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The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model

Author

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  • Rajiv Sabherwal

    (College of Business Administration, University of Missouri, St. Louis, St. Louis, Missouri 63121)

  • Rudy Hirschheim

    (Decision and Information Sciences, College of Business Administration, University of Houston, Houston, Texas, 77204-6282)

  • Tim Goles

    (Decision and Information Sciences, College of Business Administration, University of Houston, Houston, Texas 77204-6282)

Abstract

Several prior articles have emphasized the importance of alignment between business and information system (IS) strategies, and between business and IS structures. Seeking to advance our understanding of alignment, we examine the dynamics of changes in alignment through strategy/structure interactions in the business and IS domains. More specifically, we address the following question: In what ways does alignment evolve over time? Changes in the strategic IS management profile (which includes business strategy, IS strategy, business structure, and IS structure) over time are examined using a punctuated equilibrium model, involving long periods of relative stability, or evolutionary change, interrupted by short periods of quick and extensive, or revolutionary, change. Case studies of changes in business and IS strategies and structure over long time periods in three organizations suggest that the punctuated equilibrium model provides a valuable perspective for viewing these dynamics.The cases suggest that a pattern of alignment may continue over a long period, because either the level of alignment is high or the managers do not recognize the low alignment as a problem. Revolutions, involving changes in most or all dimensions of the strategic IS management profile, interrupt the evolutionary changes. However, organizations hesitate to make such revolutionary changes in strategic IS management profiles. Complete revolutions apparently require a combination of strong triggers. Finally, post-revolution adjustments to one dimension of the strategic IS management profile seem to follow revolutionary changes.

Suggested Citation

  • Rajiv Sabherwal & Rudy Hirschheim & Tim Goles, 2001. "The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model," Organization Science, INFORMS, vol. 12(2), pages 179-197, April.
    • Handle: RePEc:inm:ororsc:v:12:y:2001:i:2:p:179-197
    DOI: 10.1287/orsc.12.2.179.10113
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    References listed on IDEAS

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    Cited by:

