An empirical study of the impact of user involvement on system usage and information satisfaction
Communications of the ACM - The MIT Press scientific computation series
Managing I/S design teams: a control theories perspective
Management Science
Power, politics, and MIS implementation
Communications of the ACM
The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model
Organization Science
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
The effect of environmental uncertainty and strategic applications of IS on a firm's performance
Information and Management
Generalizing Generalizability in Information Systems Research
Information Systems Research
Information Systems Research
The impact of industry contextual factors on IT focus and the use of IT for competitive advantage
Information and Management
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Emerging information technologies: developing a timely IT strategy
Communications of the ACM - Spyware
A Triple Take on Information System Implementation
Organization Science
The role of IT in crisis response: Lessons from the SARS and Asian Tsunami disasters
The Journal of Strategic Information Systems
Information and Organization
Information Resources Management Journal
The Impacts of Network Governance on the Performance of ITO: A Study of Taiwanese Firms
Journal of Global Information Management
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Two important gaps exist in the information systems (IS) alignment research. First, there is scant research on the potential of organizational culture, and specifically subcultures to influence the strategic alignment of IS and organizations. Second, there is a dearth of literature that considers the relationship between alignment and implementation success. In this paper, we address both of these gaps by considering the influence of organizational subcultures on the alignment of a specific IS---a knowledge management system (KMS)---with organizational strategy. Our analysis demonstrates the important roles played by three different subcultures---enhancing, countercultural, and chameleon---in the alignment of the KMS. The analysis also underscores the complementary nature of the alignment and implementation literatures and suggests that they should be used in concert to explain the success of an IS. Drawing on our analysis, we build a subculture model, which depicts the intersection of alignment and implementation. From a managerial perspective, the subculture model highlights three different approaches to managing alignment and implementation. From a theoretical perspective, our paper highlights the need for IS alignment models to be modified, so that subunit-level analyses are incorporated. It also illustrates that organizations confront challenges of alignment and implementation simultaneously rather than sequentially.