strategic alignment

The purpose of the present research is to investigate the position of the components and influencing factors in the alignment model of petroleum refinery projects related to the country's industrial strategies in the Ministry of Oil. The current research can be considered in the category of applied research in terms of the purpose and nature of the research. The current research implementation method is a descriptive survey, and the correlational research design is based on structural equations. The statistical population of the quantitative research includes all employees of the Ministry of Oil and Petrorefineries in Tehran. A simple random sampling method was used in the quantitative part of the research. To estimate the sufficient number of samples in this research, Cochran's sample estimation formula was used. The statistical population in the field of structural equations of the research includes 600 employees of the Ministry of Petroleum and Petrorefineries of Tehran city with the required number of samples and in the field of multi-criteria decision-making, the team of research experts is also included. Data analysis was done using SPSS and Smart-PLS software. The findings of the research show that based on the alignment of the refinery projects with the country's industrial strategies in the Ministry of Oil, alignment enablers include the maturity of communication and management factors and the exercise of authority, strategic technology planning and organizational architecture aligned with technology, partnership factors, human resources (innovation, entrepreneurship, Expertise, knowledge) and distinctive competence factors that lead to the realization of optimization results and reduction of capital and current costs and synergy in both sides of petro-refining and industry are of special importance.

Current researches around the axis of strategic management indicate that strategy formulation cannot be the main concern or problem of organizations. Rather, what has become a problem is the lack of alignment between different departments of the organization and the organization's strategies. This research tries to provide a model for creating strategic alignment of employees with the interpretive structural modeling approach. The tool of this research was a researcher-made questionnaire that was given to experts (11 university professors and managers and employees of Bushehr gas company). To check the validity of the research tool, content validity was used and the reliability of the tool was calculated with Cohen's kappa index, which was reported as 0.65. In order to conduct the research, first by reviewing the literature, the desired factors were extracted, and then by forming a focus group of university professors and managers of Bushehr Gas Company, eight final factors were selected, which were finally selected using interpretive structural modeling at three levels. The results of the research showed that factors such as the maturity of the organization's culture, employees' perception of the organization's goals, employees' participation in strategy formulation, appropriate reward system and transparency of the organization's mission statement, have the greatest impact on the strategic alignment of employees. Therefore, managers are advised not to ignore the great impact of these five factors if they want to align employees with the organization's strategies.

Control at the strategic level involves the control of all elements of the organization at the subjective and conceptual level; Strategic control is obtained from two process and result models, in-process strategic control focus is on the accuracy and integrity of strategic management processes. In result, strategic control focus is on strategic reference points of the species. The purpose of this paper is to present a two-dimensional model of control strategies to maintain organizational dynamics.

To achieve this goal, 130 articles were extracted from the Systematic Review method and 60 articles were selected based on specific criteria by searching valid databases. Then, using the content inference method, the research areas of control including strategic control, control levers, and control management systems were identified, and then a map of concepts and topics related to each field was drawn.

Identifying control strategies using strategic reference points that are in consistent with other elements because alignment is both a measure of accuracy and synergistic. The strategic reference points here are the amount of concentration and attention determined and along with 16 sub-categories and 47 sub-codes (factors) including the main findings of this study.

Based on the result modeling, we choose one of the priority strategies and engage in horizontal and vertical coordination, for the typology of control strategies, we consider each strategic reference point (concentration and attention) as a spectrum to achieve a two-in-two matrix and then control strategies are embedded in these cells. Using this typology, the four strategies obtained are key performance strategies, profitability strategies, transformation strategies, and communication strategies that align with Lorange's strategic control and Simon’s levers of control.

