The document discusses key concepts and models related to IT alignment based on prior research. It defines IT alignment as the fitness and integration between IT and business strategies and goals. It also discusses challenges to achieving alignment, different dimensions and levels of alignment, various measurement approaches, and models such as the MIT model and strategic alignment model. The document concludes by outlining different perspectives on alignment as either a process or end-state, and factors that can influence when and how organizations pursue IT alignment.

1. IT ALIGNMENT : WHAT HAVE WE LEARNED
Yolande E Chan, Blaize Horner Reich ,2007
Journal of Information Technology

2. 4.
Challenges
5.
Dimension
s6. Levels
7.Measuremen
ts
8.Models
9.
Antecedents
10.Outcome
s
11.Process
Models
IT
Alignmen
t
1.
Definition
2. Why
Alignment
3. Pros &
Cons
12. Alignment
Changes

3. IT
Alignmen
t
1.
Definition
• IT as reflection of business
• Fitness & integration
• Harmony
• Common goals
2. Why
Alignment
• Strategic Business Planning & Long-
range IT Planning
3. Pros &
Cons
• Outperform
• Increased Performance
• Theoretical , not Real Life
• Difficult to implement
• IT as challenger
• Not as an End
VS
4.
Challenges
Knowledge
• Unknown Corporate Strategy
• Lack of Awareness in the importance
of alignment
• Lack of Industry & Business
Knowledge
Organizational • Dynamic Business & Organization
Environment
Locus of Control
& IT Status • Understanding & Decision Authority
• IT was not a benign force
5.
Dimension
s
Structural
• Fitness between IT &
Business
Social
• Understanding between
Executives
• Committed
Cultural
• Culturally supported
• Alignment is about cultural change &
Behavior change
6. Levels
1. Organizational,System
2. Project
3. Individual
Strategic &
Intellectual
• Strategic :Complementa
ry
• Intellectual : Inter-
relation
• How to link high-level strategies to lower
level
• Different focus on alignment can appear
• How projects response to change
triggers
• IT projects’ deliverables are
congruent with IT strategy &
projects’ objectives
• Shared cognition between business and IT executives
• The higher the level of cognition between both, the higher the IT-business
alignment level will be.
• The greater diversity in both, the lower the expected levels of alignment

4. IT
Alignmen
t
• Background
Corporate culture, shared knowledge, prior
experience with IT, existence of clear business plan,
organizational size, environmental uncertainty,
corporate vision, strategic IT role, technology
usage satisfaction, locus control of system
approval.
• Foreground
leadership approaches, planning processes ,
communication styles.
9.
Antecedents
7.
Measurement
s
1. Typologies & Taxonomies
2. Fit Models
3. Questionnaire items
4. Mathematical Calculations &
Models
5. Qualitative & Quantitative
Measures
11.Process
Models
• Classic Vs processual schools
of thought
10.
Outcome
s
• Organizational
Performance
• Industry Performance
Contingency
Perspective
- Industry
- Organizational Size
- Strategic Orientation
- Turbulence
12.
Alignment
Changes
• Stages of Growth
• The Lead-Lag Model
• Punctuate
Equilibrium
• Organizations change IT Planning styles as they progress through states of growth in using IT (Burn
1993).
• Four phases of alignment : punctuation, change, settling-in and stability (Street 2006).
• Organizations will change between IT leading change and IT catching up on change.
• Too long lead or lag time will have bad effect to organization.
• IT alignment consisted of long period of evolutionary change and short period of
revolutionary change.
Classical School (rational)
• Organizations are market driven
• Organizations constantly adapts
to changing environment
• IT to be deployed according to
needs & pressures of
environment
• Strategy & IT is linked through
contingencies of the technologies
& its potential
Processual School(Internal & Power)
• Rejects formal plans and
methodologies
• Exposes hidden social value, political
interests and structural inertia.
• IT as resource & instrument for
power gain.
• Kearns & Lederer , 2003 : 12 Items . 6 From Business plan, 6 from Alignment of
Business with IT Plan.
• Bergeron et.al 2004 : 29 Items. Includes dimension such as IT environment scanning,
planning & control, acquisition & implementation.
• Organizational Culture Audit (OCA) : 6 Relationship are examined such as External
Strategy and IT Strategy, Internal Infrastructure model for business & IT , planning
models for internal & external cross alignment.
1. MIT Model
2. Strategic Alignment Model
(SAM)
8.Models
MIT Model
• Revolutionary change related with
IT Investment can bring rewards if
all factor are in align,
• These factors are Strategy,
technology, structure,
management processes and
individuals
SAM Model
• 4 key domains in strategic choice.
• These key domains are business
strategy, organizational
infrastructure and processes, IT
strategy and IT infrastructure and
processes

5. 4.
Challenges
5.
Dimension
s6. Levels
7.Measuremen
ts
8.Models
9.
Antecedents
10.Outcome
s
11.Process
Models
IT
Alignmen
t
1.
Definition
2. Why
Alignment
3. Pros &
Cons
12. Alignment
Changes

6. DISCUSSION ITEMS
 A process or an end-state?
 Does IT Alignment needed in every organizations?
 How does the Level of IT readiness can affect IT Alignment?
 How do we know the right time to do IT Alignment with Business?
 How can we measure organization success in implementing IT Alignment?