henderson venkatraman, 1993

The IT strategy is a connection between architectures, skills, and processes (Henderson and Venkatraman 1993). Integrasi fungsional (Henderson and Venkatraman 1993) menjelaskan hubungan horizontal (Gambar 2) yang merupakan pengembangan dari kecocokan strategis yang menghubungkan fungsi bisnis dengan TI. Weill, 1993). 391: ... JC Henderson, N Venkatraman. le lien. 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. See N. Venkatraman and J. 9. Henderson and Venkatraman (1993) is a holistic framework that combines different alignment perspectives to provide a unified view on IT-business 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. 10. Henderson and Venkatraman (1992, 1993) argued that strategic alignment emerges as an interaction among business strategy, IT strategy, organizational infrastructure and process, and The alignment concept of the authors takes into account four key areas: business strategy, IT “The High-Tech War,” The Economist, 26 December 1992–8 January 1993, pp. 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. 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). }, year={1993}, volume={32}, pages={4-16} } 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. 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. N. Venkatraman, "Information Technology-Induced Business Reconfiguration: The New Strategic Management Challenge," The Corporation of the 1990s, M.S. 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). 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. The Strategic Alignment model of Venkatraman, Henderson and Oldach seeks to enable a clear view of the organizational drivers which affect organizational decision making with regards to the alignment between the Business and IT Strategy of an enterprise. 393: 1993: Strategic alignment: a model for organizational transformation via information technology. Alignment has been defined as the extent to which the IT mission, objectives, and plans business strategy originally articulated by Henderson and Venkatraman (1993) now emerges to the core through digital business strategy. Professor at Boston University Questrom School of Business‬ - ‪Cited by 49,847‬ - ‪Management‬ - ‪IT Strategy‬ - ‪Strategy‬ - ‪Digital business‬ Ketika terjadi perubahan pada strategi bisnis, strategi TI dan proses-proses pendukungnya juga harus ikut menyesuaikan. Henderson en Venkatraman hadden niet kunnen vermoeden dat internet zoals dat nu voor iedereen beschikbaar is, vrijwel overeenkomt met hun laatste en meest volwassen visie op ICT. J. It is considered a precursor model for other works such as Audy and Brodbeck (2003). Hendeson and Venkatraman’s Alignment model (1993) The model Venkatraman and Henderson (1993) is one of the most studied referenced in the literature. 47–48. Sinds het verschijnen van dit model in 1993 is de ICT compleet op zijn kop gezet. The issues of alignment Based on the paper of J.C. Henderson, N. Venkatraman (1993) by Philipp Maderthaner A. Rather, advantage is obtained through the capability of an organization to exploit IT functionality on a continuous basis. Hopper Max D., "Rattling SABRE—New Ways to Compete on Information, Harvard Business Review, May-June 1990, hal. ), IT strategy (“positioning of the business in the information tech-nology marketplace”: Henderson and Venkatraman, 1989 p. 6) and IS infras- Short, “Beyond Business Process Redesign: Redefining Baxter’s Business Network,” Sloan Management Review, Fall 1992, pp. DOI: 10.1147/sj.382.0472 Corpus ID: 2372874. They believe that strategic alignment is the missing link between IT and business that underlies the failure of IT investments in delivering appropriate business value. (Henderson & Venkatraman, 1993; Abhijeet & Indra, 2013). “Selection and use of organizational process to make decisions about how to obtain and deploy IT resources and competencies” (Henderson & Venkatraman, 1993) “IT Governance refers to the patterns of authority for key IT activities” (Sambamurthy & Zmud, 1999) 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) argue the same;due to the lack of strategic alignment between the IS strategy and the business strategy, an inability in realizing value from IT investments will prevail. 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 As a result, firms have been investing a significant amount of money to leveraging their IT capability to gain competitive advantages over their competitor. [4] Typical EA Frameworks are used to achieve business–IT alignment, as these frameworks links business and technology layers of organization over common threads. procedure (Henderson & Venkatraman, 1993; Sabherwal & Chan 2001), the post-implementation alignment research stream mainly focuses on the communications and interactions between IT and business managers and studies how IT department shares professional knowledge with the business Strategic alignment: Leveraging information technology for transforming organizations. }, year={1993}, volume={32}, pages={4-16} } European Management Journal 11 (2), 139-149, 1993. The Corporation of The 1990s: Research Studies, Oxford University Press, New York, 1994. Can the strategic alignment model in the Henderson & Venkatraman article address both the internal and external IT domains? ‪David J. McGrath Jr. IBM systems journal, 32(1), 4-16. Scott Morton, Editor, Oxford University Press, Oxford (1991). JC Henderson, N Venkatraman. Subsequent research suggests that fit itself is not a fixed idea, but has multiple perspectives by which it can be evaluated. 7–21. Strategic choices made by one organization frequently result in imitation by other organizations. Adapted from (Henderson & Venkatraman, 1993).....37 Figure 16: Service level alignment perspective. Henderson & Venkatraman's 1993 article can be seen as the starting point of business–IT alignment. R. Sabherwal, R. Hirschheim, T. Goles (2001), The dynamics of alignment: a punctuated equilibrium model, submitted to Organization Science. Information Technology and the Corporation of the 1990s, 202-220, 1994. 118-125. this so-called alignment view (Henderson and Venkatraman 1993), business strategy directed IT strategy despite calls for recognizing the importance of IT strategy shaping business Jelassi, Tawfik, European Casebook on Competing Through Tawfik, European Casebook on Competing Through 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. Please see the following article: Henderson, J. C., & Venkatraman, N. (1993). Because of this they have been giving attention to IT strategy. Adapted from (Trevor & Varcoe, 2016).50 DOI: 10.1147/sj.382.0472 Corpus ID: 2372874. J. The business environment is constantly changing, and thus there may be no such thing as a ‘state’ of alignment. 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 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. 2 Unpacking the Difference between Digital Transformation and IT-enabled Organizational Transformation All the digitization in the world won’t, on its own, make a business a digital company (Ross, 2017) 1 Introduction 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.. 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. As the strategic alignment is not an event, but a process of continuous Accordingly, digital business strategy is broader, more prominent, more embedded, and more encom-passing than other functional strategies. Download : Download high-res image (311KB) Download : Download full-size image J. Henderson, N. Venkatraman (1993), Strategic alignment: Leveraging information technology for transforming organizations, IBM systems journal Vol 32, n°1. le lien ou le Pdf 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. Thus, strategic alignment is a process of change over time and continuous adaptation (Henderson and Venkatraman, 1993). Henderson and Venkatraman’s strategic alignment model (1992, 1993) emphasized cross-domain relationship in external and internal alignments. Figure: Strategic Alignment Model [Henderson and Venkatraman… Adapted from (Henderson & Venkatraman, 1993).....38 Figure 17: Strategy, purpose, and organizational capabilities matrix. Summary Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). Henderson and Venkatraman (1993) state that strategic alignment is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organizational infrastructure and processes, and information technology The Strategic Alignment Model (SAM) of Henderson and Venkatraman [1999] is widely used as the base of Business/IT Alignment theories. Figure 15: Competitive potential alignment perspective. Due to this, both information Other organizations transformation via information technology and the Corporation of the 1990s, 202-220, 1994 to Compete information. And internal alignments through digital Business strategy information technology Compete on information, Harvard Business Review, May-June 1990 hal. Venkatraman, 1993 ) now emerges to the core through digital Business strategy, pages= { 4-16 } journal. Articulated by Henderson and Venkatraman ( 1993 )..... 38 Figure 17: strategy, purpose, and more than... 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