A symbolic model for the enterprise integration of information technology through strategic alignment


Arora, Savinder S. 2002. A symbolic model for the enterprise integration of information technology through strategic alignment. Thesis University of East London
AuthorsArora, Savinder S.

The widespread recognition of Information Technology (IT) as either an agent
of enterprise transformation or as a driver of new enterprise forms is due to
several factors. Grove (1996) and Lewis (2000) suggests that chief amongst
them is the ceaseless and pace of change in both the qualitative and
quantitative nature of IT with its use at every level of the enterprise hierarchy,
This research study analyses the rise and fall of strategic IT planning tools and
with an aim to achieve business impact. The study identifies new approaches
for achieving alignment, by considering the concept of the `adaptive
enterprise. '
Impact factors are developed from previous research studies covering
effectiveness, efficiency, user needs, synergy and market competitiveness.
Adaptation behaviours are derived from studies performed by Haekel (1999)
with enterprise cultures types researched developed by Trompenaars (2000).
Hypothesis aimed at investigating the relationships between these factors are
then derived.
Initial complex statistical analysis reveal limited significances in the
enterprises capability of interpreting and actioning IT solutions effectively to
deliver improvements in competitiveness, and derive both internal and
external synergy (collaboration), respectively. The research conducted then
takes a new path, discovering a new 'middle ground' between reductionist and
holistic approaches. For example, Chia (1998) proposes that IT research has
tended to focus on the consequences of IT with models based on attempts to
algorithmically compress the elements of an enterprise, implying modelling is
a reductionist approach. This research discovers new areas of adaptation
behaviours and the associated the need to balance the polarisation of views
between internal communities of enterprises it also suggests optimum
adaptation conditions for both fulfilment and project driven cultures.
The research study concludes with implications and suggestions for new
approaches and tools to assist IT researchers and consultancy organisations.

KeywordsIT solutions; strategic IT planning; business impact
Web address (URL)http://hdl.handle.net/10552/1292
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Deposited11 May 2011
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