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The discussion reflects on the generalizability and contribution of an extended strategic alignment model.
"Strategic alignment" is a simple conceptual framework to reinforce the notion of aligning value, support, and operational feasibility when designing policy.
This paper presents a new model, using a new modelling technique based on two leading modelling techniques, to depict strategic alignment between business and IT through the lens of an Enterprise Architecture framework, The Open Group Architecture Framework (TOGAF).
The BPM capability framework comprises 30 BPM-related capability areas grouped into 6 factors, i.e., strategic alignment, governance, methods, information technology, people, and culture (Rosemann and vom Brocke 2015).
There are various frameworks that support identifying core corporate activities: Rosemann and de Bruin (2005) for example name "strategic alignment", "culture", "people", "governance", "methods" and "IT" as critical success factors that influence process success and hence business success, respectively.
Strategic alignment.
Having no strategic alignment.
The first is strategic alignment.
Most organizations struggle to achieve strategic alignment.
Strategic alignment is ascribed to socio-ideological controls.
The relationship between the alignment maturity dimensions and IS strategic alignment was then examined.
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