Alignment Of Business Strategy Research Articles

How to improve firm performance using big data analytics capability and business strategy alignment

The current fascination with big data has some organizations make big data analytics activities to improve firm performance. Thus, regarding big data analytics capability, it might work for some companies but not for others. It seems that almost no one has made a significant difference through big data. To address this challenge, this study suggests a big data analytics capability model based on the resource-based theory and the entanglement view of socio-materialism. The results show the big data analytics capability hierarchy, which has three basic components (i.e., management, technology, and employee capability) and eleven subcomponents (i.e., planning, investment, coordinating, controlling, connectivity, compatibility, modularity, technology management skills, technical skills, business skills, and relational skills). Through Delphi studies together with online surveys of business analysts at the organization, the entanglement perspective of the high-order big data analytics capability model and its impact on firm performance was affirmed. This article investigates how organizations capitalize on big data analytics to create a sustainable competitive edge and progress business efficiency through big data analytics. On the other hand, the study delineates different resources and sub-capabilities which it takes to develop the big data analytics capability.

THEORETICAL FRAMEWORKS SUPPORTING IT AND BUSINESS STRATEGY ALIGNMENT FOR SUSTAINED COMPETITIVE ADVANTAGE

In today's dynamic business environment, the alignment between information technology (IT) and business strategy is critical for organizations seeking sustained competitive advantage. This paper presents a comprehensive examination of theoretical frameworks supporting this alignment, aiming to provide insights into how organizations can effectively integrate IT capabilities with strategic objectives. The theoretical foundations explored include the Resource-Based View (RBV), which emphasizes leveraging unique resources and capabilities to achieve competitive advantage. Additionally, the Dynamic Capabilities Framework underscores the importance of an organization's ability to adapt and innovate in response to changing market conditions, highlighting the role of IT in facilitating agility and flexibility. The Strategic Alignment Model offers a structured approach to ensuring coherence between business strategy, IT strategy, and organizational infrastructure, enabling seamless integration and alignment. Value Chain Analysis provides a framework for understanding how IT can add value across different stages of the value chain, informing strategic decision-making and resource allocation. Moreover, IT Governance Frameworks, such as COBIT and ITIL, offer guidelines for effective management and governance of IT resources to support strategic objectives. Business Process Reengineering (BPR) is also examined as a methodology for redesigning business processes to align with strategic goals and leverage IT capabilities. Through an exploration of these theoretical frameworks, this paper aims to equip organizations with the knowledge and tools necessary to achieve sustained competitive advantage through the strategic alignment of IT and business strategies. Keywords: Theoretical Frameworks, IT, Business Strategy Alignment, Sustained Competitive Advantage.

Green Marketing as New Marketing Trend in India

The emergence of "Green Marketing" as a prominent trend in India reflects a growing societal and environmental consciousness, aligning business strategies with sustainable practices. This article delves into the dynamic landscape where companies are increasingly incorporating eco-friendly initiatives into their marketing strategies. The concept of Green Marketing goes beyond mere product promotion, emphasizing environmental responsibility and sustainable development. In India, a country grappling with environmental challenges, the shift towards Green Marketing is particularly significant. With consumers becoming more environmentally conscious, businesses are compelled to adopt eco-friendly practices to meet market demands. The article explores how companies are leveraging this trend to create a positive brand image, gain consumer trust, and tap into a growing market segment that prioritizes sustainability. Furthermore, the article examines the role of regulatory frameworks and government initiatives in promoting Green Marketing. The Indian government's push for environmental sustainability and clean energy has incentivized businesses to embrace eco-friendly practices. The article also sheds light on the challenges companies face in implementing Green Marketing strategies, such as increased production costs and the need for innovation in sustainable product development. The article underscores the transformative impact of Green Marketing on the Indian business landscape. It provides insights into how companies are navigating the shift towards sustainability, aligning their marketing efforts with environmental responsibility. As Green Marketing continues to gain momentum, it not only shapes consumer behavior but also contributes to a more sustainable and ecologically conscious business environment in India.

Strategi Bisnis dan Efektivitas Sistem Informasi pada Operator Transportasi Barang Laut di Indonesia

Many studies have examined the value of strategic alignment on company’s performance in general, though the study of the information system value on other factors such as efficiency and productivity are still limited. The purpose of the study is to examine freight transportation related to its business strategy, information system strategy, Website information system effectiveness, organizational culture, and organizational effectiveness. The sample of the study was taken from 30 goods transportation companies. The data collection used 150 respondents consist of 50 academicians and 100 practitioners. The data analysis used hierarchical regression. The results show that the level of alignment of business strategy and information system affects the level of users’ satisfaction of the company’s website information system. The results also show that the level of users’ satisfaction of Web information system mediates the relationship between business strategy and information system of the company’s efficiency and productivity. The research findings do not support the role of organizational culture as a moderator of the relationship between Website information system and organizational effectiveness, although it shows the positive relationship between these variables.

