Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/35253
|
Title: | 服務導向企業中之資訊科技與企業契合度之評估 Assessing IT-business alignment in service-oriented enterprises |
Authors: | 蕭祥恩 Hsiao, Shiang En |
Contributors: | 張欣綠 Chang, Hsin Lu 蕭祥恩 Hsiao, Shiang En |
Keywords: | 企業契合度 企業e化 IT規劃 服務導向企業 顧客滿意度 Service orientation IT-business alignment IT planning Service-oriented information technology Customer quality |
Date: | 2007 |
Issue Date: | 2009-09-18 14:33:29 (UTC+8) |
Abstract: | Nowadays more and more enterprises transform into service-oriented infrastructure to sustain their competitive advantage. Although IT is an enabler of service-orientation, IT must align with business strategies to deliver expected value. In order to ensure the investment of service-oriented IT can improve the quality of customer service effectively, we aim to develop an IT-business alignment framework to assess the quality of alignment in the context of service-oriented enterprises. In our framework we propose three components of IT-business alignment: strategic alignment, operational alignment and social alignment. The strategic alignment is the degree to which the business process and information can support corporate service strategies. The operational alignment is the degree to which information systems fulfill the information and process needs of service orientation. The social alignment is the degree to which a common service climate is shared between IT and business units.
Our data is collected from web questionnaires. The total data set constitutes a representative sample of n=300. Among all returned questionnaires, 96 were found to be complete and usable; this represented a response rate of 32 percent. From this research we get four conclusions: (1) Regardless of customer integration level, strategic alignment plays a significant role in improving customer service quality. (2) Strategic alignment is particularly influential to customer service quality when the enterprise is not service-oriented. (3) Operational alignment is not significant; however with the increasing of data integration level, enterprises increasingly emphasize the operational alignment. (4) Regardless of service-orientation; social alignment effectively helps enterprises make good customer service quality and retain customers. Nowadays more and more enterprises transform into service-oriented infrastructure to sustain their competitive advantage. Although IT is an enabler of service-orientation, IT must align with business strategies to deliver expected value. In order to ensure the investment of service-oriented IT can improve the quality of customer service effectively, we aim to develop an IT-business alignment framework to assess the quality of alignment in the context of service-oriented enterprises. In our framework we propose three components of IT-business alignment: strategic alignment, operational alignment and social alignment. The strategic alignment is the degree to which the business process and information can support corporate service strategies. The operational alignment is the degree to which information systems fulfill the information and process needs of service orientation. The social alignment is the degree to which a common service climate is shared between IT and business units.
Our data is collected from web questionnaires. The total data set constitutes a representative sample of n=300. Among all returned questionnaires, 96 were found to be complete and usable; this represented a response rate of 32 percent. From this research we get four conclusions: (1) Regardless of customer integration level, strategic alignment plays a significant role in improving customer service quality. (2) Strategic alignment is particularly influential to customer service quality when the enterprise is not service-oriented. (3) Operational alignment is not significant; however with the increasing of data integration level, enterprises increasingly emphasize the operational alignment. (4) Regardless of service-orientation; social alignment effectively helps enterprises make good customer service quality and retain customers. |
Reference: | Bieberstein, N., Bose, S., Walker, L., & Lynch, A. (2005). Impact of service-oriented architecture on enterprise systems, organizational structures, and individuals. IBM Systems Journal, 44(4), 691-708. Buxbaum, P. (2001). Measuring alignment. Computerworld, 35(19), 46. CFO Publishing Corporation. (2003). The new it value proposition: Focus on business process optimization, not cost cutting. Boston, MA. Chan, Y. E.(2002). Why haven`t we mastered alignment? The importance of the informal organization structure. MIS Quarterly Executive, 1(2), 97-112. Clemons, E. K., & Row, M. C. (1992). Information technology and industrial cooperation: The changing economics of coordination and ownership. Journal of Management Information Systems, 9(2), 9-28. Crawford, C. H., Bate, G. P., Cherbakov, L., Holley, K., & Tsocanos, C. (2005). Toward an on demand service-oriented architecture. IBM Systems Journal, 44(1), 81-107. Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37-52. Huang, C. D., & Hu, Q. (2007). Achieving IT-Business strategic alignment via enterprise-wide implementation of balanced scorecards. Information Systems Management, 24(2), 173-184. IBM SIMM Model, “Increase flexibility with the Service Integration Maturity Model (SIMM)”, IBM Global Service, 2005, http://www.ibm.com/developerworks/ webservices/library/ws-soa-simm/ , accessed on 2008/06/16. Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30(4), 467-477. Luftman, J. (2003). Assessing IT/business alignment. Information Systems Management, 20(4), 9-15. Maes, R., Rijsenbrij, D., Truijens, O., & Goedvolk, H. (2000). Redefining business-IT alignment through a unified framework. Amsterdam: Universiteit van Amsterdam, Department of Information Management. Menor, L. J., & Roth, A. V. (2007). New service development competence in retail banking: Construct development and measurement validation. Journal of Operations Management, 25(4), 825-846. Molla, A., & Licker, P. S. (2005). Perceived E-Readiness Factors in E-Commerce Adoption: An Empirical investigation in a developing country. International Journal of Electronic Commerce, 10(1), 83-110. Moody, K. W. (2003). New meaning to IT alignment. Information Systems Management, 20(4), 30-35. Narver, J. C., Slater, S. F., & MacLachlan, D. L. (2004). Responsive and proactive market orientation and new-product success. Journal of Product Innovation Management, 21(5), 334-347. Oh, W., & Pinsonneault, A. (2007). On the assessment of the strategic value of information technologies: Conceptual and analytical approaches. MIS Quarterly, 31(2), 239-265. Peak, D., & Guynes, C. S. (2003). The IT alignment planning process. Journal of Computer Information Systems, 44(1), 9-15. Ray, G., Barney, J. B., & Muhanna, W. A. (2004). Capabilities, business processes, and competitive advantage: Choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25(1), 23-37. Reich, B. H., & Benbasat, I. (2000). Factors that influence the social dimension of alignment between business and information technology objectives. MIS Quarterly, 24(1), 81-113. Rockart, J. F., Earl, M. J., & Ross, J. W. (1996). Eight imperatives for the new IT organization. Sloan Management Review, 38(1), 43-55. Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83(2), 150-163. Slater, S. F., & Narver, J. C. (1999). Research notes and communications: Market-oriented is more than being customer-led. Strategic Management Journal, 20(12), 1165-1168. Tallon, P. P., & Kraemer, K. L. (1999). A process-oriented assessment of the alignment of information systems and business strategy: Implications for IT business value. For Submission to the Fourth Americas Conference on Information Systems (AIS), Maryland, USA, 1-10. Weill, P., Subramani, M., & Broadbent, M. (2002). Building IT infrastructure for strategic agility. MIT Sloan Management Review, 44(1), 57-65. Weiss, J. W., Thorogood, A., & Clark, K. D. (2006). Three IT-business alignment profiles: Technical resource, business enabler, and strategic weapon. Communications of AIS, 2006(18), 676-691. Zhu, K., Kraemer, K., & Xu, S. (2003) Electronic Business Adoption by European Firms: A Cross-country Assessment of the Facilitators and Inhibitors. European Journal of Information Systems (12), 251-268. |
Description: | 碩士 國立政治大學 資訊管理研究所 95356034 96 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0095356034 |
Data Type: | thesis |
Appears in Collections: | [資訊管理學系] 學位論文
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|