Measuring strategic alignment in small firms

Despite general acceptance of the benefit of aligning IS strategy with organisation strategy, few attempts have been made to define and quantify this alignment relationship. Furthermore, past attempts have largely neglected the specific considerations of small firms. Chart's (1992) instruments...

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Bibliographic Details
Published inProceedings of 1996 Information Systems Conference of New Zealand pp. 127 - 135
Main Authors Hale, A.J., Cragg, P.B.
Format Conference Proceeding
LanguageEnglish
Published IEEE 1996
Subjects
Industrial relations
Information systems
Instruments
Investments
Management information systems
Process planning
Snow
Strategic planning
Testing
USA Councils
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Summary:Despite general acceptance of the benefit of aligning IS strategy with organisation strategy, few attempts have been made to define and quantify this alignment relationship. Furthermore, past attempts have largely neglected the specific considerations of small firms. Chart's (1992) instruments were adapted for use in small firms and rigorously tested using eight case firms, from four different industries. The resulting instrument is a significant step towards providing a method for the measurement of strategic alignment. It may prove useful in IS planning by managers and consultants, and by researchers studying the impact of information systems on the performance of small firms.
ISBN:0818677104
9780818677106
DOI:10.1109/ISCNZ.1996.555279