Achieving Business and IT Alignment from Organisational Learning Perspectives
Business and IT alignment has continued as a
top concern for business and IT executives for almost three
decades. Many researchers have conducted empirical studies on
the relationship between business-IT alignment and performance.
Yet, these approaches, lacking a social perspective, have had little
impact on sustaining performance and competitive advantage. In
addition to the limited alignment literature that explores
organisational learning that is represented in shared understanding,
communication, cognitive maps and experiences.
Hence, this paper proposes an integrated process that enables
social and intellectual dimensions through the concept of
organisational learning. In particular, the feedback and feedforward
process which provide a value creation across dynamic
multilevel of learning. This mechanism enables on-going
effectiveness through development of individuals, groups and
organisations, which improves the quality of business and IT
strategies and drives to performance.
[1] Aggarwal, H. (2010). "Contemporary Research Issues In Business-
IT Alignment." Global Journal of Enterprise Information System
1(1).
[2] Horovitz, J. "New Perspectives on Strategic Management," Journal
of Business Strategy, winter 1984, pp.19-33.
[3] Morton, M. S. S. (1991). The corporation of the 1990s: Information
technology and organizational transformation, Oxford University
Press, USA.
[4] Kearns, G. and A. Lederer (2001). "Strategic IT alignment: a model
for competitive advantage."
[5] Tan, F. B. and R. B. Gallupe (2006). "Aligning business and
information systems thinking: A cognitive approach." Engineering
Management, IEEE Transactions on 53(2): 223-237.
[6] Maes, R., D. Rijsenbrij, et al. (2000). Redefining business: IT
alignment through a unified framework, Universiteit van
Amsterdam, Department of Accountancy & Information
Management.
[7] Kim, K., 2003, A Socio-Intellectual Framework Empirically Testing
The Factors Affecting The Alignment Between Business and IS
Strategies, pp 2795 - 2800, AMCIS 2003, US.
[8] Robey, D. and M. L. Markus (1998). "Beyond rigor and relevance:
producing consumable research about information systems."
Information Resources Management Journal 11(1): 7-15.
[9] Weick, K. E. (1999). "Conclusion: Theory construction as
disciplined reflexivity: Tradeoffs in the 90s." The Academy of
Management Review 24(4): 797-806.
[10] Ciborra, C. U. (1997). "De profundis? Deconstructing the concept of
strategic alignment." Scandinavian journal of information systems 9:
67-82.
[11] Tippins, M. J. and R. S. Sohi (2003). "IT competency and firm
performance: is organizational learning a missing link?" Strategic
Management Journal 24(8): 745-761.
[12] Crossan, M. M., H. W. Lane, et al. (1999). "An organizational
learning framework: From intuition to institution." Academy of
management review: 522-537.
[13] Yeo, G. and A. Neal (2008). "Subjective cognitive effort: A model of
states, traits, and time." Journal of Applied Psychology 93(3): 617.
[14] Campbell, B., Kay, R. and Avison, D. (2005). Strategic Alignment:
A practitioner-s perspective, Journal of Enterprise Information
Management 18(5/6): 653-664
[15] Chan, Y. E. and B. H. Reich (2007). "IT alignment: what have we
learned?" Journal of Information Technology 22(4): 297-315.
[16] Reich, B. H. and I. Benbasat (2000). "Factors that influence the
social dimension of alignment between business and information
technology objectives." MIS quarterly: 81-113.
[17] Tarafdar, M. and S. Qrunfleh (2009). "IT-business alignment: a twolevel
analysis." Information Systems Management 26(4): 338-349.
[18] Henderson, J. C. and N. Venkatraman (1993). "Strategic alignment:
Leveraging information technology for transforming organizations."
IBM systems Journal 32(1): 4-16.
[19] Sabherwal, R. and Y. E. Chan (2001). "Alignment between business
and IS strategies: A study of prospectors, analyzers, and defenders."
Information Systems Research 12(1): 11-33.
[20] Kearns, G. S. and A. L. Lederer (2003). "A Resource Based View of
Strategic IT Alignment: How Knowledge Sharing Creates
Competitive Advantage." Decision Sciences 34(1): 1-29.
[21] Kashanchi, R. and J. Toland (2008). "Investigating the Social
Dimension of Alignment: Focusing on Communication and
Knowledge Sharing." ACIS 2008 Proceedings: 2.
