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Association for Information Systems AIS Electronic Library (AISeL)
ICIS 2007 Proceedings International Conference on Information Systems(ICIS)
12-31-2007
Does IT Payoff? Strategies of Two Banking Giants Ali Farhoomand University of Hong Kong
Minyi Huang University of Hong Kong
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Recommended Citation Farhoomand, Ali and Huang, Minyi, "Does IT Payoff? Strategies of Two Banking Giants" (2007). ICIS 2007 Proceedings. Paper 3. http://aisel.aisnet.org/icis2007/3
Twenty Eighth International Conference on Information Systems, Montreal 2007 1
DOES IT PAYOFF?
STRATEGIES OF TWO BANKING GIANTS
Ali Farhoomand School of Business
University of Hong Kong Hong Kong
Minyi Huang Asia Case Research Centre University of Hong Kong
Hong Kong [email protected]
Abstract
Banks have long been among the most intensive users of information technology (IT). Globalization has further accentuated banks’ reliance on IT, leading to further increase in their IT investment. It is not all that clear, however, whether these investments pay off. This case presents the complexities involved in measuring IT investment by comparing and contrasting the IT strategies of two of the world’s largest banks: HSBC and Citigroup. Will the IT investment strategies adopted by HSBC and Citigroup enhance their operational efficiency or strategic positions? Which of the two banks will have higher returns on their IT investments in the long run? How should they measure such returns?
Keywords: banking, IT evaluation, IT alignment, IS investment
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Introduction
You can see the computer age everywhere but in productivity statistics.
- Robert Solow (1987)
In the previous 20 years, there had been a debate concerning whether or not IT paid off in the long run. While some questioned the positive contribution of IT to productivity, others attributed the so-called IT paradox to measurement methodology and to the lack of measurable data, such as increased quality, variety, customer service, speed and responsiveness. To make matters worse, a controversial article published in Harvard Business Review argued that, as IT was being commoditized, the opportunities of gaining IT-based competitive advantages were rapidly disappearing (Carr, 2003). If this was true, then companies should spend less, wait longer to invest in more matured technologies and should be more careful about the costs of IT investments.
Financial services firms had long been among the most intensive users of information technology (IT), starting in 1867, when the stock ticker began bringing current Wall Street information to Main Street. Starting in the 1980s, the development of the Internet and telecommunication technologies had further facilitated the development of new banking products and introduced alternative delivery and distribution channels. It was estimated that IT spending accounted for 20-25% of non-interest costs and around 6% of annual revenue for financial institutions (Kauffman and Weber 2002). The global banking industry was expected to spend US$241.2 billion in 2007 on IT, including hardware, software, IT services, internal services and telecommunications (Moskalyuk 2007). Despite these behemoth investments, it is not all that clear whether IT investment pays off for banks. It is also not clear whether these investments would improve just the operational efficiency of banks or if they would also enhance their strategic positioning and sustainable competitive advantage. This case tries to shed light on these two important issues by evaluating the IT investments at HSBC and Citigroup, two large global banks of similar size but with different IT strategies. Would the IT investment strategies adopted by HSBC and Citigroup enable them to improve their financial performance in the future? Which of the two banks would see higher returns on their IT investments in the long run? How should they measure such returns?
Global Banking Industry
Three tectonic forces had reshaped the strategic landscape of the financial industry in the previous two decades: deregulation, the advent of new technologies, and globalization of business. Deregulation, which had started in the 1980s with the removal of many important regulatory barriers to international banking, allowed banks to expand the scope of their operations globally. The advent of the internet and advanced telecommunication technologies allowed financial institutions to operate more easily and cost-effectively across borders. Finally, while globalization of business had led to a surge in demand for international financial services, it also intensified competition, leading to declining interest margins and fee incomes.1
In the face of such sweeping forces, banks were under pressure to find ways to reposition their strategic posture through consolidation, merger and acquisition; reduce cost and improve operational efficiency; deal with an increasingly vigilant regulatory body worried about money laundering and terrorism; and align their strategies to meet customers’ ever-increasing needs and demands.
