Title

A resource-based view of strategic IT alignment: How knowledge sharing creates competitive advantage.

SelectedWorks Author Profiles:

Grover S. Kearns

Document Type

Article

Publication Date

2003

Date Issued

January 2003

Date Available

July 2014

ISSN

0011-7315

Abstract

A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)-based competitive advantage. Using the perspective of the resource-based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty-one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment-performance relationship, and furnishes several new constructs.

Comments

Abstract only. Full-text article is available only through licensed access provided by the publisher. Published in Decision Sciences, 34(1), 1-29. DOI: 10.1111/1540-5915.02289 Members of the USF System may access the full-text of the article through the authenticated link provided.

Language

en_US

Publisher

Wiley-Blackwell Publishing, Inc.

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.