Article2007

Achieving IT-Business Strategic Alignment via Enterprise-Wide Implementation of Balanced Scorecards

145 citations0/0 files storedInformation Systems Management

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Information Technology Governance and Strategy Accounting and Organizational Management Corporate Governance and Management

Abstract

IT-business alignment remains one of the top issues of IS managers. This article presents a case study in which four key elements of IT-business alignment — integrated planning, effective communication, active relationship management, and institutionalized culture of alignment — were enhanced by the enterprise-wide implementation of an established strategic management tool, the balanced scorecard.

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References

1984Case Study Research: Design and Methods 1992The balanced scorecard : measures that drive performance 1997The balanced scorecard: Translating strategy into action 1985How information gives you competitive advantage 1999Strategic alignment: Leveraging information technology for transforming organizations 1998Putting the enterprise into the enterprise system.2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment 1993Strategic alignment: Leveraging information technology for transforming organizations

Cited by

2009Business–IT alignment maturity of companies in China 2015Aligning in Practice: From Current Cases to a New Agenda 2012A conceptual framework for information technology governance effectiveness in private organizations 2014The balanced scorecard’s missing link to compensation 2009Factors affecting IT and business alignment: a comparative study in SMEs and large organisations 2009HR portal alignment for the creation and development of intellectual capital 2011Achieving top management support with business knowledge and role of IT/IS personnel 2022Big Data Analytics Capability and Business Alignment for Organizational Agility

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