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A process-oriented assessment of the alignment of information systems and business strategy: Implications for IT business value.

机译：对信息系统和业务策略的一致性进行面向过程的评估：对IT业务价值的影响。

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摘要

Although uncertainty continues to surround the question of payoffs from investment in IT, business executives continue to rank strategic alignment or the alignment of IS strategy with business strategy, as one of the most important issues they face. Researchers argue that strategic alignment and IT payoffs are linked in that an inability to realize sufficient value from IT is due in part to an absence of strategic alignment. Therefore, firms that are trying to improve IT payoffs may need to consider the degree to which IS and business strategies are aligned.; While strategic alignment is usually seen as a measure of the extent to which IT supports the business strategy, this dissertation develops a two-dimensional definition based on IT shortfall (where IT fails to support the business strategy) and IT under-utilization (where business strategy fails to capitalize on existing IT capabilities). This definition is used to create a model depicting the determinants (management practices) and consequences (IT payoffs) of strategic alignment, from which we derive a series of hypotheses relating management practices to strategic alignment and strategic alignment to IT business value.; In order to evaluate the model and hypotheses, we develop a process-oriented perspective on strategic alignment using a series of processes from the value chain that include planning and support, supplier relations, production and operations, product and service enhancement, sales and marketing support and customer relations. From this, we develop a set of three matching survey instruments to assess business strategy, IS strategy and IT payoffs at the process-level.; Complete data for 63 firms was analyzed using partial least squares. The results of this analysis show that there is a positive relationship between strategic alignment and IT payoffs at the process-level, and that this relationship holds for all firms regardless of strategic intent for IT. Furthermore, management practices that produce cohesion between executives by, for example, allowing business executives to participate in IS planning or allowing IS executives to participate in business planning, contribute to improved strategic alignment. Finally, our analysis reveals an alignment paradox involving a tradeoff between strategic alignment and organizational flexibility.
机译：尽管不确定性仍继续围绕IT投资收益问题，但企业高管仍将战略调整或IS战略与业务战略的调整列为他们面临的最重要问题之一。研究人员认为，战略调整与IT收益之间存在联系，因为无法从IT中实现足够的价值部分是由于缺乏战略调整。因此，试图提高IT收益的公司可能需要考虑IS与业务战略的协调程度。虽然通常将战略一致性视为衡量IT支持业务策略的程度的指标，但是本文基于IT短缺（IT无法支持业务策略的情况）和IT利用不足（业务情况）来建立二维定义。策略无法利用现有的IT功能）。该定义用于创建一个描述战略一致性决定因素（管理实践）和后果（IT收益）的模型，从中我们得出一系列假设，这些假设将管理实践与战略一致性联系起来，并将战略与IT业务价值相联系。为了评估模型和假设，我们使用价值链中的一系列流程（包括计划和支持，供应商关系，生产和运营，产品和服务增强，销售和营销支持）针对战略调整开发了面向流程的观点和客户关系。据此，我们开发了一套三个匹配的调查工具，以在流程级别评估业务策略，IS策略和IT收益。使用偏最小二乘分析了63家公司的完整数据。分析结果表明，在流程级别，战略一致性与IT收益之间存在正相关关系，并且这种关系适用于所有公司，而与IT的战略意图无关。此外，通过允许企业高管参与IS计划或让IS高管参与业务计划等在高管之间产生凝聚力的管理实践有助于改善战略一致性。最后，我们的分析揭示了一种一致性悖论，涉及战略一致性和组织灵活性之间的权衡。

著录项

  • 作者

    Tallon, Paul Patrick.;

  • 作者单位

    University of California, Irvine.;

  • 授予单位 University of California, Irvine.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2000
  • 页码 180 p.
  • 总页数 180
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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