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Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems

Author

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  • Kevin Grant

    (Glasgow Caledonian University, UK)

  • Ray Hackney

    (Brunel University, UK)

  • David Edgar

    (Glasgow Caledonian University, UK)

Abstract

This paper explores the co-relational process activities of information technology and systems (IT/IS) and business strategy alignment. The notion of “process” as being strategy and strategic alignment has been observed but not examined. Organizations are both complex and adaptive, and these attributes create significant challenges for managers when assessing strategic requirements. A need exists to further understand alignment as a process and embrace this concept when aligning business IT/IS with the strategic goals of the organisation. This highlights an important distinction of “process” that recasts the nature of congruence and reassesses the appropriateness and usefulness of current practice. The authors propose the use of principles underpinning complex adaptive systems as a way to re-orientate IT/IS alignment in a meaningful and more appropriate manner. The context for the study is the UK Health Service, and informed by a case analysis of 26 senior members from a Scottish Health Board.

Suggested Citation

  • Kevin Grant & Ray Hackney & David Edgar, 2010. "Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems," International Journal of IT/Business Alignment and Governance (IJITBAG), IGI Global, vol. 1(3), pages 1-18, July.
    • Handle: RePEc:igg:jitbag:v:1:y:2010:i:3:p:1-18
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    Cited by:

    1. Isherwood, Andrew & Tassabehji, Rana, 2016. "A case analysis of managing “Maverick” innovation units," International Journal of Information Management, Elsevier, vol. 36(5), pages 793-798.

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