Some empirical evidence on IS strategy alignment in banking
Information and Management
A comparison of the views of business and IT management on success factors for strategic alignment
Information and Management
The Performance Impacts of Quick Response and Strategic Alignment in Specialty Retailing
Information Systems Research
The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement
Information Systems Research
The Coevolution of Trust, Control, and Learning in Joint Ventures
Organization Science
Ideal patterns of strategic alignment and business performance
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 - Special section: Strategic and competitive information systems
Journal of Management Information Systems
The leveraging influence of strategic alignment on IT investment: An empirical examination
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
Deliberate versus emergent strategies: a case study of information technology in the Post Office
International Journal of Information Management: The Journal for Information Professionals
Achieving top management support with business knowledge and role of IT/IS personnel
International Journal of Information Management: The Journal for Information Professionals
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Strategic alignment involves the development and reconfiguration of information technology (IT) to support business strategies. This paper applies the dynamic capabilities perspective to analyze the strategic information system alignment process. The paper further argues the approach is constructive in understanding and overcoming difficulties in achieving and sustaining alignment. From a longitudinal case study of a semiconductor company in Taiwan, the results show an unaligned strategic information system (with an implemented IT strategy that varies from the intended IT strategy) impedes the development of IT. Path dependence, or the implications of prior IT decisions, is another barrier for alignment. A broader view of intended alignment, focusing on IT combined with clear business vision, can be beneficial for adding future IT resources. In addition, dynamic capabilities, which are critical for the creation and strength of IT resources, positively influence the alignment process and its future implementation success.