i i

i i

Online Appendix to:

A Systematic Review of Business and Information
Technology Alignment
AZMAT ULLAH and RICHARD LAI, La Trobe University

A. LIST OF TABLES

Table I. Question Formulation

Study research questions (RQ)
RQ1: What is the background to busi-
ness/IT alignment?
RQ2: What are the research issues of
business/IT alignment?
RQ3: What are the top business man-
agement concerns?
RQ4: What is the process of align-
ment?
RQ5: What are the possible alignment
angles?
RQ6: How can the alignment process
be classified?
RQ7: How do we measure alignment
between business and IT?
RQ8: To what extent is alignment suc-
cessful in different business indus-
tries and what is the role of the busi-
ness executive in the alignment pro-
cess?
RQ9: Do business goals and business
process modeling help IT align with
business?
RQ10: How can software engineering
help enhance business/IT alignment?
Motivation
Researchers and practitioners can easily find when and why
the alignment concept emerged and better understand the
background to alignment.
Identification of alignment research issues so the researchers’
attention can be fully focused on real problems of alignment.
Identification of the top problems in business organizations so
that alignment can be achieved.
Discussions on alignment use different terms such as: syn-
chronization, fit, linkage, harmony, integration, bridge, there-
fore, it is important to identify the definition of alignment.
Exploring possible alignment phases and angles.
Alignment can be presented in several phases, each phase rep-
resenting a specific part of the organization. This question in-
corporates the process of alignment into different phases.
Identification of trends and possible alignment measurement
techniques or models.
Identification of business executives’ roles in the process of
alignment and exploring the success rate of alignment in dif-
ferent business industries.
Identification of the business components that help IT align
with business.
Development of a successful IT system that meets business
expectations is a major component of alignment. In this ques-
tion, we introduced several software engineering methodolo-
gies to enhance system development.

c 2013 ACM 2158-656X/2013/04-ART4 $15.00

DOI:http://dx.doi.org/10.1145/2445560.2445564

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–2 A. Ullah and R. Lai

Table II. Research Motivations and Challenges

Challenge
Unknown or unclear business strategy
Business strategy “unclear”
Formal strategy
Domain knowledge
Value analytics
Governance
Lack of IT awareness
Lack of business awareness
Lack of IT alignment aware-
ness
Manager decision
IT position
Rapid change in business organization (Structure)
Frequent change
Time gap
Structure and culture
Business and IT infrastruc-
ture
Description
If the business strategy is unknown or not clear, then it is hard for
managers to adapt.
Business strategies written in formal language are hard for managers
to understand.
Business and IT not sharing their domain knowledge. By sharing do-
main knowledge, the communication gap between the two groups is
reduced and alignment level is high.
Run-time analysis of business organizational data (e.g. customer feed-
back, staff progress reports, etc.) helps business managers in better
decision making, which is only possible by using statistical applica-
tions usually provided by IT departments.
Developing clear/appropriate IT governance between business and IT
departments enhances business and IT strategies, which then posi-
tively influences credibility and trust between both.
Lack of skills
IT plays a pivotal role in the success of a business but some managers
believe that IT cannot solve business problems.
IT personnel need to be well equipped in business knowledge to en-
sure alignment is successful.
Most business executives are unaware of the importance of IT align-
ment and they do not believe that IT alignment can solve business
problems.
Authority-based challenges
Business managers use their own understanding to fix business prob-
lems.
Ignoring IT in business decisions causes miscommunication in the
organization and negatively affects alignment.
Businesses change their goals frequently, but IT cannot.
Businesses require less time to move to another goal but IT requires
more time to support the new goal.
There is a huge structural and cultural difference between both fields.
The rapid change in business and IT infrastructure requires continual
improvement in the alignment process.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–3

Table III. Top Business Management Issues Ranking [Chen 2010; Gartlan and Shanks 2007; Luftman et al.
2009; Silvius 2007]
Top business and IT management challenges
2005 2006 2007 Description 2008 2009 2010
Rank Rank Rank Rank Rank Rank
1 1 1 Aligning information technology (IT) 1 1 1
with business
2 3 5 IT Budget (resources allocation for IT de- 6 3 5
partments)
2 2 2 Relationship (developing relationships 2 5 7
between business and IT personnel)
4 5 3 Skills (finding the right skilled person for 4 2 3
the job)
5 4 6 Managing change (business changes 5 not ranked 9
rapidly which is hard for IT to follow)
6 8 7 Identification of business and IT require- 8 not ranked 8
ments
7 2 4 How to use IT to enhance business per- 3 4 4
formance and stakeholder satisfaction.
7 3 8 Domain knowledge (it is common to find 7 6 2
that people who belong to an organiza-
tion do not share their knowledge with
each other)
9 5 9 Strategy planning 9 not ranked 6
Note: The issue of alignment was ranked the number one concern in 2003, 2004, 2004, 2005,
2006, 2007, 2nd in 1985, 2008, 5th in 1986, 7th in 1983, 1990 and was ranked as number 9 in
1980, 1994.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–4 A. Ullah and R. Lai

