The Experts below are selected from a list of 23073 Experts worldwide ranked by ideXlab platform
Michel Kalika - One of the best experts on this subject based on the ideXlab platform.
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The Translated Strategic Alignment Model: A Practice-Based Perspective
French Journal of Management Information Systems, 2013Co-Authors: Isabelle Walsh, Alexandre Renaud, Michel KalikaAbstract:In this article, we propose to revisit the concept of Strategic Alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman’s Strategic Alignment model (1993). In a grounded approach, we study practitioners’ daily practices through the in-depth investigation of three corporate cases and interviews with six consultants specialized in the management of information systems (IS). We use actor-network theory as a theoretical framework to help us make sense of and interpret our data. We propose a new, conceptual, non-functionalist model, which integrates several streams of literature: the translated Strategic Alignment model (TSAM). This model may serve as a help to drive toward a critical level of Alignment that appears as necessary to clear the path toward competitive advantage.
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Re-conceptualizing IS Strategic Alignment: the Translated Strategic Alignment Model (TSAM)
2010Co-Authors: Michel Kalika, Isabelle Walsh, Alexandre RenaudAbstract:In this article, we propose a new conceptualization of Strategic Alignment leading to the proposal of a new model: the Translated Strategic Alignment Model (TSAM). We adopt a grounded theory approach, while studying three corporations. We then extend our research to other corporations through a Delphi method with five experts (IS consultants). The model of Strategic Alignment that we propose includes a three-level network involving the essential Alignment of various stakeholders’ needs. We bring forward a new perspective on the fits traditionally studied in the literature and we propose seven fits whose “shores”1 make sense to practitioners. In corporations TSAM may open a new path leading to the achievement of organizational performance and competitive advantage in an organizational climate which may be socially enhanced.
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AMCIS - Re-conceptualizing IS Strategic Alignment: the Translated Strategic Alignment Model (TSAM)
2010Co-Authors: Michel Kalika, Isabelle WalshAbstract:In this article, we propose a new conceptualization of Strategic Alignment leading to the proposal of a new model: the Translated Strategic Alignment Model (TSAM). We adopt a grounded theory approach, while studying three corporations. We then extend our research to other corporations through a Delphi method with five experts (IS consultants). The model of Strategic Alignment that we propose includes a three-level network involving the essential Alignment of various stakeholders’ needs. We bring forward a new perspective on the fits traditionally studied in the literature and we propose seven fits whose “shores” 1 make sense to practitioners. In corporations TSAM may open a new path leading to the achievement of
Isabelle Walsh - One of the best experts on this subject based on the ideXlab platform.
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The Translated Strategic Alignment Model: A Practice-Based Perspective
French Journal of Management Information Systems, 2013Co-Authors: Isabelle Walsh, Alexandre Renaud, Michel KalikaAbstract:In this article, we propose to revisit the concept of Strategic Alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman’s Strategic Alignment model (1993). In a grounded approach, we study practitioners’ daily practices through the in-depth investigation of three corporate cases and interviews with six consultants specialized in the management of information systems (IS). We use actor-network theory as a theoretical framework to help us make sense of and interpret our data. We propose a new, conceptual, non-functionalist model, which integrates several streams of literature: the translated Strategic Alignment model (TSAM). This model may serve as a help to drive toward a critical level of Alignment that appears as necessary to clear the path toward competitive advantage.
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Re-conceptualizing IS Strategic Alignment: the Translated Strategic Alignment Model (TSAM)
2010Co-Authors: Michel Kalika, Isabelle Walsh, Alexandre RenaudAbstract:In this article, we propose a new conceptualization of Strategic Alignment leading to the proposal of a new model: the Translated Strategic Alignment Model (TSAM). We adopt a grounded theory approach, while studying three corporations. We then extend our research to other corporations through a Delphi method with five experts (IS consultants). The model of Strategic Alignment that we propose includes a three-level network involving the essential Alignment of various stakeholders’ needs. We bring forward a new perspective on the fits traditionally studied in the literature and we propose seven fits whose “shores”1 make sense to practitioners. In corporations TSAM may open a new path leading to the achievement of organizational performance and competitive advantage in an organizational climate which may be socially enhanced.
