The method used to include the Alignment of Business and IT (ABIT) department of the Fortune 50 company to aid in the coordination of the project. The ABIT department created a list of potential employees who were considered to have a “ balanced perspective” . This is a limitation isn’ t that a random sample was not selected, and so the results cannot be generalized to other organizations, as the sample is not representative of the wider population. Instead, selection criteria could have been used to operationalize what a “ balanced perspective” was.
Three groups were created; 1) one has a business perspective; 2) one having an IT perspective, and 3) one having a “ balanced” perspective. However, a pre-test could have been done first to identify a priori knowledge and to place people in groups based on their current knowledge. The questions for the interviews were developed with the aid of ABIT to identify gaps, however, no information is given as to how these items were selected and if they were tested for their reliability and validity. Each group was interviewed with questions thought to be relevant to their knowledge.
This makes comparisons across groups very difficult. Further, it lowers the confidence in the results as the same questions were not provided to each group. Each interview took on average 90 minutes; all the participants who were invited to take part did so, and the interviews were recorded and transcribed for analysis. Unfortunately, the method of analysis was not mentioned. The content analysis would have been appropriate, providing that intercorrelation of assessor categorizations was done and found to be moderate to strong. In summary, it was found that almost all participants agreed that alignment gaps exist and that the IT department currently has little input to business strategy decision-making.
Many participants noted that IT tends to be an afterthought within the organization and that its consideration tends to be brought in after the strategy is determined. Some consider IT inclusiveness in strategy development as not being ideal as it would drive the strategy.
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