The impact of communications and understanding on the success of business/IT alignment

This article reports on an investigation of IS stakeholders communication and mutual understanding, and their impact on the success of business / IT alignment. In particular, by following a hermeneutic study of transcripts of two focus groups and several interviews conducted with senior business and IT executives, the paper explores the issues of modern business context and practices, project scope and structure, trust, language and nomenclature, and the barriers to the effective stakeholder communication and  understanding. The study results are finally compared against the standard model of business and IT alignment. The main unexpected finding being executives' pre-occupation with issues of "marginal" value to the alignment model, such as day-to-day management of communicative and understanding effectiveness, as opposed to the fundamental issues of strategy and infrastructure fit.

Analysing business processes to manage and resolve strategic issues in a manufacturing business

This paper demonstrates the value of applying heuristics to knowledge systems of business processes in a manufacturing company to resolve strategic issues and enable the attainment of strategic business goals. The manufacturing company was losing market share through not being able to get its new products to market quickly enough. The research illustrates the ‘location’ and use of information systems in a manufacturing context. The researchers collected the specific business process knowledge in the company and developed a knowledge management system and then applied heuristics to the ‘AS IS’ manufacturing process to determine better models of manufacturing that would enable faster to market product development and thus enable better strategic alignment between company expectations and realisation of market share. The paper highlights the strategic use of information systems as a means of directly solving business problems.

The impact of strategy on business analytics success

Business analytics systems are an important strategic investment for many organisations and can potentially contribute significantly to firm performance. In this paper we develop a theoretical model, based on the resource-based view, that explains how business analytics capabilities lead to benefits. We argue that the type of strategy, represented as enterprise architecture, moderates the benefits achieved. Two case studies are then presented, each with a different type of strategy, and we explain how and why benefits were achieved from business analytics systems in each. We then identify the similarities and differences between the two case studies and discuss these using five dimensions that emerge from the case studies: strategic alignment, governance, people, organizational culture and data and technology infrastructure.

Aligning business and IT strategies in multi-business organizations

The alignment of business and information technology (IT) strategies is an important and enduring theoretical challenge for the information systems discipline, remaining a top issue in practice over the past 20 years. Multi-business organizations (MBOs) present a particular alignment challenge because business strategies are developed at the corporate level, within individual strategic business units and across the corporate investment cycle. In contrast, the extant literature implicitly assumes that IT strategy is aligned with a single business strategy at a single point in time. This paper draws on resource-based theory and path dependence to model functional, structural, and temporal IT strategic alignment in MBOs. Drawing on Makadok's theory of profit, we show how each form of alignment creates value through the three strategic drivers of competence, governance, and flexibility, respectively. We illustrate the model with examples from a case study on the Commonwealth Bank of Australia. We also explore the model's implications for existing IT alignment models, providing alternative theoretical explanations for how IT alignment creates value.

Exploring differences between smaller and large organizations' corporate governance of information technology

Corporate governance of information technology (CGIT) is targeted at maximizing IT investment to achieve business objectives and value. Yet there is little empirical evidence about organizations' attitudes to and use of CGIT to deliver such value, or the role of related policies, practices, frameworks and methodologies. This study explored the views of Chief Information Officers and executive managers of smaller and large, primarily Australian organizations, regarding governance of IT. Through a survey, we investigated their views regarding the perc eived relevance, influential drivers, challenges and perceived benefits from the use of CGIT. Regardless of organizational size, our findings demonstrate substantially the same benefits, influences and challenges. Further, besides the widely acknowledged importance of strategic alignment of business and IT, risk management was found to be significant both in influencing the decision to adopt CGIT and as a perceived key capability for delivering improved organizational performance and resource-based value. As such, the study contributes new knowledge related to delivering business value through governing IT.

The negative impact on nurses of lack of alignment of information systems with public hospital strategic goals

The objectives of this study were to investigate the degree to which hospital information systems are aligned with hospital strategies and how they impact on nurses. Semi-structured interviews were conducted with nine hospital staff from a range of disciplines in a large public hospital in Australia. The interviews revealed that the focus of hospital information systems on administration has meant that applications to support the patient's clinical journey have been deemed unaffordable. A consequence is that the historic use of the nurses' station as a source of verbal information about patients has continued, with negative impacts on nurses' perceived role and status, and the possible exacerbation of the clash between administrative and clinical cultures. We conclude that hospitals need clear strategies, with alignment of information systems. To do otherwise can undermine culture and morale, while disrupting workflows and patients' clinical journeys.

A model for the implementation of strategic human resource management

This paper has been developed out of an action research project involving the Australian Taxation Office (ATO). One of the outcomes of this project was the development of a model for the implementation of Strategic Human Resource Management (SHRM) for the purpose of cultural change and/or alignment to business strategy.

The paper brings together many of the theories that have arisen in SHRM in the last decade or so, including theories around human capital, the resource-based view, HR configuration, HR architecture, vertical and horizontal fit, HR systems and HR roles.

Evidencing learning outcomes: a multi-level, multi-dimensional course alignment model

This conceptual framework proposes a multi-level, multi-dimensional course alignment model to implement a contextualised constructive alignment of rubric design that authentically evidences and assesses learning outcomes. By embedding quality control mechanisms at each level for each dimension, this model facilitates the development of an aligned curriculum. The use of rubrics is a crucial theme for many higher education institutions owing to the binding requirement by universities to provide evidence to quality assurance agencies. The success of evidencing learning outcomes through rubrics, however, is only one piece of the puzzle. The other is the contextualised constructive alignment of intertwined factors. Despite the significance of embedding these factors, there has been little, if any, systematic framework in this area. The two key instrumental forces underpinning the conception of this model are: seeking external accreditation and the implementation of programme enhancement thus realising the strategic agenda for an Australian university.

Learners and their workplaces: towards a strategic model of flexible delivery of training in the workplace

Although the flexible delivery of training in the workplace has become a favoured policy position for training authorities in both Britain and Australia, this article reviews research that indicates neither learners nor their workplaces are well prepared. Drawing on the author's own research and that from the broader literature, the article develops a model for the preparation of learners and workplaces for flexible delivery of training. Deriving from the proposed model, the article suggests a wide range of strategies that may be used in preparing learners and workplaces for successful engagement with the flexible delivery of training.