Alignment Of Business Strategy Research Articles

An Agile and Collaborative Framework for Effective Governance to Enhance Management in Large-Scale Enterprise Business Systems: The Case of Apple Inc

The struggle of multinational organizations has long been on the mind of researchers studying the multinational operations of large scale enterprise systems. To counter the struggle, several approaches have been suggested, focused on aligning business strategy with the allocation of resources. However, existing governance issues have led enterprises to employ quick ad-hoc strategies. Through this paper, we emphasize on the need for an agile and collaborative approach to effective governance in order to enhance management in large-scale business systems like Apple Inc through consistent value creation. The proposed framework aligns the key elements of the enterprise system that can act as enablers for effective governance.

Aligning Business and IT Strategies in Multi-business Organizations

The alignment of business and information technology (IT) strategies is an important and enduring theoretical challenge for the information systems discipline, remaining a top issue in practice over the past 20 years. Multi-business organizations (MBOs) present a particular alignment challenge because business strategies are developed at the corporate level, within individual strategic business units and across the corporate investment cycle. In contrast, the extant literature implicitly assumes that IT strategy is aligned with a single business strategy at a single point in time. This paper draws on resource-based theory and path dependence to model functional, structural, and temporal IT strategic alignment in MBOs. Drawing on Makadok's theory of profit, we show how each form of alignment creates value through the three strategic drivers of competence, governance, and flexibility, respectively. We illustrate the model with examples from a case study on the Commonwealth Bank of Australia. We also explore the model's implications for existing IT alignment models, providing alternative theoretical explanations for how IT alignment creates value.

The Leader's Role in Managing Change: Five Cases of Technology‐Enabled Business Transformation

Transformation is critical for any organization to succeed, and technology‐enabled change has become a widespread means of improving responsiveness to competition and customer satisfaction. In the current climate of economic uncertainty, the imperatives that are instrumental in pushing organizations to consider transformation include innovation, business agility to adapt to external changes efficiently and effectively, the alignment of information technology (IT) and business strategy, and global demand and support for new ideas and new opportunities. The critical success factor for such initiatives lies in effective leadership to manage the changes associated with both people and processes. A review of the various aspects of leadership and change management and an analysis of five case studies in technology transformation identify the common leadership parameters that can lead to the effective and efficient adoption of change. ©2015 Wiley Periodicals, Inc.

Assessing financial viability of the freemium model for supply chain service value networks: a case study of the container management service industry

While service value networks (SVNs) continuously seek new linkages among partners to create value, service providers are compelled to restructure their business models to become more customer–centric. A consequence of this has been a shift from the traditional focus on production to a focus on relationship building with clients and suppliers. This implies the assessment of customer lifetime value (LTV) and the alignment of business strategies with customers' worth to the network. To address this issue, we develop a customer LTV model customised to the business requirements of SVNs with the aim to help service partners in assessing the viability of their networks. By merging the conceptually rich LTV approach with the more innovative 'freemium' business model concept and by applying it to a supply chain SVN, our model provides means for the appraisal of the market potential of emerging e–services.

Strategic fit framework of succession planning: effects on career attitudes and career success

This study proposes a framework for aligning business strategy and succession planning and assesses the impact of the degree of fit on employee career attitudes and perceptions. Using configurational perspective of strategic human resource management, this study develops a strategic fit framework of succession planning. The framework of succession planning includes four kinds of configurations among strategy, organisational structure and succession planning culture that lead to positive career attitudes and a higher perception of career success among employees. Gathering data from 152 employees within 23 enterprise agencies, the paper empirically validates the developed framework. Results suggest perception of with the promotion process.

Implementation of information technology in a South African construction company: A case study

AbstractThe unpacking and uptake of technologies and specifically information technology has proven to be a critical strategic tool in many industries, but considering the nature of the construction industry this adoption of new technologies have been relatively slow in comparison (Kim, 2003:25).This research study investigates the technology information implementation strategies and methodologies followed by an industry representative of the construction industry. The main theoretical proposition of the study is to understand the factors that influence technology systems implementation projects at construction organisations and to establish the rational for those influencing factors. The contextual comparison between the approaches followed by the company and of that reported in relevant implementation derived literature highlights the evident disparities and explores the results thereof.The findings revealed that the underlying cause of the implementation problems were in the fact that the technology and overall company strategies where misaligned and that the user requirements for the implementation project were not clearly defined from the onset of the project. Organisational culture and leadership primarily dictates the direction of implementation projects, and the identification and selection of technologies are conducted in an isolated fashion, further driving the internal misalignment between departments and strategies.For future technology implementation projects it is proposed that clear user requirements are established and that thorough change management programmes are utilised to ensure stakeholder buy‐in throughout the organisation, this would also drive the alignment of the different internal business strategies within the organisation.

