Papers by Dr. Mohammad Y . Sarhan
Journal of Information Technology Case and Application Research, 2020
ABSTRACT This article presents a taxonomy that is grounded in the findings of a Strategy-as-Pract... more ABSTRACT This article presents a taxonomy that is grounded in the findings of a Strategy-as-Practice (SaP) study undertaken within the public higher education sector. Two cases, operating under the auspices of Ireland’s Institutes of Technology (IIT), were chosen to explore how the alignment of business and information systems (IS) strategies is practiced by IS managers in the public higher education sector. We applied a methodology within the interpretive paradigm that integrates three research pillars comprising integrative framework for SaP, constructivist grounded theory coding and case research methodology. The taxonomy we develop reveals that the IS manager is a functional manager tasked with reducing costs and gaining efficiencies, while being excluded from direct involvement in the development of IS strategy and prevented from liaising directly with the organization’s principal IS services provider. The IS manager depends largely on being able to successfully lay down some mechanisms and practices in his/her efforts to align business and IS strategies. Our study makes a theoretical, practical and methodological contribution to the strategic alignment body of knowledge.
Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a form... more Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a formal deliberation process which finds a fit with a particular given strategy. This falls short of acknowledging other social forces that may shape SA and neglects the view that strategy can be emergent. This paper aims to contextualize SA in line with a contemporary perspective in strategy research which draws on practice theory and is widely labelled strategy-as-practice (SAP). We will discuss the motives behind this reorientation, outlining core principles in SAP, and concluding the paper by elaborating opportunity through SAP for the future of the SA research agenda.
Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a form... more Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a formal deliberation process which finds a fit with a particular given strategy. This falls short of acknowledging other social forces that may shape SA and neglects the view that strategy can be emergent. This paper aims to contextualize SA in line with a contemporary perspective in strategy research which draws on practice theory and is widely labelled strategy-as-practice (SAP). We will discuss the motives behind this reorientation, outlining core principles in SAP, and concluding the paper by elaborating the suitability of SAP for the future SA research agenda.
Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a form... more Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a formal deliberation process which finds a fit with a particular given strategy. This falls short of acknowledging other social forces that may shape SA and neglects the view that strategy can be emergent. This paper aims to contextualize SA in line with a contemporary perspective in strategy research which draws on practice theory and is widely labelled strategy-as-practice (SAP). We will discuss the motives behind this reorientation, outlining core principles in SAP, and concluding the paper by elaborating opportunity through SAP for the future of the SA research agenda.
Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a form... more Strategic Alignment (SA) in the literature has been predominantly envisaged as a result of a formal deliberation process which finds a fit with a particular given strategy. This falls short of acknowledging other social forces that may shape SA and neglects the view that strategy can be emergent. This paper aims to contextualize SA in line with a contemporary perspective in strategy research which draws on practice theory and is widely labelled strategy-as-practice (SAP). We will discuss the motives behind this reorientation, outlining core principles in SAP, and concluding the paper by elaborating the suitability of SAP for the future SA research agenda.
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Papers by Dr. Mohammad Y . Sarhan