Planning system success: a conceptualization operational model
Management Science
Toward more successful project management
Journal of Systems Management
Developing capabilities to use information strategically
MIS Quarterly
Information systems planning in the United Kingdom and Australia—a comparison of current practice
Oxford Surveys in Information Technology
“Convincing top management of the strategic potential of information systems"
Management Information Systems Quarterly
Management strategies for information technology
Management strategies for information technology
Coordination of information systems plans with business plans
Journal of Management Information Systems
Project management made simple: a guide to successful management of computer systems projects
Project management made simple: a guide to successful management of computer systems projects
Journal of Management Information Systems
IS investment priorities in contemporary organizations
Communications of the ACM
Information Technology Project Management
Information Technology Project Management
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Reconceptualizing the Context-Design Issue for the Information Systems Function
Organization Science
Information Systems Research
Profiles of Strategic Information Systems Planning
Information Systems Research
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Journal of Management Information Systems - Special section: The impacts of business process change on organizational performance
Software processes and project performance
Journal of Management Information Systems - Special section: Information technology and its organizational impact
Middle managers' contribution to implemented information technology innovation
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Information Technology Competence of Business Managers: A Definition and Research Model
Journal of Management Information Systems
Development of a Measure for the Organizational Learning Construct
Journal of Management Information Systems
What makes the competitive contribution of ERP strategic
ACM SIGMIS Database
A Q-sort study of benefits realisation in IT projects
International Journal of Business Information Systems
A Process-Oriented Perspective on the Alignment of Information Technology and Business Strategy
Journal of Management Information Systems
Expert Systems with Applications: An International Journal
Business-IT alignment maturity of companies in China
Information and Management
The strategic planning and ICT in the Brazilian Justice
Proceedings of the 3rd international conference on Theory and practice of electronic governance
CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization
Information and Management
The antecedents of IT-business alignment in manufacturing firms
International Journal of Business Information Systems
Information Asymmetry in Information Systems Consulting: Toward a Theory of Relationship Constraints
Journal of Management Information Systems
Enterprise architecture, IT effectiveness and the mediating role of IT alignment in US hospitals
Information Systems Journal
Information Asymmetry in Information Systems Consulting: Toward a Theory of Relationship Constraints
Journal of Management Information Systems
Journal of Management Information Systems
International Journal of Strategic Information Technology and Applications
Main Differentiating Issues in Aligning Information Systems with Business Performance
International Journal of Information Systems in the Service Sector
Green practices-IS alignment and environmental performance: The mediating effects of coordination
Information Systems Frontiers
A model to support IT infrastructure planning and the allocation of IT governance authority
Decision Support Systems
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Senior executives continue to be concerned about factors influencing the business effect of information technology (IT). Prior research has argued that business-IT strategic alignment facilitates business effect of IT and that contextual factors affect business-IT alignment. However, the role of knowledge considerations in the relationship between contextual factors and alignment, and the role of IT projects in the relationship between alignment and business effects of IT, have not been explicitly examined. Therefore, this paper pursues the following two research questions: (1) Based on knowledge considerations, how do planning behaviors (specifically, IT managers' participation in business planning and business managers' participation in IT planning) and top management knowledge of IT mediate the effects of two contextual factors-organizational emphasis on knowledge management and centralization of IT decisions-on business-IT strategic alignment? (2) How do aspects of IT projects (specifically, quality of IT project planning and implementation problems in IT projects) mediate the relationship between business-IT strategic alignment and business effects of IT? Results from a survey of 274 senior information officers indicate that organizational emphasis on knowledge management and centralization of IT decisions affect top managers' knowledge of IT, which facilitates business managers' participation in strategic IT planning and IT managers' participation in business planning, and both of these planning behaviors affect business-IT strategic alignment. Moreover, the results indicate that quality of IT project planning and implementation problems in IT projects mediate the relationship between business-IT strategic alignment and business effect of IT. These findings highlight the importance of considering the planning and implementation of IT projects when examining the effects of business-IT strategic alignment, and highlight the importance of considering shared domain knowledge (i.e., top managers' knowledge of IT) and planning behaviors when examining the effects of contextual factors on business-IT strategic alignment. Managers can use these results to develop more comprehensive action plans for achieving greater business-IT strategic alignment, and for translating alignment into enhanced IT effects on business performance.