We suggest that the alignment can be divided into two phases embraced by dotted lines: planning alignment and implementation alignment.The key activities (shown as circles in Figure 1) can be distinguished as seeking strategic fit in the planning alignment phase, and seeking design fit and deployment, management, use in the implementation alignment phase.Using a case study of Save Com, a Taiwanese telecommunications company, this article explores the concept of design-fits, which refers to the strategic alignments in the enterprise system design.The theoretical profiles for aligning information systems design and business strategies are developed in terms of March and Smith's (1995) four main information technology artefacts: constructs, models, methods and instantiations.The well-known strategic alignment model (SAM) proposed by Henderson and Venkatraman (1993) was the first to describe clearly the relationship between business strategies and information technology strategies.This model is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organizational infrastructure and processes, and information technology infrastructure and processes, each of which has its own underlying dimensions.The conclusion highlights the implications of the findings for both research and practice, along with suggestions for future research.The focus of this paper aims to outline how organizations achieve alignment and design their information systems with respect to their business strategies.
For example, both phases are influenced by the social dimension, including social constructs like the level of communication, connection and knowledge-sharing, and organizational constructs like the governance mode, structure, and organizational control (Reich and Benbasat 2000).
The model also assesses alignment based on strategic fit and functional integration.
Employment of an alignment model such as this assists a firm in three ways: by maximising return on information technology investment, by helping to achieve competitive advantage through information systems, and by providing direction and flexibility to react to new opportunities (Avison . Figure 1 depicts how the current study fits into the overall body of literature on strategic alignment.
In particular, strategic alignment is a continuous and dynamic process (Croteau . The extent to which strategic information systems planning meets its objectives is determined by implementation, including information systems design and deployment (Gottschalk 1999), but the alignment in information systems design and deployment has been underemphasised.
In fact, system development is fundamentally a process of design (Arnott 2006), and using a system that is not well designed can lead to inferior outcomes at the organizational level (Ba First, how do organizations really design their information systems with respect to their business strategies?