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Information Technology Strategic Alignment: Brazilian Cases

Information Technology Strategic Alignment: Brazilian Cases

Fernando J.B. Laurindo, Marly M. de Carvalho, Tamio Shimizu
Copyright: © 2003 |Pages: 14
ISBN13: 9781931777452|ISBN10: 1931777454|EISBN13: 9781931777612
DOI: 10.4018/978-1-93177-745-2.ch013
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MLA

Laurindo, Fernando J.B., et al. "Information Technology Strategic Alignment: Brazilian Cases." Business Strategies for Information Technology Management, edited by Kalle Kangas, IGI Global, 2003, pp. 186-199. https://doi.org/10.4018/978-1-93177-745-2.ch013

APA

Laurindo, F. J., de Carvalho, M. M., & Shimizu, T. (2003). Information Technology Strategic Alignment: Brazilian Cases. In K. Kangas (Ed.), Business Strategies for Information Technology Management (pp. 186-199). IGI Global. https://doi.org/10.4018/978-1-93177-745-2.ch013

Chicago

Laurindo, Fernando J.B., Marly M. de Carvalho, and Tamio Shimizu. "Information Technology Strategic Alignment: Brazilian Cases." In Business Strategies for Information Technology Management, edited by Kalle Kangas, 186-199. Hershey, PA: IGI Global, 2003. https://doi.org/10.4018/978-1-93177-745-2.ch013

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Abstract

This chapter presents a study about the effectiveness of Information Technology (IT) applications in Brazilian companies. IT has been considered a strategic issue for successful companies. On the other hand, the discussion about the results of Information Technology (IT) applications considering the return over the investments and the effectiveness of their management still remains controversial. Effectiveness evaluation allows strategic alignment between IT and company business visions and should be analyzed as a continuous process. In order to discuss these issues, in this chapter, a comparative analysis about IT strategic impacts is performed using different theoretical models. The study is based on multiple cases: financial services, telecommunications, and building materials companies. Interviews with the main actors from different levels of the organization hierarchy have been done.

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