Consolidation
In the US, industry consolidation started in the 1980s after the laws and regulations restricting banks to operate exclusively within the state of origin were lifted. In 2007, the ten largest US commercial banks already controlled 49% of the country’s banking assets, compared to just 29% in the previous decade. Similarly, larger institutions were created as a result of cross-border mergers and acquisitions across the globe. The assets of the largest 1,000 global banks reached US$63.8 trillion by the end of 2005, having nearly doubled in ten years. Banks used 1 For example, Deloitte reported that net interest margins of the 70 largest European banks fell from 2.0% in 2004 to approximately 1.8% in 2006. Non-interest fee growth rates for US banks which topped out in the late 1990s at more than 20% also declined to just 4.8% by the end of 2005.
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consolidation to rationalize their operations and lower costs. For example, the high fixed costs of maintaining and operating a merged bank’s IT systems (such as credit card and account management systems) could be spread over more users. Mergers and acquisitions also allowed banks to penetrate new markets and to introduce innovative products, e.g. global banks were able to access huge populations in China, India and elsewhere in this way. Deloitte estimated that the number of middle-class consumers in India would reach 250 million by 2010 with 22 million new customers coming into the market each year. Similarly, the credit card market in China could reach 75 million by 2010 (Deloitte 2007).
Offshoring
In the 2000s, offshoring continued to grow in importance as a way to lower costs and tap into a skilled global workforce. It was estimated that banks’ offshore IT spending would increase from 6% of the industry’s US$44 billion total annual IT budget to 30% by 2010 (Quittner 2006). Cost-saving was the main motive for offshoring: Deloitte Research estimated that nearly half of all offshoring operations could save more than 40% of the cost of running the same operation onshore (Deloitte 2005). This trend was expected to continue. In addition to the lower labor cost of offshoring, banks also benefited from a skilled and well-educated workforce available overseas to improve their customer services. More than half of the top 50 US financial institutions used offshore IT consulting services in 2006 and nearly 20% more planned to start using them (Quittner 2006).
Re-regulation
Banks were facing the growing burden of complying with tough and complicated government rules and regulations ranging from Sarbanes-Oxley to anti-laundering regulations. As evidenced by several high-profile enforcement actions, banks realized the importance of complying with anti-laundering regulations to avoid potential financial risks and damage to their reputations. Moreover, as regulators around the world constantly raised the bar by adopting ever more stringent requirements and coordinating with each other in their supervision of far-flung global institutions, compliance became increasingly complex and challenging. Multifactor authentication was put on the top of banks’ technology priority list in 2007 (Eckenrode 2007), calling for tight business process management, event-detection for monitoring potential fraudulent activities, notifying legitimate customers of these activities and taking immediate action to prevent fraudsters from succeeding.
Changing Customer Needs
Facing intensified competition, banks had to put customer needs at the core of their strategies. For example, while drastic cost cutting eliminated many bank branches during the 1990s, many banks were re-expanding their branch networks across the globe. US banks opened 3,459 new branches in 2006 while closing 1,476 locations, a ratio of 2.3 openings to each closing, representing significant expansion compared to the open-to-close ratios of 1.5 in 2003 and 1.8 in 2004. At the same time, global banks had to develop branch strategies tailored to the new markets they entered, focusing on the usage of self-service channels, new branch formats, and the increasingly competitive retail banking environment (Deloitte 2007). In general, there was a call for financial institutions to motivate staff on both the customer-related and financial metrics in order to win the battle for growth (PricewaterhouseCoopers 2006).
HSBC and Citigroup, two of the world’s largest financial institutions were trying to grapple with these significant challenges. Of particular interest was the way they were investing in IT as a means to improving the provision and delivery of their products and services across the globe, cutting costs, and entrenching their strategic positions [See Appendix 1 for comparable statistics]. The efficacy of their IT spending was of great importance considering that the two companies’ combined IT annual spending was over US$8 billion in 2006. Were they spending their money wisely? And if they did, which one of these two banking giants had the better IT strategy?
HSBC Holdings Plc
The Hongkong and Shanghai Banking Corporation Limited, the original predecessor of the HSBC Group, was founded by Thomas Sutherland in Hong Kong in 1865, with offices in London and Shanghai and an agency in San Francisco. In 1991, HSBC Holdings started its shares trading on the London and Hong Kong stock exchanges,
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followed by listings in New York, Paris and Bermuda. In 2007, it had approximately 200,000 shareholders in some 100 countries and territories.