Influence of Chinese cultural values on consumer decision-making: A PRISMA-based systematic review

Employing the preferred reporting items for systematic reviews and meta-analyses (PRISMA) methodology, this study provides an incisive exploration into the nexus between traditional Chinese cultural values and their impact on consumer decision-making processes. The central objective was to ascertain the degree to which these ingrained cultural values shape purchasing behaviors. Our systematic review discerns a pronounced effect of these cultural tenets on consumer choices within the Chinese market. It reveals that the purchasing decisions of Chinese consumers are inextricably linked to specific cultural value orientations. For enterprises seeking to penetrate or thrive in this market, a nuanced comprehension of these cultural dimensions is imperative for crafting successful marketing strategies and customer engagement approaches. The findings of this research are instrumental in offering crucial insights for aligning business strategies with the unique preferences and behavioral patterns of Chinese consumers.

Corporate Strategies for Sustainable Development and Adoption of New Technologies

Digital technologies and innovative solutions play a crucial role in promoting sustainable development. However, it is important to acknowledge that these technological advancements may positively and negatively impact sustainability (Gray, 1994; Al-Emran, Griffy-Brown, 2023). In 2015, the United Nations (UN) adopted the 2030 Agenda for Sustainable Development as a plan of action to end poverty, protect the planet, and ensure prosperity for all people worldwide (UN, 2015). The Agenda contains 17 integrated sustainable development goals (SDGs) and 169 specific measurable targets. It emphasizes the private sector’s role in facilitating the advancement and achievement of the UN’s sustainable development initiatives, working in partnership with governments, civil society, and other stakeholders (UN, 2015). Even before adoption of this agenda, several social, environmental, and technological developments have impacted the operations and functions of companies. One of these developments is the emergence of green sustainability (Gray, 1994; Abbas, 2019), which helped evaluate companies’ overall performance and shaped the creation of customer value. The corporate (as well as institutional) responses to the emergence of green sustainability have provided an impetus for companies to develop relevant business models compatible with these developments and to share these models with shareholders and society at large. This impetus, in turn, has made it possible to implement sustainable development practices coherently and nurtures a new culture consistent with a large-scale transition to a green, sustainable future. Digital communications effectively eliminate the geographical boundaries for businesses and their customers, so the latter can quickly contact different suppliers worldwide, and locate substitute goods that fulfil their needs (Singh, 2020; Mather, 2020). This trend has thus made acquiring and maintaining competitive advantage a real challenge for companies. This challenge involves the task of achieving the UN Sustainable Development Goals (SDGs) and aligning business strategies with these SDGs. Hence, companies successfully adopt multiple strategies and generate knowledge to satisfy the needs of their customers and achieve their SDGs. The private sector’s contribution to the achievement of the SDGs can be realized through the integration of principles into corporate strategies and operations. In this context, given that the development and implementation of corporate strategy is the responsibility of the firm-level green sustainability model (including environmental, social, and governance aspects), it is essential to provide an understanding of whether and how, green sustainability models affect or influence the corporate sector’s engagement with SDGs (Mangena, 2012; Pirzada et al., 2017).

Digital transformation as an enabler of sustainability innovation and performance – Information processing and innovation ambidexterity perspectives

As sustainability gains increased importance among investors and regulators, firms are resorting to digitalization as a means to facilitate innovations and significantly improve their sustainability performances. Drawing on innovation ambidexterity and information processing theory, a framework was curated to assess the effect of digital transformation factors on sustainability innovation ambidexterity as well as sustainability performance. A survey questionnaire was administered to 187 maritime professionals who held relevant roles in innovation, performance management, sustainability, or digitalization. The data collected was then assessed using structural equation modelling, which revealed that the factors influencing sustainability performance, in decreasing order of importance, were digital capabilities, digital technology and business strategy alignment, sustainability exploration innovation, sustainability exploitation innovation, and digital flexibility. These findings contribute to the existing literature by employing the concepts of the identified theories to examine the triadic relationship between digital transformation factors, sustainability innovation ambidexterity, and sustainability performance. This provides a deeper understanding of the interactions between variables that lead to sustainability performance. In addition, it offers directions for managers to enhance sustainability performance through resource optimization in prioritizing training for employees, portfolio management, scheduling regular meetings between information technology and business management teams, and adopting forward-looking approaches to implement digital architecture.

