The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model

By Rajiv Sabherwal, R. Hirschheim, T. Goles. 2001

586 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/a088a0f5514457acba694695add4461a40d96eeb

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Citations in the corpus

Using coevolutionary and complexity theories to improve IS alignment: a multi-level approach (2006, background): “Instead, experience shows that alignment is not a ‘state’, but a journey that does not unfold in predictable ways (Sabherwal et al ., 2001; Chan, 2002).”
Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation (2021, background): “…explain why implementing strategic IS poses difficulties (Heracleous & Barrett, 2001; Silva & Hirschheim, 2007; Soh et al., 2003) and have hence offered important explanations for why achieving alignment is a challenging endeavor (Gerow et al., 2014; Sabherwal, Hirschheim, & Goles, 2001).”
The Six Core Elements of Business Process Management (2015, background): “relatively narrow domains and do not capture various aspects of an organization sufficiently (Sabherwal et al. 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).”
Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “Such actions and counteractions require firms to make ongoing adjustments to processes as well as to align processes dynamically with evolving requirements for competitive action (Sabherwal et al. 2001).”
Integrating the organizational change literature: a model for successful change (2015, background): “Alignment is defined as the extent to which two or more organizational dimensions meet the predefined theoretical standard with mutual agreement (Hatvany et al., 1982; Jarvenpaa and Ives, 1993; Sabherwal et al., 2001).”
Explaining information systems change: a punctuated socio-technical change model (2008, methodology): “Recent IT strategy research has applied socio-technical theory to explore strategic change as an emergent and punctuated change (Yetton, 1997; Sabherwal et al ., 2001).”
Complementarities Between Organizational IT Architecture and Governance Structure (2010, background): “IT alignment is defined as the degree to which the IT function supports the goals and priorities of an organization's line functions (Chan and Reich 2007, Sabherwal et al. 2001).”
A Model of Organizational Integration, Implementation Effort, and Performance (2005, background): “…and environment (Lawrence and Lorsch 1969, Miles and Snow 1978), organizational strategy and structure (Miller 1993), and organizational strategy and information technology (Chan et al. 1997, Sabherwal et al. 2001) are generally thought to have significant impacts on organizational performance.”
Strategizing information systems-enabled organizational transformation: A transdisciplinary review and new directions (2012, background): “…evolutionism is represented by authors such as Orlikowski (1996), Ciborra (1992,1996), Ciborra and Lanzara (1994), punctuated equilibrium by Sabherwal et al. (2001), Silva and Hirschheim (2007), and Lyytinen and Newman (2008) and institutionalism by Avgerou (2000), Butler (2003),…”
Using and validating the strategic alignment model (2004, background): “Sabherwal et al. (2001) investigate how alignment evolves over time using a punctuated equilibrium model, i.e. long periods of stability followed by short periods of revolutionary change.”
Strategic IT alignment: twenty-five years on (2015, background): “Models of strategic alignment and its components have been proposed and extended over time as a way to provide managers with more practical ways to achieve alignment (Sabherwal et al., 2001; Avison et al., 2004).”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “Despite the importance of understanding the dynamic nature of alignment, there is a paucity of research in this domain (Sabherwal et al. 2001).”