Organizations increasingly recognize that environmental sustainability is an urgent problem. Green information systems (Green IS) initiatives can assist organizations in reaching their environmental goals by providing the ability to reduce the environmental impacts of information technology (IT) manufacturing, operations and disposal; facilitate transparency and enhance the efficiency of organizational resources and business processes; and foster eco‐products through technological innovation. However, the nature and type of benefits such initiatives can accrue remain poorly understood, and accordingly, IT executives struggle to integrate environmental aspects in the corporate strategy and to launch Green IS initiatives. This paper clarifies the mechanisms that link organizational beliefs about environmental sustainability to Green IT and Green IS actions undertaken, and the organizational benefits that accrue from these actions. Using data from a global survey of 118 senior‐level IT executives, we find that Green IS strategies mediate the relationship between environmental orientation and the implementation of Green IT practices and Green IS practices, which in turn lead to organizational benefits in the form of cost reductions, corporate reputation enhancement and Green innovation capabilities. Our findings have implications for the potential of IS to enable organizations' environmental sustainability and also for the differentiation of Green IT and Green IS practices.

In this paper, we argue that the inclusion of environmental sustainability aspects increases the complexity of Information Systems (IS) alignment. The business value of IS and their potential to render firms more sustainable can only be leveraged if IS are strategically aligned. The literature from relevant academic disciplines is reviewed to lay a theoretical foundation. We define the term Green IS strategy, introduce a strategy typology, and integrate environmental aspects into Green IS alignment. The alignment process is determined by social aspects that are analyzed from the knowledge-based perspective in this research. We find that sharing of knowledge between the domains of business, IS, and sustainability is a premise for Green IS alignment. In this context, the importance of internally transferring tacit knowledge between different organizational actors on corporate, competitive and functional level is emphasized. Finally, we discuss implications for research and practice and make recommendations for further research.

This chapter clarifies the linkages of strategy types and levels that relate to Green IT: business, sustainability, and IT strategy. The significance of aligning IT with business and environmental strategies is pointed out. It is emphasized that trade-off decisions are inherent to strategic management and essential for competitive positioning. Following this, a choice-based conceptual framework for the strategic alignment of Green IT is presented. The underlying strategy framework consists of three different strategy levels (corporate, competitive, functional) and domains (business, IT, sustainability). The conceptualized framework facilitates a holistic Green IT alignment with the aid of a five-step process. In the scope of this alignment process, four different Green IT strategies are presented. These strategies are subdivided along two dimensions: competitive advantage and focus. This research is supposed to provide new insights concerning the strategic impact of Green IT and to assist practitioners in identifying the Green IT strategy that corresponds most appropriately to their firm-specific context.