Exploring HR practitioner’s perspective on linking of employer branding and porter’s generic strategies: an alignment of business and HR strategy

PurposeThe purpose of this study is to identify the impact of Michel Porter's generic business-level strategies adopted by the organisation on its employer branding strategy. Based on the expert’s opinion and insights, this study aims to determine the extent to which the employer branding strategy, its inherent significance, the requisite investment and the used tactics are influenced by the organisation's business strategy.Design/methodology/approachConsidering a phenomenological research design, this study adopted semi-structured interviews as a means to gather qualitative data from a purposive sample comprising HR professionals. The collected data were subjected to thematic analysis, enabling the identification of recurring themes and patterns. Findings and conclusions were subsequently derived in accordance with the outcomes of the thematic analysis.FindingsThe study revealed that the significance, nature, challenges and ways of implementation of employer branding strategies vary depending on the type of business strategy adopted by the organisation. While organisations pursuing a differentiation strategy heavily invest in employer branding and placing considerable efforts into developing an appealing employee value proposition, companies pursuing cost leadership invest relatively less in employer branding by implementing cost-effective tactics. Companies implementing a focus strategy demonstrate a moderate level of investment in employer branding initiatives.Research limitations/implicationsThe study is limited to IT, manufacturing and banking sectors only. Additionally, the sample of the study is limited.Practical implicationsEmployer branding as a strategy has been widely explored in the recent past. Similarly, Michel Porters’ generic strategies have also been widely researched. However, the interconnection between these two levels of strategies presents novel perspectives for business strategists and HR professionals involved in the formulation and implementation of HR strategies. This linkage provides valuable insights that facilitate effective decision-making in relation to employer branding strategies, enabling organisations to prioritise their objectives more effectively.Originality/valueThe existing literature lacks research that investigates the connection between employer branding strategy and business strategy. Hence, this study represents a pioneering effort that aims to explore this unexplored linkage. Further, this research effort has also uncovered previously uninvestigated findings concerning the comparative analysis of employer branding strategies across different sectors while examining the connection between business strategy and employer branding strategy.

Positioning the Knowledge Creation and Business Strategy on Banking Industry in a Developing Country

This article aims to align business strategy and knowledge creation in banking industry through knowledge management (KM) approach by maximizing the tangible and intangible resources. Prior study offered more general context of KM approach while misplaced and less discussed practical process of knowledge sharing practices in the context of banking industry. We developed research model by focusing on banking organization, especially in a developing country. The authors use literature review and document analysis of business strategy in bank. This article integrated and analyzed knowledge gap and business strategy to develop a comprehensive approach for banking company. The gap between what a bank knows and needs to know is an internal knowledge gap, in a sense representing the strengths and weaknesses of a “the alignment between knowledge–business” analysis. The gap between what they know and what its competitors know is an external knowledge gap. It represents the opportunities and threats of a knowledge–business analysis. In addition, there is still no specific team, department, and strategy to manage knowledge assets. The results of this research may help finance companies and managers to initiate KM or to encourage knowledge sharing in banking organization. Therefore, managerial level is supposed to develop a strategy and regulation to encourage employee's participation in knowledge transfer schema. We combined numerous methods and theories namely Zack and Nonaka models as tools to solve the obstacle of alignment between business-knowledge strategic gap and knowledge sharing schema.

Analysis of Maturity Level Concerning Alignment of Information Technology Strategy and Business Strategy Using Luftman Model

Alignment of business strategy and IT organization is the key to realizing IT benefits for businesses. The gap between the IT strategy and the business strategy will have an impact on the organization's business performance, especially if the organization relies on IT in its business operations or makes IT one of its selling points. Raden Fatah Palembang State Islamic University as one of the institutions of college sees IT as a mandatory requirement to build competence and capability in the framework of competition in its area. Based on these requirements, the alignment of business and IT strategy is aligned with Raden Fatah Palembang State Islamic University using the Luftman SAMM (Strategic Alignment Maturity Model) model. Currently Raden Fatah Palembang State Islamic University has a value of alignment strategy that is in level 4 (Initial), where at that level, the alignment strategy is still missing or not implemented.

Factors Affecting Filipino Consumer Behavior with Korean Products and Services: An Extended Theory of Planned Behavior Approach

Korean entertainment industries are dominating all over the world, including in the Philippines. These celebrated mediums included Korean movies, songs, and products, many of which are beloved by Filipinos. As such, this study aims to determine factors that affect the buying decisions of Filipinos with Korean products and services by an extended theory of planned behavior (TPB) approach. A total of 306 Filipino survey participants were collected and analyzed in this study through a convenience sampling approach. Structural equation modeling (SEM) was utilized to analyze the data using SmartPLS, which determined the correlation of the latent constructs of the factors. Based on the results, attitude had the highest effect on behavioral intention, followed by K-drama influence, K-pop influence, and product quality. Interestingly, product price was found to have a low effect on behavioral intention. This study can serve as a basis for investors and business owners to align business strategies concerning consumer behavior in buying Korean products and services.