Table IV. Alignment Definitions from Research Papers

Author Concept definition
Silvius 2007 Alignment is the degree to which IT ap-
plications, IT infrastructure, business
strategy and processes, are enabled and
shaped.
Xiang et al. 2008 Strategic alignment is the process that
helps business organizations under-
stand their goals according to the in-
fluence of technology on organizational
strategy through the development of a
reasonable IT strategy.
Broadbent and The process of alignment between busi-
Weill 1993 ness and IT is the degree to which it
is allowed, supported and motivated by
information technology strategies.
Luftman et al. Alignment is the extent to which IT
1999 and business liaise when formulating
their mission statements, their objec-
tives, and their strategic plans, and
whether these are supported by the in-
formation technology strategy.
King and Teo Alignment is the method whereby the
1996 IT strategy is derived from the business
strategy.
Henderson and Alignment is the degree of fit and inte-
Venkatraman gration between business strategy, in-
1993 formation technology strategy, business
infrastructure, and information tech-
nology infrastructure.
Luftman and Alignment focuses on different busi-
Brier 1999 ness organizational activities, that is,
the activities that need to be performed
to achieve the goals of the organization.
McKeen and Strategic alignment exists when infor-
Smith 2003 mation systems support the business
organization to achieve their goals and
activities.
Campbell 2005 Alignment is the process where busi-
ness and IT work together to achieve a
common business goal.
Comments
This definition suggests strong coordina-
tion among business and IT activities in
order to achieve organizational goals and
objectives.
In this definition, the authors concen-
trate on the strategic relationships be-
tween business and IT. They recommend
that for strong strategic alignment, both
business and IT must understand each
other’s strategies.
The definition is limited to the IT depart-
ment, however what if the business can-
not believe or trust in IT. On the other
hand, business employees are unable to
understand IT strategy.
The authors recommend that both the
business and IT plans must be devel-
oped at the same time to achieve the best
alignment, and that these plans must be
supported by IT.
Both Business and IT strategies must
be planned together and these strategies
should not be in conflict.
The successful link between business
and IT strategy, and business and IT in-
frastructure increases the chance of suc-
cessful alignment.
The process of alignment varies with the
size of an organization. In small busi-
nesses, fewer resources are required to
maintain the process of alignment com-
pared to larger companies.
The definition refers to the importance of
IT support to the business organization
in order to effectively achieve their goals
and objectives.
The definition highlights the importance
of coordination between business and IT
for successful Business/IT alignment.

Sauer and The basic principle of alignment is that The IT department must support the
Yetton 1997 IT should be structured in a way that it business at all levels of the organization,
helps to manage the process of the busi- for example, the top level, the middle
ness more effectively. level, and the lowest level.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–5

Table V. Strategy Alignment Direction

Author Factors Description
King 1978 — Strategy alignment IT strategy should be derived from the business strat-
— Common business and IT egy for better business performance and alignment.
strategy
Kearns and — Connection between The authors define the difference between an Infor-
Lederer 2000 business and IT plan mation System Plan with a Business Plan (ISP BP)
— Lack of shared knowledge and a Business Plan with an Information System
plan (BP-ISP), which helps in understanding business
strategy at all levels of a business organization.
Schwarz et al. 2010 — Business strategy The authors identify how an understanding of IT
— IT investment investment results in better organizational perfor-
— IT resources mance. The authors present a Dynamics Capabilities
— Business performance Theory framework in order to identify the impact of
IT investment on strategy and business performance.
Lederer and — Unclear business strategy The organization’s formal business strategy is hard
Mendelow 1989 — Unclear IT strategy for IT to understand, which may result in the business
strategy being unclear to the IT department. Simi-
larly, the IT formal strategy is hard for business to
understand.
Haki and Forte — IT investment Service-oriented architecture-based methodologies for
2010 governance can help to align business strategy with
IT, as well as help to align IT investments with orga-
nizational objectives.
Yetton and — Organizational role Authors found IT management dilemmas experi-
Johnston 2001 — IT management enced by numerous health information systems’ chal-
lenging extreme budgetary pressures and conflicting
priorities.
Strategy alignment angle

