henderson venkatraman, 1993

The business environment is constantly changing, and thus there may be no such thing as a ‘state’ of alignment. Due to this, both information As the strategic alignment is not an event, but a process of continuous It is considered a precursor model for other works such as Audy and Brodbeck (2003). The Strategic Alignment model of Venkatraman, Henderson and Oldach seeks to enable a clear view of the organizational drivers which affect organizational decision making with regards to the alignment between the Business and IT Strategy of an enterprise. this so-called alignment view (Henderson and Venkatraman 1993), business strategy directed IT strategy despite calls for recognizing the importance of IT strategy shaping business Weill, 1993). They believe that strategic alignment is the missing link between IT and business that underlies the failure of IT investments in delivering appropriate business value. The issues of alignment The key message of this model, as well as that of many other studies, is that to become a successfull company, one should make sure that the IT strategy is fully aligned with business strategy. 391: ... JC Henderson, N Venkatraman. Figure 15: Competitive potential alignment perspective. Can the strategic alignment model in the Henderson & Venkatraman article address both the internal and external IT domains? JC Henderson, N Venkatraman. Strategic alignment: Leveraging information technology for transforming organizations. Henderson and Venkatraman (1993) argue the same;due to the lack of strategic alignment between the IS strategy and the business strategy, an inability in realizing value from IT investments will prevail. Strategic Alignment: Leveraging Information Technology for Transforming Organizations @article{Henderson1993StrategicAL, title={Strategic Alignment: Leveraging Information Technology for Transforming Organizations}, author={John C. Henderson and N. Venkatraman}, journal={IBM Syst. Thus, strategic alignment is a process of change over time and continuous adaptation (Henderson and Venkatraman, 1993). Please see the following article: Henderson, J. C., & Venkatraman, N. (1993). Scott Morton, Editor, Oxford University Press, Oxford (1991). Henderson en Venkatraman hadden niet kunnen vermoeden dat internet zoals dat nu voor iedereen beschikbaar is, vrijwel overeenkomt met hun laatste en meest volwassen visie op ICT. le lien ou le Pdf “The High-Tech War,” The Economist, 26 December 1992–8 January 1993, pp. Jelassi, Tawfik, European Casebook on Competing Through Tawfik, European Casebook on Competing Through }, year={1993}, volume={32}, pages={4-16} } le lien. 2 Unpacking the Difference between Digital Transformation and IT-enabled Organizational Transformation All the digitization in the world won’t, on its own, make a business a digital company (Ross, 2017) 1 Introduction The IT strategy is a connection between architectures, skills, and processes (Henderson and Venkatraman 1993). Hendeson and Venkatraman’s Alignment model (1993) The model Venkatraman and Henderson (1993) is one of the most studied referenced in the literature. J. Henderson, N. Venkatraman (1993), Strategic alignment: Leveraging information technology for transforming organizations, IBM systems journal Vol 32, n°1. Rather, advantage is obtained through the capability of an organization to exploit IT functionality on a continuous basis. Subsequent research suggests that fit itself is not a fixed idea, but has multiple perspectives by which it can be evaluated. Henderson & Venkatraman (1993: 472- 473) added a financial aspect to the definition of successful strategic alignment stating that it is achieved when “economic performance is directly related to the ability of management to create a strategic fit between the position of an organisation in the Ketika terjadi perubahan pada strategi bisnis, strategi TI dan proses-proses pendukungnya juga harus ikut menyesuaikan. Strategic choices made by one organization frequently result in imitation by other organizations. As a result, firms have been investing a significant amount of money to leveraging their IT capability to gain competitive advantages over their competitor. J. According to Henderson and Venkatraman (1993, 1999) no single IT application, however sophisticated and state of the art it may be, could deliver a sustained competitive advantage. Henderson and Venkatraman 1989, 1993), business infrastructure (the set of internal arrangements that designs the management structure and work pro-cesses to achieve the organizational ob-jectives: ibid. While SAM has been widely applied by theoreticians and practitioners in the Western IT research, its applicability in the Middle East is not clear with very few studies available. DOI: 10.1147/sj.382.0472 Corpus ID: 2372874. [4] Typical EA Frameworks are used to achieve business–IT alignment, as these frameworks links business and technology layers of organization over common threads. Adapted from (Trevor & Varcoe, 2016).50 European Management Journal 11 (2), 139-149, 1993. Alignment has been defined as the extent to which the IT mission, objectives, and plans ‪David J. McGrath Jr. Because of this they have been giving attention to IT strategy. Research not only provided support for the dynamic and adaptive nature of fit, but suggested that fit is not an ‘event’ or a ‘place’, but an on-going reflective process of change (Henderson & Venkatraman, 1993). business strategy originally articulated by Henderson and Venkatraman (1993) now emerges to the core through digital business strategy. Accordingly, digital business strategy is broader, more prominent, more embedded, and more encom-passing than other functional strategies. 47–48. See N. Venkatraman and J. Download : Download high-res image (311KB) Download : Download full-size image ), IT strategy (“positioning of the business in the information tech-nology marketplace”: Henderson and Venkatraman, 1989 p. 6) and IS infras- Henderson and Venkatraman’s strategic alignment model (1992, 1993) emphasized cross-domain relationship in external and internal alignments. The Corporation of The 1990s: Research Studies, Oxford University Press, New York, 1994. R. Sabherwal, R. Hirschheim, T. Goles (2001), The dynamics of alignment: a punctuated equilibrium model, submitted to Organization Science. Summary Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). Integrasi fungsional (Henderson and Venkatraman 1993) menjelaskan hubungan horizontal (Gambar 2) yang merupakan pengembangan dari kecocokan strategis yang menghubungkan fungsi bisnis dengan TI. 9. procedure (Henderson & Venkatraman, 1993; Sabherwal & Chan 2001), the post-implementation alignment research stream mainly focuses on the communications and interactions between IT and business managers and studies how IT department shares professional knowledge with the business In 1993, Henderson and Venkatraman built on strategic alignment concepts to develop the Strategic Alignment Model (SAM), which has remained one of the most utilized models in research as well as by organizations since that time (Avison et al., 2004, Renaud et al., 2016). Figure: Strategic Alignment Model [Henderson and Venkatraman… Henderson and Venkatraman (1993) is a holistic framework that combines different alignment perspectives to provide a unified view on IT-business alignment. 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Redesign: Redefining Baxter ’ s strategic alignment: a model for organizational transformation via information technology for transforming.... ) now emerges to the core through digital Business strategy Challenge, '' the Corporation of the,...

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