    1. Nelson, R. Ryan, 2021. "IT Project Management: Lessons Learned from Project Retrospectives 1999–2020," Foundations and Trends(R) in Information Systems, now publishers, vol. 4(4), pages 275-381, January.
    2. Santos Castellanos, Weimar, 2021. "Impact of Information Technology (IT) Governance on Business-IT Alignment," Cuadernos de Gestión, Universidad del País Vasco - Instituto de Economía Aplicada a la Empresa (IEAE).
    3. J-R Córdoba & G Midgley, 2006. "Broadening the boundaries: an application of critical systems thinking to IS planning in Colombia," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(9), pages 1064-1080, September.
    4. Hung, Richard Yu Yuan & Yang, Baiyin & Lien, Bella Ya-Hui & McLean, Gary N. & Kuo, Yu-Ming, 2010. "Dynamic capability: Impact of process alignment and organizational learning culture on performance," Journal of World Business, Elsevier, vol. 45(3), pages 285-294, July.
    5. Anandasivam Gopal & Sabari Rajan Karmegam & Balaji R. Koka & William M. Rand, 2020. "Is the Grass Greener? On the Strategic Implications of Moving Along the Value Chain for IT Service Providers," Information Systems Research, INFORMS, vol. 31(1), pages 148-175, March.
    6. Juha Uotila, 2018. "Punctuated equilibrium or ambidexterity: dynamics of incremental and radical organizational change over time," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 27(1), pages 131-148.
    7. Ming-Jer Chen, 2002. "Transcending Paradox: The Chinese “Middle Way” Perspective," Asia Pacific Journal of Management, Springer, vol. 19(2), pages 179-199, August.
    8. Hui-Ling Huang, 2014. "Performance effects of aligning service innovation and the strategic use of information technology," Service Business, Springer;Pan-Pacific Business Association, vol. 8(2), pages 171-195, June.
    9. Henri Barki & Alain Pinsonneault, 2005. "A Model of Organizational Integration, Implementation Effort, and Performance," Organization Science, INFORMS, vol. 16(2), pages 165-179, April.
    10. Terence J. V. Saldanha & Dongwon Lee & Sunil Mithas, 2020. "Aligning Information Technology and Business: The Differential Effects of Alignment During Investment Planning, Delivery, and Change," Information Systems Research, INFORMS, vol. 31(4), pages 1260-1281, December.
    11. Arun Rai & Xinlin Tang, 2010. "Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios," Information Systems Research, INFORMS, vol. 21(3), pages 516-542, September.
    12. Martinsons, Maris G. & Davison, Robert M. & Huang, Qian, 2017. "Strategic knowledge management failures in small professional service firms in China," International Journal of Information Management, Elsevier, vol. 37(4), pages 327-338.
    13. Hee‐Chan Song, 2022. "Retracted: Corporate sustainability amidst environmental change: Efficiency versus resilience," Business Strategy and the Environment, Wiley Blackwell, vol. 31(3), pages 1111-1122, March.
    14. Dimitris Zissis & George Ioannou & Apostolos Burnetas, 2020. "Coordinating Lot Sizing Decisions Under Bilateral Information Asymmetry," Production and Operations Management, Production and Operations Management Society, vol. 29(2), pages 371-387, February.
    15. Perez-Batres, Luis A. & Eden, Lorraine, 2008. "Is there a liability of localness? How emerging market firms respond to regulatory punctuations," Journal of International Management, Elsevier, vol. 14(3), pages 232-251, September.
    16. M. N. Ravishankar & Shan L. Pan & Dorothy E. Leidner, 2011. "Examining the Strategic Alignment and Implementation Success of a KMS: A Subculture-Based Multilevel Analysis," Information Systems Research, INFORMS, vol. 22(1), pages 39-59, March.
    17. Luis Perez-Batres & Van Miller & Michael Pisani, 2010. "CSR, Sustainability and the Meaning of Global Reporting for Latin American Corporations," Journal of Business Ethics, Springer, vol. 91(2), pages 193-209, February.
    18. Amrit Tiwana & Benn Konsynski, 2010. "Complementarities Between Organizational IT Architecture and Governance Structure," Information Systems Research, INFORMS, vol. 21(2), pages 288-304, June.
    19. Rogier van de Wetering & Tom Hendrickx & Sjaak Brinkkemper & Sherah Kurnia, 2021. "The Impact of EA-Driven Dynamic Capabilities, Innovativeness, and Structure on Organizational Benefits: A Variance and fsQCA Perspective," Sustainability, MDPI, vol. 13(10), pages 1-23, May.
    20. Silva, Leiser & Hsu, Carol & Backhouse, James & McDonnell, Aidan, 2016. "Resistance and power in a security certification scheme: the case of c:cure," LSE Research Online Documents on Economics 68348, London School of Economics and Political Science, LSE Library.
    21. Mavroudi, Eva & Kesidou, Effie & Pandza, Krsto, 2020. "Shifting back and forth: How does the temporal cycling between exploratory and exploitative R&D influence firm performance?," Journal of Business Research, Elsevier, vol. 110(C), pages 386-396.
    22. Ricardo A. Santa & Alejandro Acosta & Silvio Borrero & Annibal Scavarda, 2020. "Corporate, operational, and information systems strategies: Alignment and firm performance," Estudios Gerenciales, Universidad Icesi, vol. 36(157), pages 454-464, December.
    23. Amankwah-Amoah, Joseph & Khan, Zaheer & Wood, Geoffrey, 2021. "COVID-19 and business failures: The paradoxes of experience, scale, and scope for theory and practice," European Management Journal, Elsevier, vol. 39(2), pages 179-184.
    24. Luis Perez-Batres & Jonathan Doh & Van Miller & Michael Pisani, 2012. "Stakeholder Pressures as Determinants of CSR Strategic Choice: Why do Firms Choose Symbolic Versus Substantive Self-Regulatory Codes of Conduct?," Journal of Business Ethics, Springer, vol. 110(2), pages 157-172, October.

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