No time to waste: the role of timing and complementarity of alignment practices in creating business value in IT projects

Vermerris, Armin; Mocker, Martin; Heck, Eric van

doi:10.1057/ejis.2013.11

Cited by 21 publications

(16 citation statements)

References 48 publications

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“…The topic covers challenges related to IS justification and funding (Peffers & Dos Santos, 2013), operational alignment practices (Vermerris et al, 2014), and executives' perception of what IS business value is (Tallon, 2014). The substantial IS literature on this topic presents an ambiguous and fuzzy IS value construct with a creation process that is a grey box (Schryen, 2013).…”

Section: Introductionmentioning

confidence: 99%

Useful business cases: value creation in IS projects

Nielsen

Persson

2017

European Journal of Information Systems

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Section: Introductionmentioning

confidence: 99%

Useful business cases: value creation in IS projects

Nielsen

Persson

2017

European Journal of Information Systems

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“…Therefore, several researchers have been motivated to understand the influence of applying IT within firms on improved organisational performance (Melville et al, 2004). The creation of business value in IT projects requires a high level of business-IT alignment practices (Vermerris et al, 2014), while the IT should represent an essential component of the strategy as technology by itself does not contribute to organisational performance, although it contributes as part of an overall system that improves the creation of economic value (Piccoli and Ives, 2005).…”

mentioning

confidence: 99%

Establishing a partnership between top and IT managers

Manfreda

Štemberger

2019

ITP

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Purpose A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it. Design/methodology/approach A partnership construct is developed based on interdisciplinary studies and transferred to the business–IT context since it is not generally used in IT disciplines. The model was empirically tested with structural equation modelling using data obtained from 221 IT managers in Slovenian companies. Findings The results show that both the perceived value of IT and the business orientation of the IT department exert a positive influence on the partnership, while a mere technology-oriented IT department has a negative effect on the partnership relationship. Furthermore, the paper also presents the prerequisites for a business-oriented IT department. Originality/value In this digitalisation era, IT is becoming even more important for its strategic role in organisations. There is thus a strong need to bridge the business–IT gap. Despite significant efforts made to close this gap, it remains a major issue. This research contributes to understanding the business–IT gap and presents the key factors for ensuring a partnership relationship is in place. The study also combines the views of social exchange theory and knowledge-based theory and upgrades findings concerning the influence of social facilitators on collaboration outcomes.

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“…In addition, this research adds value to the procedures perspective in operational alignment (Chan & Reich, 2007;Vermerris et al, 2014). This study highlights that the alignment mechanisms integrated responsibility and multidisciplinary knowledge address procedural misalignment (Mis-A2).…”

Section: The Importance Of Intra-it Alignmentmentioning

confidence: 74%

“…Align operational IT processes and technology with business processes to benefit customers (Barua et al, 2004). Alignment can be achieved by continuously adapting reconfiguring organisational and IT infrastructure and processes to create business value (Chan & Reich, 2007;Vermerris et al, 2014).…”

Section: Methodsmentioning

confidence: 99%

“…This study applies the operational alignment perspective to IT functions and describes the linkages between the IT development and operations subunits and provides a new perspective on interoperability in operational alignment . Our model explains how cross-functional teams achieve common goals, how procedures are institutionalised and communication as well as knowledge gaps between development and operations subunits are filled (Bharadwaj et al, 2007;Vermerris et al, 2014;Wagner et al, 2014).…”

Section: Multidisciplinary Knowledgementioning

confidence: 99%

See 1 more Smart Citation

Understanding how DevOps aligns development and operations: a tripartite model of intra-IT alignment

Wiedemann

Wiesche

Gewald

et al. 2020

European Journal of Information Systems

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A top priority of organisations around the globe is to achieve IT-business alignment at all levels of the organisation. This paper addresses operational alignment within IT functions. Traditionally, IT functions are divided into highly independent subunits. In the face of pressure to adapt to rapidly changing customer demands and to manage increasingly complex IT architectures, many organisations have begun implementing joint, cross-functional DevOps teams, which integrate tasks, knowledge and skills pertaining to planning, building, and running software product activities. In this study, we examine eight cases of DevOps implementation. We apply grounded theory to identify three mechanisms comprising a tripartite model of intra-IT alignment: individual componentization, integrated responsibility, and multidisciplinary knowledge. Our model provides insights into how alignment between development and operations can be achieved in DevOps teams within the IT function.

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No time to waste: the role of timing and complementarity of alignment practices in creating business value in IT projects

Cited by 21 publications

References 48 publications

Useful business cases: value creation in IS projects

Useful business cases: value creation in IS projects

Establishing a partnership between top and IT managers

Understanding how DevOps aligns development and operations: a tripartite model of intra-IT alignment

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