Strategic Alignment Maturity Model Research Articles

Assessing Strategic Business and IT Alignment: Validation of a Novel Model across Moroccan Enterprises

Strategic alignment between Business and IT remains a critical factor for organizational effectiveness, but measuring it often presents a complex challenge. This paper evaluates the model we proposed in previous work to measure the degree of alignment between Business strategy and IT initiatives. We applied the model to a selection of Moroccan companies. We compared the alignment scores obtained with those from the established Strategic Alignment Maturity Model (SAMM) using Cohen’s Kappa and simple linear regression for comparative analysis. This study demonstrates our model’s effectiveness in evaluating continuous scores and provides substantial concordance in categorical maturity assessments. Our validation confirms that our model can apply to various business contexts, paving the way for further refinement to evaluate business-IT alignment strategies.

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.

Strategic alignment maturity assessment on conventional bank’s information technology

Strategic alignment between information technology and business strategy is needed to achieve an organization's performance excellence. Bank X is a bank that focused on serving the micro, small and medium enterprise (MSME) market segments. Bank X provided a variety of banking services which are generally grouped into activities of raising and distributing funds. Banking services are carried out conventionally. At the end of 2019, Bank X was acquired by an investment holding company. The objective of the acquisition is to develop Bank X into a bank with a digital platform. This study aims to measure the maturity level of strategic alignment of information technology with business strategies at Bank X. A conceptual framework is developed based on relevant literature. The level of strategic alignment is measured based on Luftman's Strategic Alignment Maturity Model (SAMM) framework. The results of the analysis show that the strategic alignment maturity level of Bank X is at level 3. Several recommendations are given to improve the maturity level of Bank X's strategic alignment.

Assessing the strategic alignment maturity in a Malaysian public sector agency: a case study of Malaysian Administrative Modernisation and Management Planning Unit

This study provides the strategic alignment maturity assessment results of the Malaysian public sector (MPS) agency by conducting a case study on Malaysian Administrative Modernisation and Management Planning Unit (MAMPU). Assessment is performed by adopting the strategic alignment maturity model (SAMM) assessment questionnaire. A single case study approach is applied to obtain an in-depth understanding of the selected organisation. The findings indicate that MAMPU has an established strategic alignment maturity, where governance, processes and communications are focused on the designated role of being the lead agency for modernisation and transformation of public service administration. This study serves as a reference for conducting future maturity assessments in other MPS agencies, as well as contributing to better understanding on the strategic alignment maturity in the context of MPS agencies in Malaysia.

Perencanaan Strategi dan Kebijakan untuk Mengukur Keselarasan TI dengan Bisnis Menggunakan SAMM


 
 
 CV. Adiwarna Tunggal Jaya is a company engaged in the distribution of daily necessities. Products distributed include wipes, diapers, soap, etc. IT investment is starting to be seen as a strategic investment by CV. Adiwarna Tunggal Jaya. Because the IT and business alignment measurement has never been done before, the management has difficulty ensuring that the IT strategy implemented in the company is in accordance with its business strategy or not. This research will discuss how to measure maturity level based on the model created by Luftman, namely the Strategic Alignment Maturity Model (SAMM) in order to help CV. Adiwarna Tunggal Jaya knows the maturity level of its strategic alignment so that better corrective actions can be implemented. The level of maturity of the alignment contained in the CV. Adiwarna Tunggal Jaya is at level 2 with a score of 2.14. The strategy made so that maturity can be increased to level 3. The policies made totaled 27 points.
 
 

Assessing Business-IT Alignment Maturity at a Colombian University

Over the last decades, the role of the IT department within an organization has gradually gained importance. Technology has permeated all areas within organizations and nowadays is the cornerstone of almost all business processes. Thus, business-IT alignment (BITA) is considered an essential success factor for almost any organization. Consequently, the evaluation and improvement of this alignment have been a growing concern among researchers and organizations. This study assessed the BITA maturity in a Colombian university, applying Luftman’s SAM (Strategic Alignment Maturity) model. The conducted assessment collected, analyzed, and contrasted perceptions of business and IT personnel. Similarly, we investigated the personnel’s perceptions at the strategic, functional, and operational levels regarding the SAM factors. Furthermore, we compared our results with other BITA assessments in educational institutions, Latin American organizations, and worldwide results. Finally, we drew some conclusions that can be useful for practitioners who seek to apply Luftman’s assessment.

