Business Performance, Business Strategy, and Information System Strategic Alignment: An Empirical Study on Chinese FirmsBusiness Performance, Business Strategy, and Information System Strategic Alignment: An Empirical Study on Chinese Firms
董小英;刘倩倩;尹德志;
摘要(Abstract):
The alignment between information systems (IS) and business strategy along with its implications for perceived IS effectiveness and business performance is an important question, which is rarely studied in China. Based on an empirical study, this paper summarized the significance of IS strategic alignment and its impact on business performance. This study also measured business strategy, information system strategy, and information system strategic alignment, built a conceptual model to describe the relationship between these factors, and investigated their implications for information system performance and business performance. A structural equation model was employed to test the conceptual model. Analyses of data gathered in a survey indicate that information system strategic alignment is a better predictor of business performance than business strategy or information system strategy alone, although business strategy can significantly influence business performance.
关键词(KeyWords):
基金项目(Foundation): Supported by the National Natural Science Foundation of China (No. 70671001)
作者(Authors): 董小英;刘倩倩;尹德志;
参考文献(References):
- [1] Dong Xiaoying, Jiang Guihuang, Liu Qianqian. Learn from CIO, our good example. PKU Business Review, 2005, (8): 37-39. (in Chinese)
- [2] Beath C M. Supporting the information technology cham- pion. MIS Quarterly, 1991, 15(3): 355-372.
- [3] Janz B D, Prasarnphanich P. Understanding the antece- dents of effective knowledge management: The impor- tance of a knowledge-centered culture. Decision Sciences, 2003, 34(2): 351-384.
- [4] Papp R. Alignment of business and information technol- ogy strategy: How and why? Information Management, 1998, 11(3/4): 6-11.
- [5] Chan Y E, Huff S L. Business strategic orientation, infor- mation systems strategic orientation, and strategic align- ment. Information Systems Research, 1997, 8(2): 125-150.
- [6] Lederer A L, Sethi V. Key prescriptions for strategic in- formation systems planning. Journal of Management In- formation Systems, 1996, 13(1): 35-63.
- [7] Long Y, Nah F F H, Zhu Z. Enterprise wide strategic in- formation systems planning for Shanghai Bell Corporation. Annals of Cases on Information Technology, 2003, 5(2): 431-446.
- [8] Henderson J C, Venkatraman N. Strategic alignment: Lev- eraging information technology for transforming organiza- tions. IBM Systems Journal, 1999, 32(1): 472-484.
- [9] Sabherwal R, Hirschheim R, Goles T. The dynamics of alignment: Insights from a punctuated equilibrium model. Organization Science, 2001, 12(2): 179-197.
- [10] Venkatraman N. Strategic orientation of business enter- prises. Management Science, 1989, 35(8): 942-962.
- [11] Beard D W, Dess G G. Corporate-level strategy, business- level strategy, and firm performance. Academy of Man- agement Journal, 1981, 24(4): 663-688.
- [12] White R E. Generic business strategies, organizational context and performance: An empirical investigation. Stra- tegic Management Journal, 1986, 7: 121-143.
- [13] Earl M J. Information systems strategy formulation. In: Boland R J, Hirshheim R A, eds. Critical Issues in Infor- mation System Research. New York: John Wiley & Sons, 1987: 157-178.
- [14] Henderson J C, Sifonis J G. The value of strategic IS plan- ning: Understanding consistency, validity, and IS markets. MIS Quarterly, 1988, 12(2): 187-200.
- [15] Lederer A L, Mendelow A L. Issues in information sys- tems planning. Information and Management, 1986, 10(5): 245-254.
- [16] Drazin R, de Ven A H V. Alternative forms of fit in con- tingency theory. Administrative Science Quarterly, 1985, 30(4): 514-539.
- [17] Venkatraman N, Camillus J C. Exploring the concept of “fit” in strategic management. Academy of Management Review, 1984, 9(3): 513-525.
- [18] Avison D, Jones J, Powell P, Wilson D. Using and validat- ing the strategic alignment model. Journal of Strategic In- formation Systems, 2004, 13(3): 223-246.
- [19] Kearns G S, Lederer A L. A resource-based view of stra- tegic IT alignment: How knowledge sharing creates com- petitive advantage. Decision Sciences, 2003, 34(1): 1-29.
- [20] Earl M J. Management Strategies for Information Tech- nology. New York: Prentice-Hall, 1989.
- [21] Weill P. Strategic investment in information technology: An empirical study. Information Age, 1990, 12(3): 141- 147.
- [22] Meyer A. Management and strategy. In: Miles R E, Snow C C, eds. Organizational Strategy, Structure, and Process. New York: McGraw-Hill, 1978: 546-562.
- [23] Miles R E, Snow C C. Organizational Strategy, Structure, and Process. New York: McGraw-Hill, 1978.
- [24] Brown C V. Examining the emergence of hybrid IS gov- ernance solutions: Evidence from a single case site. Infor- mation Systems Research, 1997, 8(1): 69-94.
- [25] Brown C V, Magill S L. Alignment of the IS functions with the enterprise: Toward a model of antecedents. MIS Quarterly, 1994, 18(4): 371-403.
- [26] Camillus J C, Lederer A L. Corporate strategy and the de- sign of computerized information systems. Sloan Man- agement Review, 1985, 26(3): 35-42.
- [27] Tavakolian H. Linking the information technology struc- ture with organizational competitive strategy: A survey. MIS Quarterly, 1989, 13(3): 308-317.
- [28] Sabherwal R, Chan Y E. Alignment between business and IS strategies: A study of prospectors, analyzers, and de- fenders. Information Systems Research, 2001, 12(1): 11-33.
- [29] Venkatraman N. The concept of fit in strategy research: Toward verbal and statistical correspondence. Academy of Management Review, 1989, 14(3): 423-444.