[22] Garratt, B. (1995), "The learning organisation: an old idea that has
come of age", People Management, Vol.1 No. 19, pp.25-8.
[23] Nonaka, I., von Krogh, G., 2009. Perspective - tacit knowledge and
knowledge conversion: controversy and advancement in
organizational knowledge creation theory. Organization Science 20
(3), 635-652.
[24] Bontis, N., M. M. Crossan, et al. (2002). "Managing an
organizational learning system by aligning stocks and flows."
Journal of Management Studies 39(4): 437-469.
[25] March, J. G. (1991), "Exploration and Exploitation in Organizational
Learning," Organization Science, 2, 71-87.
[26] Levitt, B. and J. G. March (1988). "Organizational learning." Annual
review of sociology: 319-340
[27] Huber, G. P. (1991). "Organizational learning: The contributing
processes and the literatures." Organization Science: 88-115.
[28] Tan, F. B. (1999). "Exploring Business-IT Alignment Using the
Repertory Grid". Proceedings of 10th Australasian Conference on
Information Systems, 931-942
[29] Benbya, H. and B. McKelvey (2006). "Using coevolutionary and
complexity theories to improve IS alignment: a multi-level
approach." Journal of Information Technology 21(4): 284-298.
[30] Maes, R. and E. J. de Vries (2008). Information leadership: The CIO
as orchestrator and equilibrist, Association for Information Systems.
[31] Kelly, G. (1955). Personal construct psychology, Norton Press NY.
[32] Bassellier, G., Benbasat, I., and Reich, B.H. "The Influence of
Business Managers' IT Competence on Championing IT,"
Information Systems Research (14:4) 2003, pp 317-336.
[33] Hussin, H., King, M. and Cragg, P.B. (2002) IT Alignment in Small
Firms. European Journal of Information Systems, 11(2), 108-127.
[34] Preston, D. S. and E. Karahanna (2009). "Antecedents of IS
strategic alignment: a nomological network." Information Systems
Research 20(2): 159-179.
[1] Aggarwal, H. (2010). "Contemporary Research Issues In Business-
IT Alignment." Global Journal of Enterprise Information System
1(1).
[2] Horovitz, J. "New Perspectives on Strategic Management," Journal
of Business Strategy, winter 1984, pp.19-33.
[3] Morton, M. S. S. (1991). The corporation of the 1990s: Information
technology and organizational transformation, Oxford University
Press, USA.
[4] Kearns, G. and A. Lederer (2001). "Strategic IT alignment: a model
for competitive advantage."
[5] Tan, F. B. and R. B. Gallupe (2006). "Aligning business and
information systems thinking: A cognitive approach." Engineering
Management, IEEE Transactions on 53(2): 223-237.
[6] Maes, R., D. Rijsenbrij, et al. (2000). Redefining business: IT
alignment through a unified framework, Universiteit van
Amsterdam, Department of Accountancy & Information
Management.
[7] Kim, K., 2003, A Socio-Intellectual Framework Empirically Testing
The Factors Affecting The Alignment Between Business and IS
Strategies, pp 2795 - 2800, AMCIS 2003, US.
[8] Robey, D. and M. L. Markus (1998). "Beyond rigor and relevance:
producing consumable research about information systems."
Information Resources Management Journal 11(1): 7-15.
[9] Weick, K. E. (1999). "Conclusion: Theory construction as
disciplined reflexivity: Tradeoffs in the 90s." The Academy of
Management Review 24(4): 797-806.
[10] Ciborra, C. U. (1997). "De profundis? Deconstructing the concept of
strategic alignment." Scandinavian journal of information systems 9:
67-82.
[11] Tippins, M. J. and R. S. Sohi (2003). "IT competency and firm
performance: is organizational learning a missing link?" Strategic
Management Journal 24(8): 745-761.
[12] Crossan, M. M., H. W. Lane, et al. (1999). "An organizational
learning framework: From intuition to institution." Academy of
management review: 522-537.
[13] Yeo, G. and A. Neal (2008). "Subjective cognitive effort: A model of
states, traits, and time." Journal of Applied Psychology 93(3): 617.
[14] Campbell, B., Kay, R. and Avison, D. (2005). Strategic Alignment:
A practitioner-s perspective, Journal of Enterprise Information
Management 18(5/6): 653-664
[15] Chan, Y. E. and B. H. Reich (2007). "IT alignment: what have we
learned?" Journal of Information Technology 22(4): 297-315.
