A question of central importance for researchers and practitioners is how information technology (IT) can help firms survive and thrive in turbulent and constantly changing business environments. To address this issue, this study develops the idea that IT architecture flexibility helps sustain competitive performance by driving the formation of IT-enabled dynamic capabilities, and that IT governance decentralisation strengthens this relationship. IT architecture flexibility and IT governance decentralisation, therefore, develop complementary effects. We argue that IT-enabled dynamic capabilities are a core antecedent for competitive performance gains, particularly under uncertain external environmental conditions. Tests of the proposed model using survey data from 322 international firms support these ideas. Our research also shows that, under conditions of high environmental heterogeneity, the value of IT architecture flexibility and IT governance decentralisation is increased, while the impact of IT-enabled dynamic capabilities on competitive performance is amplified.

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Purpose-Strategic alignment is a theory-based state that is considered as crucial for organizations in order to realize performance gains from information technology (IT) investments and deployments. Within the domain of purchasing and supply chain management there has been a growing interest on how purchasing strategy can be effectively aligned with IT and what conditions facilitate this state. The purpose of this paper is to investigate complex causal relationships of contingency elements that are key in enabling the "fit" between purchasing strategy and IT. Design/methodology/approach-The paper employs a configuration theory approach and propose that purchasing alignment is dependent upon patterns of multiple contingencies. In adherence with contingency theory, the authors group these elements as relating to strategic orientation, organizational factors, and purchasing decisions. On a sample of 172 international companies the authors then apply the novel methodology of fuzzy set qualitative comparative analysis (fsQCA). Findings-The paper empirically demonstrates that depending on the strategic orientation that a company follows, there are alternative combinations of elements that lead to high purchasing alignment. For companies following an operational excellence strategic orientation, a high contract binding scheme, or a small firm size facilitates purchasing alignment. Enabling elements for product leadership companies include a decentralized purchasing structure, a broad supplier base, and a large firm size. Purchasing alignment for customer intimacy companies is supported by a centralized purchasing structure, loose contract binding, and a large supplier base. Practical implications-The findings of this study suggest that practitioners aiming to attain a state of purchasing alignment should consider a number of contingency elements in the process. The paper shows that there is equifinality

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We argue that this model can help hospitals to gain insights into their (strategic) objectives for growth and maturity with regard to PACS, the electronic patient record (EPR) and other health information systems. Moreover, the proposed model can be applied as a valuable tool for organizational assessments, monitoring and benchmarking purposes. Hence, the PMM contributes to an integral alignment model for PACS technology.