Khanfar and — IT involvement in business
Zualkernan 2010 strategy
— IT leadership
— Suitable IT system
— Business and IT
relationship
Yujie and Xindi — IT strategy planning with
2010 business strategy
Yan and Tan 2009 — Information system
strategy
— Business strategy
— CIO characteristics
Veres et al. 2009 — IT strategy
— Business strategy
— Requirements engineering
Palmer and — Business strategy
Markus 2000 — IT usage
— Firm performance
The Strategic Alignment Maturity Model (SAMM) is
presented in order to assess and measure alignment
maturity between business and IT in the health sec-
tor. The study results show that overall IT and busi-
ness are aligned.
The SAM-based strategic alignment model, which is
composed of IT planning assessment, analysis, design,
and implementation of IT, is discussed
The degree of match between the Chief Information
Officer’s (CIO) characteristics, business strategy, and
information systems’ strategy can influence the im-
pact of information systems on business performance.
The methodology was tested on 81 CIOs/IS managers.
This study presents a requirements engineering-
based model called B-SCP that enables the ver-
ification and validation of requirements in terms
of Business-IT alignment and support for business
strategy
In this paper, the authors report on the relationship
between quick response (QR) technology and organi-
zational performance from a cross-sectional survey.
They found a strong association between the adop-
tion of quick response and firm performance as well
as a high level of alignment between strategic goals
and IT.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–6 A. Ullah and R. Lai

Table VI. Structural Alignment Direction

Author Factors Description
Broadbent and — Complexity of organization Compatible organizational structure
Weill 1993 structure and strong strategy ownership is im-
— Business strategy portant for successful alignment.
— Rapid change in structure
Earl 1989 — Centralized business units Business processes need to be decen-
— Business project tralizing to align with the organi-
— Business competitor zation’s units and the organization’s
projects.
Pollalis 2003 — Lack of IT methodologies IT is more flexible with smaller orga-
— Complex structure nizational business units; it is more
likely that smaller business units will
have more success than larger busi-
ness units in alignment.
Structure alignment angle

Chan 2001 — Lack of formal business and An informal structure positively influ-
IT structure ences the process of alignment and
— Known business and IT plan business achievement more than a for-
mal business structure.
Chan 2002 — Structural differences Aligning business and IT structure
between business and IT positively influences IT decision-
— Business and IT planning making and relationships.
Pyburn 1983 — Lack of IT support IT is more supportive when dealing
with all organizational levels rather
than at the business executive and
managerial level.
Tavakolian 1989 — IT structure reflects business Companies are more successful or
strategy achieve a greater degree of alignment
— Importance of IT structure if they have a centralized IT structure
compared to companies that do not.
Bergeron et al. — Lack of business and IT A complex and large IT structure has
2004 structure no impact on alignment and business
performance; there is no need for a
more complex IT structure.
Saat et al. 2010 — IT system This proposed technique presents a
— IT governance common model to measure alignment
in all types of business organizations.
Dongwoo et al. — Business resources Enterprise architecture needs to be
2010 — Business strategy managed in a systematic way that sup-
— Business and IT structure ports the accurate execution of busi-
ness processes and business strategy.
This paper presents an architecture
model in order to maintain the enter-
prise’s resources.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–7

Table VII. Cultural Alignment Direction

Author Factors Description
Luftman et al. — Strong involvement of senior The support of senior management is
1999 management necessary to establish the organiza-
— Well-managed working tional culture. The authors empirically
relationship prove that achieving alignment is
— Strong leadership evolutionary and dynamic, requiring
— Belief and effective communica- a strong cultural relationship between
tion between both groups all company staff and with similar
firms.
Pyburn 1983 — Business and IT strategy The author strongly recommends cul-
— Businesses planning at a lower tural fit between business and IT at the
level phase of business strategy planning to
— Communication gap achieve successful alignment.

Kantrow 1980 — Connection between business A well-managed organizational cul-

and IT functions
— Cultural relationship at all
phases of the business
organization
Culture alignment angle
ture is required to develop a working
relationship between business and IT
functions, which leads to successful
alignment.

