THE IMPACT OF BUSINESS-IT ALIGNMENT ON ORGANIZATIONAL CULTURE

Organizational culture continues to be cited as one of the most important factors for organizations’ success in an increasingly competitive and IT-driven global environment. Given the fact that organizational culture has an influence all over the organization, the complexity of its nature is increased when considering the relationship between business and IT. As a result, different factors that have influence on changing organizational culture were highlighted in literature. These factors are found in the research literature distributed in three main group; micro-environment factors, macro-environment factors and leader’s impact. One of the factors that have not been yet well investigated in researches is concerning business-IT alignment (BITA. Therefore the purpose of this paper is to investigate the impact of BITA maturity on organizational culture. The research process that we have followed is a literature survey followed by an in-depth case study. The result of this research shows a clear interrelation in theories of both BITA and organizational culture, and clear indications of BITA impact on organizational culture and its change. The findings may support both practitioners and researchers in order to understand the insights of the relationships between BITA and organizational culture components and provide a roadmap for improvements or desired changes in organizational culture with highlighted target business area

An examination of IT occupational culture: interpretation, measurement, and impact

Past IS studies on culture have primarily focused on two levels of analysis: national culture and organizational culture. The gap in our knowledge of culture is in the area of occupational culture of IT professionals. Occupational culture, unlike organizational culture, is not bounded by a single organization, but rather forms itself around specific expertise, similar tasks, and a sense of itself as a distinct occupational group. In Part I, the `strong program' of cultural sociology is used to examine and interpret the meaning of the core values of the IT occupation through the framework of shared language, shared history, and shared context. The interview results informed the creation of a survey instrument in Part II to measure six occupational values, Autonomy, Structure, Precision, Innovation, Reverence for Knowledge, and Enjoyment, and ten typical business management values. Significant differences were found between responses of IT professionals and non-IT business managers in 32 companies in the U.S. An additional executive survey measured the level of IT/Business Alignment and IT Value for each firm in Part III. A PLS model provides evidence that occupational cultural differences do significantly impact both IT/Business alignment and IT Value

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PD

Organizational Culture Impact on Strategic Management

This paper focuses on the impact that organizational culture has on strategic management in terms of performance of the organization. We analyzed the relationship between the two concepts and how one influences the other. Corporate culture consists in competitive advantage for a business, leading it for success, motivating employees and make their work most effective, at its best, or it can lead to failure, at its worst. Organizational culture can influence actions, decisions and opinions. Every business has a specific way of working that commits to its culture. Strategic management refers to a process of developing goals, a mission and a vision, values and duties that will lead to the organization’s success. Main assets of an organization that lead it to proper functioning are its employees and the organizational culture is the one that gives it the uniqueness and creates its brand image. The absolute compatibility between the strategic and cultural path is in the organizational alignment

The Impact of the Alignment Between Information Systems and Marketing on Business Performance

The purpose of this research was to determine the impact of the strategic alignment between information systems (IS) and marketing on business performance. The work of Chan (1992) was used as a point of departure. She had explored the fit between IS and business strategies and had used strategic orientation as a basis for determining the fit (alignment). Although the marketing literature did not reveal any measure for alignment, measures existed for market orientation. This appeared to be the approximate marketing equivalent of strategic orientation. Given the strategic nature of market orientation, it was decided to use it in addition to strategic orientation in order to calculate alignment. It was also decided to use marketing performance as an intermediary dependent variable. A conceptual model was devised which could be applied to the assessment of alignment according to either strategic orientation or market orientation. It consisted of three constructs: alignment, marketing performance and business performance. Implicit in this model was the calculation of alignment based either on strategic orientation or on market orientation. Two versions of the model would thus be tested. A mixed methods approach was adopted for the research. First, a qualitative phase of interviews with 36 respondents (the heads of information technology (IT)/IS and the heads of marketing of 18 companies) was conducted. The purpose was to obtain a deeper understanding of perceptions of alignment between IS and marketing, and to ascertain the different measures used for marketing performance and business performance. The findings served to refine the conceptual model and inform the second phase survey. The second phase was quantitative and consisted of a mail survey of heads of IT and heads of marketing of large New Zealand companies. In total 415 responses were received, 350 of them being pairs from 175 companies. Pairs of responses were a requirement for the calculation of alignment. A new formula was developed for the calculation. This was used to calculate alignment according to both strategic orientation and market orientation. The data collected in the second phase were used to test the model, using both factor analysis and structural equation modelling. Statistically significant evidence was provided that indicated that the alignment between IS and marketing exerts a positive impact on both business performance and marketing performance, and that marketing performance exerts a positive impact on business performance. This is so, irrespective of whether alignment is calculated according to strategic orientation or market orientation. The value of the research lies in the development of a parsimonious model which measures the alignment between IS and marketing and the impact of that on business performance. It also lies in the development of a robust formula for the calculation of alignment. It further demonstrates the value of a cross-disciplinary approach which could have significant implications for both academic research and for practitioners. The potential impact on companies consists of the breaking down of the silo mentality; an emphasis on cross-functional teamwork, cross-functional training and job rotation; and an impact on organizational structure and culture

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

Insights from Industry Leaders: A Maturity Model for Strengthening Communication Measurement and Evaluation

Much scholarship has been devoted to identifying barriers that prevent the advancement of communication measurement and evaluation. This research focuses on the characteristics, objectives, and practices of chief communication officers (CCOs) with successful measurement and evaluation programs. Three key dimensions of practice emerged from in-depth interviews: communication executives’ measurement practices and evaluation programs were used to adjust communication strategies; were aligned with other business units; and were integrated with business priority plans. Interviewees also focused on the ability of communication measurement practices and evaluation programs to provide insights for executives, to align communication with the work of other business units, and to connect the organization with the outside environment and stakeholders. This study extends strategic communication scholarship by discussing how overcoming barriers and advancing measurement and evaluation work relates to roles adopted by organizational leaders. This article also offers a preliminary, scalable maturity model that aids in the development, formalization, and optimization of strategic communication measurement and evaluation. This study demonstrates the capacity for communication evaluation to overcome perceived barriers, realize appropriate stature with organizations, and grow communication functions accordingly

Aligning Employees Through \u3ci\u3eLine of Sight\u3c/i\u3e

Aligning employees with the firm’s larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is whether employees have “line of sight” to the organization’s strategic objectives. We illustrate how the translation of strategic goals into tangible results requires that employees not only understand the organization’s strategy, they must accurately understand what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS, how it is created, how it can be enhanced or stifled, and how it can be effectively managed. We integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential