The research field argues for the importance of aligning business and IT, since organizations that has conducted a high degree of alignment in general perform better than other organizations. This is not easy to achieve, aligning business and IT is still one of the top challenges for organizations. This study aims to examine previous research to identify and describe scientifically validated ways of achieving and keeping business and IT aligned. To do this a systematic literature review is conducted. The result from the systematic literature review is processed to identify similarities between the different ways of achieving and keeping business and IT aligned. The study contributes with a theoretical ground for future research and for interested students and practitioners who want to gain insights in the field.

Over the past few years information technology (IT) and business alignment has become a great concern to organizations. To achieve alignment has become a daunting task for organizations due to rapid changes in business environment and lack of IT support. In business organizations business processes and IT are interrelated and interact with each other where one entity influences to another entity i.e. evolution in business processes requires evolution in IT and vice versa. When this co-evolution is not well aligned, a gap is created due to wrong configuration between business requirements and IT deployment. Organizations usually strive to bridge the gap by implementing business and IT strategies (i.e. top-down planning) and tend to ignore other aspects of the co-evolution. Alignment is a continuous co-evolutionary process in which all components of business and IT are interrelated and enhance organization performance. The co-evolution between business and IT is not restricted to a level but it occurs at all levels and therefore, it is necessary to understand and study co-evolution at all levels within organizations. This thesis presents a co-evolutionary framework that helps to study and understand the co-evolution at three levels i.e. strategic level, operational level and individual level in an integrated fashion. The three levels need to co-evolve so that all components at each level co-evolve. This framework will speed up the alignment in organizations. We argue that the lack of knowledge of business among IT people and IT knowledge among business executives may cause the gap; therefore, a need arises to have a knowledgeable mediator between the domains that could help in the co-evolution. A K-mediator (i.e. knowledge mediator) has been used in the proposed co-evolutionary framework that facilitates the co-evolution at each level. Finally the thesis presents a case study in financial domain in order to evaluate and validate the framework.

Business-IT alignment (BITA) continues to be a top management concern. It generally refers to a preferred condition in which the relationship between business and IT is optimised to maximise the business value of IT. Early approaches in both research and practice have focused on the role of IT in supporting business strategies. Today, a more extended approach of BITA has been embraced that recognises soft factors that are related to people and culture issues at both tactical and operational levels of organisations. ‘Why alignment is important’ is not the crucial question today. In fact ‘how it can be achieved and matured’ is the real concern of business executives. There exists a number of theoretical models for conceptualising BITA, however, they have different focuses and contain different BITA components. Therefore, there is a need for a means of supporting practitioners for selecting an appropriate model. Furthermore, there is a need for a more practice-oriented research that target higher maturity of BITA by understanding the organisational context, including barriers that hinders BITA and the mutual relationships between organisational culture and BITA. Thus, the overall problem addressed in the thesis is the following: In spite of extensive literature on business-IT alignment, there is still limited maturity of business-IT alignment in practice due to the limited knowledge on barriers that hinder BITA achievement from practitioners’ perspective, on the means for supporting the selection of an appropriate model for assessing BITA, and on mutual relationships between BITA and organisational culture. Based on this research problem, five research objectives were developed. The first two objectives corresponded to barriers to achieving BITA and supporting the selection of BITA model respectively. The remaining three objectives corresponded to the two unidirectional influences between BITA and organisational culture (OC) and to the mutual relationships between them respectively. Different research methodologies and strategies were applied to achieve the research objectives, including qualitative and quantitative studies as well as design science. The results presented in the thesis, each corresponding to an objective, are the following:  A list of barriers that practitioners can use as a basis for better achievement of BITA, a better focus on strategic vs. tactical barriers, and their relationships to BITA components. An evaluation framework that supports practitioners in selecting appropriate BITA models for assessing and modelling BITA. An extended version of the strategic alignment model (SAM) of Luftman (2000), which considers organisational culture. An analysis of the impact of BITA components on organisational culture profiles. A BITA-organisational culture integrated view that supports decision-makers in facilitating decisions regarding both BITA and organisational culture. The results of the research provide both theoretical and empirical contributions to the business-IT alignment research and practice. / MIT

In this thesis, eliciting system functional requirements based on business requirements during software intensive systems acquisition or development process is investigated and an approach is proposed for this purpose. Concepts and current problems within the framework of business requirements are investigated with a general literature review of requirements engineering and technology acquisition. Determination of requirements of IT system to be acquired according to the business objectives and base lining business processes is dealt with business process modeling. ARIS providing integrated and complete information system architecture along with modeling techniques and modeling tool is also investigated. Proposed approach recommends EEPC as process modeling technique and ARIS software as supporting toolset, and explains how to conduct application of automatic requirements eliciting from business process models, by extending a reporting script provided by ARIS software. Proposed approach was partially applied to the real project and the obtained results were presented in this thesis.