Over the years, the HSBC Group, headquartered in London, had developed into one of the largest banking and financial institutions in the world, with over 9,500 offices in almost every corner of the globe. Over 310,000 employees provided services to around 125 million customers in 76 countries and territories, with over 29 million e- customers. The company carried out its operations through different subsidiaries, including HSBC Bank Plc, HSBC Bank USA, HSBC Latin America, HSBC Mexico and the Hongkong and Shanghai Banking Corporation.
HSBC’s operational philosophy was based on outstanding customer service, effective and efficient operations, strong capital and liquidity, a prudent lending policy and strict expense discipline. Similarly, HSBC’s key business values emphasized integrity at all levels, truth and fair dealing, hands-on management, minimum bureaucracy, fast decision making and implementation, putting team interests ahead of individuals’, authority delegation with accountability, compliance with laws and regulations, and good reputation (HSBC 2006).
Between 1998 and 2003, HSBC Holdings followed the strategy of “Managing for Value”, with the objective of providing a satisfactory return on shareholder capital. In 1999, it created its global brand, HSBC, and the company’s hexagonal logo, and launched a marketing campaign to be “your world of financial services”. In 2002, it launched a very successful campaign to be “the world’s local bank” with the view to it reaffirming its global outlook and differentiating its brand from those of its competitors.
Later, the company launched a new strategic plan called “Managing for Growth”, seeking to become the world’s leading financial services company, striving to be “preferred, admired and dynamic” and to be “recognized for giving the customer a fair deal” (HSBC 2007). There were eight strategic imperatives in this plan, focusing on brand, personal financial services, consumer finance, commercial banking, corporate, investment banking and markets, private banking, people, and Total Shareholder Return (TSR).
In HSBC’s 2006 Annual Report, seven strategic priorities called “global pillars” were identified to guide the company’s strategic initiatives in 2007 and 2008:
• Expanding their global reach more effectively for each country, distribution channel, customer group and global business
• Enhancing the banking experience so that customers would consider HSBC as the best place to bank • Developing HSBC’s brand • Instituting employment policies that were progressive, perceptive, responsive, respectful and fair • Growing the business with a focus on deposit-taking and achieving the right balance between risk and reward • Using technology more effectively to make it easier for customers to do business with the group • Allocating responsibility and delegating authority for delivery of the above initiatives to managers at all levels.
IT Investment Strategy
We do business all around the world because of our technology, which supports our promise to be the world’s local bank. We are already an IT leader in some spaces, particularly the internet and customer recognition.
- Ken Harvey, group CIO for HSBC (Banks 2006)
Our information technology strategy is based on harnessing the power of new technology to provide new and better services for our customers and improving our own operating efficiency. As a global banking and financial services organization, the challenge of information technology is to link the different parts of the Group more closely together.
- HSBC (1996) Annual Report
As “the world’s local bank”, HSBC promoted rapid decision-making and local accountability; its subsidiaries were locally incorporated banks, each with its own balance sheet. The head office was only responsible for managing essential functions, such as human resource management, strategic planning, legal and administrative issues and financial planning and control. The HSBC Universal Banking System (HUB), the company’s platform for running IT applications and a multifaceted risk and credit control system, was located in London. HUB was deployed in 63
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countries to manage and implement the HSBC Group’s projects and provide consultation services to meet local needs. HUB was responsible for planning, coordinating and liaising with group entities.
HSBC had regional technology services consisting of different departments meeting local technology needs [see Appendix 2]. For example, HSBC Technology Services Asia-Pacific was made up of over 30 major departments, with each department responsible for a distinct area of system development. They were grouped by types of applications and by end-users served:
• IT Development was responsible for the design and development of personal finance services and commercial banking as well as the deployment of enterprise data.
• IT Operations was made up of computer operations, infrastructure and telecommunication teams. • IT General covered IT functional areas including IT architecture, information security, IT quality, and finance
and planning. • Corporate, Investment Banking and Markets (CIBM) IT HK was responsible for supporting and overseeing IT
activities for more than 20 Asia-Pacific countries and territories.
Operational Investments
In 1996, HSBC opened its first offshore processing centre in Guangzhou, China. Thanks to a continued governance commitment from top management and from employees with a wide breadth of expertise, the company established IT and back-office operations in ten Asian countries in 2002. By April 2007, there were more than 18,000 employees across Asia catering to the divisions in North America, Europe, Asia-Pacific and the Middle East (Vashistha 2007). The Global Process Team, as a focused and dedicated corporate-governance body, continually worked to meet strategic and tactical objectives.
