Aligning Organizational Values in Systems Development Projects: An Empirical Study

Abstract

This paper examines the concept of alignment between the organizational values embedded in a systems development approach and the organizational values of a project team. Though past research has suggested that firm performance relates to the degree of strategic and structural alignment, the role of organizational values alignment remains ambiguous at the project level. Using a multiple case study approach, this research explores systems development project teams at three organizations, each using a development approach that incorporates different organizational value dimensions. By comparing the dominant values between the project teams and their development approach, we find varying degrees of alignment. Where alignment is high, perceptions of the systems development process are associated with satisfaction and enthusiasm; where alignment is low, perceptions focus on frustration and discontent. Based on the study's findings, four propositions are outlined for examination in future research.