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PurposeOrganizations are becoming increasingly aware of the importance of aligning information systems with organizational processes, goals and strategies. One way of representing and analysing strategic alignment is through the creation of a causal‐loop diagram, a subject which this paper seeks to examine.Design/methodology/approachThe exploratory research presented here involved six senior IS/IT managers during three two‐hour focus group sessions, which led to the development of such a diagram. The focus group sessions were recorded, transcribed and analysed using content analysis.FindingsThe diagram presents a systemic view of IS/business alignment within organizations, as seen through the lens of these practitioners. The research suggests that, although practitioners understand that a high level of connection between IS and business planning processes may be dependent on the level of integration between the IS group and other sections of the organization, they are still unable to develop the necessary relationships. It appears that the culture of many organizations is impeding the development of this integration.Originality/valueThe research method and technique allowed a systemic view of IS/business alignment within a typical organization. It highlights the inter‐relationship between the social and intellectual dimensions of alignment and shows that these should not be studied in isolation. In particular, the research highlights the inter‐relationship between the social and intellectual dimensions of alignment.

Post-Cold War China-Russia strategic cooperation has displayed significant development and become an increasingly important factor in contemporary international politics. However, there has been no theory-grounded framework and corresponding measurements that would allow an accurate and systematic assessment of the level of China-Russia alignment and its progress over time. How closely aligned are China and Russia? How to define and measure strategic alignments between states? This book bridges area studies and International Relations literature to develop a set of objective criteria to measure and explain the development of strategic alignment in post-Cold War China-Russia relations. It establishes that on a range of criteria, China-Russia alignment is moving towards a full-fledged alliance. It is solid and comprehensive and continues to show a consistent incremental upward trend. There are strong structural incentives for furthering the China-Russia alignment, and there is little that might hinder the effective functioning of a China-Russia alliance. The alignment framework developed in the book can be applied to other cases of interstate strategic cooperation to facilitate comparisons between different strategic alignments.

Post-Cold War China-Russia strategic cooperation has displayed significant development and become an increasingly important factor in contemporary international politics. However, there has been no theory-grounded framework and corresponding measurements that would allow an accurate and systematic assessment of the level of China-Russia alignment and its progress over time. How closely aligned are China and Russia? How to define and measure strategic alignments between states? This book bridges area studies and International Relations literature to develop a set of objective criteria to measure and explain the development of strategic alignment in post-Cold War China-Russia relations. It establishes that on a range of criteria, China-Russia alignment is moving towards a full-fledged alliance. It is solid and comprehensive and continues to show a consistent incremental upward trend. There are strong structural incentives for furthering the China-Russia alignment, and there is little that might hinder the effective functioning of a China-Russia alliance. The alignment framework developed in the book can be applied to other cases of interstate strategic cooperation to facilitate comparisons between different strategic alignments

The tourism experience in a destination is evaluated by a visitor at a holistic level across a multiplicity of service encounters, facilitated by a web of tourism-related organisations engaged in different activities, often referred to as the tourism supply chain (TSC) or tourism value chain (TVC). Earlier tourism studies have pointed to the need to progress our understanding of the TSC more holistically to include its wider environment, as the destination it is operating in presents a unique composition of contextual factors that define its experiences offered to visitors, making up a business ecosystem. Such a business ecosystem consists of not only intermediaries and industry partners, but also various stakeholders including governments, visitors, and the natural environment. This research focuses on preliminary insights in relation to strategic alignment across a wider business ecosystem; with application to the Sunshine Coast - region in Australia as an example of a Destination Business Ecosystem.

PurposeWhile the need for strategic alignment in public management has been recognized, there is a lack of conceptual clarity to support its application in practice. Focusing on the specific field of public procurement, this paper clarifies and illustrates how the concept of strategic alignment can be applied when strategizing the public procurement process.Design/methodology/approachThe current literature on strategic alignment in public procurement is critically reviewed to identify ambiguities that hamper its application in practice. Based on this review, an analytical framework is developed that conceptualizes strategic alignment as that between the procurement instruments used in a sourcing project and the corresponding higher-level strategies. The framework is empirically illustrated by applying it in a case study that reconstructs the procurement strategy for an innovation projectFindingsStrategic alignment in the public procurement process can be demonstrated by identifying, explicating and logically linking reasoning and trade-off decisions on competing priorities across multiple levels and dimensions of strategyOriginality/valueAlthough creating alignment between policy and public procurement practice is generally held to be important in the public management literature, it is only discussed on high levels of abstraction. This paper provides clarity by investigating alignment in greater detail.

The authors disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was funded by financial support from the Centre of Andalusian Studies (PR137/19), Ministry of Science, Innovation and Universities (RTI2018-095344-A100) and Regional Government of Andalusia, Spain (research project numbers P20_00314 and B-SEJ-556-UGR20). ; The emergence of information and communication technologies (ICTs) has put emphasis on the open government approach (OG), provoking a cultural change in both the citizenry (demanding new ways of collaborating with public administration and more openness in government), and in the public administrations (adapting their structures and processes to support civic participation). This article analyzes both the strategies followed by local governments in implementing OG initiatives and the level of alignment of the objectives included in the municipal OG strategies with those settled by the regional government to which they belong. Empirical research on the OG objectives included in the strategic planning of large-size Andalusian municipalities has been performed. Findings reveal that most local governments are implementing a push strategy based only on more openness in government (mainly owing to normative requirements). Additionally, the objectives included in both the economic and governance dimensions are those included in the OG initiatives in municipalities, although each one has a particular way of adopting digital and OG strategies consistent with their municipal priorities and circumstances. ; Centre of Andalusian Studies PR137/19 ; Ministry of Science, Innovation and Universities RTI2018-095344-A100 ; Junta de Andalucia P20_00314 B-SEJ-556-UGR20

We report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion. Adapted from the source document.

The emergence of information and communication technologies (ICTs) has put emphasis on the open government approach (OG), provoking a cultural change in both the citizenry (demanding new ways of collaborating with public administration and more openness in government), and in the public administrations (adapting their structures and processes to support civic participation). This article analyzes both the strategies followed by local governments in implementing OG initiatives and the level of alignment of the objectives included in the municipal OG strategies with those settled by the regional government to which they belong. Empirical research on the OG objectives included in the strategic planning of large-size Andalusian municipalities has been performed. Findings reveal that most local governments are implementing a push strategy based only on more openness in government (mainly owing to normative requirements). Additionally, the objectives included in both the economic and governance dimensions are those included in the OG initiatives in municipalities, although each one has a particular way of adopting digital and OG strategies consistent with their municipal priorities and circumstances. Points for practitioners This study brings a novel insight to public managers and politicians concerning OG initiative adoption. It highlights both the limitations of current OG initiatives developed by public administration and the importance of citizens' involvement in them in order to acquire trust in government. The current economic situation favors and increases mistrust in the citizen, who feels great disappointment in governments and political leaders. This could be minimized with the creation of spaces for municipal collaboration, where public managers and politicians may capture the voice of citizens directly and the strategic alignment in the OG strategies for efficiently reaching economic and social outcomes for the citizenry. Also, OG implementation experiences should be shared, so that more reticent local governments could be made aware of the potential.