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... the next section, we go into detail of the first three strategic alignment theories: strategic alignment model, strategic alignment maturity model and the information system strategic alignment model proposed by Yolande Chan. The strategic alignment model (SAM) proposed by Henderson and Venkatraman is one of the most cited strategic alignment models (Chan and Reich, 2007a). SAM is composed of two main dimensions: strategic fit and functional integration. Strategic fit refers to the concordance between internal and external domains (see figure 2.1). Functional integration refers to two type of integration between business and IT domains. The first type is termed strategic integration and reflects the link between business strategy and IT strategy. The second type is termed operational integration and deals with the link between organizational infrastructure and process, and IT infrastructure and process (Henderson and Venkatraman 1993). SAM is a conceptual model that it has been used to understand strategic alignment from the perspective of four components, i.e. Business Strategy, IT Strategy, Organizational Infrastructure and IT Infrastructure, and their ...
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Citations
... Unlike many private organizations, the public organizations do not carry out robust strategic IT planning (Vargas et al. 2010). How public organizations plan to achieve IT alignment in a different way than public organizations (Papp 1997) and the importance of readiness to engage in robust planning and efficient communication (Vargas et al. 2010) are two of the studied topics. ...
... Unlike many private organizations, the public organizations do not carry out robust strategic IT planning (Vargas et al. 2010). How public organizations plan to achieve IT alignment in a different way than public organizations (Papp 1997) and the importance of readiness to engage in robust planning and efficient communication (Vargas et al. 2010) are two of the studied topics. Public organizations' IT strategic readiness (Koh et al. 2006); the robustness and effectiveness of enterprise architecture types in achieving IT alignment (Isomäki and Liimatainen 2008;Valtonen et al. 2011; Van Veenstra and Zuurmond 2009); relative importance of components of Unified Strategic Alignment (Vargas et al. 2010) and theory formulation in order to influence IT alignment dimensions (Iveroth et al. 2013;Seman and Salim 2013) are other issues addressed. ...
... How public organizations plan to achieve IT alignment in a different way than public organizations (Papp 1997) and the importance of readiness to engage in robust planning and efficient communication (Vargas et al. 2010) are two of the studied topics. Public organizations' IT strategic readiness (Koh et al. 2006); the robustness and effectiveness of enterprise architecture types in achieving IT alignment (Isomäki and Liimatainen 2008;Valtonen et al. 2011; Van Veenstra and Zuurmond 2009); relative importance of components of Unified Strategic Alignment (Vargas et al. 2010) and theory formulation in order to influence IT alignment dimensions (Iveroth et al. 2013;Seman and Salim 2013) are other issues addressed. There were also studies that were set out to challenge the current prominent body of research. ...
IT alignment is one of the widely researched topics in the information systems research area and continue to be a top management concern. However, IT alignment in the context of public organizations is still less explored. A systematic literature review is conducted to provide an overview of the current status of the research in this area and the possible future research directions. Major databases and top conference proceedings in information systems and e-government area were searched by using key words to collect articles for analysis. Finally, a total of 58 articles were identified and included in the literature review. The findings of this study indicate case study research as the most preferred research method. But due to the small numbers of public organizations explored in these studies the results are problematic for generalisation. Apart from these findings we have identified and discussed the research concepts addressed in IT alignment in public organizations studies that were categorized using the dimensions of Strategic Alignment Maturity model. The findings of this study have revealed some potential future research directions that have been less explored like organizational culture, organizational politics, social interaction, and informal organizational structure influence on IT alignment in public organizations.
... Professionals offer that organizations need to reach strategic business and IT alignment to be competitive. Strategic business and IT alignment influence business performance and IT effectiveness [4,18,19]. ...
... Tool subsystem The strategic alignment model (SAM) proposed by Henderson and Venkatraman is one of the most cited strategic alignment models [8,17,18,19]. SAM is composed of two main dimensions: strategic fit and functional integration. Strategic fit refers to the concordance between internal and external domains. ...
The main scope is to present UML dynamic models generation from Enterprise model (EM) method with an example of UML Timing model. As enterprises develop and information systems (IS) become bigger it is needed to create precise and complex analyses for developing systems. The quality of analyses like these is crucial for the success of IS development process, because the later an error or mistake is found the more expensive is to solve it. IS designers daily face new challenges when they need to face and understand models made by other designers and analytics. This process creates additional problems and difficulties. Automatization of IS engineering process lets create superior and more qualified models with less errors. To achieve this goal there is analyzed ISO standards and UML models integration with knowledge-based Enterprise model, MOF architecture’s role in IS engineering process, opportunities to upgrade its structure with new knowledge-based layer and its improved usage in UML dynamic models generation from Enterprise model process.
... Dealing with the essence of business-IT alignment is still a challenge 7,8 . Misalignment emerges at different levels, for different components 9 or in complex situations such as acquisitions of business units by multi-business organizations 10 . ...