[16] Reich, B. H. and I. Benbasat (2000). "Factors that influence the
social dimension of alignment between business and information
technology objectives." MIS quarterly: 81-113.
[17] Tarafdar, M. and S. Qrunfleh (2009). "IT-business alignment: a twolevel
analysis." Information Systems Management 26(4): 338-349.
[18] Henderson, J. C. and N. Venkatraman (1993). "Strategic alignment:
Leveraging information technology for transforming organizations."
IBM systems Journal 32(1): 4-16.
[19] Sabherwal, R. and Y. E. Chan (2001). "Alignment between business
and IS strategies: A study of prospectors, analyzers, and defenders."
Information Systems Research 12(1): 11-33.
[20] Kearns, G. S. and A. L. Lederer (2003). "A Resource Based View of
Strategic IT Alignment: How Knowledge Sharing Creates
Competitive Advantage." Decision Sciences 34(1): 1-29.
[21] Kashanchi, R. and J. Toland (2008). "Investigating the Social
Dimension of Alignment: Focusing on Communication and
Knowledge Sharing." ACIS 2008 Proceedings: 2.
[22] Garratt, B. (1995), "The learning organisation: an old idea that has
come of age", People Management, Vol.1 No. 19, pp.25-8.
[23] Nonaka, I., von Krogh, G., 2009. Perspective - tacit knowledge and
knowledge conversion: controversy and advancement in
organizational knowledge creation theory. Organization Science 20
(3), 635-652.
[24] Bontis, N., M. M. Crossan, et al. (2002). "Managing an
organizational learning system by aligning stocks and flows."
Journal of Management Studies 39(4): 437-469.
[25] March, J. G. (1991), "Exploration and Exploitation in Organizational
Learning," Organization Science, 2, 71-87.
[26] Levitt, B. and J. G. March (1988). "Organizational learning." Annual
review of sociology: 319-340
[27] Huber, G. P. (1991). "Organizational learning: The contributing
processes and the literatures." Organization Science: 88-115.
[28] Tan, F. B. (1999). "Exploring Business-IT Alignment Using the
Repertory Grid". Proceedings of 10th Australasian Conference on
Information Systems, 931-942
[29] Benbya, H. and B. McKelvey (2006). "Using coevolutionary and
complexity theories to improve IS alignment: a multi-level
approach." Journal of Information Technology 21(4): 284-298.
[30] Maes, R. and E. J. de Vries (2008). Information leadership: The CIO
as orchestrator and equilibrist, Association for Information Systems.
[31] Kelly, G. (1955). Personal construct psychology, Norton Press NY.
[32] Bassellier, G., Benbasat, I., and Reich, B.H. "The Influence of
Business Managers' IT Competence on Championing IT,"
Information Systems Research (14:4) 2003, pp 317-336.
[33] Hussin, H., King, M. and Cragg, P.B. (2002) IT Alignment in Small
Firms. European Journal of Information Systems, 11(2), 108-127.
[34] Preston, D. S. and E. Karahanna (2009). "Antecedents of IS
strategic alignment: a nomological network." Information Systems
Research 20(2): 159-179.
@article{"International Journal of Business, Human and Social Sciences:55800", author = "Hamad Hussain Balhareth and Kecheng Liu and Sharm Manwani", title = "Achieving Business and IT Alignment from Organisational Learning Perspectives", abstract = "Business and IT alignment has continued as a
top concern for business and IT executives for almost three
decades. Many researchers have conducted empirical studies on
the relationship between business-IT alignment and performance.
Yet, these approaches, lacking a social perspective, have had little
impact on sustaining performance and competitive advantage. In
addition to the limited alignment literature that explores
organisational learning that is represented in shared understanding,
communication, cognitive maps and experiences.
Hence, this paper proposes an integrated process that enables
social and intellectual dimensions through the concept of
organisational learning. In particular, the feedback and feedforward
process which provide a value creation across dynamic
multilevel of learning. This mechanism enables on-going
effectiveness through development of individuals, groups and
organisations, which improves the quality of business and IT
strategies and drives to performance.", keywords = "business-IT alignment, social dimension,
intellectual dimension, organisational learning", volume = "6", number = "6", pages = "1286-4", }