This study is struggled to reply this question; the existence of the strategic alignment in the international marketing domain would caused export performance improvement. After that a decision support system (DSS) about export strategy alignment is presented. This research from the view of objective is a casual research and because of the research presents a model in the strategic level for export strategies, it is a developmental research. The study performed in Iran’s petrochemical companies which had export performance. The level of analysis is organization. The method of data gathering for export performance is external secondary data (Industrial Management Org. reports about IMI500 and the financial statement of the companies) and for determining the degree of strategic alignment the strategic reference points (SRP's) theory is applied. The result shows that: (1) Higher export strategies alignment caused increasing in the export performance, (2) Fuzzy measurements of strategic alignment and export performance caused a more accurate statement for reality, (3) In this research the utility of the fuzzy model to present a DSS for management has approved.

It is the objective of the present study to derive a method from the relevant literature for aligning business strategy and HR practices. The method should have a practical approach. For this reason, the alignment method then will be implemented in an example organization as a case study.

The research method is the case study. Data are collected in five stages. In order to identify the business strategy, the organization’s documents are subjected to thematic analysis. Business capabilities are identified through interviews with seven experts. In the next step, interviews are conducted with two experts and the organization’s procedures and practices are reviewed to identify the strategic processes and the strategic jobs corresponding to each capability. A competency profile is then defined for each strategic job using the DACUM method. Finally, HR practices in the example organization are studied using the internal procedures and practices as approved by an expert in the field.

The strategy of the case study organization comprises product development, market development, as well as quality improvement and consolidation. Eleven organizational capabilities and six strategic jobs are identified. Based on the competency profile, HR planning, performance appraisal and compensation are found to be uniformly implemented for all the competencies. However, differences are observed in the decision choices regarding staffing, recruitment, training, and career development due to differences in competencies.

Despite the need for this important matter, no research has so far examined the alignment of HR strategy and HR practice and proposed a mechanism for this alignment so the present study proposed an operational mechanism for moving from business strategy to HR practices and implemented it in an organization. This alignment method should develop a comprehensive understanding of the organization's strategic changes for human resource professionals to help them make necessary changes to HR practices concomitant with business changes.

Digital transformation is a global issue that has gained prominence in recent years. It is particularly relevant to the majority of public and private organizations, as it will affect customer relationships, internal processes, and value creation. The primary concern of stakeholders in digital transformation is to define the roadmap and vision that will guide future steps in this direction. This study's objective is to assist organizations in implementing digital transformation through the use of predefined phases and stages. In this regard, a systematic review of recent research and frameworks was conducted. After retrieving 47 studies and 11 frameworks, a thorough analysis was conducted on them. Selected articles were first analyzed using the VOSViewer software, and the results indicated that the majority of research in recent years has focused on processes in the field of digital transformation. However, the trend is shifting toward developing a strategy for digital transformation. Then, by combining the selected studies and frameworks, a roadmap for digital transformation was developed, consisting of six major phases: initiation, idea, assessment, commitment, implementation, and sustainability, as well as twenty activities within each phase. By gradually implementing these steps, organizations can ensure the effective deployment of digital transformation.

In the literature of strategic management, strategic alignment has been recognized as an appropriate way to improve the performance, interaction and coordination between organization units and to create value in a competitive environment. In present business environment the most investment in organizations is in information technology, therefore organizations have no choice but to use information technology as a strategic resource to achieve their strategic goals, so the concept of aligning information technology strategies and business strategies becomes more important. Most research papers on strategic topics fall into two categories: process and content researches. Both groups have sought to establish a link between strategic decisions and performance, but the relative nature and intensity of this link remains unclear. Therefore, the purpose of this study is to evaluate the contribution of strategy process and strategy content in the impact of strategic alignment on performance and agility in the automotive industry. This study is categorized as applied and descriptive. Data was collected by a researcher-made questionnaire. The content validity was estimated by experts and its reliability was confirmed by Cronbach's alpha coefficient. The statistical population of the study is consisted of managers, supervisors and experts of strategic management and IT departments of IranKhodro and Saipa companies. For data analysis, confirmatory factor analysis (CFA) and structural equation modeling (SEM) have been used by AMOS. The findings show that the strategy process and strategy content have a significant impact on the performance and agility of these companies considering the mediating role of strategic alignment