Van and Jong — Lack of domain knowledge A lack of communication or differences

1999 between CEO and CIO. in thinking between business and IT
— Meeting of minds staff influence alignment in negative
ways.
Hunt 1993 — Use of IT in business decision- Business executives and managers
making must analyze the IT process and use IT
— Business understanding of and services in a way to boost business suc-
belief in IT cess.
Chan 2002 — Informal business structure A well-organized company culture is
important for the informal structure
of a company. Informal organizational
culture positively influences the align-
ment process
Burn 1993 — Business structure and strategy A strong organizational culture pos-
processes itively influences the business struc-
— IT structure and strategy ture and strategy and IT structure and
strategy.
Chen 2010 — Communications maturity The measurement and maintenance of
— Governance alignment may result in better busi-
— Partnership ness performance. The paper empiri-
— IT maturity cally studies the issue of alignment in
— Skill maturity China. Results show that companies in
China are strongly aligned with their
IT departments.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–8 A. Ullah and R. Lai

Table VIII. Social Alignment Direction

Author Factors Description
Reich and — Shared domain knowledge The social dimension of alignment is
Benbasat 2000 between business and IT defined as “the state in which busi-
executives ness and IT executives understand
— Successful history of IT each part of the business organization
— Communication between business and are committed to the business
and IT executives and IT mission, objectives, and plans.”
— Connection between business and They found that three factors influ-
IT planning. enced short-term alignment, but only
shared domain knowledge was found
to influence long-term alignment.
Kim and Park — Sharing knowledge between busi- Social alignment can help to see
2007 ness and IT technical people how business-IT alignment is accom-
— Maintaining IT belief in business plished practically and effectively. The
executive and managers authors argue that misalignment be-
tween business and IT technical ele-
ments often leads to increased human
cost—it may cause poor alignment.
Social alignment angle

Kashanchi — Unclear strategy between business The social dimension of alignment fo-
and Toland and IT staff cuses on people within an organiza-
2008 — Long-term relationship between tion; in particular, organizational staff
business and IT who are directly involved with the
— Communication between business needs of business and IT. They rec-
and IT at all levels ommend that sharing knowledge be-
tween business and IT is a vital fac-
tor in achieving alignment between IT
and business.
Feeny et al. — Communication between business To achieve the social and intellectual
1992 organization staff inside and out- directions of alignment, a strong rela-
side the organization. tionship between business CEOs and
— Relationship between CEOs and IT CIOs is required. The authors state
CIOs. that to achieve a high level of align-
ment, the most important step is the
development of a positive relationship
between CEOs and CIOs.
Alice and — Relationship between business and A strong understanding and a positive
Lederer 2010 IT executives relationship between business and IT
— Alignment direction executives is important to align in-
formation technology with business
planning. This empirical research in-
vestigates the relationship between
the CEOs and CIOs and found that a
strong relationship between them re-
sults in the success of each alignment
direction.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–9

Table IX. Alignment Techniques and Models

Authors Alignment theory Type of Measure Concentration
measure
Haki and SOAGM Theoretical Not measured Introduction of SOA in
Forte 2010 model context with governance
to improve alignment.
Khanfar and Assessing Business-IT Alignment Empirically The model is intended to
Zualkernan alignment maturity measurement supported measure strategic
2010 in a hospitality and model alignment in the health
exhibition company sector.
Yujie and Alignment of IT SAM-based Empirically It defines a way to in-
Xindi 2010 strategy planning with model supported tegrate IT strategy with
business strategy business strategy.
Saat et al. Metamodel for Questionnaire Explorative Measuring alignment
2010 IT/Business alignment approach study with different sized
organizations is difficult.
Henderson Links business strategy, Hypothesis- Empirically Definition of the
and IT strategy, business based model supported alignment concept,
Venkatraman Infrastructure and integration of business
1993 process, IT and IT strategy,
infrastructure and structure and process.
process.
Burn 1993 Examines the Questionnaire Yes measured The approach considers
relationship between approach business and IT culture
business and IT to measure alignment.
internal and external
strategy, business
and IT structure and
planning
Luftman Provides a connection Questionnaire Not measured Alignment between top
et al. 1993 between business (interview) business and IT
strategy, business approach management.
structure, and IT
strategy structure.
Yan and Alignment of CIO char- Empirical Yes measured The CIO’s personality
Tan 2009 acteristics and business investigation and job experience may
strategy result in better business
performance
Kearns and Links information Questionnaire Yes measured Results show that both
Lederer system plans and approach business and IT
2003 business plans; and executives have different
business plans with viewpoints in relation to
information system understanding business
plans. strategy.
Broadbent Provides a connection Questionnaire Not measured For methods of
and between business (interview alignment.
Weill 1993 strategy, business approach)
structure and IT
strategy structure.
Brown and Links IT and business Questionnaire Not measured Identification of the
Magill 1994 structure. (interview formal relationship
approach) between top level
business and IT
management.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–10 A. Ullah and R. Lai

