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TopIt/Is Alignment1
Given the plethora of definitions that exist, it is necessary to unpack some of the key elements of what constitutes IT/IS alignment. The concept or, perhaps more precisely, the notion of strategic IT/IS alignment, as portrayed in the academic literature, centres on three arguments, captured eloquently by Hirschheim and Sabherwal (2001):
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Organizational performance depends on structures and capabilities that support the successful realization of strategic decisions;
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Alignment is a two-way process, where business and IS strategies can act as mutual drivers;
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Strategic IS alignment ‘is not an event but a process of continuous adaptation and change’ (Henderson & Venkatraman, 1993).
Taking a more contemporary view, there are potentially five dimensions that can be considered in order to conceptualize IT/IS alignment fully. In effect, the five dimensions are not exhaustive, but are an attempt to explore the fact that IT/IS alignment rests in difficult terrain. A terrain typified by shifting perspectives and views, and across variables relating to intellectual, technical, operational, political, practical and strategic aspects impacting at different times and to different degrees.
The five dimensions relate to strategic and intellectual, formal structures, informal structures, social and cultural domains, taking each in turn.