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AMCIS - Re-conceptualizing IS Strategic Alignment: the Translated Strategic Alignment Model (TSAM)
2010Co-Authors: Michel Kalika, Isabelle WalshAbstract:In this article, we propose a new conceptualization of Strategic Alignment leading to the proposal of a new model: the Translated Strategic Alignment Model (TSAM). We adopt a grounded theory approach, while studying three corporations. We then extend our research to other corporations through a Delphi method with five experts (IS consultants). The model of Strategic Alignment that we propose includes a three-level network involving the essential Alignment of various stakeholders’ needs. We bring forward a new perspective on the fits traditionally studied in the literature and we propose seven fits whose “shores” 1 make sense to practitioners. In corporations TSAM may open a new path leading to the achievement of
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The lost dimension of Strategic Alignment
2010Co-Authors: Isabelle Walsh, Alexandre RenaudAbstract:This paper starts from the IS existing literature about Strategic Alignment that is mainly built on Henderson and Venkatraman‟s founding article (1993). Numerous models of Alignment have been developed to guide managers‟ daily practices. These models prescribe the Alignment of dimensions through measure instruments. Other studies investigate several of the antecedents of Strategic Alignment such as the intellectual and social dimensions. However we argue that most existing literature on Strategic Alignment is technically and managerially focused. It neglects an essential dimension in organizations: the "true‟ social dimension that takes all stakeholders into account, including users, and not only management. Using well-established Translation Theory, we develop three principles of method that aim at opening the models existing in the literature to this forgotten social dimension that is essential for practitioners. Our approach tends to suggest that Strategic Alignment needs to be constructed from a managerial, technical and stakeholders‟ perspective in order to be effective. We illustrate our argument through two case vignettes.
Jerry N Luftman - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alignment maturity
Computing Handbook 3rd ed. (2), 2015Co-Authors: Jerry N LuftmanAbstract:Strategic Alignment is one of the six core elements of BPM. In this chapter, an introduction to Strategic Alignment is given. Against the background of foundations on IT-Business Alignment, several important insights are provided for the Strategic Alignment in BPM. A maturity model is presented in order to assess different levels of capabilities based on key criteria to evaluate Alignment maturity. Also, results from a global empirical study are presented and discussed in the light of BPM.
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Computing Handbook, 3rd ed. (2) - Strategic Alignment Maturity
Handbook on Business Process Management 2, 2014Co-Authors: Jerry N LuftmanAbstract:Strategic Alignment is one of the six core elements of BPM. In this chapter, an introduction to Strategic Alignment is given. Against the background of foundations on IT-Business Alignment, several important insights are provided for the Strategic Alignment in BPM. A maturity model is presented in order to assess different levels of capabilities based on key criteria to evaluate Alignment maturity. Also, results from a global empirical study are presented and discussed in the light of BPM.
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Strategic Alignment maturity a structural equation model validation
Americas Conference on Information Systems, 2008Co-Authors: Jerry N Luftman, John Dorociak, Rajkumar M Kempaiah, Eduardo Henrique RigoniAbstract:Addressing the IT business Alignment conundrum remains an important area to investigate. This is demonstrated by research over the past three decades that has consistently identified IT-business Alignment as a pervasive and persistent problem. An even more compelling reason is empirical evidence demonstrating the relationship between IT-business Alignment and firm performance. Recent research has found an association between higher levels of IT-business Alignment maturity (using the lead authors’ maturity assessment) and higher levels of firm performance. These findings add credence to the importance of achieving a higher level of IT-business Alignment maturity. Luftman’s Strategic Alignment Maturity (SAM) assessment combines six different organizational components (communications, value measurement, governance, partnership, technology scope, and skills) into a Strategic Alignment maturity score. The purpose of this paper is to summarize recent research that demonstrates the relationship of SAM and firm performance and the results of new research applying a structural equation modeling (SEM) analysis.
