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Using and validating the strategic alignment model avison

In this article, we propose to revisit the concept of strategic alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman’s strategic alignment model (1993). (1992), “Sociologie des Sciences et économie du changement technique : l’irrésistible montée des réseaux technico-économiques”, in Ces réseaux que la raison ignore, L’innovation CDSD (Ed), L’Harmattan, Paris, 53-78. Cucourel (Eds.) Routledge &Kegan Paul, London, 277-303.

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(1989), “Strategic Alignment: A Model for Organisational Transformation via Information Technology”; in: Transforming Organisations (1992), T. Rouen Business School Boulevard André Siegfried - BP 215 76825 Mont-Saint-Aignan France Isabelle WALH est professeur associée à Rouen Business School. Ses recherches sont dans les champs des systèmes d’information, de la stratégie et de l’interculturel. (2006), “Le co-alignement des technologies et systèmes inter-firmes: étude empirique dans le secteur des services logistiques”, Systèmes d’Information et Management, Vol. Johnson, G., Langley, A., Melin, L., Whittington, R. Strategy as Practice: Research Directions and Resources, Cambridge University Press, Cambridge, Johnson, G., Scholes, K., Whittington, R. (1999), “More on myth, magic and metaphor: Cultural insights into the management of information technology in organizations”, Information Technology & People, Vol. (1987), Science in Action, Harvard University Press. Industrial Management & Data Systems 108(9), 1167–1181. We propose a new, conceptual, non-functionalist model, which integrates several streams of literature: the translated strategic alignment model (TSAM). (1997), “A Professional Balancing Act – Walking the Tightrope of Strategic Alignment”, in Steps to the Future – Fresh Thinking on the Management of IT-Based Organizational Transformation, C.

This model may serve as a help to drive toward a critical level of alignment that appears as necessary to clear the path toward competitive advantage. (2009), “Engineering E-Collaboration Processes to Obtain Innovative End-User Feedback on Advanced Web-Based Information Systems”, Journal of the Association for Information Systems, Vol. Broadbent, M., Weill P (1991), “Developing Business and Information Strategy Alignment: a Study in the Banking Industry”, Proceedings of the twelfth international conference on Information systems, New York, United States, 293-306.

Ses recherches portent sur le management des systèmes d'information et plus spécifiquement sur la conduite de projets d'alignement stratégique des SI. (1997), “Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment”, Information Systems Research, Vol.

Université Paris-Dauphine Place du Maréchal de Lattre de Tassigny 75016, Paris France Michel KALIKA est professeur à l’université Paris- dauphine.

(1967), The Discovery of Grounded Theory: Strategies For Qualitative Research, Aldine, New York. (1978), Theoretical Sensitivity, Sociological Press, Mill Valley. (1992), Basics of Grounded Theory, Sociological Press, Mill Valley. (1995), “Task-Technology Fit and Individual Performance”, MIS Quarterly, Vol.

(1966), Sémantique structurale : recherche et méthode, Larousse, Paris.

Ses recherches portent sur l’utilisation des emails par les managers, la théorie du millefeuille, et l’alignement stratégique.