Table IX. Contiued

Authors Alignment theory Type of Measure Concentration
measure
Bergeron Targets business Questionnaire Yes measured Their measurement
et al. 2004 strategy and structure approach technique included the
and IT strategy and direction of IT
structure. environment scanning,
IT planning and
control, IT acquisition
and implementation.
Reich and Interaction of four dif- Questionnaire Yes measured Define the process of
Benbasat ferent social alignment (interview) alignment in the short
1996 factors: relationship, IT approach and long term.
history, communication,
and planning.
Alice and CEO/CIO mutual Questionnaire Yes measured A positive relationship
Lederer understanding for approach between CEOs and CIOs
2010 alignment is necessary for the
alignment process.
Chan et al. Links business strategic Matching Yes measured Proposed a model to
1997 Orientation with IT approach measure alignment.
strategic orientation.
Kearns and Links organization Questionnaire Yes measured Connects IT and
Lederer plans with IT plans approach business plans and
2000 recommends IT needs to
be advanced.
Van and Provides a connection Questionnaire Not measured Balanced scorecard to in-
Jong 1999 between business and approach tegrate business and IT.
IT management Alignment at a high level
is defined.
Steven Approach incorporates Empirically Yes measured Introduces the strategic-
et al. 2006 business goals in the proved oriented alignment
context of requirements approach in
engineering and links requirements
high level management engineering, called
with low. SOARE
Maes et al. Links business and IT Questionnaire Not measured The approach is an
2000 strategy, structure, and approach extension of the
operations. Henderson and
Venkatraman model.
Reich and Compares the business Questionnaire Not measured Social alignment factors
Benbasat mission and plans with (case study) may positively influence
2000 the IT mission and approach the process of alignment
plans
Byrd et al. Builds a connection be- Matching Yes measured Analyzes the process of
2006 tween business and IT approach alignment.
strategy.
Peak et al. Provides a connection Questionnaire Not measured Describes the IT
2005 between business (interview) alignment process.
strategy, units, and IT approach
strategy.
Scott 1990 Communication Empirically Yes measured Very first alignment
between business and proved model.
IT strategy and culture
Henderson Strategic alignment Empirically Yes measured Extension of Scott’s
and model proved model.
Venkatraman
1992

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–11

Table IX. Contiued

Authors Alignment theory Type of Measure Concentration
measure
Sabherwal Interaction between Questionnaire Yes measured Alignment can positively
and Chan business strategy, (interview) influence business
2001 business structure, and approach performance.
IT strategy, ICT
structure.
Cragg et al. Linking business and IT Matching and Yes measured Alignment is more
2002 strategy. moderation successful in a small-
approach sized business
organization than a
larger one.
Veres et al. Requirements engineer- Seven Eleven Yes measured The methodology
2009 ing approach to strate- Japan case allows the analysis
gic alignment study and decomposition of
business and IT
strategies, identifies the
system requirements,
systems requirements
verification and
validation.
Chen 2010 Business–IT alignment Empirically Yes measured Companies with strong
maturity proved alignment show stronger
business performance
compared to those with
weak alignment.
Luftman Assessing business–IT Empirically Yes measured If business-IT alignment
2000 alignment maturity proved maturity is understood,
relationship between
business and IT can be
increased.

Table X. CIO and CIO Survey Results

CEOs and CIOs
Business Organizational Issues Mean Rank
1 2 3 4 5 6 7 8 9 10
Aligning information technology (IT) 5 5 5 5 5 5 5 5 4 4 4.8 1
with business
IT Budget (resource allocation for IT 4 2 5 5 5 3 5 3 3 4 3.9 5
department)
Relationship (developing relationship 4 3 4 4 4 4 5 4 2 3 3.7 7
between business and IT people)
Skills (finding the right skilled person 4 4 4 4 4 5 5 5 4 2 4.1 3
for the job)
Managing change (business changes 3 2 3 4 1 3 4 5 4 3 2.9 9
rapidly which is hard for IT to follow)
Identification of business and IT re- 3 5 5 4 4 2 2 3 4 3.0 8
quirements
How to use IT to enhance business per- 4 5 4 3 3 4 4 4 4 5 4.0 4
formance and stakeholder satisfaction.
Domain knowledge (normally, people 5 4 5 4 5 5 3 4 3 4 4.2 2
who belong to an organization do
not share their knowledge with each
other)
Strategy planning 2 3 5 3 4 5 5 2 4 5 3.8 6

