Strategic Alignment: Learning as an Instrument of Implementation

2011 ◽  
Author(s):  
Narayana V. L. Bhyrovabhotla ◽  
Amit Karna ◽  
Sunil Sharma
Keyword(s):  
Strategic Alignment

The Impact of Strategic Relevance and Assurance of Sustainability Indicators on Investors' Decisions

2014 ◽  
Vol 34 (1) ◽  
pp. 131-162 ◽  
Author(s):  
Mandy M. Cheng ◽  
Wendy J. Green ◽  
John Chi Wa Ko
Keyword(s):  
Strategic Alignment ◽  
Investment Decisions ◽  
Company Strategy ◽  
Cost Leadership ◽  
Nonprofessional Investors ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Strategy Versus ◽  
The Impact ◽  
Cost Leadership Strategy

SUMMARY In this study, we report two 2 × 2 between-subjects experiments that investigate the effect of strategic relevance of reported sustainability information and its assurance on nonprofessional investors' investment decisions. The first experiment manipulates strategic relevance of reported environmental, social, and governance (ESG) indicators between “high” and “low” by varying the company strategy (sustainability-based differentiation strategy versus cost leadership strategy unrelated to sustainability). The second experiment manipulates the strategic alignment of the ESG indicators (holding strategy constant). We also manipulate the presence (absence) of assurance in both experiments. Results from both experiments document that investors perceive ESG indicators to be more important, and are more willing to invest in the company if ESG indicators have higher strategic relevance. Experiment one also provides evidence that assurance increases investors' willingness to invest to a greater extent when ESG indicators have high relevance to the company strategy. Our findings suggest that the assurance of ESG indicators has a beneficial signaling role in communicating the importance of this reported information to investors.

The Chief Information Officer and Chief Financial Officer Dyad in the Public Sector: How an Effective Relationship Impacts Individual Effectiveness and Strategic Alignment

2012 ◽  
Vol 27 (1) ◽  
pp. 261-281 ◽  
Author(s):  
Kurt Schobel ◽  
James S. Denford
Keyword(s):  
Strategic Alignment ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Chief Financial Officer ◽  
Firm Level ◽  
For Profit ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Strategic Role ◽  
Knowledge Intensive

ABSTRACT Within the domain of Information Technology Governance (ITG), the study of Chief Information Officer (CIO) relationships has historically focused on the Chief Executive Officer (CEO) and the Top Management Team (TMT). Within knowledge-intensive, publicly funded, and not-for-profit organizations, the specific relationship between the CIO and the Chief Financial Officer (CFO) is a critical pairing, which impacts both individual effectiveness and strategic alignment. Findings from multiple case studies suggest that while the CIO and CFO pair are similar to other TMT relationships in many ways, their perceptions of the other's strategic role within the organization is a key differentiator that can lead to effective or adversarial relationships with individual and firm-level outcomes. The research model in this paper suggests that when the relationship is positive, both individual role effectiveness and strategic alignment improve.

Extended Strategic Alignment Model (SAM) for Information Systems Governance

2022 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Ahmed Mouchtachi ◽  
Abir El Yamami ◽  
Abdelrhani Bouayad ◽  
Mohammed Bennaser ◽  
Majida Laaziri ◽  
...  
Keyword(s):  
Information Systems ◽  
Strategic Alignment ◽  
Alignment Model
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