Year: 2009
Type: article
Abstract: Performance is a function of the alignment between information systems (IS) strategy and other business domains, including business strategy and organization structure. However, research has focused on the outcomes of that process, rather than the processes by which that alignment is developed. Using multiple case data, this paper investigates alignment in SMEs, explaining why different SMEs follow different paths to alignment. Four paths are identified, with the path chosen contingent on an SME’s market position. The four paths vary from simple, when the focus of the IS investment is on improving control, to complex, when the intent is to reposition the SME. The implications of these findings for management and research are explored.
Authors: Margi Levy, Philip Powell, Philip Yetton
Institutions: University of Warwick, University of Bath, UNSW Sydney
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W157587120