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The strategic information systems (IS) literature often suggests that there is a need to align IS strategy with business strategy. However, three major limitations in the study of IS strategic alignment have not been adequately addressed. First, IS strategic alignment is usually not well-defined. Second, there are few research studies on appropriate measures of IS strategic alignment. Third, the significance and benefits of IS strategic alignment are difficult to determine. This thesis develops a configurational model on IS strategic alignment that evaluates not only the internal consistencies between IS strategy and business strategy but also contingency approaches to different types of IS strategic alignment. The four alignment types are Business-strategy-led, Conservative, Organisation-led and Technology-led. Quantitative assessments on survey data indicate that there is a relationship between alignment types and IS planning factors, as well as significant differences in IS strategic planning characteristics among the four alignment types. More effective and less effective indicators for both IS strategic planning and IS success have been identified. Qualitative analyses from the survey and multiple case study evaluations have identified good practices and pitfalls to avoid in IS strategic planning, as well as the change processes in the migration of one alignment type to another. The enhancement of the IS strategic alignment configurational model incorporates the "middle-fit" alignment type so that the configurational characteristics could be more distinctive, and the extension of the alignment theory to a capabilitybased resource alignment model by matching users' information management experience against the IT department's capability to develop and deliver high quality IS. Further research initiatives have been also been identified.

This thesis is concerned with the emerging role of information systems in the strategies of business in developing countries and the potential for improved business use to significantly increase national levels of utilisation of IT. A report by the United Nations in 1971 called for major efforts to increase the level of utilisation of IT in developing countries in order to accelerate the rate of their economic and social development. The current level of computer utilisation, however, remains low. There is uncertainty as to why this is so since our present understanding of the prevailing rationality in strategic information systems decision-making by indigenous firms is incomplete and has not been adequately captured in any established body of knowledge. This research sought to help address the problem of low utilisation by conducting exploratory case study research into strategic IS decision-making, and by the development of a framework of good practice to assist indigenous firms in their strategic decision-making. This research contends that the underlying cause of lower levels of utilisation of technology by indigenous companies is their particular environmental and financial circumstances, coupled with a lack of models to assist this management process. Iterative case study research was conducted on manufacturing and banking firms. The results of this research should be interpreted through the limitations of a single study in a single country, however, it provides a more detailed understanding of the dynamics of SISP by indigenous companies than has been offered previously. The major research outcome is a framework of practical SISP models of decision-making, sectoral placement and stages of development which can be applied to assist firms in their determination of appropriate actions and directions. Moreover, the research processes and techniques utilised can be applied by investigators in other contexts where they seek to examine qualitatively relationships between factors, processes and levels of utilisation of Information Technology.

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This study assesses the profitability of one particular Scottish theological publishing firm, T. & T. Clark, in the 1880s and 1890s. Its major concern is to investigate the tension which exists in any 'committed' publishing business between the profit motive, and the desire to further the cause espoused by the firm. Did considerations of profitability significantly influence the theological stance of material issued? Or, in the interests of furthering a theological position, was the profit motive kept in second place as far as was consistent with the continuance of the firm? Or, in reality, was there a complicated interplay between these two positions? After a general survey which charts the history of the firm and attempts to assess the partners' motivation, there follows a highly detailed examination of the relative profitability of the different types and forms of publication handled by the Clarks: series publishing, translations, works of transatlantic origin, reference works requiring major investment, and general theological works. There follows an assessment of the cost-effectiveness of the firm's promotional strategy and distribution, and an examination of the profitability of the Clarks' operations as a whole for the four financial years beginning 1895-96. There are several appendices, one of which features a biographical study of Dr James Hastings, editor of the Dictionary of the Bible and the Encyclopaedia of Religion and Ethics. The conclusion is reached that there was indeed a complex interplay between motives spiritual and motives financial: the Clarks' decision to publish moderately 'advanced' theology was not primarily determined by financial considerations, but by their commitment to promulgating the truth as they saw it. This commitment was not opportunistic lip-service: they were frequently prepared to hazard investment on works of doubtful profitability because they considered them to be of theologi shed were in general modestly if not spectacularly profitable, and the future growth of the business was assured. Had you put it to one of the principals that his firm seemed to be a living denial of Christ's asseveration that one cannot serve both God and mammon, he would probably have retorted that he was serving God and God alone, and that any financial success which accrued was to be interpreted as being a reward for faithful service.

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