Business productivity and efficiency from aligning with sustainable development goals: Empirical evidence from ASEAN manufacturing firms

AbstractBusinesses' alignment with the United Nations' Sustainable Development Goals (SDGs) is enthusiastically highlighted in practitioner and academic literature. However, based on the existing evidence, it is still debatable whether the adoption of SDGs correlates with firm performance, especially in developing countries. Using Association of Southeast Asian Nations (ASEAN) manufacturing firms as a case study, we investigate the effects of businesses in developing countries aligning themselves with the SDGs might affect productivity and efficiency. Using 3471 firm‐level data from the World Bank's Enterprise Survey, our results reveal that aligning business strategies with the United Nations' SDGs helps promote productivity and efficiency. Paying higher wages (SDG 8) and promoting skills development (SDG4) can significantly boost productivity and efficiency. Investment in market innovation (SDG9), fostering foreign direct investment (SDGs 5–9), and adopting ISO certifications (SDGs 1–9 and 12–15) help firms increase their productivity and efficiency as well. Although a higher proportion of female workers correlate with reduced productivity and efficiency, supporting female workers with higher skills development (SDGs 4 and 5) and female CEOs (SDG 5) can increase productivity and efficiency. Therefore, policymakers in developing countries should provide supports and incentives for businesses to align their business strategies with the SDGs.

The influence of strategic innovation management on firm innovation performance in the Indonesian mid-size telecommunication industry

Background: The telecommunication industry was one of the Indonesian government's priorities in the national development plan 2015-2035. “Primary Industry” was the term for the priority industries with the central role as the prime mover in the future national economy. Various natural, human, technological, innovative, and creative resources were imperative in supporting the underlining national industry development plan. Strategic innovation management refers to the entire sequence of innovation practices, including competition mechanism analysis, such as creating an innovative vision, business strategy alignment, disseminating strategy at an entire organizational level, market tendency, technology, and competitor’s action. Firm innovation performance refers to the measurement of innovation efficiency (the number of new products, product novelty, new product development speed, and new product success rate) and innovation profitability (new product revenue proportion, quality enhancement, cost reduction, and value improvement) conducted by the firm. This study investigates the effect of Innovation Strategy, Organizational Structure, Innovation Culture, Technological Capability, and Customer-Supplier Relationship (these were the practice of Strategic Innovation Management mentioned in various literature) on Firm Innovation Performance. Methods: A quantitative method, from a practical perspective, was employed to investigate the causal relationship between strategic innovation management and firm innovation performance. Data was gathered through a validated and reliable questionnaire disseminated to 90 respondents. It included a representative from the four sub-sectors of the telecommunication industry, namely fixed networks, wireless networks, telecommunication services, and special telecommunication. Results: The survey found that firms within the telecommunication industry already employed Strategic Innovation Management practices. Moreover, this study also found that Innovation Culture, Technological Capability, and Customer-Suppler Relationship significantly influence Firm Innovation Performance. Conclusion: The implementation of Strategic Innovation Management in the mid-size companies within Indonesia's telecommunication industry appears to be relatively high. It indicates that firms within the industry were able to strategically compete by implementing Strategic Innovation Management.

Big Data Analytical Capability and Firm Performance: Moderating effect of Analytics Capability Business Strategy Alignment

Big Data Analytical Capability and Firm Performance: Moderating effect of Analytics Capability Business Strategy Alignment

Big data analytical capability and firm performance: moderating effect of analytics capability business strategy alignment

Big data analytical capability and firm performance: moderating effect of analytics capability business strategy alignment

Exploring the Alignment of Digital Transformation Strategy and Business Strategy: Case studies of LEGO and GE

Exploring the Alignment of Digital Transformation Strategy and Business Strategy: Case studies of LEGO and GE

The Emergence of Innovation Capability During Firms’ Early Stage: Cases from Indonesian Creative Social Enterprise