<p>A number of attempts have been made to define strategic business and information technology (IT) alignment; several representations of what it is are available in academic and practitioners’ fields. The literature suggests that firms need to achieve strategic business and IT alignment to be competitive. Strategic business and IT alignment impact business performance and IT effectiveness. We propose a unified strategic business and IT alignment model based on four strategic business and IT alignment models: Strategic Alignment Model (SAM), Strategic Alignment Maturity Model (SAMM), information system strategic alignment model and an operational model of strategic alignment. I argue that such a unified model will provide a better understanding of the nature and key aspects of strategic business and IT alignment from different, and sometimes complementary, theories. The unified model represents the concepts and instruments used in these four strategic businesses and IT alignment models. Our principal research goal is to pave the way to develop a common understanding between the different models. The components of the unified strategic business and IT alignment model were ranked with a group of IT experts and business experts from four public universities in Nicaragua. The result can be used as a basis for improving strategic business and IT alignment.</p>

Business-IT alignment has been a top research topic for three decades now and consistently ranks high on CIO priorities and concerns. In spite of its seeming advantages, sustainable business-IT alignment remains elusive in practice. This can be attributed to the language and knowledge gaps which impede mutual understanding between business and IT stakeholders. It can also be attributed to the limitations imposed by approaching alignment solely from a strategic perspective. This thesis argues for an ontology-based framework that bridges the language and knowledge gaps through closer interaction between business and IT stakeholders throughout the software development and project management lifecycles, especially at the requirements engineering stage. Attempts at achieving sustainable business-IT alignment predominantly focus on strategic alignment and have not been successful for various reasons. Firstly, driving down alignment initiatives to the operational and tactical levels is challenging. Secondly, it is difficult to operationalize the metrics used for evaluating alignment maturity at strategic levels. These limitations are less pronounced at the functional levels of an organization. It is at these levels that business strategies are executed and interaction between business and IT personnel is most frequent. The interaction between business and IT stakeholders in the execution of IT projects presents an opportunity that can be leveraged to drive alignment maturity. The proposed framework is discussed in terms of its underpinning hypotheses, workflows, tool design and implementation, its use with a third party framework and tool. Antecedents to operational and tactical alignment such as quality, reuse, communication, learning, and shared understanding, are proposed as a practical means of achieving sustainable alignment maturity. The framework is applied to real world, business-critical projects in a top global financial services organization and validated using descriptive statistical analysis and structural equation modelling techniques. Contributions made through the study are highlighted. This includes the Alignment Forces Model which unifies the proposed framework and its support tool within software development and project management lifecycles. The Alignment Forces model and how it can be applied in practice is presented. Results of the quantitative data analyses indicate support for the arguments for the framework towards improving business-IT alignment, however with some limitations. Results also indicate support for the hypotheses for the antecedents to sustainable alignment maturity at lower organizational levels put forward. Finally, suggestions on furthering the study, addressing its limitations, and refining the framework and tool are articulated.

Stratgic alignment has been one of the top concerns for IT executives for decades. One of the great debates in literature regarding strategic alignment is what act ‘alignment’ means, why it is needed and how do enterprises stay aligned. Alignment has many definitions, but in this context, it is concerned with the integration of business and IT strategies. Research has proven that there are positive relations to enterprise performance when it is aligned.   This qualitative research investigates the causes of misalignment through the views and thoughts of IT professionals at a Scandinavian IT consultancy company. By using a model created by, Schlosser, Wagner, and Coltman, this thesis could establish the most common factors to achieve alignment in the given enterprise. The model allowed the field of business-IT alignment to be explored in IT projects, and allowed for a better understanding of what causes misalignment.   This thesis conducted six interviews to answers two research questions; (1) what factors cause misalignment in IT projects and (2) how do these factors differ in different methodologies. The results from the analysis found that the main factors of misalignment were ‘procedures / workflow alignment’, ‘managerial skills of business and IT employees’, ‘technical skills and knowledge of IT employees’, ‘mutual trust and respect between business and IT executives / employees’, ‘IT skills and knowledge of business executives/employees’ and ‘alignment of business and IT strategy/goals/plans’. The second research question could  concluded that more research is needed to understand how factors change using different methodologies, as the results were to similar to reach a definit conclusion. For future research the thesis recommends using a multiple case study using the same model to verify the data gathered in this thesis and to strengthen the use of the model.