Business-IT Alignment (BITA) has been an issue for researchers of Information and Systems Technology (IST) area for the last three or four decades. Many authors refer to BITA as a concern subject of IST managers, in what regards its achievement, but also its maintenance. Nevertheless, all approaches seem to be time and resources consumers, contrary to what would be desirable nowadays: achieve and maintain BITA quickly, efficiently and sustainably.
Enterprise Architecture (EA) construction, as a way to BITA, especially when a Business Process Management (BPM) approach is used, a list of best practices should be obtained. Using Case Study methodology, with a data set content analysis, this paper intends to highlight benefits of using it, in process oriented approaches’ to EA construction aiming BITA.
Besides contribute to EA construction using process oriented methodologies, it is also important to consider the contribution to the Academy, with the scientific knowledge’ increase in this area. And also the contribution to both involved consultancy companies, as well as to the organizations, in this case Municipalities, deserves attention: organization's processes are improved and real problems can be solved.
Abstract Introduction: The alignment of information systems with organizational objectives is a key challenge for health care organizations and the key to the success of the organization. The aim of this study was to review the literature on aligning health information systems with organizational objectives by organizations’ chief information officers (CIOs). Methods: A literature review was carried out using Google search engine, PubMed and Science Direct databases. The search strategy included using keywords such as “aligning”, “health information system”, “organizational objective”, “health care organization” and “CIO” to search in journals (full text and abstracts), books, proceeding of conference articles, and scientific documents from 1998 to 2014. An estimated total of 89 articles, books, theses, and proceedings were retrieved of which 35 cases were selected based on their relevance to this issue. Results: Despite introduction of various methods and mechanisms in the literature, all studies agreed on several steps for alignment of information system with organizational objectives. These objectives included understanding the organization, understanding the information technology domain and its capabilities, creating multiple information technology strategies and implementation of strategies by the chief information officers. It was possible to receive feedback and change the strategy of choice at every step. Conclusion: Aligning information systems with organizational objectives is a dynamic process. Achieving this alignment requires a structured process. The most important mechanisms for this alignment include content, timing and personnel linkage in the process by chief information officers. Keywords: Aligning; Health Information Systems; Organizational Objectives; Chief Information Officers
Aligning Health Information Systems with Organizational Objectives by Chief Information Officers
Abstract Introduction: The alignment of information systems with organizational objectives is a key challenge for health care organizations and the key to the success of the organization. The aim of this study was to review the literature on aligning health information systems with organizational objectives by organizations’ chief information officers (CIOs). Methods: A literature review was carried out using Google search engine, PubMed and Science Direct databases. The search strategy included using keywords such as “aligning”, “health information system”, “organizational objective”, “health care organization” and “CIO” to search in journals (full text and abstracts), books, proceeding of conference articles, and scientific documents from 1998 to 2014. An estimated total of 89 articles, books, theses, and proceedings were retrieved of which 35 cases were selected based on their relevance to this issue. Results: Despite introduction of various methods and mechanisms in the literature, all studies agreed on several steps for alignment of information system with organizational objectives. These objectives included understanding the organization, understanding the information technology domain and its capabilities, creating multiple information technology strategies and implementation of strategies by the chief information officers. It was possible to receive feedback and change the strategy of choice at every step. Conclusion: Aligning information systems with organizational objectives is a dynamic process. Achieving this alignment requires a structured process. The most important mechanisms for this alignment include content, timing and personnel linkage in the process by chief information officers. Keywords: Aligning; Health Information Systems; Organizational Objectives; Chief Information Officers
The current literature shows that creating a good framework on business process model (PM) is not an easy task. A successful business PM should have the ability to ensure accurate alignment between business processes (BPs) and information technology (IT) designs, provide security protection, manage the rapidly changing business environment and BPs, manage customer power, be flexible for reengineering and ensure that IT goals can be easily derived from business goals and hence an information system (IS) can be easily implemented. This article presents an overview of research in the business PM domain. We have presented a review of the challenges facing business PMs, such as misalignment between business and IT, difficulty of deriving IT goals from business goals, creating secured business PM, reengineering BPs, managing the rapidly changing BP and business environment and managing customer power. Also, it presents the limitations of existing business PM frameworks. Finally, we outline several guidelines to create good business PM and the possible further research directions in the business PM domain.
The emergence of mobile money in Zimbabwe has proved very popular as organisations across sectors
try to develop and package the product. This research, carried out through case study and desk
research, seeks to establish whether and how the organisations involved meet the operational
integration component of the strategic alignment model. Specifically operational fit between
organisational and mobile infrastructure and processes through determining mobile money
infrastructure and processes and the associated organisational infrastructure and processes within a
mobile money ecosystem. The research established that a number of institutions have tried to redesign
and repackage the product, but not all were successful. The failure was attributed to improper alignment
between the available technologies and organisational processes and infrastructure. The research
further exposes that operationally integrated organisations ensures that alignment components
involved are adequate and well reinforced through adequate governance structures, however skills
does not necessarily have to be adequate but must be present.
