Using and validating the strategic alignment model avison

Conceptual and measurement confusion between holistic and reductionistic perspectives is common (), suggesting that there may be opportunities to identify missing links in the IT alignment process chain or to more broadly consider the development of a more inclusive definition of IT alignment.

At the same time, research is beginning to uncover cases where strategic IT alignment has no direct effect on overall firm performance and where the first order effects of IT alignment manifest on specific intermediate performance variables such as process agility ().

The net result of this effort is essentially a of IT alignment constructs, manifested in a variety (and sometimes a confusion) of words and phrases applied by scholars to discuss alignment either as a realized or intended phenomenon.

For example, strategic IT alignment has been defined using such distinct terms as ‘matched with’, ‘in harmony with’, ‘complement each other’, ‘contingent upon’, and ‘congruent with’ or more simply as ‘aligned’, ‘fit’, ‘support’, ‘integrated’, ‘synergy’, ‘linked’, or ‘co-aligned’.

This account begins with the seminal work conducted under the Management in the 90s (MIT90s) umbrella before turning to the major alignment perspectives that have emerged over the last 25 years.

To structure the discussion, we focus on theory, conceptualization, and measurement of strategic IT alignment.

Over time, research has identified several antecedents that influence strategic alignment such as shared understanding between business and IT as to the strategic nature of IT ().

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First, we provide a brief historical review of the strategic IT alignment literature over the past 25 years.After this, we transition to a more contemporary perspective that reflects the changing role of IT in modern businesses.We consider three challenges that will influence the research agenda around strategic IT alignment in the coming years.The process by which business and IT are brought inline with each other to enhance the performance of business and to achieve business goals is called strategic alignment.Some models have been developed for the assessment of strategic alignment but an evaluation and comparison of capabilities of the models has not been studied due to the absence of a structured evaluation criteria..

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