Abstract
| Language | English |
|---|---|
| Pages | 1-19 |
| Journal | International Journal of Production Research |
| Volume | 1 |
| Early online date | 20 Jul 2017 |
| DOIs | |
| Publication status | E-pub ahead of print - 20 Jul 2017 |
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Keywords
- KEYWORDS: PERFORMANCE MEASURES
- TECHNOLOGY MANAGEMENT
- CASE BASED REASONING
- OPERATIONS STRATEGY
- STRATEGY
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Technology alignment and business strategy: A performance measurement and Dynamic Capability perspective. / Mcadam, Rodney.
In: International Journal of Production Research, Vol. 1, 20.07.2017, p. 1-19.Research output: Contribution to journal › Article
TY - JOUR
T1 - Technology alignment and business strategy: A performance measurement and Dynamic Capability perspective
AU - Mcadam, Rodney
PY - 2017/7/20
Y1 - 2017/7/20
N2 - AbstractRapid changes in market structures and technology lead to misalignment between strategy and operations. Whist this phenomenon is most prevalent in technology based manufacturing industries, utility organisations (e.g. electricity and telecoms) provide a useful context to explore the Performance measurement (PM) and technology alignment challenges from a Dynamic Capabilities Theory perspective where there is a progressive shift towards deregulated markets. The aim of this paper is twofold: First, to explore the role of Dynamic Capabilities Theory and PM approaches in improving the alignment between business strategy and technology strategy (Level 1 alignment); second, to explore the role of Dynamic Capabilities Theory and PM approaches in aligning technology strategy with operational technology routines and practices (Level 2 alignment). In the absence of overarching theory an inductive approach which draws upon Dynamic Capabilities theory. Four longitudinal case studies are used leading to the development of a conceptual framework and propositions for multilevel technology alignment. Data from 38 interviews and eight separate focus groups, documentation, and participant observations (over a three-year period) are used. The theory-building process shows the need to identify and develop PM-based technology alignment Dynamic Capabilities (PM-DCs) which help in improving and maintaining alignment between business strategy and technology strategy (Level 1 alignment) and between technology strategy and technology practices (Level 2 alignment). This approach requires critically reflective action-learning approaches to identify and nurture these PM-DCs.
AB - AbstractRapid changes in market structures and technology lead to misalignment between strategy and operations. Whist this phenomenon is most prevalent in technology based manufacturing industries, utility organisations (e.g. electricity and telecoms) provide a useful context to explore the Performance measurement (PM) and technology alignment challenges from a Dynamic Capabilities Theory perspective where there is a progressive shift towards deregulated markets. The aim of this paper is twofold: First, to explore the role of Dynamic Capabilities Theory and PM approaches in improving the alignment between business strategy and technology strategy (Level 1 alignment); second, to explore the role of Dynamic Capabilities Theory and PM approaches in aligning technology strategy with operational technology routines and practices (Level 2 alignment). In the absence of overarching theory an inductive approach which draws upon Dynamic Capabilities theory. Four longitudinal case studies are used leading to the development of a conceptual framework and propositions for multilevel technology alignment. Data from 38 interviews and eight separate focus groups, documentation, and participant observations (over a three-year period) are used. The theory-building process shows the need to identify and develop PM-based technology alignment Dynamic Capabilities (PM-DCs) which help in improving and maintaining alignment between business strategy and technology strategy (Level 1 alignment) and between technology strategy and technology practices (Level 2 alignment). This approach requires critically reflective action-learning approaches to identify and nurture these PM-DCs.
KW - KEYWORDS: PERFORMANCE MEASURES
KW - TECHNOLOGY MANAGEMENT
KW - CASE BASED REASONING
KW - OPERATIONS STRATEGY
KW - STRATEGY
U2 - 10.1080/00207543.2017.1351633
DO - 10.1080/00207543.2017.1351633
M3 - Article
VL - 1
SP - 1
EP - 19
JO - International Journal of Production Research
T2 - International Journal of Production Research
JF - International Journal of Production Research
SN - 0020-7543
ER -