In 2002, the company set up HSBC Global Technology (GLT) as part of the HSBC Group in Pune, India. Its mission was to provide timely and cost-efficient quality technology solutions and support to the HSBC Group. Following this successful establishment of GLT in India, HSBC expanded and established a Global Technology Centre in China (GLTc) and another in Brazil (GLTb).
HSBC took on more IT staff to support service-improvement projects and online banking. Staff costs fell by US$30 million due to a reduction in the full-time equivalent headcount, as back-office processing functions were transferred to HSBC’s Group Service Centers in India and China. By the end of 2002, there were 1.2 million customers registered for personal internet banking, with a further 177,000 customers registered for TV banking.
In 2003, the company completed the merger of HSBC and HSBC Finance Corporation’s technology services teams in North America, making possible the coordination of comprehensive global credit card technology. HSBC Finance Corporation’s use of HSBC’s Group Service Centers was expanded, leading to an annual savings in excess of US$67 million. In spite of this phenomenal savings, the creation of the North American technology company cost over US$1 billion.
Strategic Investments
Facing the Y2K problem, the company adopted the conformity requirements issued by the British Standards Institution. In 1998, it completed the testing of all of its computer systems, evaluation of non-IT systems and drawing-up of group-wide business contingency plans. As a result, the company came through the millennium transition smoothly, with no problems happening in any of the 76 countries and territories in which it operated. Minor problems in the UK with a small quantity of externally supplied software were remedied quickly.
In July 1998, HSBC opened a new dealing room employing the latest technologies to cope with increased business volumes and to facilitate co-ordination between HSBC Markets, HSBC Securities and HSBC Futures. Later, it initiated several e-commerce projects to achieve its “Manage for Value” strategy in terms of customer services. Working with Compaq Computer, the company launched an internet payment gateway to allow merchants to authorize and accept credit card payments securely. It launched mobile banking in September 1999 to allow customers to do daily banking and share dealing by mobile phone. Later that year, together with Cable and Wireless HKT, the bank provided an online service to enable merchants to set up online storefronts.
In October 1999, Heng Seng Bank, an HSBC subsidiary, launched Asia’s first Mondex card, an electronic wallet storing the money value on a chip, developed through a joint venture between HSBC and MasterCard International.
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Around the same time, Heng Seng Bank and Hewlett-Packard launched the Secure NetPayment Solution as an online payment gateway for credit card merchants.
In the late 1990s, HSBC cooperated with IBM to develop the Interactive Financial Services (IFS) system, integrating its existing capability with the full spectrum of its customers’ technologies, including the internet, mobile phones and other wireless modes of data transmission. It also launched the UK’s first nationally available TV banking service via Sky digital satellite, attracting over 126,000 registered customers by the end of 2000.
HSBC recognized the importance of the internet and made some strategic investments, including the creation of a joint venture, iBusinessCorporation.com, with Heng Seng Bank and Cheung Kong Limited and Hutchison Whampoa Limited, two of Hong Kong’s largest conglomerates.
In 2000, the company started to develop hsbc.com as a brand name and portal for providing customer services to both retail customers and small- and medium-sized enterprises. By the end of the year, its businesses operated online in Brazil, Canada, Hong Kong, the UK, Singapore and the US.
Merrill Lynch HSBC, a joint venture between HSBC and Merrill Lynch, launched an online broking and banking service for affluent customers in Canada and Australia. Meanwhile, in France and Brazil, HSBC launched banking by mobile phone using wireless application protocol technology.
In 2000, the company spent over US$2 billion on technology including dotcom initiatives. In 2001, it launched a new generation hsbc.com centre, providing a number of new major customer services. By the end of that year, the number of e-banking customers had more than doubled to over three million. HSBC websites were visited by customers in over 150 countries and territories in 2001, with an annual total of 76,650,000 site visits.
A major e-initiative in 2001 was the announcement of a strategic agreement between HSBC and Yahoo! Inc to deliver “Yahoo! PayDirect from HSBC”, a co-branded person-to-person payment system allowing customers with an email address and a bank account (or credit card) to securely transfer money to another party. They established an operation centre in Buffalo, New York and successfully launched the system in late 2001. Further investment in customer relationship management (CRM) capacity enabled HSBC to provide additional intelligent services to customers.