The Alignment of Information Technology and Business Strategy in the Kuwaiti Companies

the fact that the business executives remain doubtful about the strategic value of information technology. One of the most critical issues facing organizations in Kuwait today is the alignment of information system strategy with the business goals and objectives. Only 28% of the surveyed companies in Kuwait claim that their IT objectives aligned to their business strategy which is a very low number. This paper uses a survey to investigate the alignment existence between the business objectives and IT strategy within different companies in different sectors located in Kuwait. The survey questionnaire distributed to IT managers and business executive managers in the selected companies. The suggested survey questionnaires have to do first, with the alignment exist between the IT strategy and the company Business objectives; Secondly, the barriers on strategic alignment arising in those companies. Keywordsalignment, strategic alignment, Alignment barriers, Information Technology

Assessing The Maturity Level Of Information Technology Management Process In A Romanian Company

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

Business and IT Alignment in Dutch Vocational Education and Training Organizations

The alignment of information technology (IT) and business process and strategy is still a relevant area of concern in many organizations. Educational institutions are no expection to this, with low alignment maturity being reported (Lufman & Kempaiah, 2007). This paper reports a study into the business of IT alignment maturity of the Dutch Vocational Education and Training sector. A survey was undertaken to assess the alignment maturity levels in these organizations, as a baseline for further development.

From strategic human resources to organization performance

Much has been written about the link between HR and performance, however consensus has yet not been found concerning the understanding on how that relationship comes together. Empirically, no direct impact has been found and research has only suggested an indirect impact. Consequently, the Strategic HRM field is particularly interested on the understanding of the mediating variables that impact the organization performance. Besides the integrated and business strategy alignment of the HR function, it should be considered that it is the people (HR) of the organization and not their practices that determine the company´s competitive advantage. (Messersmith & Guthrie, 2010) argue that it is the impact of those practices that represent “the true resource and enable a sustainable advantage over industry rivals”. The objetive of this research proposal is to study the impact of strategic human resources practices on the organization performance through a case study methodology, supported by longitudinal data. Namely, the project aims to achieve a deeper understanding of the variables that affect the process stream during strategy implementation. How the HR practices impact on people? And why human resources are the most valuable asset? These core premises are in line with the most recent economic concerns about people productivity, employment policies and labor flexibility.

The alignment of information technology and business strategy in the kuwaiti campanies

The alignment of information technology and business strategy in the kuwaiti campanies

Concurrent Alignment of Human Resource Management and Business Strategies

Journal of Anthropology and Archaeology is a peer-reviewed international journal, which publishes original papers promoting theoretical, methodological and empirical developments in the discipline of socio-cultural anthropology.

Alignment of large project management process to business strategy

Purpose – The purpose of this paper is to discuss in depth the factors that lead to misalignment between the project management (PM) and the business strategy by investigating four case studies in the telecommunications industry in Saudi Arabia. Design/methodology/approach – Due to the limited research on the subject of the alignment of PM and business strategy, the methodology used in this research was a case study in depth interview. Findings – The paper highlights the important factors that affect the process of aligning the PM to the business strategy. The companies that have strong alignment between the business strategy and the PM show successful projects outcome while the companies that have mismatch alignment show less successful projects outcome. Research limitations/implications – The paper has investigated four telecommunications companies only. However, more companies will be better to compare the finding. Due to time constrains, the research has studied one project in each company. Each project was supporting one of the company's business strategies. More projects and business strategies will lead to clear picture of the alignment. Access to executives’ managers and CIO's was difficult. Several meetings were cancelled without short notice. Practical implications – This paper helps the companies to implement their business strategies with embedding their projects in the overall strategy. Also, helps the PM team to execute the projects in a strategic way. Originality/value – This paper contributes to the literature with a clear explanation of the concept of the alignment and provides a framework to ensure the alignment between the large PM process and the business strategy is achieved.

Operations strategy and business strategy alignment model (case of Iranian industries)

Purpose – The purpose of this paper here is to present an operational model that establishes the necessary relationship between business strategy and operations strategy. Accordingly, managers are enabled to define strategic business elements in the operations unit and align it with the business strategies.Design/methodology/approach – Data were collected from 160 companies using a combination of structured interviews and closed questionnaire. In developing the alignment model, descriptive‐survey and correlation methods were used. For selecting the codes and types of alignments, a heuristic data analysis method was developed and applied.Findings – This paper concludes that alignment is significantly different in successful and unsuccessful companies. Considering their performance, 25 alignment types have been identified out of which seven types have been found appropriate for the case.Practical implications – The recommended model here is easy to use and helps managers to improve the performance of their ...

