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The Impact of CEO/CIO Convergence on IT Strategic Alignment

The Impact of CEO/CIO Convergence on IT Strategic Alignment
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Author(s): Alice M. Johnson (North Carolina A&T State University, USA) and Albert L. Lederer (University of Kentucky, USA)
Copyright: 2006
Pages: 5
Source title: Emerging Trends and Challenges in Information Technology Management
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-019-6.ch013
ISBN13: 9781616921286
EISBN13: 9781466665361

Abstract

Researchers have suggested that convergence between an organization’s top business and IS executive enables the alignment of IS and business strategy, thus increasing the potential contribution of IS to the firm. A postal survey of 202 pairs of business and IS executives tested the effect of convergence on such alignment, and that of alignment on IS contribution. Convergence was measured in terms of the role of IT in the organization, and strategic alignment was measured in terms of the fit between business and IS strategy. Validation procedures reduced IS contribution to two factors, operational and financial contribution. Convergence predicted aggressiveness, analysis, and innovativeness alignment. Business and IS executives diverged for the relationships of the analysis, innovativeness, external defensiveness, and aggressiveness alignment with IS operational contribution. Operational contribution predicted financial contribution. The study contributed by demonstrating that convergence predicts some forms of alignment and that the views of the impact of alignment vary for business and IS executives.

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