In today's business, projects are considered as an important part of business operations. Thus, the success of projects has a direct impact on the success of the firm. Researchers and practitioners have been attempting to improve project performance by suggesting and implementing several project management methods and methodologies. The present research is written to answer the question of how to improve Project performance through the consideration of information technology governance and project governance. The research was conducted using a descriptive-survey research method with a sample of 183 employees of Mellat Bank, using a questionnaire, and using structural equation modeling method, using Smart PLS and SPSS software for analyzing data. The research results indicate that both information technology governance and project governance have a positive impact on project performance. These findings provide evidence for project management professionals that information technology governance and project governance are part of an operational strategy to facilitate project success. This research also highlights the importance of strategic alignment between governance and project governance in enhancing project performance.

This paper aims to explain the strategic alignment of agile information systems and business in the telecom industry using a combined approach of fuzzy expert system and dynamic systems. In order to develop a dynamic model of alignment, the framework of dynamic capabilities, which is an effective theoretical and managerial framework in modern research of information systems and agility, was used. Information technology alignment is defined as the extent to which information technology goals and programs support and are supported by business goals and programs. After presenting the conceptual model, all the factors affecting the model were extracted using fuzzy Delphi technique and then the variables were entered into fuzzy expert system modeling. The results show that increasing the agility capabilities of information technology increases the agility capabilities of the business, which in turn increases the agility of the business strategy. As the strategic agility of the business improves, the strategy of the organization's information systems also becomes more agile and flexible. After designing the fuzzy expert system to determine the strategies of information systems in line with the business strategy, dynamic modeling was performed using Laplace transform functions and state space equations and the dynamic behavior of the model was investigated during the time which was also approved the results of fuzzy expert system.

Strategic alignment of marketing and information technology is one of the managers’ priorities in recent years, that should be considered in order to achieve optimal performance in the field of digital marketing. Applying information technology in a proper way, in line with marketing strategies, to meet marketing needs is the main emphasis of strategic alignment between marketing and information technology. Despite the growth of investment in marketing technologies and the necessity of strategic alignment in this field, the literature on identifying the effective factors for strategic alignment of marketing and information technology has not been addressed yet. Therefore, the main purpose of the current research is to identify the effectiveness in strategic alignment of marketing and information technology in organizations hoping to improve the efficiency of IT investments in marketing. The research is conducted in two stages applying a mixed approach. In the first stage, qualitative approach and semi-structured interview tools are used to identify and extract the factors from the experts’ perspectives. In the second step, quantitative approach and BWM technique are used to weight and prioritize the identified factors. The statistical population of this study includes all academic experts in the field of research and senior executives with experience in marketing and information technology in organizations with digital marketing who were selected by purposeful sampling. The findings of the study include 7 factors of support and support of senior marketing manager, IT capabilities, partnerships / communications, governance, marketing competencies, skills / manpower and competitive factors, of which partnership / communication has the most weight and importance and competitive / environmental factors with the least weight were the least important.

The aim of this study was to investigate the strategic alignment of business and information technology using Luftman model and ITIL best practice, and since the study of this alignment requires an in-depth study of an industry or an organization, one of the Iranian defensive organizations (in standardization and information technology field) has been selected as the case study. In the first stage, the existence of IT strategy was assessed. Secondly, the degree of alignment of IT strategy with business strategy was assessed. The results showed that the IT strategy in the studied organization is on average 66.26 percent, which indicates the relative and acceptable ability of the organization to define IT strategy. Then, after analyzing the strategic alignment of IT and organization, it was found that the alignment degree of these organizations is generally above average. The results showed the lowest average in the area of business infrastructure and the highest average in the business infrastructure area. It is recommended that similar organizations use the ITIL V4 to assess and align the organization's strategies with the IT strategies.

Given that at the strategic level a model for implementing international marketing strategies was not observed, it is necessary to classify the issues raised in international marketing in order to provide a reference model to define the position in the area of ​​strategic and operational issues of this function based on it, to create alignment and synergy in export performance.