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it business Strategic Alignment maturity a case study
Journal of Cases on Information Technology, 2005Co-Authors: Deb Sledgianowski, Jerry N LuftmanAbstract:Both information technology (IT) and business leaders are continually looking for management practices to help them align their IT and business strategies. Alignment seems to grow in importance as companies strive to link IT and business in light of dynamic business strategies and continuously evolving technologies. Importance aside, what is not clear is how to achieve and sustain harmony among business and IT, how to assess the maturity of Alignment, and what the impact of misAlignment might be on the firm. This case study describes the use of a management process and assessment tool that can help to promote long-term IT-business Strategic Alignment. The Strategic Alignment Maturity (SAM) assessment (Luftman, 2000) is used as a framework to demonstrate the evolution of an international specialty chemicals manufacturer’s IT-business Alignment practices to enable the achievement of their corporate goals. Major insights from their experience and SAM best practices are highlighted.
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Assessing Strategic Alignment Maturity and Its Effect on Organizational Performance and Mutual Understanding of Objectives
2001Co-Authors: Deb Sledgianowski, Jerry N LuftmanAbstract:This paper outlines our research-in-progress to develop and validate an instrument to measure Strategic Alignment maturity. Strategic Alignment is defined as the deployment of IT in an appropriate and timely way, in conjunction with business strategies, objectives, and needs. Strategic Alignment maturity (SAM) assesses the management practices and Strategic choices in place to evolve and maintain Alignment. The Strategic Alignment maturity framework developed by Luftman (2000) is used as a basis for this research. This study proposes further validation of the usefulness of Strategic Alignment maturity by examining its relationship to organizational performance and the mutual understanding of IT and business objectives. Knowing the maturity of its Alignment management practices and Strategic choices may enable an organization to see where it stands and how it can evolve to a more mature level whereby it can more effectively implement its IT strategies. Research Problem/Question The key purpose of this research is to further develop an understanding of the process of Strategic Alignment by testing a theoretical framework of the maturity of the management decisions and Strategic choices in place which influence Alignment. The Strategic Alignment Maturity model is developed with two major objectives. First, it should provide a theoretical basis for assessing Strategic Alignment maturity. Second, it should improve our understanding of the nature of the factors which comprise Strategic Alignment maturity, providing new insights into its successful management. Another important objective of this study is to examine the relationship between Strategic Alignment maturity and the mutual understanding of business and IT objectives between business and IT executives. Additionally, this study examines the relationship between Strategic Alignment maturity and organizational performance. This work should be useful to business and IT executives as they direct their management practices and Strategic choices in managing their organizational resources. Building on these research objectives, the key research questions of this study are: 1. “What are the relevant management practices and Strategic choices within the factors of Strategic Alignment maturity?” 2. “What is the nature of the relationship between the factors of Strategic Alignment maturity and the mutual understanding of IT and business objectives?” 3. “What is the nature of the relationship between the factors of Strategic Alignment maturity and the performance of the organization?” 4. “Does Strategic Alignment maturity differ based on industry sector, size, IT budget, and revenues?” These questions are addressed by developing a conceptual model consisting of Strategic Alignment maturity, short-term linkage, and organizational performance (see Figure 1).
Alexandre Renaud - One of the best experts on this subject based on the ideXlab platform.
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The Translated Strategic Alignment Model: A Practice-Based Perspective
French Journal of Management Information Systems, 2013Co-Authors: Isabelle Walsh, Alexandre Renaud, Michel KalikaAbstract:In this article, we propose to revisit the concept of Strategic Alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman’s Strategic Alignment model (1993). In a grounded approach, we study practitioners’ daily practices through the in-depth investigation of three corporate cases and interviews with six consultants specialized in the management of information systems (IS). We use actor-network theory as a theoretical framework to help us make sense of and interpret our data. We propose a new, conceptual, non-functionalist model, which integrates several streams of literature: the translated Strategic Alignment model (TSAM). This model may serve as a help to drive toward a critical level of Alignment that appears as necessary to clear the path toward competitive advantage.
