Measuring strategic alignment in small firms
ISCNZ '96 Proceedings of the 1996 Information Systems Conference of New Zealand (ISCNZ '96)
The concept of contingency beyond "It depends": illustrations from IS research stream
Information and Management
The leveraging influence of strategic alignment on IT investment: an empirical examination
Information and Management
Executives' perceptions of the business value of information technology: a process-oriented approach
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Journal of Management Information Systems
Achieving IT-Business Strategic Alignment via Enterprise-Wide Implementation of Balanced Scorecards
Information Systems Management
The role of lean in the application of information technology to manufacturing
Computers in Industry
Antecedents of IS Strategic Alignment: A Nomological Network
Information Systems Research
Information technology productivity: in search of a definite observation
Information and Management
CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization
Information and Management
Critical success factors in the alignment of IS plans with business plans
International Journal of Information Management: The Journal for Information Professionals
A design perspective on aligning process-centric and technology-centric approaches
International Journal of Business Information Systems
IS development/IT operations alignment in system development projects: a multi-method research
International Journal of Business Information Systems
International Journal of Business Information Systems
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Aligning information systems to business strategy is regarded as one of the most important issues in the MIS field. Successful IT strategic alignment means developing and sustaining a mutual relationship between IT strategy and business strategy – a relationship that benefits both parties. Aligning IT and business strategy is the key underlying determinant that must be addressed in order to guarantee high levels of return on IT investments. Focusing in the process approach toward alignment, this paper examines the underlying factors that can enhance the strategic alignment between IT strategy and business strategy. A theoretical model consisting these factors is developed. To empirically test the model, the data is collected using a sample of 1,012 CEOs of manufacturing companies in Australia. Two factors of management support and ICT capabilities were identified to have significant impact on alignment. Results also did not show a significant association between size and alignment indicating of the importance of alignment regardless of size in manufacturing sector.