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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

A structural model of strategic alignment between information systems and business strategies

Wong, Hon Shu January 2002 (has links)
No description available.
2

A Multiple Case Study on Post-Merger IT Integration from an IT Culture Conflict Perspective

Chao, Jen-Te 03 September 2010 (has links)
The integration of divergent cultures is crucial in maintaining the performance of a merged organization. Prior studies on IT culture in IS departments are mainly on corporate culture and lack of in-depth study. Recently, a practical survey shows that post-merger IT integration is always treated as a technology transformation perspective. To support business strategy, IT architecture, processes and skills should be effectively redesigned after the merger. However, conflicts may emerge within the merged departments due to different cultures and incompatible IT configurations. This dissertation proposed a novel analysis framework based on IT culture conflict perspective and strategic alignment model. We selected three financial holding companies in Taiwan as post-merger cases. They conducted IT integration projects while facing conflicts due to differences in IT culture related to organizational size, IT integration strategies, and characteristics with respect to government-owned versus private banks. Through multiple case study with data analysis based on grounded theory, we have identified three types of IT culture conflict that occurred in IT integration, examined their major effects on IT integration, and discussed how to resolve IT culture conflicts in post-merger IT integration. Propositions are derived to conclude the findings from these cases, which can be validated through empirical studies in future studies.
3

Digital business strategy : The driver for change in internal and external business environment

Shaaban, Sarah, Magsi, Sumera January 2019 (has links)
Title: Digital business strategy - The driver for change in internal and external business environment Authors: Sumera Magsi and Sarah Shaaban Advisor: Andrea Fried Master thesis, 30 credits Background:The effects resulting from a more intense use of digital technologies in companies is visible in the integration between business and IT strategies which creates an urge for digital business strategies to emerge. Thesis aim: The aim is to investigate the current state of digital business strategies which includes highlighting benefits and challenges. By doing that we also are aiming towards answering, in what way ITBA can be questioned due to DBS. Methodology: A qualitative research based on a multiple case study by conducting semi- structured interviews. All the selected case companies are using digital business strategies as a part of their internal and external business environment (IEBE). The respondents have a role in the chosen case companies of being responsible for the implementation and use of strategies, digital business strategies and digital technologies. Findings: This study identifies that their exits a linkage between business strategy and ITBA. The main finding about the current state of DBS involves both internal and external DBS activities. Further findings show that benefit of digital business strategy to be the opportunity to levering costumers and challenges to be connected to the different IT maturity levels of the employees. The way that digital business strategy can question ITBA is based on that it is the driver for change for the case companies.
4

Impactos do modelo de relacionamento entre TI e áreas de negócio: estudo de caso em uma instituição financeira brasileira

Ribeiro, Bruno André Lima 07 December 2015 (has links)
Submitted by Bruno Andre Lima Ribeiro (brunolr@gmail.com) on 2016-01-08T11:20:05Z No. of bitstreams: 1 sistemas-informacao-ribeiro-dissertação_revisadovCompleta.pdf: 2464510 bytes, checksum: c31ebc1a415da52986041178a31c2af0 (MD5) / Approved for entry into archive by Ana Luiza Holme (ana.holme@fgv.br) on 2016-01-08T11:23:40Z (GMT) No. of bitstreams: 1 sistemas-informacao-ribeiro-dissertação_revisadovCompleta.pdf: 2464510 bytes, checksum: c31ebc1a415da52986041178a31c2af0 (MD5) / Made available in DSpace on 2016-01-08T11:27:15Z (GMT). No. of bitstreams: 1 sistemas-informacao-ribeiro-dissertação_revisadovCompleta.pdf: 2464510 bytes, checksum: c31ebc1a415da52986041178a31c2af0 (MD5) Previous issue date: 2015-12-07 / Nos últimos 30 anos os executivos têm consistentemente identificado o alinhamento estratégico entre TI e negócio como uma das suas principais preocupações ainda não devidamente endereçadas. Existem diversos conceitos definidos sobre o significado deste alinhamento e suas consequências na performance das empresas, mas os estudos ainda são vagos em relação a como ele pode ser atingido e focam principalmente no alinhamento entre executivos, explorando pouco o nível operacional nas organizações. O objetivo deste estudo foi aprofundar-se no alinhamento entre TI e unidades de negócio na dimensão operacional, através de um estudo de caso avaliando o impacto na percepção de alinhamento entre as áreas após a criação de uma área dedicada ao relacionamento entre TI/Negócio, composta por profissionais de TI especializados e com conhecimentos específicos das unidades de negócio que atendem, visando um melhor entendimento dos objetivos da organização. Para tanto, foi aplicada uma abordagem multi-metodológica utilizando-se de Insider Action Research, que investiga um fenômeno partindo de uma intervenção no ambiente (em que o pesquisador faz parte), em conjunto com Design Research, que realiza o estudo de forma qualitativa centrada na construção e avaliação cíclica de um artefato. Para este estudo de caso, o artefato criado foi o método de trabalho utilizando-se de uma área responsável pela gestão do relacionamento entre TI/Negócio e a intervenção foi a implantação deste artefato na organização. As percepções foram capturadas através de reuniões com gestores da organização. As avaliações de efetividade foram apoiadas no framework de Luftman que mede o nível de alinhamento entre TI/Negócio em seis dimensões (Comunicação, Mensuração, Governança, Parceria, Escopo/Arquitetura e Competências). Os resultados mostraram que a criação da área de relacionamento TI/Negócios teve um claro impacto positivo na percepção de alinhamento entre as áreas, principalmente nas dimensões de comunicação e parceria. O estudo mostra que este tipo de abordagem gera uma maior sensação de confiança e proximidade e, portanto, pode ser utilizada para evoluir o alinhamento operacional entre as áreas. / Over the past 30 years, strategic alignment of information technology (IT) and business strategy has always been among the top concerns not properly addressed by executives. Although there are many studies about the meaning of this alignment and its consequences regarding the company´s performance, they often focus on the alignment between executives and few explore the operational level alignment and how it can be achieved. The main goal of this study is to approach the alignment between IT and business units from the operational level´s point of view. A case study is used in order to evaluate the impact on the perception of alignment after the creation of a dedicated team, responsible for managing the relationship between IT and business units, consisting of IT professionals with specific knowledge of the business units they are responsible for, in order to have a better understanding of the organizational objectives. In order to achieve that, a multi-methodological approach has been used, combining Insider Action Research, a methodology that investigates a phenomenon by evaluating the effects of an intervention on the environment (in which the researcher is a part of) with Design Research, another methodology that enables the study to be based upon the creation and cyclic evaluation of an artifact. In this study, the artifact created was a working method using a centralized unit responsible for the management of the IT and business unit´s relationship and the intervention was the implementation of this method on the organization. The perceptions were captured through meetings with the organization managers and directors. The evaluations were based on Luftman´s framework for measuring IT/Business alignment and had six dimensions (Communication, Metrics, Governance, Partnership, Scope/Architecture and Competences). The results shows that the creation of the unit dedicated to managing the IT/Business relationship had a positive impact on the alignment perception, mainly on the communication and partnership dimensions. The study also shows that this kind of structure results in a greater feeling of trust and, so, can be used to increase the operational alignment among the units.
5