A number of attempts have been made to define strategic business and information technology (IT) alignment; several representations of what it is are available in academic and practitioners’ fields. The literature suggests that firms need to achieve strategic business and IT alignment to be competitive. Strategic business and IT alignment impact business performance and IT effectiveness. We propose a unified strategic business and IT alignment model based on four strategic business and IT alignment models: Strategic Alignment Model (SAM), Strategic Alignment Maturity Model (SAMM), information system strategic alignment model and an operational model of strategic alignment. I argue that such a unified model will provide a better understanding of the nature and key aspects of strategic business and IT alignment from different, and sometimes complementary, theories. The unified model represents the concepts and instruments used in these four strategic businesses and IT alignment models. Our principal research goal is to pave the way to develop a common understanding between the different models. The components of the unified strategic business and IT alignment model were ranked with a group of IT experts and business experts from four public universities in Nicaragua. The result can be used as a basis for improving strategic business and IT alignment. / QC 20111212

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This study aims to investigate and identify factors within the social dimension of strategic alignment that can create mis-alignment within the organization and its IT projects. Identified factors are seen as risks and obstacles that organizations should work with to prevent strategic misalignment in future projects. The study examines the implementation of a common CRM-system (Customer relationship management) for a global organization based in Sweden. The study is anonymized to protect the organization and its respondents. Data collection has been performed using a triangulation based on semi-structured interviews with project members from both the IT and business department, documentation about the CRM project, the case organization's IT strategy and results from related research. The study took place during the COVID-19 pandemic and was thus carried out remotely using digital tools. A total of 17 factors were identified, of which 8 are unique to this study that has a direct impact on the case organization's strategic alignment within the CRM project. These factors have also been the basis for placing the case organization in a maturity pyramid for strategic alignment. Communication and knowledge sharing between IT and business, remnants of old legacy from silo operations and previously unsuccessful CRM projects, shortcomings in time planning and resource allocation, weak preparation, lack of training and low commitment are examples of what the results of this research identify affect strategic alignment for large Swedish organizations in projects. / Denna studie syftar att undersöka och identifiera faktorer inom den sociala dimensionen av strategisk linjering som kan skapa strategisk fel-linjering inom organisationer och dess IT-projekt. Identifierade faktorer ses som risker och hinder som organisationer bör arbeta med för att förhindra strategisk fel-linjering inom framtida projekt.  Studien undersöker implementeringen av ett gemensamt CRM-system (Customer relationship management) för en global organisation med säte i Sverige. Studien är anonymiserad för att skydda organisationen och dess respondenter. Datainsamling har utförts med hjälp av en triangulering som grundar sig i  semistrukturerade intervjuer med projektmedlemmar från både IT- och affärsverksamheten, dokumentation om CRM-projektet och fallorganisationens IT-strategi samt resultat från relaterad forskning. Studien ägde rum under COVID-19 pandemin och utfördes därmed på distans med hjälp av digitala verktyg. Totalt identifierades 17 faktorer varav 8 unika för denna studien som har en direkt inverkan på fallorganisationens strategisk linjering inom CRM-projektet. Dessa har faktorer har även legat till grunden för att placera fallorganasitonen i en mognads pyramid för strategisk linjering. Kommunikation och kunskapsdelning mellan IT- och affärsverksamheten, kvarlevor av gammalt arv från siloverksamheter och tidigare misslyckade CRM-projekt, brister i tidsplanering och resursallokering, svagt förarbete, brist på utbildning och lågt engagemang är exempel på vad resultatet från denna forskning identifierar påverka strategisk linjering för stora svenska organisationer i projekt.