Detours in the Path toward Strategic Information Systems Alignment

By R. Hirschheim, Rajiv Sabherwal. 2001

341 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/9276706822a03557fb6bf15e68f1776cda8a422e

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In Management Information Systems

Citations in the corpus

Clarifying Business Models: Origins, Present, and Future of the Concept (2005, neutral): “Yet, despite the general recognition of the importance of strategic IS alignment, not enough research reports on how such alignment is achieved and sustained over time [Hirschheim and Sabherwal 2001].”
Crisis in the IS Field? A Critical Reflection on the State of the Discipline (2003, background): “These culminated in a variety of publications (Hirschheim et al. 1988; Hirschheim and Miller 1993; Lacity and Hirschheim 1993a,b, 1995a,b; Bhattacherjee and Hirschheim 1997; Hirschheim and Lacity 2000; Sabherwal et al. 2001; Hirschheim and Sabherwal 2001; Hirschheim et al. 2003).”
IT alignment: what have we learned? (2007, background): “This advice assumes alignment is a process, not an end-state: However, in studying the actions that managers take, Hirschheim and Sabherwal (2001) demonstrates three trajectories that can occur in the process of alignment: paradoxical decisions, excessive transformations, and uncertain turnarounds.”
Using and validating the strategic alignment model (2004, methodology): “Concurrently, Hirschheim and Sabherwal (2001) assess whether firms that follow the Miles and Snow typology suffer differentially from problems in achieving alignment.”
Digital Business Strategy: Toward a Next Generation of Insights (2013, background): “This “alignment” thinking of IT strategy as a functional-level strategy—aligned but essentially subordinate to business strategy—has been predominantly reflected in a multitude of research studies, including studies on business process redesign, intrafirm and interfirm systems, business value of IT,”
Strategic IT alignment: twenty-five years on (2015, background): “…account for the bidirectional link between business and IT as articulated in the original work by Henderson and Venkatraman (1993) and what Rockart et al. (1996) and others term two-way strategic IT alignment (Rockart et al. , 1996; Hirschheim and Sabherwal, 2001; Philip and Booth, 2001).”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, background): “The notion of strategic alignment builds on three central arguments (Hirschheim and Sabherwal, 2001; Peppard and Breu, 2003).”
Complementarities Between Organizational IT Architecture and Governance Structure (2010, background): “Maintaining IT alignment is instead a dynamic, ongoing process that is driven by adaptive correction of emergent misfits between IT activities and perpetually evolving organizational imperatives (Hirschheim and Sabherwal 2001).”
Aligning with new digital strategy: A dynamic capabilities approach (2017, background): “Several researchers noted that alignment is not an event (Hirschheim & Sabherwal, 2001) nor an end-state (Benbya &McKelvey, 2006), but rather a journey of continuous adaptation and change.”
Using coevolutionary and complexity theories to improve IS alignment: a multi-level approach (2006, background): “(1997) Strategic alignment occurs when IS functions are amalgamated with the most fundamental strategies and core competencies of the organization Hirschheim and Sabherwal (2001) The notion of strategic alignment is based on three arguments: (1) an organization’s performance is related to its…”