Utmaningar med alignment av BI-system : En studie av konsulternas uppfattning av utmaningar med alignment arbete genom Strategic alignment model / Challenges faced with alignment of BI solutions : A study of the perception consultants’ work with IT alignment for their customers

Andersson, Marcus January 2023 (has links)
Det finns mycket publicerat om implementation och integration av IT-system generellt. Detta gäller även för Business intelligence (BI) system när det gäller den övergripande implementationen. Dock saknas forskning med större fokus på anpassning och alignment arbetet för att dessa system ska kunna brukas till full potential. Detta arbete syftar till att öka kunskaper gällande alignment och utmaningar som kommer med utveckling av BI lösningar för konsulter inom området. Detta görs genom en litteraturgenomgång som kompletteras med intervjuer av yrkesverksamma personer inom BI-utveckling, den insamlade empirin analyseras och tolkades för att identifiera och förstå utmaningarna.   Arbetet fokuserar endast på alignment delen av implementationsarbetet och är fokuserat på de IT relaterade faktorerna. Arbetet genomförs via ett konsultperspektiv, inte utifrån en specifik verksamhet.   Det som framkommit är vikten av kommunikation mellan konsult och kund för att på olika sätt motverka utmaningarna och bidra till ett effektivt arbetssätt som är mer optimalt. Detta genom att kommunikationen bidrar till ökad förståelse för kundernas verksamhet och hjälper konsulterna förstå och därmed hantera utmaningarna bättre. Kommunikationen bidrar även till att flera delar av processen fungerar effektivare och genererar bättre möjligheter för konsulterna att göra ett bra jobb genom att till exempel bidra till en bättre kravspecifikation och arbetsstruktur.
6

Towards an understanding of the boundaries and characteristics of a Digital Business Strategy

Fredericks, Jeanne 25 January 2021 (has links)
The merging of business and information technology (IT) strategies, effectively becoming a Digital Business Strategy (DBS), is changing the way that organisations have to leverage resources to create differential value. Due to the DBS being such a novice idea, there is no clear understanding of what the DBS is, what its characteristics and boundaries are, how it impacts alignment between business and IT, and how it impacts organisational performance. Without this understanding, organisations leveraging a DBS run the risk of launching technological initiatives or making organisational changes that are disjointed from their strategic direction. These misaligned efforts may result in unrealised strategy and unsatisfactory organisational performance. The purpose of this study was to define the boundaries and characteristics of the DBS, provide a definition of a DBS and to establish if the DBS has a positive effect on organisational performance. To examine the DBS, it was observed in its natural habitat, through a single case study approach, focusing on an organisation that has been leveraging a DBS as part of their digital journey. The organisation is a South African based financial services provider and is a subsidiary of a larger financial services provider. In this study, the DBS was observed from an intellectual, operational, social and cultural alignment perspective, using a combination of the Strategic Alignment Model (SAM) and the Complex Adaptive System (CAS) frameworks. This study subscribed to a mixed-method approach which included both qualitative and quantitative research techniques. Staff providing input into this study included senior, middle, junior and non-management employees. The study was conducted over a period of thirteen months. The findings from both the qualitative and quantitative data suggest that to leverage a DBS the organisation must be concerned with more than just leveraging digital resources. For instance, organisations must focus on customer and staff empowerment, use customer and industry-related information to create opportunistic and competitive decision-making opportunities, and create a change-ready culture where bold experimentation and failing forward is embraced. Researchers and practitioners alike can use the findings of this case study as lessons on how to leverage organisational resources in the context of the DBS.

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