Barriers in achieving business/IT alignment in a large Swedish company: What we have learned?

Alaceva, Carolina; Rusu, Lazar

doi:10.1016/j.chb.2014.12.007

Cited by 42 publications

(52 citation statements)

References 17 publications

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“…Table 1 lists the factors and criteria, and described in the following discussion. [23], [29], [10], [30], [31], [32], [2] Environment • Environment of trust • Provide informal/formal communication platforms [10], [33], [15], [19], [ [10], [33], [8], [15], [31], [35], [12], [16], [36], [37], [38], [39], [40], [41], [42] Relationship Management [8], [16], [31], [35], [19], [23], [30], [43], [10], [44], [37], [45] A. Semantics (Language) and Mental Model The difference in language semantics used by the business and IT executives in their communication process makes it difficult for each other to reach an agreed understanding.…”

Section: Resultsmentioning

confidence: 99%

“…Semantics (Language) and Mental Model The difference in language semantics used by the business and IT executives in their communication process makes it difficult for each other to reach an agreed understanding. For instance, the practice of IT executives to communicate using technical terms may not be easily and directly comprehended by the business people [10], [33]. Concurrently, unrealistic and ambiguous description of business needs by business executives also creates misunderstanding [23].…”

Section: Resultsmentioning

confidence: 99%

“…Moderating social factors by IT and business managerial roles have impact in gaining IT business competitive advantage [9]. Social dimension has also been identified to be one of the challenges for business and IT executives to establish business and IT alignment [10], [11]. The involvement of business and IT people to gain mutual understanding of each other's domain knowledge and linkages of business and IT planning process is highly dependent on effective communication [12].…”

Section: Introductionmentioning

confidence: 99%

“…The involvement of business and IT people to gain mutual understanding of each other's domain knowledge and linkages of business and IT planning process is highly dependent on effective communication [12]. Therefore, effective communication plays an important role in forming successful alignment between IT and business domain [10].…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Mutual Understanding Determinants for Effective Communication in Business and IT Strategic Alignment Planning

Adnan

Jambari

2016

International Journal on Advanced Science, Engineering and Information Technology

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Business and IT strategic alignment is continuously explored from different facets motivated by the demands for an organisation to be well aligned with its business and IT strategies for business continuity. The management aspect rather than technological issues often cause misalignment in business and IT strategies more significantly. One of the issues is the communication ineffectiveness between business and IT people involved in planning the business and IT strategic alignment. Difficulty to achieve mutual understanding between these two teams is a critical problem in communication and hinders the successful alignment. Therefore, a set of determinants for mutual understanding is proposed. Extensive analysis on literature has been carried out to identify and define the determining factors. The review can serve as a reference for business and IT executives to improve their communication effectiveness towards achieving well-aligned business and IT strategic alignment.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Mutual Understanding Determinants for Effective Communication in Business and IT Strategic Alignment Planning

Adnan

Jambari

2016

International Journal on Advanced Science, Engineering and Information Technology

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“…Por exemplo, apesar dos fenômenos sociais serem inerentemente complexos, dinâmicos e subjetivos, são raros os estudos qualitativos longitudinais e em profundidade que abordam fatores dessa natureza no âmbito do alinhamento (cf. ALACEVA; RUSU, 2015;HOOFF;WINTER, 2011;REICH;BENBASAT, 2000;HIRSCHHEIM;GOLES, 2001). Em particular, percebe-se uma ausência na literatura de estudos que aliem conceitos e teorias que expliquem os resultados gerados por equipes de trabalho multifuncionais, como as equipes de projetos de sistemas de informação, que tipicamente incluem profissionais de TI e das áreas de negócio.…”

Section: Introductionunclassified

Características E Processos Intragrupo E Alinhamento Operacional Ti-Negócio

Moreno

Santos

2016

RESI

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Revista hospedada em: www.periodicosibepes.org.br Forma de avaliação: double blind review Esta revista é (e sempre foi) eletrônica para ajudar a proteger o meio ambiente, mas, caso deseje imprimir esse artigo, saiba que ele foi editorado com uma fonte mais ecológica, a Eco Sans, que gasta menos tinta.This journal is (and has always been) electronic in order to be more environmentally friendly. Now, it is desktop edited in a single column to be easier to read on the screen. However, if you wish to print this paper, be aware that it uses Eco Sans, a printing font that reduces the amount of required ink. ABSTRACTAlthough the literature on business-IT alignment is substantial, longitudinal studies on the social aspects of the alignment process are still relatively scarce. In this paper, we identify the social factors related to the characteristics and processes of multifunctional work groups that influence the process of operationally aligning IT services and business demands in organizations. To this end, we conducted an in-depth qualitative research on a self-managed cross-functional team composed of business and IT representatives who dealt with systems requirements in a multinational aeronautics turbine maintenance company in Brazil. We assessed the elements of Cohen and Bailey's (1997) group efficacy model, the roles described by Mathieu et al. (2015), as well the level of operational alignment in that context, over the years the team had been meeting. Our results highlight the importance of team characteristics and processes for the development of business-IT operational alignment.

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Exploring the factors in aligning information systems and organizational strategies in tall organizational structures in an uncertain environment

Bidmeshk

Mehraeen

Pooya

et al. 2021

E J Info Sys Dev Countries

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Factors affecting the alignment of information systems (ISs) and organizational strategies (i.e., strategic alignment) vary depending on the organizational contexts, comprising both the structural and environmental contexts. Previous studies of strategic alignment were largely focused on organizations with flatter organizational structures and low environmental uncertainty. Therefore, findings from previous studies might not be applicable to organizations with tall organizational structures and in uncertain environments, like Iranian organizations. To this end, we aimed to discover less‐explored factors in achieving strategic alignment based on the contexts of Iranian organizations, using grounded theory. We conducted semi‐structured interviews with 29 experts in different organizations to illustrate and substantiate the development of an eightfold framework that specifies the factors for achieving strategic alignment. Specifically, the developed eightfold framework resulted in identification of 8 factors and 51 elements in achieving strategic alignment. Here, we identified five factors in achieving strategic alignment in addition to the factors reported by previous research (i.e., senior management, communication, and partnership), namely IS leadership, IS capabilities, organizational development, human resources, and IT infrastructure. The results indicate that these factors play a prominent role in determining the challenges and discerning the momentous requirements for achieving strategic alignment in organizations with tall structures in uncertain environments.

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Barriers in achieving business/IT alignment in a large Swedish company: What we have learned?

Cited by 42 publications

References 17 publications

Mutual Understanding Determinants for Effective Communication in Business and IT Strategic Alignment Planning

Mutual Understanding Determinants for Effective Communication in Business and IT Strategic Alignment Planning

Características E Processos Intragrupo E Alinhamento Operacional Ti-Negócio

Exploring the factors in aligning information systems and organizational strategies in tall organizational structures in an uncertain environment

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