In 2001, HSBC’s second-generation strategic internet banking platform, hsbc.com, launched its first business applications. The hsbc.com program was designed to provide a common presentation and browser capability to offer all of HSBC’s services to any of its customers. It was planned to integrate all the key systems with hsbc.com within five years. HSBC spent US$164 million on development costs for hsbc.com in 2001 alone.
HSBCnet, the group’s new e-banking platform for corporate and mid-market customers in Asia Pacific, Europe, North America and the Middle East, was launched in 2004 to provide a range of transaction banking and treasury services. In commercial banking, the number of customers registered for internet banking increased by 43%. The continued mitigation of processing activities from other regions to the group service centers entailed additional staff and IT infrastructure costs. The increase in IT costs in 2004 also reflected development of HSBC Finance Corporation’s WHIRL credit card system for application in the UK and installation of HSBC’s universal banking system, HUB, in France.
In 2005, the US Technology Centre incurred US$1.1 billion in expenses, 18% higher than the previous year due to the increased activity supporting both increased global IT requirements and the development of new capabilities in Corporate, Investment Banking and Markets. Customers responded favorably to the enhanced online banking service, with a 24% increase in customer numbers and a 116% increase in online transaction volumes. In the same year, the company launched its direct banking and savings scheme, HSBC Direct, in the US, reaching 343,000 customers with a total of US$7.2 billion in deposits. The company also implemented a 2G website with the plan to integrate 80% of its websites by the end of 2007. 2G Innovative Business Solutions offered real-time sales campaign capabilities with user-related images, allowing the site to recognize customers and provide relevant personalized content and pre-filled applications. HSBC internet sales were up 25% in 2006, with over 250,000 new online savings accounts, raising US$ 5.7 billion.
In 2006, HSBC introduced 2,300 advanced self-service terminals, adding 13 countries to HSBCnet, its strategic internet platform for corporate and institutional sales. HSBC Mexico became the first bank to offer pre-approved online mortgages.
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In Personal Finance Services, HSBC continuously updated its websites to offer additional features, personalized content and improved customer accessibility. The new technologies gave the company enhanced targeting and analytical insights to better meet customer needs and drive sales growth, leading to a 40% increase in personal customer numbers to 16 million and a 55% annual increase in online sales volumes.
Citigroup
First National Bank of the City of New York and National City Bank of New York, the predecessors of the Citigroup, were both founded in the 19th century. They merged in 1955 to become First National City Bank to maintain dominance in the New York City market. The name Citibank was adopted in 1975. Another important merger happened in 1998 when Citicorp (the parent of Citibank) merged with Travelers Group. Travelers Group was also the result of a series of mergers and acquisitions by Travelers, a diversified financial service provider based in Hartford, Connecticut. The motivation for this merger was cross-selling within the context of a life-cycle model. Travelers wanted access to Citibank’s global consumer base, while Citibank wanted additional financial products that Travelers could offer (Rapp, 2002).
Citigroup and its predecessor companies followed the “diversified financial services business” model, first conceived by Prudential in the late 1970s (Wikipedia 2007). It was believed that different types of companies, such as stock brokers, banks and insurance companies, should be conglomerated because each of these businesses would do better or worse at different times of the business cycle; hence, owning all of them could balance things out and create, in theory, less earnings volatility. Additionally, because customers usually used different kinds of financial products, it was more cost-effective to cross-sell these products in one go than to sell them separately.
Citigroup was divided into three major business groups:
• The Global Consumer Group focused on three business areas: cards, consumer finance and retail banking. Citigroup was the largest provider of credit cards in the world, the Consumer Finance Division (called CitiFinancial) was the largest consumer finance company in the world, while Citibank was striving to be one of largest retail banks.
• The Global Wealth Management division, consisting of the Citigroup Private Bank, Smith Barney, and Citigroup Investment Research, provided banking and investment services to high-net-worth individuals and private institutions. The corporate and investment banking division, which included Global Markets, Global Banking and Global Transaction Services, handled large corporate cash management, trade, lending and investment banking services.
• Citigroup Alternative Investments offered a broad range of alternative investments, including hedge funds, private equity, credit structures, real estate and other special investment opportunities.
