Alignment Of Information Technology Strategy Research Articles

The Determinants of Success in the Implementation of Information Technology in Moroccan Companies: Exploratory Case Study

The study, which is being conducted in the context of the widespread use of information technology in Moroccan companies, focuses on examining the success factors of IT implementation. This is a crucial step in maximizing the value of information technology investments. The goal is to address concerns regarding the delay in digital transformation and the role of information technology in establishing a sustainable and irreplaceable competitive advantage. The research methodology utilizes a qualitative approach, specifically a single case study with semi-structured interviews for data collection. The theoretical framework incorporates the resource-based view (RBV) and contingency theories. The key findings of the study emphasize the challenges encountered during information technology implementation, especially concerning the complementarity of organizational and human resources with information technology resources. Based on these challenges, the factors contributing to successful information technology implementation are categorized into three groups: pre-implementation phase, alignment of information technology strategy, and collaboration and coordination among all stakeholders involved in the implementation process.

The Determinants of Success in the Implementation of Information Technology in Moroccan Companies: Exploratory Case Study

The study, which is being conducted in the context of the widespread use of information technology in Moroccan companies, focuses on examining the success factors of IT implementation. This is a crucial step in maximizing the value of information technology investments. The goal is to address concerns regarding the delay in digital transformation and the role of information technology in establishing a sustainable and irreplaceable competitive advantage. The research methodology utilizes a qualitative approach, specifically a single case study with semi-structured interviews for data collection. The theoretical framework incorporates the resource-based view (RBV) and contingency theories. The key findings of the study emphasize the challenges encountered during information technology implementation, especially concerning the complementarity of organizational and human resources with information technology resources. Based on these challenges, the factors contributing to successful information technology implementation are categorized into three groups: preimplementation phase, alignment of information technology strategy, and collaboration and coordination among all stakeholders involved in the implementation process.

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.

Zaidi Oil: the SAP ERP dilemma

Subject area Decision Analysis, Management Information Systems, Strategic Management, Organizational Development, Financial Management, Risk Management. Study level/applicability MBA-1 (Decision Analysis), MBA-2 (MIS). Case overview On a beautiful October morning in 2011, the CEO of a mid-size oil marketing company located in Nairobi, Kenya has to make a tough decision whether to upgrade their current B1 system to a bigger version of SAP. Abbas, the new Information Communications Technology (ICT) Director of Zaidi Group, was worried that Zaidi was building a bigger and bigger company on top of a more and more small enterprise resource planning system. Abbas's fears also include RedLock's past inefficiencies. Kariuki, the Finance Director, on the other hand was into the fear of overspending in a huge information technology (IT)system where current functionalities required can be addressed by a smaller system through add-ons, customization and development. Expected learning outcomes Demonstrate some tools in decision analysis for problems with multiple objectives including some issues indecision framing and cognitive inertia; Raise the issue for fundamentally changing a firm's infrastructure; Demonstrate the alignment of IT strategy to Business Strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Aligning IT strategy with business strategy for competitive advantage: a structural equation model

For the last two decades, Information Technology (IT) in general, and information systems (IS) in particular have rapidly advanced in capability and have changed the way organisations do business. For many firms, IT spending constitutes one of the largest yearly budget items. Alignment IT strategy and business strategy has assumed significant importance in business planning. However, the factors influencing strategic alignment and its effect on the competitive advantage of firms have remained understudies. The objectives of this research were to identify the behavioural, technical and organisational factors underlying strategic alignment and to investigate strategic alignment influence on the use of IT for competitive advantage. A questionnaire was administered to 202 IT and business executives in the Malaysian tour and travel agencies. Data were analysed using structural equation modelling (SEM) techniques to validate a hypothesised second-order model of strategic alignment model. Analysis supported the hypothesis that the alignment of IT strategy with business strategy has a positive influence on the use of IT for competitive advantage.

A Roadmap towards Service-Oriented Enterprise

In the current economic context, enterprises are struggling to obtain competitive advantages on the market, by exploiting the opportunities offered by information technology. The research in this paper aims to encourage the use of modern approaches in order to increase enterprise agility, through the transition to Service-Oriented Enterprise (SOE). The proposed solution is based on reaching a superior level of maturity of Service-Oriented Architecture (SOA) within the organization. SOE integrates the latest technologies with service-oriented business processes within an approach which requires the creation of an agile architecture and also major changes at organizational level. Structured in two main parts, the paper first highlights the SOA maturity levels in organization according to several factors, as well as the knowledge of the impact and the changes arising from SOA adoption. In addition, an architectural model for service-oriented enterprise is proposed, based on up-to-date technologies like SOA, Cloud Computing, Business Process Management and Case Management. This model is intended to facilitate the interoperability between business partners as well as the alignment of information technology strategy and business strategy, and ultimately to increase enterprise agility.

IT governance and project management: A qualitative study

This paper presents the results of a qualitative study of information technology (IT) project management and governance. Interviews were carried out with 10 senior managers in different organisations who had been involved in major IT projects. It follows on from a study carried out by Stone, Ekinci and Foss concerning success and failure in customer relationship management (CRM) system implementation. For this research, the net was cast more widely than just customer-focused projects, because of the need to attract respondents who had recently completed major systems projects. Most of the projects included the customer as a main focus, however. In writing this paper, we have also referred to our experience of involvement in CRM projects. The results supported the idea that project governance and project management are closely related but not identical. A company may have good project management, but not good project governance. Governance of IT projects is of course facilitated by having experienced, well-trained senior project management, and by the organisation having an established methodology for managing projects. The paper identifies that project management is not, however, enough, and that project governance and IT governance in general may be weak even if the project management is strong. Governance sometimes needs to be challenged and ‘shaken up’. It may require investment and work to ensure senior management commitment, as well as an injection of governance skills and possibly even articulation or re-articulation of governance culture. Governance should also address IT strategy alignment and return on investment, as well as project completion. The paper supports the notion that focusing on project governance increases the chances of better project delivery. This seems to be a better strategy than risking accidental success.

A Change Model Based on an Integrated Approach For Strategic Business Information Technology Alignment For Sustainable Competitive Advantage

Strategic Alignment is a leading principle both for the research programs and for the practical methods dealing with the Business-Information Technology (IT) relationship. This enables a firm to maximize its value for the IT investments, achieve harmony with its business strategies and plans, leading to greater profitability. But, a great deal of uncertainty continues to surround the question of payoffs from the information technology investment despite the fact that the business executives have ranked consistently the strategic alignment of information Technology strategy with business as of prime importance. An issue that prevails is the inability to realize the sufficient value for the IT investment seems due in part is absence of strategic alignment. In this paper a model of change has been proposed that integrates resource/architectural, capability and the strategy levels. The main theme of the research is to achieve strategic alignment identifying various factors in these levels.

Information systems concepts: a guide for executives

Explains that information technology (IT) applications, especially as reinforcer of competitive advantage, has received prodigious attention. Despite a generous coverage of information systems (IS) concepts, there is still a clear communication gap between line managers and IS managers that is harming the gain of strategic advantage. The lack of understanding between line managers and information specialists can create serious conflicts in interpreting corporate goals and strategic objectives. Presents an easy and user‐friendly organization of fundamental IS concepts in order to promote a higher level of communication between the two groups and produce a finer alignment of IT strategy and overall corporate strategy.