Using Business Analytics for Strategic Alignment and Organisational Transformation

Organisations use business analytics (BA) systems to create value and provide competitive advantage. They frequently use BA systems to respond quickly to market changes and customer demand, and for market differentiation with better customer service and new types of products and services. The authors argue that BA systems can also enable alignment between business strategy and information technology (IT) strategy and support organisational transformation. The authors use a single case study to explain how a global data warehouse, standardized metrics and sophisticated reporting capabilities supported the strategic transformation of a diversified and multi-layered international mining company into a unified and integrated global organisation. They identify a number of core technology, management, culture, governance and people related capabilities that were crucial to the success of the global transformation initiative. Two important implications of the case study are the importance of BA systems in the alignment of IT and business strategy and the synergistic interaction of BA systems and other organizational resources in achieving benefits.

Business Leverages on Strategic Information Systems In Nigeria

The dynamic growth of information technology (IT) in recent years has put Managers on their toes. Managers have come to recognize the alignment of business and information technology strategy as a key issue for their success. The purpose of this work is to build a framework on how Nigerian business organizations can build IT architecture in line with their business vision so as to be relevant in international market. It recognizes how organizations can take advantage of IT to bring considerable benefits and maximize profits for stakeholders. In this work, an attempt is made to design a frame work for deploying IT architecture for business systems with a scope on organizations in Nigeria. The system consists of the organization’s intranet, linked to the internet on which the organization’s customer, suppliers and the branches can share resources and develop mutual relationship for business growth. Keywords: Information strategy, Strategic information systems, business processes, Competitive strategy, Organizations, Business strategy, system architecture.

Extractive industry a burden or an opportunity for sustainable development?

The shortage of raw materials in global markets and the sky rocketing of commodityprices, have induced European authorities to take initiatives to improve innovation inEurope by creating the European Innovation Partnership on Raw Materials (2012) and make inventory of the existing European raw materials. Albania is a rich country in natural raw materials, such as chromium, copper, ferronickel, coal, bitumen as well ascrude oil which might supply primary and secondary raw materials for some of the European needs. This literature review discusses the role of the Albanian institutions, the natural resources industry, potential investors and stakeholders in order to provide a setof indicators and platforms that can help to develop the extractive industry in Albania and monitor amelioration within sustainable development principles. A map with the potential prospects of the natural resources will be a first step in identifying the further potential for exploitation. Mineral resource policies and governance, sustainable processing and supply chain as well as environmental management information system (EMIS) are some of the crucial tools identified, which will help to set up the indicators and quantify the achievements in environmental management in Albania. Moreover, the integration of practices that will support institutional capacity building; follow-up practices; the mainstreaming of global environment into planning; and the compliance monitoring process will additionally improve the environmental situation in Albania. Aligning business strategy with environmental policy, socio-economic analysis, environmental auditing are decisive tools in order to provide the Albanian authorities with a clear overview of the economic costs and the social benefits for sustainable development of the extractive sector in Albania.

정보화 전략과 기업 전략의 연계가 정보기술 하부구조 구축에 미치는 영향: 전략적 성과평가시스템의 역할

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

Alignment of Business and IT and Its Association with Business Performance: The Case of Iranian Firms

In recent years strategic alignment has become a hot topic and researchers have put strong effort to develop models and instruments in order to measure alignment. The significance and importance of the aligning business with information technology and its effects on business performance is clearly embedded in the existent literature. Unfortunately, very few works have been done among Iranian firms and competition environment of Iran. These researches are limited to some case studies in Iranian companies. So, this paper opens the gate on this topic by investigating the effects of strategic alignment of business and information technology on business performance in Iranian large companies, applying the famous model introduced by Chan et al.. The primary data collected from questionnaire collected from a long list of companies in Tehran Stock Exchange and were analyzed through using SPSS software. The results indicate that strategic alignment of IT and business strategy has a positive and significant effect on business performance and it is stronger than the effect of both business and IS strategic orientation. Finally, some suggestion for Iranian companies and also future researches are presented.

Estudio de las prácticas de Arquitectura Empresarial en las grandes empresas del Valle del Cauca

Arquitectura Empresarial es una práctica que busca alinear la estrategia de un negocio con su ejecución, lo cual es un aspecto crítico en las organizaciones modernas que requieren gran flexibilidad y agilidad para ser competitivas y adaptables al cambio. Este artículo presenta los resultados de un estudio realizado en el año 2012 en veinte grandes empresas del Departamento del Valle del Cauca sobre el ejercicio de arquitectura empresarial, con el propósito de servir de referencia en dos dimensiones de interés para el grupo de investigación COMBA I+D. Una primera dimensión relacionada con la formulación de estrategias de capacitación y consultoría por parte del grupo de investigación que faciliten la apropiación de la práctica de arquitectura empresarial en la región. La segunda dimensión consiste en la incorporación del concepto de arquitectura empresarial como una estrategia educativa para la formación de ingenieros de sistemas de información. Este estudio es el primer esfuerzo conocido por entender el estado actual de arquitectura empresarial en las empresas colombianas.