Citigroup identified four competitive advantages over any other financial services company: global presence and reach, valuable brand name, scale and efficiency and the wide range of products offered. In Citigroup’s 2006 Annual Report, the company also identified five strategic priorities for 2006 and beyond:
• Expanding distribution: To penetrate new markets and deepen presence in existing markets around the world, Citigroup would accelerate the pace of branch openings, expand its capital markets businesses, including brokerage businesses and electronic trading capabilities, and increase the number of customers in the US.
• Transferring expertise: To manage Citigroup as one company, better integration of products and services was needed in order to improve customer service by providing insightful and comprehensive solutions.
• Investing in people and technology: Better system integration across the company was needed in order to allow clients’ access and service, regardless of the type or location of their business. The company also needed to attract and develop the best talent by emphasizing long-term training and career development, and continue being one of the most favored companies to work for.
• Allocating capital to maximize returns: Citigroup would continue to rigorously evaluate the use of capital in order to move it to higher return and growth opportunities.
• Embracing shared responsibilities: Citigroup would further build on its three Shared Responsibilities – those of its customers, employees and franchise - as the essential foundation for the growth of its franchise.
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IT Investment Strategy
One of our goals is to have more common systems and standards across Citigroup so clients can transact with us more easily, no matter what business is serving them or where they’re conducting business.
- Chunk Prince, CEO of Citigroup (Citigroup Annual Report 2005)
Unlike HSBC, Citigroup took an integrated approach to their IT governance worldwide. Citigroup used a combination of packaged and customized software to develop group-wide platforms to enhance the organizational strengths of its extensive international branch network and to facilitate knowledge exchange across borders. While taking a global approach, Citigroup also made an effort to understand local conditions. The only truly global requirements were that a local system was capable of being efficiently linked with Citigroup’s existing systems and that adequate security arrangements could be made.
Operations & Technology provided global support to Citi’s business, and it had two key technology groups [see Appendix 3]:
• Corporate and Investment Banking Technology was responsible for analyzing business requirements, providing support and solutions to businesses, developing and managing applications and ensuring application availability and timely problem resolution to cope with the dynamic investment banking technology environment.
• Citi Technology Infrastructure (CTI) was responsible for managing all forms of internal infrastructure products, including PCs, telephony, servers, messaging, system security, structured cabling, remote access and network services and mainframe-based application processing. Within CTI, there was a group based in Los Angeles to assist in operations in each country in terms of meeting local standards and ensuring consistency with Citi’s system. In each country, Citi built a systems network managed by a regional computer centre.
The initiation of IT projects often began with a local business unit. Since the business unit was charged the costs of system development, a manager would not undertake or approach and IT project unless bottom-line benefits could be anticipated. All outside vendors were required to comply with Citi’s rules and protocols with respect to connecting to its system.
In the words of Charles Prince, CEO of Citigroup, the objectives of using technology was to “better serve clients and lower costs”.
Operational Investments
Citigroup used a combination of packaged and customized software to enhance the organizational strengths of its extensive international branch network and to capture the expert knowledge that was scattered across its operations in many different countries (Rapp 2002). The company pursued IT outsourcing only in a very limited way and not for strategic initiatives. One such example was the US$750 million project in the mid-1990s to fully integrate the bank’s 60,000 PCs and 2,000 LANs worldwide into a common global network and systems infrastructure (Rapp 2002). The company controlled the system architecture and the tools used, while Digital Equipment Corporation and EDS took care of implementation.
In 1997, the group launched e-Citi as the business unit of the group to pioneer electronic financial services and e- commerce solutions for businesses, governments and consumers. Partnering with other Citigroup businesses, e-Citi was a centralized approach to e-commerce with the objective of creating innovative products and services with the assurance of trust, privacy and security inherent to the Citigroup brand. Between 1997 and 1999, over US$1 billion was spent by Citigroup on e-Citi.
Citigroup also launched a program in 1997 to integrate Citibank systems into a standard global platform, while at the same time coping with the demands from the mergers, the introduction of the new euro currency and reprogramming required for the Y2K problem. In 1998, capitalizing on Salomon Smith Barney’s ongoing commitment to be a technology leader among full-service brokerage firms, the group expanded its capabilities to provide clients with round-the-clock account information, research and email exchange with their financial consultants. Additionally, it began to develop an internet-based administrative platform to support development in pension and mutual fund areas to make it easier for clients to do business with the company.
