• The Journal of Information Systems
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• v.20 no.2
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• pp.207-228
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• 2011

IT governance is an integral part of enterprise governance and consists of the leadership, organizational structures, and processes that ensure organization's IT decision making for achieving organizational goal. Most firms have failed to resolve the balance in building IT governance. The challenge is to align IT strategy with business strategy in establishing and implementing effective IT governance. The purpose of this study is to find out the relationship between IT governance implementation factors and IS effectiveness, and the moderating effect of strategic alignment of IS strategy with business strategy on IS effectiveness. IT governance implementation factors consist of IT vendor management, IT human resource management, and IT infrastructure. Strategic alignment was measured as the alignment between business strategic orientation and IS strategic orientation that used in the research of Chan et al.(1997). In the relationship between three IT governance implementation factors and IS effectiveness, the results of multiple regression analyses showed that IT human resource management is an important determinant to influence IS effectiveness. The additional analysis using multiple regression showed that strategic alignment of IS strategy with business strategy has moderated the relationship between IT governance implementation factors and IS effectiveness.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• Knowledge Management Research
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• v.13 no.5
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• pp.113-137
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• 2012

Since service innovation is considered as a new way to gain an advantage in a highly competitive environment, it is imperative for companies to align their service innovation strategy with their business strategy in order to achieve better firm performance. Accordingly, a critical challenge facing firms is how to effectively organize and manage a well-planned service innovation strategy in accordance with the direction of their business strategy. Firms with a good fit between business strategy (i.e., cost leadership, innovative differentiation, and marketing differentiation strategies) and service innovation strategy (service creation-focused, service delivery-focused, and client interface-focused strategies) are expected to have better firm performance than those without such a fit. Based on empirical data from 209 service firms in South Korea, this study aims first to investigate whether a certain service innovation strategy is more effective than others within a particular business strategy. We then examine whether their effective alignment positively affects firm performance. The empirical evidence indicates that the alignment of service innovation strategy with business strategy significantly influences firm performance. The adoption of service innovation strategy was found to have positive effects on firm performance with innovative differentiation and marketing differentiation strategies and negative effects with cost leadership strategy. Lastly, we discuss our study's implications for further research and practice.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.2
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.

• Information Systems Review
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• v.7 no.2
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• pp.183-194
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• 2005

This study validated the strategic alignment approach for e-Transformation of the traditional firm through the case analysis of e-Transformation practices performed in Pulmuone Inc., which had been managed and operated in a traditional mode. The e-Transformation approach identified in this study was focused upon the strategic alignment among 4 domains of business strategy, organizational infrastructure and processes, IT strategy, and IT infrastructure and processes, and was performed in the following process: 1) developing IT strategy to perform business strategy, 2) building IT infrastructure and processes to support IT strategy, and then 3) transforming organizational infrastructure and processes based on IT infrastructure and processes. The theoretical implication of this study is to empirically verify the Strategic Alignment Model hypothesized by Henderson and Venkatraman(1994) through the case analysis on e-Transformation of Korean traditional firm, and the practical contribution is to provide a feasible and effective guideline in carrying out e-Transformation of the typical traditional organization.

• Journal of the Korean Society for information Management
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• v.26 no.3
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• pp.295-316
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• 2009

This research applied the concepts of IT architecture and IT governance for managing with an integrated computing environment and organized structure, which base a digital library's management and operation. It also aims to analyze the structural system between information technology of human resources and strategy alignment elements of business, which both constitute the core content. Social network analysis software was used to investigate the complicated relationship between IT and business-related strategy alignment elements. The following is the results of carrying out this research on the social network structure and features of strategy alignment elements for a digital library. First, analysis indexes for strategy alignment elements and social network of a digital library were developed. Second, an analysis model was designed based on the analysis index for social network as to strategy alignment elements. Analysis model was appraised by collecting social network datasets for such strategy alignment elements as Communications, Competency and Value, Governance, Partnership, Scope and Architecture, and Skills against the Business strategy, Information strategy, Business and Technology of a digital library. As for the content of analysis, social network structure and specific features were analyzed in relation to a digital library's (1) General social network, (2) Structure of strategy alignment elements, (3) Strategy fit and Functional integration.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.195-229
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• 2015

