Survey of Strategic Alignment Impacts on Organizational Performance in International European Companies
Kalika, Michel; Kefi, Hajer (2005), Survey of Strategic Alignment Impacts on Organizational Performance in International European Companies, 38th Hawaii International Conference in Information Systems, 2005-01, Hawai, États-Unis
TypeCommunication / Conférence
Titre du colloque38th Hawaii International Conference in Information Systems
Date du colloque2005-01
Ville du colloqueHawai
Pays du colloqueÉtats-Unis
MétadonnéesAfficher la notice complète
Résumé (EN)The globalization of business reflects the view that most companies have to compete in a borderless environment. Challenges and opportunities are tremendous especially in the European Community, where profound changes have been experienced (common currency, restructuring of Eastern Europe, etc.). The European companies have to compete in an increasingly competitive global market. They have to undergo the continuous threats of new entrants and substitute products and the strengthening bargaining power of all their business partners, within or beyond the European frontiers (Kalika, et al., 2003). In this context, the achievement of sustainable competitive advantage requires dramatic business process changes, moving toward more flexible and agile structures. Strategic alliances and partnering can support and enable these transformations, via joint ventures, knowledge exchange, outsourcing, etc. Such arrangements can help companies (the small ones, as well as the giants) to target customers once beyond their grasp.Historically, the role of IT in the organization has evolved. It has been treated for a long time as a “cost center” or an expense rather than a strategic weapon (Alter, 1995). Since the 1980’s, this role has been recognized as “strategic” (Porter and Millar, 1985). It has been considered as an enabler to achieve competitive advantage. For some 20 years now, the assumption that technology based information systems (IS/IT) provide a crucial support to operational and strategic business processes has been widely accepted (Luftman, 1996; Ward and Griffiths, 1997). However, empirical evidence that provides a good correlation between IS/IT alignment with business strategy and organizational performance is still needed. As stated by Sabherwal and Chan (2001): “empirical research on the performance implications of this alignment has been sparse and fragmented”.
Mots-clésOrganizational performance; Co-variation approach; Structural equation modeling; Strategic alignment
JELM10 - General
Affichage des éléments liés par titre et auteur.
A Dynamic Capabilities Approach to Understanding the Impact of IT-Enabled Businesses Processes and IT-Business Alignment on the Strategic and Operational Performance of the Firm Schwarz, Colleen; Kefi, Hajer; Schwarz, Andrew; Kalika, Michel (2010) Article accepté pour publication ou publié
IT-Enabled Business Processes versus Strategic Alignment : An investigation into the drivers of organizational performance Schwarz, Andrew; Khefi, H.; Kalika, Michel (2006) Communication / Conférence