فن آوری اطلاعات سه گانه: استراتژی کسب و کار، به کارگیری فن آوری و عملکرد سازمانی

The objective of this empirical study is to identify various profiles of technological deployment specific to various types of business strategy that best support organizational performance. Top managers from 223 organizations completed two questionnaizres analyzed using a Partial Least Squares tool (PLS graph). Profiles of technological deployment based on the strategic impact of the information system department, the technological architecture, the information system performance evaluation and technological scanning were identified. Using Miles and Snow's typology to characterize business strategy, an outward technological profile contributes directly to organizational performance for the analyzer strategic activities, while an inward profile of technological deployment contributes indirectly to organizational performance for the prospector strategic activities.

Information technology plays a significant strategic role within organizations (Bergeron and Raymond, 1995, Henderson and Venkatraman, 1999, Porter and Millar, 1985 and McFarlan et al., 1983). Strategic information systems (IS) can support or even shape business strategy. Furthermore, some conventional information systems become strategic when used in innovative ways (Wiseman, 1988). Since the early 1990s, improving the information system planning process has been one of the top 10 concerns of senior IS executives (Janz et al., 1996). In order to carry out this planning process successfully, it is important to align the IS plan with the organization's business plan (Busch, 1999, Luftman, 1998 and Saviano et al., 1997). GartnerGroup's 1999 annual survey reports that aligning information technology with business goals is still among the Chief Information Officer's top 10 issues in management of technology (Raphaelian and Broadbent, 1999). Some studies have successfully observed the effect of the alignment of information technology with organizational variables on organizational performance. These variables are the strategic management of IS, the organizational structure or the business strategy (Bergeron and Raymond, 1995, Raymond et al., 1995 and Chan et al., 1997). The importance of strategic alignment of information technology is being acknowledged; however, some issues still need to be addressed. For example, how organizations really deploy their information technology with respect to their business strategy. None of those studies mention any particular types of technological deployment belonging to a specific business strategy. The original contribution of this study is the identification of the profiles of technological deployment associated with various types of business strategy. This article will also further the understanding of the impact of IS on organizational performance as recommended by DeLone and McLean (1992) as well as the interaction between business strategy and other organizational components such as the deployment of information technology (Miller, 1996). Using a contingency approach, this article looks at the different profiles of technological deployment associated to different types of business strategy.

In summary, the first hypothesis has supported the existence of a positive link between strategic activities and organizational performance for the activities of prospector, and a negative link for the activities of reactor. The second hypothesis, corresponding to the relationship between strategic activities and different profiles of technological deployment is accepted for the activities of prospector, analyzer, and defender. Finally, the third hypothesis, which concerns the existence of positive relationships between strategic activities, specific profiles of technological deployment and organizational performance, is accepted for the activities of prospector and analyzer. An inward profile of technological deployment contributes indirectly to organizational performance for the prospector strategic activities, while an outward technological profile contributes directly to organizational performance for the analyzer strategic activities. These results indicate that organizations could enhance their performance by supporting prospector or analyzer strategic activities, and deploying their information technology accordingly. In terms of future research, this study could be resumed using other modes of operationalization of strategic activities such as those applied by Porter, 1980, Wiseman, 1988 and Venkatraman, 1989b. The concept of fit could also be explored using other theoretical approaches such as covariation and gestalt (Bergeron et al., 2001). Finally, conducting the study among small and medium-sized firms would further advance the research.