Given that this research has defined a strategic model for international marketing strategy, it is a developmental research perspective and the research strategy is survey. The level of analysis in this research is organization. The data gathering tool for export performance is external secondary data included Industrial Management Organization reports on top 500 companies and performance reports of each of the organization. Strategic reference points theory for strategic alignment and the fuzzy approach based on proximity theory were applied.

The results indicate that, firstly, there is a positive and high correlation between the variables of alignment and export performance, and the vertical alignment variable has a direct effect on export performance, but the horizontal alignment variables and product groups have a moderating effect. Second, the effect of the vertical alignment variable on export performance is greater. Third, the strategic reference points pattern provides an appropriate operational guide for each of the strategies chosen by the organization at the implementation and control level, so that international market logic planning, execution and strategic market control are matched with the prescription and facilitates strategies internationally.

The aim of this research is to determine the influential factors on electronic marketing of commercial organizations for improving the quality of their activity in the cyberspace through presenting a scientific model which is aligned with the corporate strategies of the organizations. This research is going to answer this question that being aligned the E-marketing plans with corporate strategies in online commercial organizations how much can culminate they to the success. In the research we use quality research methods including the systematic review for study and classification of the studies, meta-analysis for coding models and extracted parameters and the grounded theories for determining influential and required parameters for making a model using SPSS software. We use meta-synthesis method for finding the relations among elected parameters in creating a model and theorization in which we use the MICMAC software. The results of this research showed that the alignment between electronic marketing and corporate strategies of the organization is necessary. To achieve this goal we presented a model.

The purpose of this study was to develop a model of alignment of HR strategies with macro-level strategies. The population of the research were directors and human resources experts of the National Iranian Oil Company and its subsidiaries. The sample needed for qualitative interviews to the extent of theoretical saturation and collected through a targeted judgment sampling of 14 people. Data analysis was done with grounded theory. Among the 272 meaningful statements obtained from the interviews, 329 codes were extracted, eliminating repetitive cases of 188 subcategories and 33 axial categories, including 4 categories of causal conditions, 6 categories of underlying conditions, 7 categories of strategies, 5 categories of intervening conditions, 5 categories of alignment phenomenon, and 6 categories of the alignment outcomes. It was found that the alignment of human resources strategies with the macro strategies of the National Iranian Oil Company included the strategic alignment from top to bottom, from bottom to top, internal alignment, organizational alignment, environmental alignment, and alignment between the company's human resources sub-systems with subsidiaries.

This study intends to seek if any level of IT governance, strategic thinking, organizational agility and strategic alignment can lead to better performance of the governmental organizations in Kerman city. In terms of nature and procedures, this research was causal, and regarding objectives, it was applied with quantitative basis. Data collection method was survey and the statistical population consisted of all the governmental agencies in Kerman. Considering the number of statistical population (77 organizations) and Morgan’s table, a sample size of 64 organizations was calculated and finally 62 questionnaires were collected. To collect data to test the hypotheses of the study, the questionnaire included 88 questions, which involved such dimensions as IT governance, strategic thinking, organizational agility, strategic alignment and organizational performance. Based on one-sample t-test, the performance of government departments in Kerman city is at a relatively good level. The results of path analysis based on variance in Smart PLS software shows the relationship between IT governance and strategic alignment with organizational performance mediates well with organizational agility. Also, strategic thinking has a significant and positive effect on organizational performance through strategic alignment.