Maturity of Strategic Alignment of Business and IT in IT Education and Consultation Institutions

The strategic alignment of business and Information Technology (IT) is an important element for an organization so that the organization can realize the benefits of information technology for the business they run. Technological advances, especially in the Industrial Revolution 4.0 era, made all organizations that wanted to win the competition not only implement technology in their business processes, but also had to align the use of information technology with non-IT units in the organization. The impact of the Industrial Revolution was felt in all fields, including education. In the midst of a lot of research on measuring the level of strategic alignment at higher education institutions, this research focuses on measuring the level of strategic alignment that has been carried out by institutions other than tertiary education, namely the IT Education and Consultation Institute in Yogyakarta. The model used in this alignment measurement is the Strategic Alignment Maturity Model (SAMM). From this research it is known that the IT Education and Consultation Institute which actively provides consulting and education services specifically in the IT field, understands the importance of Strategic Alignment in Business and IT and applies them in carrying out its business activities. However, despite implementing IT best practices as what has been taught to its customers, this institution needs to realize and improve the areas of IT human resources, business communication and IT, and measuring the value of benefits and IT competence.

Penilaian Tingkat Kematangan Keselarasan Strategi Bisnis Dan TI Menggunakan Luftman Maturity Model (Kasus : Unika Soegijapranata)

ITGI (IT Governance Institute) states that the alignment of business strategy and IT organization is the key to realizing the benefits of IT for business. The large gap / gap between IT strategy and business strategy will have an impact on the organization's business performance, especially if the organization relies on IT in its business operations or making IT as one of its selling points. Unika Soegijapranata as one of the tertiary institutions sees IT as a mandatory requirement to build competence and capability in the context of competition in its area. The purpose of this study is to assess the alignment level of business and IT strategies at Soegijapranata Unika by using the Luftman SAMM (Strategic Alignment Maturity Model) model. This study uses data collection methods through questionnaires and interviews with University leaders and University IT Institution Leaders. Currently Unika Soegijapranata has a strategic alignment value that is at level 4 (Improved / Managed Process), where at level 4 institutions are said to have focused on investing in IT to win the competition.

Adaptation of Strategic Alignment Maturity Model (SAMM) Into Turkish

Destek fonksiyonu olmanın ötesinde, işetmelere rekabet avantajı sağlamaya başlayan Bilti Teknolojileri, aynı zamanda işletme stratejilerini de önemli ölçüde etkileyerek yön verebilmektedir. Ne var ki Bilgi Teknolojileri stratejilerinin işletme stratejileri uyumlu bir şekilde çalışmamaları, rekabet avantajından çok işletmeye zarar verir hale gelebilmektedir. Bilgi Teknolojileri’nin etkin kullanımı için bir çok model geliştirilmiş olmakla birlikte, stratejik uyumlaşmayı ölçebilecek bir yöntem ya da ölçek Türkçe’de bulunmamaktadır.Bu çalışmada, Bilgi Teknolojileri stratejilerinin işletme stratejileri ile uyumlaşma seviyesini ölçebilecek ve aynı zamanda da bu uyumlaşmanın sağlanmasına yardımcı olabilecek bir araç olarak da kullanılabilen Stratejik Uyumlaşma Olgunluk Modeli (SAMM) ölçeği, güvenilirlik ve geçerlilik testleri yapılarak Türkçe’ye uyarlanmştır.

BUSINESS–IT STRATEGIC ALIGNMENT MATURITY:
 PREDICTING THE IMPACT ON TRANSFORMATIONAL STRATEGY
 AND BUSINESS RESULTS

Academic and management literature hypothesize that organizations that adopt organizational and management practices (“complementary factors”) that improve IT-business communications and partnership are better able to transform their business models. This implies that these firms obtain higher productivity and profitability from IT investments than organizations with comparable levels of IT investment. This study employs a stage-growth model (the “strategic alignment maturity model”) that focuses on the evolution of a bilateral and ideally co-adaptive relationship between business and information technology functions to empirically test that hypothesis. Employing the results of a survey of pharmaceutical industry business and IT executives, this research provides new insights into the relationship between IT-business strategic alignment maturity and firm-level productivity and profitability. This study also helps to quantify important “complementary factors” that provide transformational impact on a firm’s production function by its investments in IT.