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–12 A. Ullah and R. Lai

Table XI. Business Goal-Based Requirements Engineering Methodologies for Alignment

Authors Approach Motivation Description
Ullah and Lai Business goal Requirements This methodology aims to help IT de-
2011a modeling using elicitations for velopers better understand the business
requirements the development goals.
engineering. of a suitable IT
system
Gordijn et al. I* Clarification of The framework is based on a business
2006 business goals goal concept that allows IT analysts to
observe the requirements at an early
stage of system development.
Card and Moran Goal-based Requirements Analysis of business goals in order to
1983 workflow elicitation manage change in organizational goals
in context with business-IT alignment.
Ellis and Wainer GOMS System This approach suggests a business goal-
1994 requirements based infrastructure in order to under-
(all phases) standing the current organizational cir-
cumstances
Bubenko et al. EKD System Model the business goals in regard to ob-
2000 requirements taining complete system requirements.
Dardenne et al. KAOS System Analyze the business goals in order to
1993 requirements identify the system requirements and
identification enable developers to develop the system
according to business expectations.
Zowghi and Jin Framework Identification, This methodology defines a way to derive
2010 for elicitations elicitation and the identification, elicitation, and anal-
and analysis of analysis of ysis of system requirements from the
system system business goals in a systematic manner.
requirements requirements
Soonhwa et al. Requirements Alignment of IT The framework is based on the decompo-
2010 elicitation with business sition of the business strategy into tacti-
framework for cal and operational IT objectives by es-
alignment pousing multiple perspectives of system
requirement elicitations. The approach
facilitates alignment between business
and IT.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–13

Table XII. Business Process-Driven Requirements Engineering Methodologies for Alignment

Authors Approach Motivation Description
Ullah and Lai Approach to Requirements The business process-driven require-
2010 improving elicitations+ ments engineering approach enables IT
Business-IT process modeling to better understand system require-
alignment ments, as requirements are generated
from the business process automatically
and provide assistance in obtaining the
system requirements quickly.
Tomoyuki et al. Process-driven Requirements Presents a business process-oriented RE
2005 system elicitations and model to understand the relationship be-
requirements process tween business processes and software
verification systems.
Cardoso et al. Process Modeling process Process-based model for system require-
2009 modeling for sys- ments that found modeling process is a
tem conventional practice, which facilitates
requirements problem comprehension, helps the cus-
tomer to understand their own business
process, and reveals how the system will
support the business process.
Lind and Multi-Layered Modeling process Multi-layered thinking throughout busi-
Seigerroth 2010 Process Modeling ness process modeling can be useful for
the measurement of business-IT align-
ment during process modeling.
Elvesæter et al. SoaML Modeling This presents the service-oriented archi-
2010 business and IT tecture modeling language called SoaML
environments to model and align business and IT in-
frastructure. Business process modeling
notation (BPMN) is used to map the
specification of the SoaML.
Aversano et al. Measuring the Measurement Alignment between business processes
2010 alignment and detection of and software systems positively affects
between business misalignment the performance of the business. The ap-
processes proach introduces a set of codifying met-
and software rics in regard to measurement and mis-
systems alignment between business processes
and systems.
Yujong et al. 2010 Understanding Measurement Managing information behavior and
information of information ways of using the information system, is
behavior and the behavior in order an important area for the future develop-
relationship to to find the ment of information systems. This paper
job performance relationship is based on the examination of two fac-
between tors of information behavior: the motiva-
employee job tion to use the system, and the capabil-
performance ity of the system. The factors have been
and the future of studied in regard to the individual’s job
information performance and the future of informa-
systems tion systems.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

App–14 A. Ullah and R. Lai

B. LIST OF FIGURES

Fig. 1. Phases of alignment.

Fig. 2. Alignment model [Reich and Benbasat 2000].

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i
 i i

i i

A Systematic Review of Business and Information Technology Alignment App–15

Fig. 3. Strategic Alignment Model (SAM) [Henderson and Venkatraman 1992].

Fig. 4. Business goal modeling versus requirements engineering.

ACM Transactions on Management Information Systems, Vol. 4, No. 1, Article 4, Publication date: April 2013.

i i

i i