Strategic Alignment Framework Research Articles

Strategic Alignment Framework (SAF): A Data-Driven Approach to Aligning Mission, Vision, and Financial Metrics with OKRs and CSFs

Strategic Alignment Framework (SAF): A Data-Driven Approach to Aligning Mission, Vision, and Financial Metrics with OKRs and CSFs

Development of Ontology for Semantic Structure of Strategic Alignment Framework for IT Projects Combining PMBOK, PMI and VAL IT

Development of Ontology for Semantic Structure of Strategic Alignment Framework for IT Projects Combining PMBOK, PMI and VAL IT

A content analysis of change management strategies used in technological transitions in higher education institutions from the lens of a strategic alignment framework

Technology innovations have the potential to significantly strengthen the ability of higher education institutions to deliver on their core educational mission with greater quality, efficiency, and effectiveness. Not surprisingly, managing technological changes is among the chief concerns for institutional leaders, and yet there is a dearth of research that provides concrete frameworks for managing this type of change in a higher education context. Using Guerra-López and Hicks’s Learning and Development Strategic Alignment (LDSA) framework, this qualitative study used a directed content analysis approach to develop a contextualized framework for planning and managing technology change in higher education institutions. The findings suggest that there is a meaningful fit between specific change management strategies found in the learning management systems (LMS) transition research literature and the LDSA framework. The various strategies were synthesized and grouped around LDSA dimensions and core functions, resulting in a technological change management framework contextualized for higher education.

A strategic alignment framework for the entrepreneurial university

ABSTRACT The Open Innovation in Science literature suggests university knowledge creation should be followed by knowledge dissemination to industry and the public. Although several entrepreneurial university models have been proposed in the literature explaining the role of knowledge production, extant studies generally assume that the elements required by and involved in university outbound innovation are automatically aligned. This conceptual piece introduces the corporate-inspired strategic alignment framework for entrepreneurial universities. In addition, this paper examines the strategic congruence among the individual, organisational and system levels and the functional congruence between knowledge and entrepreneurial capitals. It demonstrates how they can fulfil the increasingly complex role that they must play in science, industry, and society.

Alignment capabilities of big data’s value creation in the context of service delivery processes

PurposeWhile big data creates business value, knowledge on how value is created remains limited and research is needed to discover big data’s value mechanism. The purpose of this paper is to explore value creation capabilities of big data through an alignment perspective.Design/methodology/approachThe paper is based on a single case study of a service division of a large Danish wind turbine generator manufacturer based on 18 semi-structured interviews.FindingsA strategic alignment framework comprising human, information technology, organization, performance, process and strategic practices are used as a basis to identify 15 types of alignment capabilities and their inter-dependent variables fostering the value creation of big data. The alignment framework is accompanied by seven propositions to obtain alignment of big data in service processes.Research limitations/implicationsThe study demonstrates empirical anchoring of how alignment capabilities affect a company’s ability to create value from big data as identified in a service supply chain.Practical implicationsService supply chains and big data are complex matters. Therefore, understanding how alignment affects a company’s ability to create value of big data may help the company to overcome challenges of big data.Originality/valueThe study demonstrates how value from big data can be created following an alignment logic. By this, both critical and complementary alignment capabilities have been identified.

A proposed model for achieving cloud computing strategic alignment using a mixed method approach: cloud service providers

Comparing traditional businesses, new technologies such as cloud computing have faced new challenges to achieve strategic alignment between IT and business. Therefore, identifying the factors affecting the strategic alignment in the cloud computing environment is essential. Hence, this study aims to introduce a model for cloud computing strategic alignment considering the role of IT governance. In this regard, the Luftman's strategic alignment framework was used as a reference model and was analysed using qualitative and quantitative approaches. In the qualitative part, the meta-synthesis approach was used to identify the factors, and then these factors were placed in appropriate categories using experts' ideas. Next, in the quantitative part, the chi-square test was used to analyse the hypothesis and the Friedman test was used to prioritise the concepts, categories and subcategories. The results indicate that IT governance plays an important role in creating the strategic alignment in a cloud. Moreover, two factors of security service management and the contextual and environmental factors of the cloud were identified as the important factors which help managers create value through IT investments.

