How to Develop a Shared Vision: The Key to IS Strategic Alignment (original) (raw)

2009, MIS Q. Executive

This article presents a framework for creating a shared vision between an organization’s CIO and its top management team (TMT). Such a vision is the key to aligning the organization’s information systems (IS) strategy with its business strategy. We describe how this shared vision is facilitated by six visioning mechanisms and identify five distinct configurations of visioning mechanisms being used by firms. We label the configurations as: (1) Star, (2) Executive, (3) Confidante, (4) Educator, and (5) Underperformer. CIOs can use these configuration profiles to make tradeoff decisions about which visioning mechanisms to focus on and sustain for a shared CIO-TMT vision for IS strategic alignment. These tradeoffs will take account of CIOs’ personal strengths and their organizational contexts.

Matching business strategy and CIO characteristics: The impact on organizational performance

This paper examines the match between chief information officer (CIO) characteristics and the organization's business strategy and how this match influences the organization's business performance. Based on the theoretical underpinnings of typologies of business strategy, alignment between IT strategy and business strategy and upper echelon theory, this study proposes a research model. This study uses survey data from 81 CIOs/IT managers to test the model empirically. The results indicate that a match between business strategy and CIOs of certain repertoires of competencies, experiences and personalities could lead to better organizational performance. The business performance in " matched " organizations is significantly better than that in " mismatched " ones.

Antecedents and outcomes of strategic IS alignment: an empirical investigation

2006

Abstract Prior research argues that alignment between business and information systems (IS) strategies enhances organizational performance. However, factors affecting alignment have received relatively little empirical attention. Moreover, IS strategic alignment is assumed to facilitate the performance of all organizations, regardless of type or business strategy.

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