The article is based on a literature review and empirical analysis of three creative social enterprises that have managed to build their innovation capability and have received numerous international awards for their sustainable impacts. The purpose of this article is to investigate how the "innovation capability perspective" of strategic management theory can be combined with "social innovation theory." By combining both perspectives, we propose a new way to understand and explain the emergence of innovation capability during the early stages of creative social enterprises, which neither "innovation capability" nor "social innovation perspective" can do on their own. The research used a qualitative exploratory study design with multiple case studies. In-depth interviews and literature studies were the data collection methods used in the study. Based on the reccurance patterns in the literature review, we propose creativity, leadership, strategy, knowledge management, and collaboration as determinant factors of innovation capability that are deeply needed for CSEs in their early stage. Through the results of in-depth interviews with 6 top management leaders in the creative social enterprises, it was possible to gain more descriptions that enriched the five determinant factors. We conclude that CSEs' innovation capability can emerge during the early stage if they have the motivation to be creative despite resources limitation, the presence of facilitating leaders supported by local champions, the alignment of business, technology, and social innovation strategy, the use of locality as a strategic asset in knowledge management, and the alignment of goals and expectations for fruitful collaboration. The study contributes to a better understanding of how innovation capability emerges during the early stages of creative social enterprises by combining both strategic management and social innovation theory.

The trickle-down effect of big data use to predict organization innovation: the roles of business strategy alignment and information sharing

PurposeIn this age of digitalization, organizations are generating large data from the organizations' manufacturing processes that are valuable for capturing a competitive edge. Chinese small and medium enterprises (SMEs) can bring organizations radical innovation by investing in innovation projects (i.e. big data use; BDU) using the SMEs' scarce resources. Thus, the authors' research aims to predict Chinese SMEs' radical innovation (RI) through BDU using the theoretical lenses of the resource-based view. Moreover, the authors' study also pursues to realize the undermining mediating process of business strategy alignment (BSA) and the buffering role of information sharing in BDU–RI linkage.Design/methodology/approachIn total, 297 Chinese SMEs entrepreneurs and managers were recruited from the Yangtze River Economic Belt, China using a survey approach. In Mplus 7.4, the authors tested the proposed hypotheses.FindingsThe sample of 297 shows that BDU is directly and indirectly (via BSA) related to RI. Further, information sharing moderates the linkage between BDU and BSA and BSA and RI. The association between BSA and RI is only significant and stronger when information sharing is high.Practical implicationsThis research is beneficial for SME entrepreneurs/managers to enhance the understanding of BDU, eliminate challenges of BSA via BDU and align business strategies to bring RI to Chinese SMEs.Originality/valueSMEs always search for new ways to enhance SMEs' productivity using scarce resources. This is the first research that advances big data and innovation literature by predicting firm RI through BDU using a resource-based view. Moreover, this study is novel because the study investigates the mediation role of BSA and the moderating role of information sharing in the linkage between BDU and firm RI in Chinese SMEs.

The influence of strategic innovation management on firm innovation performance in the Indonesian mid-size telecommunication industry

Background: The telecommunication industry was one of the Indonesian government's priorities in the national development plan 2015-2035. “Primary Industry” was the term for the priority industries with the central role as the prime mover in the future national economy. Various natural, human, technological, innovative, and creative resources were imperative in supporting the underlining national industry development plan. Strategic innovation management refers to the entire sequence of innovation practices, including competition mechanism analysis, such as creating an innovative vision, business strategy alignment, disseminating strategy at an entire organizational level, market tendency, technology, and competitor’s action. Firm innovation performance refers to the measurement of innovation efficiency (the number of new products, product novelty, new product development speed, and new product success rate) and innovation profitability (new product revenue proportion, quality enhancement, cost reduction, and value improvement) conducted by the firm. This study investigates the effect of Innovation Strategy, Organizational Structure, Innovation Culture, Technological Capability, and Customer-Supplier Relationship (these were the practice of Strategic Innovation Management mentioned in various literature) on Firm Innovation Performance. Methods: A quantitative method, from a practical perspective, was employed to investigate the causal relationship between strategic innovation management and firm innovation performance. Data was gathered through a validated and reliable questionnaire disseminated to 90 respondents. It included a representative from the four sub-sectors of the telecommunication industry, namely fixed networks, wireless networks, telecommunication services, and special telecommunication. Results: The survey found that firms within the telecommunication industry already employed Strategic Innovation Management practices. Moreover, this study also found that Innovation Culture, Technological Capability, and Customer-Suppler Relationship significantly influence Firm Innovation Performance. Conclusion: The implementation of Strategic Innovation Management in the mid-size companies within Indonesia's telecommunication industry appears to be relatively high. It indicates that firms within the industry were able to strategically compete by implementing Strategic Innovation Management.

Investigating Business and IT strategy Alignment: A Preliminary Study of Consumer IT Product Failures

Investigating Business and IT strategy Alignment: A Preliminary Study of Consumer IT Product Failures