The purpose of this research is to investigate whether the alignment of IT with the strategy (particularly the partnership strategy or cooperation practice) and organizational structure of an SME could have a decisive influence on its performance. We constructed a model and tested it empirically...

Literature about IS strategic management or IS strategic value is abundant. Nonetheless, the bulk of existing studies are focused on the concept of alignment. They do not make sense of a strategic value "in practice" and still draw on notions such as activity or process to make sense of...

The globalization of business reflects the view that most companies have to compete in a borderless environment. Challenges and opportunities are tremendous especially in the European Community, where profound changes have been experienced (common currency, restructuring of Eastern Europe,...

This paper starts from the IS existing literature about Strategic Alignment that is mainly built on Henderson and Venkatraman‟s founding article (1993). Numerous models of alignment have been developed to guide managers‟ daily practices. These models prescribe the alignment of dimensions...

The purpose of this research is to investigate whether the alignment of IT with the strategy (particularly the partnership strategy or cooperation practice) and organizational structure of an SME could have a decisive influence on its performance. We constructed a model and tested it empirically...

In this article, we propose to revisit the concept of strategic alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman’s strategic alignment model (1993). In a grounded approach, we...