In the context of Business/IT alignment, both the fields of business and IT are interrelated, with IT providing services at all levels of the business to enable it to effectively achieve its goals and objectives. As we mentioned, the purpose of this article is to thoroughly study the process of alignment between business and IT. The concept of alignment between business and IT first emerged in the early 1970s [Luftman et al.
Informal or clear business strategies are often the result of strong alignment between business and IT. These theories have expanded over time and nowadays researchers point out many points of alignment between business and IT. In addition, the business and IT performance implications of alignment were discussed through case studies, mathematically and empirically.
This systematic review of alignment between business and IT suggests that the alignment process can be examined from different directions. Burn and Colonel [2000] and Burn [1993] proposed a research-based framework for aligning business and IT cultures. Gartlan and Shanks [2007] investigated the alignment between business and IT strategy in different business organizations by conducting a questionnaire.
The author found that if alignment maturity is understood, the relationship between business and IT can be increased. This approach validates the alignment framework called SAM, theoretically and practically, in the field of business and IT alignment. However, managing the business process in the organization is a complex task, which can negatively affect the alignment process between business and IT.
A SUMMARY OF THE FINDINGS
The process of reusing the platform's common components reduces error and development time, which can help develop a strong relationship between business and IT. Second, the concept of alignment between business and IT has been extensively studied by researchers under various terms, including: alignment, synchronization, link, connection, integration and bridge. The term 'alignment' is the process by which business and IT work together to achieve a common business goal [Campbell 2005].
Third, alignment has been studied in relation to short- and long-term alignment, where short-term alignment refers to the state in which business and IT executives and managers understand and are committed to each other's organizational short-term relationships. plans, goals and objectives. Long-term alignment is defined as a state in which business and IT executives and managers understand and are committed to each other's organizational long-term plans, goals, and objectives. Reich and Benbasat [2000] studied five organizational factors that include shared domain knowledge, IT implementation success, communication between business and IT executives, linkages between business and IT planning, and shared domain knowledge.
In relation to the strategic directions of the organization, factors such as formal business and information strategy were considered in terms of alignment. The results of their study show that providing an IT alignment solution helps IT managers and engineers (1) develop an understanding of business goals among IT staff; (2) derive precise system requirements from the business environment that positively influence the system development process in accordance with business needs; and (3) establishing long-term working relationships between business and IT departments, enabling IT to deliver rapid technology-related services to the business. In their research, Reich and Benbasat [2000] indicated that the issue of shared domain knowledge between business and IT executives was the strongest predictor of social orientation.
When shared domain knowledge between business and IT managers is high, communication between them is strategic and frequent, resulting in a high degree of alignment. 2009] proposed a business process modeling model for alignment and found that business process modeling is a conventional practice in business-IT alignment, which facilitates problem understanding, helps customers understand their own business processes, and shows how the system meets will meet the requirements of the system. needs of the process. Gartlan and Shanks [2007] and Chen [2010] conducted studies on various business organizational factors, which found that the problem of alignment is real and ranked as the top concern among business and IT managers.
2004] proposed a practical tool designed to direct both business and IT management towards the most productive use of IT resources. This tool helps monitor and track the alignment process, prevents a change in business strategy, and develops a new alignment perception by aligning business and IT resources. 2004] proposed an alignment pattern approach based on the Gestalt perspective of fit and theory-based ideal coalignment, where fit between business and IT strategy and fit between business and IT structures were examined.
CONCLUSIONS AND FUTURE RESEARCH DIRECTIONS
Alignment as fit. Research into the measurable impact of business-IT alignment on business performance has been conducted from the perspective of strategic alignment and structural alignment between business and IT. For example, Broadbent and Weill [1993] studied the banking sector to measure the strategic alignment between business and IT. Henderson and Venkatraman (1992) recommend that IT support for business strategy is an important direction for strategic alignment between business and IT.
Lederer and Mendelow [1989] suggest information business and IT strategies as future strategic alignment research because it is difficult for IT to understand formal business strategy, which may result in the business strategy not being clear to the IT department. Structural alignment determines the degree of structural alignment between the business and IT, especially in the following areas: (1) business and IT decision-making; (2) reporting business-IT relationships; (3) decentralization of IT services and infrastructure; and (4) deployment of IT personnel. The importance of matching organizational-responsible measures and strategic direction should be further illustrated at the functional level of the business and information structure.
Alignment researchers suggest the following future research directions regarding cultural alignment between business and IT. Pyburn [1983] directs researchers' attention to the cultural fit between business and IT in the business strategy planning phase to achieve successful alignment. Second, business organizations need trained staff to use the Balanced Business and IT integrated scorecard.
Social adjustment. The social direction of alignment refers to the degree to which managers understand and are committed to the business and IT missions. Reich and Benbasat [2000] examine the influence of four organizational factors on the social dimension of alignment between business and IT. The authors suggest the following research directions: (1) business and IT practitioners and alignment researchers should focus their efforts on understanding shared domain knowledge between business managers and IT managers, as this factor has a strong influence on the alignment of business and IT. managers; (2) alignment researchers should examine the factors of “trust” and “commitment” in the context of alignment of business and IT leaders; (3) researchers should examine the creation of an IT vision.
As a result, new alignment methodologies are needed that define the appropriate connection between business and IT. So far, coordination has been studied in relation to establishing coordination between business and IT in newly structured companies, measuring the strengths and weaknesses of coordination in already structured companies, and company performance. However, no work has been published on how to implement realignment, so coordination researchers should act immediately on how to realign business and IT departments.
They present a requirements engineering-based approach to model and map the issue of information security at an early stage of the system's development life cycle in the context of alignment between business and information systems. A comparison of the views of business and IT management on success factors for strategic alignment. Light up.
