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Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems

Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems

Kevin Grant, Ray Hackney, David Edgar
Copyright: © 2012 |Pages: 19
ISBN13: 9781466617797|ISBN10: 1466617799|EISBN13: 9781466617803
DOI: 10.4018/978-1-4666-1779-7.ch009
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MLA

Grant, Kevin, et al. "Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems." Business Strategy and Applications in Enterprise IT Governance, edited by Wim Van Grembergen and Steven De Haes, IGI Global, 2012, pp. 145-163. https://doi.org/10.4018/978-1-4666-1779-7.ch009

APA

Grant, K., Hackney, R., & Edgar, D. (2012). Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems. In W. Van Grembergen & S. De Haes (Eds.), Business Strategy and Applications in Enterprise IT Governance (pp. 145-163). IGI Global. https://doi.org/10.4018/978-1-4666-1779-7.ch009

Chicago

Grant, Kevin, Ray Hackney, and David Edgar. "Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems." In Business Strategy and Applications in Enterprise IT Governance, edited by Wim Van Grembergen and Steven De Haes, 145-163. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-1779-7.ch009

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Abstract

This paper explores the co-relational process activities of information technology and systems (IT/IS) and business strategy alignment. The notion of “process” as being strategy and strategic alignment has been observed but not examined. Organizations are both complex and adaptive, and these attributes create significant challenges for managers when assessing strategic requirements. A need exists to further understand alignment as a process and embrace this concept when aligning business IT/IS with the strategic goals of the organisation. This highlights an important distinction of “process” that recasts the nature of congruence and reassesses the appropriateness and usefulness of current practice. The authors propose the use of principles underpinning complex adaptive systems as a way to re-orientate IT/IS alignment in a meaningful and more appropriate manner. The context for the study is the UK Health Service, and informed by a case analysis of 26 senior members from a Scottish Health Board.

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