Service innovation is considered a new way to gain competitive advantage and enhance firm performance. However, service innovation does not always guarantee the desired outcome. The effective organization and management of well-planned service innovation practices, which are consistent with the firm's business environment, become a critical challenge for service innovation success. In addition, an increasing number of studies have focused on the role of information technology (IT) capability in service innovations. Most studies on service innovation have focused on the influences of the strategic alignment and IT capability separately. In contrast, the current study combines them by investigating the positive moderating effect of IT capability on the alignment between business strategy and service innovation strategy. Based on data collected from 183 service firms in Korea, we first explore the effect of service innovation strategies when coupled with different business strategies on better firm performance. We then investigate the moderating effect of IT capability on the relationship between strategic alignments and firm performance. Empirical evidence indicates that a synergistic effect between alignment and IT capability on firm performance exists. Firms that have aligned service innovation strategy with business strategy should consider improving their organizational IT capability to ensure substantial leverage.

• Journal of Astronomy and Space Sciences
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• v.36 no.4
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• pp.235-248
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• 2019

This paper suggests a relative orbit control strategy for the CubeSat Astronomy by NASA and Yonsei using Virtual Telescope Alignment eXperiment (CANYVAL-X) mission whose main goal is to demonstrate an essential technique, which is an arrangement among two satellites and a specific celestial object, referred to as inertial alignment, for a next-generation virtual space telescope. The inertial alignment system is a relative orbit control system and has requirements for the relative state. Through the proposed orbit control strategy, consisting of separation, proximity keeping, and reconfiguration, the requirements will be satisfied. The separation direction of the two CubeSats with respect to the orbital plane is decided to provide advantageous initial condition to the orbit controller. Proximity keeping is accomplished by differential atmospheric drag control (DADC), which generates acceleration by changing the spacecraft's effective cross section via attitude control rather than consuming propellant. Reconfiguration is performed to meet the requirements after proximity keeping. Numerical simulations show that the requirements can be satisfied by the relative orbit control strategy. Furthermore, through numerical simulations, it is demonstrated that the inertial alignment can be achieved. A beacon signal had been received for several months after the launch; however, we have lost the signal at present.

• Journal of Information Technology Applications and Management
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• v.22 no.1
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• pp.131-152
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• 2015

Environmental differences across countries such as socio-cultural, political, economic, and technological differences require business strategies of multinational corporations to vary business practices across regions. Despite the keen awareness of the necessity for strategic adaptation to local context, IS management and strategy tend to remain similar across countries. One of the reasons is to maintain the stability and compatibility of information technology infrastructure. After a careful observation of retail business practice, this study finds IS strategy should also be highly responsive to the local context. This study shows how information resources including systems architecture, processes, human resources, and national context are interlinked together. Despite global excellence in general systems management, failure in such alignment can be a serious problem in extending competitive advantages across regions. This study aims to reveal issues to be taken care of in order to accomplish global technological alignment. Results of this study provide senior management with guidelines and a framework for aligning IT with regional strategic thrust that can improve local responsiveness of multinational companies.

• Journal of Information Processing Systems
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• v.6 no.1
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• pp.121-128
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• 2010

Using information systems effectively requires an understanding of the organisation, management, and the technology shaping the systems. All information systems can be described as organisational and management solutions to challenges posed by the environment. The advances in information systems have affect on our day-to day lives. As the technology is evolving immensely so are the opportunities in a healthy way to prepare the organisation in the competitive advantage environment In order to manage the IS/IT based systems, it is important to have an appropriate strategy that defines the systems and provide means to manage them. Strategic Information Systems Alignment (SISA) is an effective way of developing and maintaining the IS/IT systems that support the business operations. Alignment of the IS/IT plans and the business plans is essential for improved business performance, this research looks at the key features of SISA in the changing business circumstances in Saudi Arabia.