Strategic IT-business alignment and organizational agility: from a developing country perspective

PurposeThis study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty.Design/methodology/approachThis research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage.FindingsThe analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility.Originality/valueAlthough previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.

Promoting Business -IT Alignment through Agent Metaphor Based Software Technology

Business-IT alignment (BITA) addresses the nature of connection between business activities, enterprise architecture (EA) and software technology. Luftman's strategic alignment maturity model suggests usage of matured IT standards and approaches. This work examines improving IT approaches to EA modelling with an emphasis on improved CASE automation in EA practice. This work uses Zachman framework (ZF) as a representative EA technology and compares the capability of UML and agent oriented models to provide ZF grid cell models with various EA diagram kinds using criterion such as maintain the syntactic and semantic continuity across grid cell models of each columns of ZF. This work argues the 'agent oriented modelling' technology provides better business model aligned modelling taxonomy and model diagram kinds that improves maintainability and CASE automation in ZF leading to improved EA practice environment. Agent abstraction is also shown to satisfy the information requirements of manufacturing industry oriented ISO 19440/19439 standards.

The Influence of Organizational Politics on Business-IT Alignment

Business-IT alignment continues to remain a top management concern. Regardless of ample research, achieving and sustaining business-IT alignment remains challenging to organization's management. To this day, the influence of organizational politics remains unstudied in the light of business-IT alignment. By performing a case study in a large organization in Sweden, the authors present and discuss how organizational politics influences business-IT alignment from the viewpoint of practitioners. They find that organizational politics has a negative influence on communications, partnering, IT governance, IT scope, and business and IT skills of the Strategic Alignment Maturity model. Furthermore, the authors identified several root causes for organizational politics in the business-IT alignment context, not addressed by the commonly used business-IT alignment constructs. The findings of this research study are useful to business and IT practitioners for achieving and sustaining business-IT alignment in their organizations considering the influence of organizational politics.

The Matching and Evolutionary Path Model of IT and Business Alignment Based on Dynamic Capabilities

The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.

The Matching and Evolutionary Path Model of IT and Business Alignment Based on Dynamic Capabilities

The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.

Business and Information Technology (IT) Alignment in Theory and Practice: Evidence From Selected Companies in Sri Lanka

This research provides a comprehensive approach to show the business-IT alignment in terms of where they are and what they can do to improve alignment maturity. Identifying an organization’s alignment maturity provides an excellent vehicle for understanding and improving the business-IT relationship. Alignment addresses both how IT is in harmony with the business, and how the business should, or could be in harmony with IT. A survey research method was applied to gather data and Strategic Alignment Maturity Model (SAMM) used to measure the business-IT alignment.

An Organizational Culture Perspective in Business-IT Alignment

Business-IT alignment (BITA) has gained attention during the last decade. As a result, a number of theoretical models that can be applied as supportive tools for assessing different components of BITA have been developed. However, most of these efforts have been produced in different countries and they ignore the factor that’s subjected to change due to cultural contexts. The purpose of this paper is to investigate the impact of organizational culture on achieving BITA and influences its maturity. The research method and process follows the design science research and is done in three phases. First, an in-depth literature survey followed by a survey was carried out to identify and classify limitations of BITA attributes (based on Luftman’s strategic alignment maturity (SAM)) model and then, hypothesize the potential impact of organizational culture element (based on the Smit et al. model) on BITA attributes. Second, an empirical study is carried out to test the hypotheses in order to identify the limited BITA attributes based on organizational culture context. These attributes are further classified for proposing an extended version to the SAM model. Finally, the extended-SAM model is evaluated in 6 Swedish large and medium organizations to test its practicality for comparing its assessment with the assessment of the original SAM model.