A proposed model for achieving cloud computing strategic alignment using a mixed method approach: cloud service providers

Comparing traditional businesses, new technologies such as cloud computing have faced new challenges to achieve strategic alignment between IT and business. Therefore, identifying the factors affecting the strategic alignment in the cloud computing environment is essential. Hence, this study aims to introduce a model for cloud computing strategic alignment considering the role of IT governance. In this regard, the Luftman's strategic alignment framework was used as a reference model and was analysed using qualitative and quantitative approaches. In the qualitative part, the meta-synthesis approach was used to identify the factors, and then these factors were placed in appropriate categories using experts' ideas. Next, in the quantitative part, the chi-square test was used to analyse the hypothesis and the Friedman test was used to prioritise the concepts, categories and subcategories. The results indicate that IT governance plays an important role in creating the strategic alignment in a cloud. Moreover, two factors of security service management and the contextual and environmental factors of the cloud were identified as the important factors which help managers create value through IT investments.

A strategic alignment model for collaborative open innovation networks

Today, the concept of open innovation and collaborative networks attracts great interest. Many organisations use collaborative networks. The success of the innovation of these networks is restricted to their alignment. Hence, this study aims to propose a strategic alignment model for collaborative open innovation networks. The Luftman strategic alignment framework was used as a reference model and was analysed using qualitative and quantitative approaches. In the qualitative part of the study, the meta-synthesis approach was used to find the factors, and then these factors were placed in proper categories using experts' ideas. Next, in the quantitative part, the chi-square test was used to analyse the hypothesis and the Friedman test was used to prioritize the concepts, dimensions, and categories. Finally, 42 concepts and 16 main categories were identified. Moreover, in addition to the six dimensions of the Luftman model, the research and development dimension was identified as an important dimension.

A strategic alignment model for collaborative open innovation networks

Today, the concept of open innovation and collaborative networks attracts great interest. Many organisations use collaborative networks. The success of the innovation of these networks is restricted to their alignment. Hence, this study aims to propose a strategic alignment model for collaborative open innovation networks. The Luftman strategic alignment framework was used as a reference model and was analysed using qualitative and quantitative approaches. In the qualitative part of the study, the meta-synthesis approach was used to find the factors, and then these factors were placed in proper categories using experts' ideas. Next, in the quantitative part, the chi-square test was used to analyse the hypothesis and the Friedman test was used to prioritise the concepts, dimensions, and categories. Finally, 42 concepts and 16 main categories were identified. Moreover, in addition to the six dimensions of the Luftman model, the research and development dimension was identified as an important dimension.

Implementation of Strategic Alignment Framework for Developing Information Technology of RFID in XYZ Private University

Implementation of Strategic Alignment Framework for Developing Information Technology of RFID in XYZ Private University

Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning

While many hospitals are re-evaluating their current Picture Archiving and Communication System (PACS), few have a mature strategy for PACS deployment. Furthermore, strategies for implementation, strategic and situational planning methods for the evolution of PACS maturity are scarce in the scientific literature. Consequently, in this paper we propose a strategic planning method for PACS deployment. This method builds upon a PACS maturity model (PMM), based on the elaboration of the strategic alignment concept and the maturity growth path concept previously developed in the PACS domain. First, we review the literature on strategic planning for information systems and information technology and PACS maturity. Secondly, the PMM is extended by applying four different strategic perspectives of the Strategic Alignment Framework whereupon two types of growth paths (evolutionistic and revolutionary) are applied that focus on a roadmap for PMM. This roadmap builds a path to get from one level of maturity and evolve to the next. An extended method for PACS strategic planning is developed. This method defines eight distinctive strategies for PACS strategic situational planning that allow decision-makers in hospitals to decide which approach best suits their hospitals' current situation and future ambition and what in principle is needed to evolve through the different maturity levels. The proposed method allows hospitals to strategically plan for PACS maturation. It is situational in that the required investments and activities depend on the alignment between the hospital strategy and the selected growth path. The inclusion of both strategic alignment and maturity growth path concepts make the planning method rigorous, and provide a framework for further empirical research and clinical practice.

