393: 1993: Strategic alignment: a model for organizational transformation via information technology. Subsequent research suggests that fit itself is not a fixed idea, but has multiple perspectives by which it can be evaluated. Strategic choices made by one organization frequently result in imitation by other organizations. business strategy originally articulated by Henderson and Venkatraman (1993) now emerges to the core through digital business strategy. Hopper Max D., "Rattling SABRE—New Ways to Compete on Information, Harvard Business Review, May-June 1990, hal. As a result, firms have been investing a significant amount of money to leveraging their IT capability to gain competitive advantages over their competitor. Thus, strategic alignment is a process of change over time and continuous adaptation (Henderson and Venkatraman, 1993). 7–21. }, year={1993}, volume={32}, pages={4-16} } The Strategic Alignment Model (SAM) of Henderson and Venkatraman [1999] is widely used as the base of Business/IT Alignment theories. Accordingly, digital business strategy is broader, more prominent, more embedded, and more encom-passing than other functional strategies. Alignment has been defined as the extent to which the IT mission, objectives, and plans 9. Although Henderson and Venkatraman are often credited for launching ‘alignment’ as a new concept for the fit between business and IT in their Strategic Alignment Model (Henderson & Venkatraman, 1993), the challenge of fitting IT solutions to business requirements is not new. Figure: Strategic Alignment Model [Henderson and Venkatraman… The Strategic Alignment model of Venkatraman, Henderson and Oldach seeks to enable a clear view of the organizational drivers which affect organizational decision making with regards to the alignment between the Business and IT Strategy of an enterprise. The key message of this model, as well as that of many other studies, is that to become a successfull company, one should make sure that the IT strategy is fully aligned with business strategy. “The High-Tech War,” The Economist, 26 December 1992–8 January 1993, pp. Short, “Beyond Business Process Redesign: Redefining Baxter’s Business Network,” Sloan Management Review, Fall 1992, pp. Strategic alignment: Leveraging information technology for transforming organizations. procedure (Henderson & Venkatraman, 1993; Sabherwal & Chan 2001), the post-implementation alignment research stream mainly focuses on the communications and interactions between IT and business managers and studies how IT department shares professional knowledge with the business Henderson and Venkatraman (1993) argued that alignment involves compatibility and integration among business strategy, IT strategy, business infrastructure and processes, and IT infrastructure and processes. While SAM has been widely applied by theoreticians and practitioners in the Western IT research, its applicability in the Middle East is not clear with very few studies available. In 1993, Henderson and Venkatraman (1993) proposed Strategic Alignment Model (SAM), a model that can be considered as the founding father in conceptualizing strategic alignment. The business environment is constantly changing, and thus there may be no such thing as a ‘state’ of alignment. In 1993, Henderson and Venkatraman built on strategic alignment concepts to develop the Strategic Alignment Model (SAM), which has remained one of the most utilized models in research as well as by organizations since that time (Avison et al., 2004, Renaud et al., 2016). IBM systems journal, 32(1), 4-16. Henderson and Venkatraman (1993) is a holistic framework that combines different alignment perspectives to provide a unified view on IT-business alignment. 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