignment maturity. Moreover, analyzing alignment across different organizational levels (strategic, tactic and operational) provides a more complete picture of the organization’s alignment maturity that could facilitate the design of specific actions to improve the project alignment with business objectives

The Dynamics of Strategic IT Alignment during IT-based Business Transformation

IT alignment a key driver of organizational performance and an important and enduring issue for the IS discipline and practice. However, progress in the literature as been slow and learning is low. IT alignment is hampered by poor definition, inadequate guidelines to correct misalignment and static/cross-sectional analysis of what is essentially a dynamic issue. This paper provides a novel model of dynamic strategic IT alignment. The model addresses the challenges of IT alignment over time. It analyses alignment between espoused business and IT strategies, at both Corporate and SBU levels, and enacted strategies in the form of an organization’s shared IT platform and portfolio of IT, used and owned by individual business units. The model is tested empirically using a multilevel longitudinal case study. We argue that this novel model of Dynamic IT alignment simplifies IT alignment, identifying the initial strategic choices to establish initial alignment and further choices to sustain alignment over time and as further strategic decisions are made. Importantly, strategic decisions that initially establish misalignment between IS and Business are irreversible and the resulting misalignment is not correctable until the next investment cycle

Organizational development strategy and its impact on achieving strategic objectives

Strategic plans are considered as the backbone of strategic management, which is one of the most important processes in strategy management. The importance of strategic planning lies in four important items: the survey, the alignment of goals with budgets, strategy formulation, and strategic planning (Wagner, R.J, 2006). This paper aims to explain the organizational development strategy and its role in improving administrative levels and achieving desired goals. Initially, the subject of organizational development in general was tackled, then the paper discuss the strategies of this organizational development, its effects, and how to reach the highest level of organization, management, and development. Finally, the processes that effectively contribute to the organizational development task were discussed. Keywords: Organizational development, OD, Organizational development strateg