Strategic alignment of participant motivations in e-government collaborations: The Internet Payment Platform pilot

Abstract Large-scale information technology implementations are risky projects, and the challenges and risks multiply when multiple organizations are involved, as is often the case in e-government initiatives. Some of the risk can be addressed by carefully aligning the partners' motivations, which are affected by each organization's internal and external operational and information technology strategies. In this paper, we propose a strategic alignment framework and use it to examine the motivations of a set of collaborating government agencies and businesses in the pilot implementation of the Internet Payment Platform, an interorganizational, third-party hosted, e-procurement system. As we predict, the partners in this study had varied technical, political, economic, and operational motivations for participating in the project. Even so, the participating agencies reported positive outcomes from the project, and look forward to further collaboration on the next iteration of this e-procurement system.

Applying the strategic alignment model to business and ICT strategies of Singapore's small and medium‐sized architecture, engineering and construction enterprises

The concept of strategic alignment advocates that decisions on business strategy, information and communication technology (ICT) strategy, business infrastructure and ICT infrastructure need to be coordinated in order to better realize the benefits from ICT investments. In Singapore, there is a 10‐year plan presented by the government to transform the sector of small and medium‐sized enterprises (SMEs), and ICT is identified as an area for SMEs to acquire new capabilities. In this context, the strategic alignment framework is used to evaluate Singapore's small and medium‐sized architecture, engineering and construction enterprises on their current practices in the ICT domain. An industry‐wide postal survey, adopting the IT Barometer questionnaire and applying stratified sampling, obtained 84 responses out of a total of 754 companies contacted. Of the 84, 67 responses were further stratified by size and annual turnover, according to the SMEs definition, to allow a closer examination of each strata or class. Both qualitative and quantitative methods of analysis are used, and the main findings of the research are: (1) targeted schemes need to be set up to address the specific needs and concerns of the micro and small enterprises as distinct from those of the medium‐sized enterprises pertaining to building ICT capability; (2) the two common alignment perspectives adopted by the larger ‘designer’ and ‘builder’ SMEs are ‘strategy execution’ and ‘competitive potential’; and (3) the medium‐sized ‘designer’ and ‘builder’ enterprises are shown to favour technology leadership and customer satisfaction, respectively, as their niche performance criteria for the strategic use of ICTs.

A strategic alignment approach for effective business process reengineering: linking strategy, processes and customers for competitive advantage

Global competition has forced firms to rethink their approach to providing products and services to their customer base. Business process reengineering has been adopted by many firms in an effort to improve their competitive position and enhance their ability to provide customer satisfaction and delight. Although many firms have implemented business process reengineering programs, approximately 60–80% of these programs have failed. Therefore, an approach is needed to increase the probability of success for reengineering programs. This article presents a conceptual framework and key principles for effective business process reengineering. The principles are derived from a case study of a successful reengineering program instituted by the Cummins Engine Company, and a strategic alignment framework which examines the congruency between a firm's strategy, business processes, and customer requirements.

Transforming the enterprise: The alignment of business and information technology strategies

The strategic use of information technology (I/T) is now and has been a fundamental issue for every business. In essence, I/T can alter the basic nature of an industry. The effective and efficient utilization of information technology requires the alignment of the I/T strategies with the business strategies, something that was not done successfully in the past with traditional approaches. New methods and approaches are now available. The strategic alignment framework applies the Strategic Alignment Model to reflect the view that business success depends on the linkage of business strategy, information technology strategy, organizational infrastructure and processes, and I/T infrastructure and processes. In this paper, we look at why it may not be sufficient to work on any one of these areas in isolation or to only harmonize business strategy and information technology. One reason is that, often, too much attention is placed on technology, rather than business, management, and organizational issues. The objective is to build an organizational structure and set of business processes that reflect the interdependence of enterprise strategy and information technology capabilities. The attention paid to the linkage of information technology to the enterprise can significantly affect the competitiveness and efficiency of the business. The essential issue is how information technology can enable the achievement of competitive and strategic advantage for the enterprise.