هماهنگی با فناوری اطلاعات و استراتژی کسب و کار با یک چشم انداز قابلیت های پویا: مطالعه طولی از یک شرکت تایوانی نیمه هادی

Strategic alignment involves the development and reconfiguration of information technology (IT) to support business strategies. This paper applies the dynamic capabilities perspective to analyze the strategic information system alignment process. The paper further argues the approach is constructive in understanding and overcoming difficulties in achieving and sustaining alignment. From a longitudinal case study of a semiconductor company in Taiwan, the results show an unaligned strategic information system (with an implemented IT strategy that varies from the intended IT strategy) impedes the development of IT. Path dependence, or the implications of prior IT decisions, is another barrier for alignment. A broader view of intended alignment, focusing on IT combined with clear business vision, can be beneficial for adding future IT resources. In addition, dynamic capabilities, which are critical for the creation and strength of IT resources, positively influence the alignment process and its future implementation success.

Alignment between IT strategy and business strategy is an important indicator of IT effectiveness (Bergeron et al., 2004; Byrd et al., 2006). However, insufficient research has been conducted on achieving and sustaining strategic IT alignment (Hirschheim & Sabherwal, 2001). In this study, the content of strategic IT alignment as intended alignment and implemented alignment is expanded. Moreover, the trajectory between intended alignment and implemented alignment is shown to be linked to the dynamic capabilities of IT resource integration, reconfiguration, acquisition and elimination. The alignment process is further analyzed from the dynamic capabilities perspective. From a longitudinal case study of a semiconductor company in Taiwan, the results indicate lack of strategic IT alignment impedes the development of IT competency. A long-term view of IT strategy, focused on IT resources with a clear understanding of the overall business vision, would be beneficial to link IT resources to the overall development of IT. In addition, dynamic capabilities, emerging through learning, integration and transformation processes, positively influence the alignment process and the achievement of implemented alignment. The results indicate the phenomenon of path dependence, resulting from existing IT resources, is hampered by inappropriate decisions in prior lifecycle stages. With shortsightedness and short-term solutions, path dependence restricts the value of adopting IT and wastes investments in redundant IT resources leading to IT ineffectiveness. The findings indicate the importance of both a long-term of IT development as well as developing resource reconfiguration routines concurrent with the alignment processes. This paper has several implications for future research in the area of IT strategy and IT management. For companies with dynamic environments, even with high levels of intended alignment between IT managers and executives, the implemented alignment is not easily realized because the application infrastructures usually follow organizational changes. Thus, it is important to develop dynamic capabilities with continuous adaptations, which are critical for the creation and strengthen of IT resources. Unlike prior studies, which focused on either IT strategy formulation or strategic effects of IT resources, this paper contributes to the strategic information systems literature by providing a holistic view of IT strategy implementation with resource development. Future research is needed develop and execute the far-reaching view of intended alignment, including resource-oriented IT strategies or agile application infrastructures. Further research is also needed to examine the conditions influencing path dependence. Additional case studies and larger, longitudinal samples can confirm these alignment advantages.