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Re-conceptualizing IS Strategic Alignment: the Translated Strategic Alignment Model (TSAM)
2010Co-Authors: Michel Kalika, Isabelle Walsh, Alexandre RenaudAbstract:In this article, we propose a new conceptualization of Strategic Alignment leading to the proposal of a new model: the Translated Strategic Alignment Model (TSAM). We adopt a grounded theory approach, while studying three corporations. We then extend our research to other corporations through a Delphi method with five experts (IS consultants). The model of Strategic Alignment that we propose includes a three-level network involving the essential Alignment of various stakeholders’ needs. We bring forward a new perspective on the fits traditionally studied in the literature and we propose seven fits whose “shores”1 make sense to practitioners. In corporations TSAM may open a new path leading to the achievement of organizational performance and competitive advantage in an organizational climate which may be socially enhanced.
-
The lost dimension of Strategic Alignment
2010Co-Authors: Isabelle Walsh, Alexandre RenaudAbstract:This paper starts from the IS existing literature about Strategic Alignment that is mainly built on Henderson and Venkatraman‟s founding article (1993). Numerous models of Alignment have been developed to guide managers‟ daily practices. These models prescribe the Alignment of dimensions through measure instruments. Other studies investigate several of the antecedents of Strategic Alignment such as the intellectual and social dimensions. However we argue that most existing literature on Strategic Alignment is technically and managerially focused. It neglects an essential dimension in organizations: the "true‟ social dimension that takes all stakeholders into account, including users, and not only management. Using well-established Translation Theory, we develop three principles of method that aim at opening the models existing in the literature to this forgotten social dimension that is essential for practitioners. Our approach tends to suggest that Strategic Alignment needs to be constructed from a managerial, technical and stakeholders‟ perspective in order to be effective. We illustrate our argument through two case vignettes.
Sven Siverbo - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alignment in decentralized organizations the case of svenska handelsbanken
Scandinavian Journal of Management, 2014Co-Authors: Mikael Cäker, Sven SiverboAbstract:Recent research emphasizes technocratic controls to support the self-management aspect of empowerment. Strategic Alignment is ascribed to socio-ideological controls. However, the indirect nature of socio-ideological controls pose a question regarding monitoring of Strategic Alignment in organizations with empowerment-oriented controls. We adopt a holistic approach in exploring the role of and interaction between organization structure, socio-ideological control and technocratic control through a qualitative case study. Our study confirms the essential role of socio-ideological controls in ensuring Strategic Alignment, but highlights the role of trust in experienced-based advice-giving from superiors to subordinates. Technocratic controls contain information that provide visibility of local actions and are used in hierarchical communication. The interrelationship between socio-ideological and technocratic controls is dependent on the organization structure design through time and proximity. A high capacity to communicate is thereby established, enabling monitoring without impairing empowerment.
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Strategic Alignment in decentralized organizations — The case of Svenska Handelsbanken
Scandinavian Journal of Management, 2014Co-Authors: Mikael Cäker, Sven SiverboAbstract:Recent research emphasizes technocratic controls to support the self-management aspect of empowerment. Strategic Alignment is ascribed to socio-ideological controls. However, the indirect nature of socio-ideological controls pose a question regarding monitoring of Strategic Alignment in organizations with empowerment-oriented controls. We adopt a holistic approach in exploring the role of and interaction between organization structure, socio-ideological control and technocratic control through a qualitative case study. Our study confirms the essential role of socio-ideological controls in ensuring Strategic Alignment, but highlights the role of trust in experienced-based advice-giving from superiors to subordinates. Technocratic controls contain information that provide visibility of local actions and are used in hierarchical communication. The interrelationship between socio-ideological and technocratic controls is dependent on the organization structure design through time and proximity. A high capacity to communicate is thereby established, enabling monitoring without impairing empowerment.
