henderson venkatraman, 1993

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In 1993, Henderson and Venkatraman built on strategic alignment concepts to develop the Strategic Alignment Model (SAM), which has remained one of the most utilized models in research as well as by organizations since that time (Avison et al., 2004, Renaud et al., 2016). N. Venkatraman, "Information Technology-Induced Business Reconfiguration: The New Strategic Management Challenge," The Corporation of the 1990s, M.S. Thus, strategic alignment is a process of change over time and continuous adaptation (Henderson and Venkatraman, 1993). Volume 11, Issue 2, June 1993, Pages 139-149 Continuous strategic alignment: Exploiting information technology capabilities for competitive success Author links open overlay panel N. Venkatraman (Associate Professor of Management) John C. Henderson (Professor of Management Information Systems) Scott Oldach Sinds het verschijnen van dit model in 1993 is de ICT compleet op zijn kop gezet. Although Henderson and Venkatraman are often credited for launching ‘alignment’ as a new concept for the fit between business and IT in their Strategic Alignment Model (Henderson & Venkatraman, 1993), the challenge of fitting IT solutions to business requirements is not new. Figure: Strategic Alignment Model [Henderson and Venkatraman… The business environment is constantly changing, and thus there may be no such thing as a ‘state’ of alignment. Henderson and Venkatraman (1992, 1993) argued that strategic alignment emerges as an interaction among business strategy, IT strategy, organizational infrastructure and process, and Strategic alignment: Leveraging information technology for transforming organizations. Research not only provided support for the dynamic and adaptive nature of fit, but suggested that fit is not an ‘event’ or a ‘place’, but an on-going reflective process of change (Henderson & Venkatraman, 1993). The key message of this model, as well as that of many other studies, is that to become a successfull company, one should make sure that the IT strategy is fully aligned with business strategy. In order for integration and alignment to occur the external business and IT strategies must be linked, and the internal business and IT strategies must be linked. Adapted from (Henderson & Venkatraman, 1993).....38 Figure 17: Strategy, purpose, and organizational capabilities matrix. Integrasi fungsional (Henderson and Venkatraman 1993) menjelaskan hubungan horizontal (Gambar 2) yang merupakan pengembangan dari kecocokan strategis yang menghubungkan fungsi bisnis dengan TI. While SAM has been widely applied by theoreticians and practitioners in the Western IT research, its applicability in the Middle East is not clear with very few studies available. Due to this, both information Can the strategic alignment model in the Henderson & Venkatraman article address both the internal and external IT domains? The key message of this model, as well as that of many other studies, is that to become a successfull company, one should make sure that the IT strategy is fully aligned with business strategy.. Weill, 1993). Download : Download high-res image (311KB) Download : Download full-size image In 1993, Henderson and Venkatraman (1993) proposed Strategic Alignment Model (SAM), a model that can be considered as the founding father in conceptualizing strategic alignment. According to Henderson and Venkatraman (1993, 1999) no single IT application, however sophisticated and state of the art it may be, could deliver a sustained competitive advantage. DOI: 10.1147/sj.382.0472 Corpus ID: 2372874. R. Sabherwal, R. Hirschheim, T. Goles (2001), The dynamics of alignment: a punctuated equilibrium model, submitted to Organization Science. Adapted from (Trevor & Varcoe, 2016).50 The Strategic Alignment Model (SAM) of Henderson and Venkatraman [1999] is widely used as the base of Business/IT Alignment theories. Henderson and Venkatraman (1993) argued that alignment involves compatibility and integration among business strategy, IT strategy, business infrastructure and processes, and IT infrastructure and processes. Henderson & Venkatraman (1993: 472- 473) added a financial aspect to the definition of successful strategic alignment stating that it is achieved when “economic performance is directly related to the ability of management to create a strategic fit between the position of an organisation in the Strategic Alignment: Leveraging Information Technology for Transforming Organizations @article{Henderson1993StrategicAL, title={Strategic Alignment: Leveraging Information Technology for Transforming Organizations}, author={John C. Henderson and N. Venkatraman}, journal={IBM Syst. It is considered a precursor model for other works such as Audy and Brodbeck (2003). Hopper Max D., "Rattling SABRE—New Ways to Compete on Information, Harvard Business Review, May-June 1990, hal. As a result, firms have been investing a significant amount of money to leveraging their IT capability to gain competitive advantages over their competitor. Henderson and Venkatraman (1993) is a holistic framework that combines different alignment perspectives to provide a unified view on IT-business alignment. The alignment concept of the authors takes into account four key areas: business strategy, IT Henderson and Venkatraman 1989, 1993), business infrastructure (the set of internal arrangements that designs the management structure and work pro-cesses to achieve the organizational ob-jectives: ibid. Ibm systems journal, 32 ( 1 ), 4-16 Oxford University Press, Oxford University Press, Oxford 1991! The 1990s, M.S perspectives to provide a unified view on IT-business alignment Figure:! 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