Technology alignment and business strategy: a performance measurement and Dynamic Capability perspective

McAdam, Rodney; Bititci, Umit; Galbraith, Breandan

doi:10.1080/00207543.2017.1351633

Cited by 34 publications

(26 citation statements)

References 52 publications

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“…Lean manufacturing has evolved into a vast area and become a subject in its own right (Womack and Jones 1996;Holweg 2007;Negrao, Filho, and Marodin 2016). Likewise, PM has progressed from a critique of one-sided methods for evaluating organisational performance (Kaplan and Norton 1992) to a holistic approach to executing strategy and managing organisations (Bititci, Suwignjo, and Carrie 2001;McAdam, Bititci, and Galbraith 2017;Micheli and Mura 2017;Pavlov et al 2017) and supply chains (Maestrini et al 2017).…”

Section: Introductionmentioning

confidence: 99%

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

Bellisario

Pavlov

2018

Production Planning & Control

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This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 -2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.

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Section: Introductionmentioning

confidence: 99%

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

Bellisario

Pavlov

2018

Production Planning & Control

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“…driving the need to form networks. Evidence suggests that DCs enable firms to moderate the effects of emerging threats within changing environments by improving alignment and environmental fit in an ongoing manner (Mitrega & Pfajfar, 2015;McAdam et al, 2017). Consequently, we suggest that one approach to managing tensions to help SPOs to engage more effectively in BMI and operate within a network is to understand and utilise DCs as a mediating influence.…”

Section: Using Dynamic Capabilities To Manage Tensions Arising From Dmentioning

confidence: 94%

Mission or margin? Using dynamic capabilities to manage tensions in social purpose organisations’ business model innovation

Best

Miller

McAdam

et al. 2021

Journal of Business Research

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This study examines how tensions arising from business model innovation (BMI) are managed within a social purpose organisation (SPO) network. We utilise a case study to illustrate how tensions within a network with a dual (social and economic) mission focus, present themselves at three key stages of BMI (initiation, exploration, and exploitation). Moreover, we use illustrative examples to show how network tensions are managed through dynamic capabilities (sensing, seizing, and transformational). The findings show that while engaging in BMI can improve the competitiveness of SPOs, the tensions emerging from a dual mission focus in a multi-stakeholder network are complex, which need to be addressed by careful and nuanced planning in practice. Furthermore, different dynamic capabilities may mediate the effect of tensions and thus help SPO networks to be more effective at different stages of BMI and accomplish a dual mission.

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“…For example, Muñoz and Avila reviewed the extant BITA measurement models and methods [39]. McAdam explained the performance measurement of BITA through a dynamic capability perspective [40]. Trienekens provided a detailed measurement framework including five main factors [7].…”

Section: Theoretical Background 21 Bita Measurementmentioning

confidence: 99%

An approach to measuring business-IT alignment maturity via DoDAF2.0

Zhang¹,

Chen²,

Mao³

et al. 2020

JSEE

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Measuring the business-IT alignment (BITA) of an organization determines its alignment level, provides directions for further improvements, and consequently promotes the organizational performances. Due to the capabilities of enterprise architecture (EA) in interrelating different business/IT viewpoints and elements, the development of EA is superior to support BITA measurement. Extant BITA measurement literature is sparse when it concerns EA. The literature tends to explain how EA viewpoints or models correlate with BITA, without discussing where to collect and integrate EA data. To address this gap, this paper attempts to propose a specific BITA measurement process through associating a BITA maturity model with a famous EA framework: DoD Architectural Framework 2.0 (DoDAF2.0). The BITA metrics in the maturity model are connected to the meta-models and models of DoDAF2.0. An illustrative ArchiSurance case is conducted to explain the measurement process. Systematically, this paper explores the process of BITA measurement from the viewpoint of EA, which helps to collect the measurement data in an organized way and analyzes the BITA level in the phase of architecture development.

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Technology alignment and business strategy: a performance measurement and Dynamic Capability perspective

Cited by 34 publications

References 52 publications

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

Mission or margin? Using dynamic capabilities to manage tensions in social purpose organisations’ business model innovation

An approach to measuring business-IT alignment maturity via DoDAF2.0

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