Welcome to the InfoSci Platform
IT Maturity and Strategic Alignment: Moderating Effect of Strategic Organizational Contexts

IT Maturity and Strategic Alignment: Moderating Effect of Strategic Organizational Contexts

Leelien Ken Huang
Copyright: © 2011 |Pages: 26
ISBN13: 9781609606053|ISBN10: 1609606051|EISBN13: 9781609606060
DOI: 10.4018/978-1-60960-605-3.ch015
Cite Chapter Cite Chapter

MLA

Huang, Leelien Ken. "IT Maturity and Strategic Alignment: Moderating Effect of Strategic Organizational Contexts." International Enterprises and Global Information Technologies: Advancing Management Practices, edited by Felix B. Tan, IGI Global, 2011, pp. 321-346. https://doi.org/10.4018/978-1-60960-605-3.ch015

APA

Huang, L. K. (2011). IT Maturity and Strategic Alignment: Moderating Effect of Strategic Organizational Contexts. In F. Tan (Ed.), International Enterprises and Global Information Technologies: Advancing Management Practices (pp. 321-346). IGI Global. https://doi.org/10.4018/978-1-60960-605-3.ch015

Chicago

Huang, Leelien Ken. "IT Maturity and Strategic Alignment: Moderating Effect of Strategic Organizational Contexts." In International Enterprises and Global Information Technologies: Advancing Management Practices, edited by Felix B. Tan, 321-346. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-60960-605-3.ch015

Export Reference

Mendeley
Favorite

Abstract

Strategic alignment of IT/business remains one of the top IT management issues. We proposed, using contingency theory, that the extent to which IT maturity can be evolved to support overall business goals is moderated by strategic organizational contexts. Results suggested that companies could succeed when IT maturity is appropriate for a certain strategic organizational context. Our research model was generic for foreign companies’ strategic behaviour because, based on contingency theory, these companies make dynamic adaptations toward their particular external environment for a competitive strategy. Implications of results are discussed.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.