Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/184626
Authors: 
Sibanda, Mabutho
Ramrathan, Durrel
Year of Publication: 
2017
Citation: 
[Journal:] Foundations of Management [ISSN:] 2300-5661 [Volume:] 9 [Year:] 2017 [Issue:] 1 [Pages:] 191-202
Abstract: 
The exponential development of information technology has presented many opportunities to organizations; however, it has also presented several challenges. A key challenge is how do organizations effectively use information technology and incorporate it into their strategies to make full use of its capabilities as an enabler. The fast-changing nature of information technology has resulted in little empirical evidence on how it influences organization strategy. The Strategic Alignment Model was a popular model created to assist organizations to align their information technology and their business strategy; however, the growth of technology may have made this model irrelevant in this age. Therefore, organizations need to determine what factors drive this alignment. Using hermeneutic phenomenology, 12 in-depth interviews were conducted within IBM South Africa to determine real-life drivers that help create this alignment. The themes derived from the interview texts reveal that consumers are becoming more empowered; therefore, organizations need to be more flexible in their business models and strategies. Furthermore, the integration of cross-functional roles in the organization at the management level allow for improved alignment between information technology and strategy as better integrated roles bring a combination of these two elements.
Subjects: 
information technology
strategy
strategic alignment model
business models
digital
market disruption
phenomenology
Persistent Identifier of the first edition: 
Creative Commons License: 
https://creativecommons.org/licenses/by-nc-nd/4.0
Document Type: 
Article

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