Nowadays, using strategic alignment and IT governance can be an effective strategy to gain the initiative to help organizations allow efficient utilization of information technology and gain competitive advantage. The present article examines the gap between strategic alignment and IT governance maturity level of services in the field of virtual learning. To collect information and views of experts and thus to evaluate the alignment of IT and business on the field of virtual learning services, a questionnaire with 63 questions has been designed by integrating some expert-selected factors of Luftman and Cobit models.
Introduction While the study of strategic IT alignment has made significant progress in the last quarter century since the work of Henderson, Venkatraman, and others first emerged, there remains several important research questions that are still relatively unexplored. A lot can happen in 25 years. The fact that IT alignment is a perpetual priority for CIOs confirms that alignment is difficult but it also shows that alignment is a moving target. We see a continuing need for researchers to adapt and extend our knowledge of what it means for IT to be aligned with business. This will require fresh thinking as the extant IT alignment paradigms are a product of a simpler time when IT was less complicated and business strategy was more stable. To reflect the reality of IT and business strategy in modern society, a new approach is needed to account for the ways that businesses are increasingly attempting to exploit synergies between corporate, strategic business unit, and functional-level activity (Coltman et al., 2015).
Further investigation into IT governance structural relationship to IT strategic alignment may contribute to existing knowledge as well as add practical know-how to managers and executives planning and developing IT governance is an effort to achieve IT strategic alignment (Hosseinbeik et al., 2011).
In summary, the present research is aimed to find the answer for the following questions: What is the relationship between strategic alignment and IT governance structures in E-learning services? What are the effects of IT governance structures on e-learning services based on a combined selective strategic alignment model?
Case study Since the field of research is very large, and since the objective of this study is to provide a way to assess the relationship between alignment of IT and IT governance in the field of e-learning services, we selected virtual leaning department of Shahid Beheshti University as a case study in a specified range with similar characteristics with other universities.
E-learning domain has three key elements: Teacher, Student and expert personnel, so we asked our questions from these selected experts. The sample of 28 professors, experts, assistants, professors and graduate students (PhD) were asked to answer our questions as expert panel.
Materials and Methods This study is quantitatively trying to explore IT/business alignment and the gap between as-is status with to-be status of e-learning services at universities.
Conclusion Survey results indicate that proper use of information technology to successfully reach the goals with mean of 3.33 and design and implementation of appropriate basic systems with the mean of 3.16 show the most important influence, and in contrast failure to use an integrated enterprise architecture for virtual learning processes with the mean of 1.27, and lack of attention to risk factors of IT and non-implementation of a framework of internal control with the mean of 1.38, has been the most weakness factors. Thus, it is clear over and over that to promote strategic alignment and IT governance in virtual learning, require more effort in enterprise architecture and other areas that have low scores.

Today, considering the significance and development of IT application and in spite of huge investment in this field, there are some problems and contradictions in many organizations regarding failure to meet business requirements. One reason for this inconsistency is the lack of alignment between IT strategy and business strategy. This study aims to investigate the relationship between alignment of IT strategy and business strategy with the agility in software companies. The population of the study includes business managers as well as IT managers and experts in software companies in Tabriz. The tool for data collection consists of two parts including alignment-related and agility-related. The methodology of this research is descriptive and the collected data were analyzed by regression test. According to results of the study, it can be stated that alignment is a principal to access agility. Furthermore, two communications and skills dimensions of alignment are positively effective in the agility. However, the effect of dimensions such as competency/value, discretionary level, participation and scope on the agility was not confirmed.

In the context of its review, human resource management and organizational behavior. Floating Pattern Codification of Human Resource Management Development Based on organizational cultural factor. The hybrid research methodology (quantitative and qualitative) and in terms of purpose and terms of gathering information from the descriptive - survey with semi-structured interviews and questionnaires made in the community of experts, model with Fuzzy Inference System (software MATLAB) and determination among the north states of experts using structural equation modeling (SEM) were tested Lisrel software. The bureaucratic culture (34/09) more than other cultures (market, 25/08; clan, 21/04 adhocracy, 18/02) respectively, but preferred, clan culture with ( 29/04) more than other cultures respectively, four HRM strategy was explained that bargaining laborer strategy with 3/17 higher than other strategies (committed experts 2/97; free agent, 2/93; loyal soldier ,2/89) took place. confirming the theoretical and empirical fit model, this gap in National Gas Company human resource management strategies in alignment and fit the cultural context shows, The results showed that the cultural status (bureaucratic) and cultural preferred (Clan) with the status of human resource management strategies (bargaining laborer) have alignment and a perfect fit. Therefore, to fix it, confirmed the floating pattern suggested.