Start Using and validating the strategic alignment model

Using and validating the strategic alignment model

In particular, strategic alignment is a continuous and dynamic process (Croteau . The extent to which strategic information systems planning meets its objectives is determined by implementation, including information systems design and deployment (Gottschalk 1999), but the alignment in information systems design and deployment has been underemphasised.

Previous studies (e,g., Premkumar and King 1991; Tarafdar and Qrunfleh 2010; Velcu 2010) on strategic alignment have concentrated almost exclusively on understanding the integration of information systems planning with business strategy.

In this research stream, most of the research (e.g., Burn and Szeto 2000) agrees that, by means of strategic information systems planning (Sinformation systems P), strategic alignment enables information systems to support business strategies more effectively.

However, despite a growing body of research, a number of gaps can be identified in the literature.

Strategic alignment has many synonyms, including fit, integration, bridge, harmony, fusion, and linkage (Avison . The need to link the information systems planning process with business planning is critical to business success and to ensuring information systems planning process success (Sabherwal and Chan 2001; Croteau and Bergeron 2001).

The conclusion highlights the implications of the findings for both research and practice, along with suggestions for future research.

The focus of this paper aims to outline how organizations achieve alignment and design their information systems with respect to their business strategies.

The results of this study could be useful to researchers and practitioners interested in strategic alignment in the enterprise system design.