Strategic Alignment Process and Decision Support Systems: Theory and Case Studies

Tamio Shimizu · Marly Monteiro de Carvalho · Fernando José Barbin Laurindo

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Information Technology Governance and Strategy Management and Organizational Practices Strategic Planning and Analysis

Abstract

Chapter 1: Concepts and history of strategy in organizations Chapter 2: The development of strategies for competitive advantages Chapter 3: An overview of Value chains, Supply Chains, and Strategic Alliances issues Chapter 4: Aligning strategy with organizational structures and projects deployment Chapter 5: Alignment of organizational strategy with Information Technology strategy Chapter 6: Performance Measurement Systems: Balanced Scorecard Chapter 7: Strategies for the new economy and dynamic competitive environment PART TWO - DECISION MAKING PROCESS IN ORGANIZATIONS Chapter 8: An Overview Of The Decision-Making Process In Organizations Chapter 9: The Structuring of the Strategic-Decision-Making Process Chapter 10: The Nature of Strategic-Decision-Making Models Chapter 11: The Role of Simulation and Modern Business Games Chapter 12: Decision Based on Organizational Knowledge, Decision Support Systems, Expert System, and Business Intelligence Chapter 13: Group Decision and Negotiation in Strategic-Decision-Making .

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2009Higher education decision making and decision support systems 2013A Contribution to Organizational and Operational Strategic Alignment: Incorporating Business Level Agreements into Business Process Modeling 2007A Study on Successful Business Intelligence Systems in Practice.2013Institutional Research Management using an Integrated Information System 2010Managing Performance to Align the Participants of Collaborative Networks: Case Studies Results 2011Using Key Alignment Indicators for Performance Evaluation in Collaborative Networks

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