Strategic Alignment Maturity between Business and Information Technology in Southern Brazil

Brodbeck, Angela Freitag; Rigoni, Eduardo Henrique; Hoppen, Norberto

doi:10.1080/1097198x.2009.10856489

Cited by 11 publications

(9 citation statements)

References 17 publications

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“…The decision to adopt or not a technological trend would be outside the company's control when certain technology becomes a widespread use. Thus, companies have no alternative to adopt them or not, and are taken by majority decision, because if not come to adopt the new trend, compromise their competitiveness [8].…”

Section: Organizational Systemmentioning

confidence: 99%

ERP Systems and BSC in the Operations Management: An Analysis of Results by Companies

Couto

Vendrametto

Neto

et al. 2016

IFIP Advances in Information and Communication Technology

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This study objectives to verify, analyze and describe the difficulties and synergies between the strategic management methodology BSC (Balanced Scorecard) and integrated information system ERP (Enterprise Resource Planning) in the operations management. This is a multiple case study, which focuses on the relationship between these systems, contributing to a theoretical model that relates the characteristics of both management systems. Based on a broad theoretical framework that addresses several issues related to operations management, strategy, organizational system, ERP, performance indices and BSC, five companies were visited to questionnaires that enabled the identification of synergies, benefits, problems and difficulties between the BSC and ERP. In conclusion of this study, observations were made in relation to the BSC and ERP systems, especially regarding the difficulties identified and synergies between them in the operations management. Stood out in this work, the importance these two systems for planning, implementation and monitoring of strategy in organizations.

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Section: Organizational Systemmentioning

confidence: 99%

ERP Systems and BSC in the Operations Management: An Analysis of Results by Companies

Couto

Vendrametto

Neto

et al. 2016

IFIP Advances in Information and Communication Technology

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“…Deriving from the effects of informatization on the BMs and the integration of organizational functions (Andersson et al, 2009;Timmers, 1998), researchers have reported a strong positive correlation between the full informatization of the BM and the business performance of the organization, and accentuated the role of informatization as being a facilitator of innovation and development, and one of the most important factors for improved interaction and more coordinated action between the stakeholders. The actual success of BM informatization largely depends on the quality of ICT management and the integration of ICTs with business processes in the organization (Brodbeck, Rigoni, & Hoppen, 2009;Sakellaridis & Stiakakis, 2011). Evaluating the effects of informatization on the healthcare BM remains challenging, as empirically supported research in this area is very scarce, both in Slovenia and in other post-transition countries emanating from the former Eastern bloc (Samoilenko & Ngwenyama, 2011).…”

Section: Effects Of Informatization On the Bmmentioning

confidence: 99%

A Framework for Information and Communication Technology Induced Transformation of the Healthcare Business Model in Slovenia

Stanimirović

2015

Journal of Global Information Technology Management

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Decision-makers from the Slovenian healthcare system have generally failed to look beyond the information and communication technology, while trying to implement highly intricate and expensive eHealth project. Accordingly, functional integration of planned information and communication technology solutions with various business aspects of the healthcare system has remained largely ignored, while the existing and obsolete business model of the Slovenian healthcare system continues to operate significantly limited and unadapted to the increasing and ubiquitous penetration of information and communication technologies into the healthcare environment. This article explores the characteristics and structure of the business model concept, identifies the impending effects of informatization on the healthcare business model, and finally provides a framework for information and communication technology-induced transformation of the existing healthcare business model in Slovenia. The research is based on the case study evidence and structured interviews with the distinguished experts from the cross-sectional areas of the healthcare system strongly related to the business model concept. Research results imply that effective transformation of the healthcare business model should consider various factors from the healthcare ecosystem, including a redefinition of the functions and relationships of and between the main actors of the business model, and the reconfiguration of the organizational, structural, and technological elements in line with the long-term business objectives.

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“…Apesar de um só caso ter sido analisado, vários dos aspectos encontrados no processo de implementação foram confirmados pela literatura consultada, o que contribui para a sua validade. Dentre eles, cabe salientar a credibilidade organizacional do consultor (em todos os níveis hierárquicos envolvidos) destacada por Markus e Benjamin (1996), as habilidades sociopolíticas do consultor mencionadas por Bloomfield e Danieli (1995), a efetividade da comunicação entre os atores dos processos negociais e da TI, abordada por A. F. Brodbeck et al (2009), e a necessidade da análise de macro e micro quando do estudo de elementos relativos à estratégia de uma organização, estudada por Jarzabkowski e Spee (2009) e Whittington (2006).…”

Section: Considerações Finaisunclassified

O Papel do Consultor no Processo de Alinhamento Estratégico

Abib¹,

Hoppen

2015

Rev. adm. contemp.

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O Alinhamento Estratégico (AE) entre a Tecnologia de Informação (TI) e os negócios continua sendo uma prioridade para os gestores, conforme estudos recentemente realizados em vários países. Contudo, como constataram outras pesquisas feitas sobre o tema, o AE não parece ser um processo prioritário e eficaz de planejamento e gestão no dia a dia da TI nas empresas. Também, com frequência, verifica-se a ação de consultores externos no desenvolvimento e na implementação de ferramentas de TI nas empresas, tanto para uso estratégico, como operacional. O papel do consultor no processo de AE é pouco enfatizado nas pesquisas. Considerando a importância da sua atuação na área de TI, este trabalho propõe a discussão do papel do consultor no processo de AE. Para tanto, foi analisada a implantação de um portal corporativo de natureza estratégica em uma empresa transnacional de grande porte. Neste estudo de caso longitudinal, adotaram-se observação participante e entrevistas semiestruturadas como principais estratégias para a coleta dos dados. Dentre os resultados obtidos, destacam-se o complexo papel do consultor, baseado em habilidades técnicas e sociopolíticas e, em especial, as necessidades de compartilhamento de conhecimentos. Evidenciaram-se, também, competências do consultor para tornar o seu papel mais efetivo no processo de AE.

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Strategic Alignment Maturity between Business and Information Technology in Southern Brazil

Cited by 11 publications

References 17 publications

ERP Systems and BSC in the Operations Management: An Analysis of Results by Companies

ERP Systems and BSC in the Operations Management: An Analysis of Results by Companies

A Framework for Information and Communication Technology Induced Transformation of the Healthcare Business Model in Slovenia

O Papel do Consultor no Processo de Alinhamento Estratégico

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