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In 1998, the group launched e-Citi Commerce Solutions, offering electronic bill payment presentment, authentication, and certification to big companies and government organizations. Back in 1998, it was the only bank offering round-the-clock telephone access in many countries, while its PC banking product was the highest-rated by SmartMoney magazine.
Citigroup’s strategy was to use technology to provide customers with superior service at lower costs (Citigroup Annual Report 2006). In 2006, it made strategic investment in an electronic communications network that provided state-of-the-art technology for immediate access to liquidity. It also reduced the number of its data centers by 20% and consolidated its call centers for greater efficiency.
Strategic Investments
In an alliance with Netscape, Citigroup provided financial advice, news, research reports and interactive investment tools to its customers in the late 1990s, around the same time that it started offering online banking, insurance and mortgage services. Later, it made other strategic alliances with AOL and Oracle. The company also introduced a business-to-business e-commerce system called Citibank Commerce, which was initially available in the Asia Pacific region. This was an internet corporate banking service that allowed clients to order products, monitor order status and complete settlement and reconciliation processes. It also started a trial service with Mobile One in Singapore, allowing clients to open accounts and transfer money using mobile phones.
In 2000, the company accelerated its global growth in its credit card business through ten strategic acquisitions, reaching 100 million accounts. The technology platforms on which these accounts were managed provided a best-in- industry cost position and efficiently leveraged the company’s global expansion. The power of its technology platforms was further demonstrated by the rapid integration of the CitiFinancial system with the 750 former associates’ branches in the US in the same year.
In 2000, with more than 800 million accounts online, Citigroup adopted a strategy called “Citi on the Net” as an effort to deliver convenience and value to its clients and improve efficiency. New internet units, including e- Commerce, e-Business and e-Capital Markets, were created to empower the business lines, while the Internet Operating Group was created to drive corporate internet strategy and coordinate efforts across different divisions. Citi.com was created for consumers as a portal offering an integrated set of consumer services in the areas of banking, brokerage and insurance. With the introduction of MyCiti.com, the company became the first global financial institution to offer account aggregation.2 In 2001, it formed a strategic alliance with the Microsoft Network and AOL to develop different online products. The business unit responsible for developing and implementing Global Consumer Internet financial service products and e-commerce solutions reported a loss of US$110 million in 1999, US$160 million in 2000 and US$77 million in 2001.
In 2002, Citigroup launched new foreign exchange products and enhanced Citigroup Direct, the flagship online service for fixed-income institutional customers. The same year, Global Transaction Services was created to integrate Cash, Trade and Treasury Services and Global Securities Services. The group also upgraded CitiDirect Online Banking, making it available in 90 countries. CitiDirect, processing more than 39 million transactions around the world in 2004, was named “Best of the Web” for 2003 by Forbes.com in the financial services category.
In 2004, Citigroup acquired Lava Trading, the leader in electronic execution and sell-side order management systems, enabling the group to offer institutional clients the most sophisticated and robust electronic system on the market. By leveraging the technology from its acquisitions, the company expanded its US electronic trading capabilities and tripled its client number in 2005. By developing a joint venture with Shanghai Pudong Development Bank in 2004, Citigroup was able to use its US cards technology to issue the first dual-currency card in China in 2005. As international expansion was one of the strategic goals of the company, it continued making targeted acquisitions. In 2006 it acquired Egg Banking Plc, the world’s largest pure online bank and one of the UK’s leading online financial services providers.
In 2006, Citigroup launched Citibank Direct, which successfully brought in nearly US$10 billion in deposits in the US in the first nine months. Citibank Direct aimed to expand its US and global retail banking customer base by
2 Account aggregation is a method of compiling information from different accounts which may include bank accounts, credit card accounts and investment accounts.
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offering high-yield e-savings accounts, with the ultimate objective of offering all Citibank products at more attractive internet rates. It also launched biometric credit card services in Singapore and biometric ATMs for microfinance customers in India, allowing customers to do business with the touch of a finger. The company became the first financial institution to implement enhanced authentication globally for sensitive transactions over the Internet and other online channels.
Conclusion
Over the past ten years, HSBC and Citigroup have developed into influential global financial institutions. Both banks have committed to using IT to gain competitive advantages, and both have invested significantly in their IT projects. However, the IT projects that HSBC and Citigroup have invested in have been different, which may reflect their different approaches to IT investment. How does HSBC’s IT strategy differ from that of Citigroup’s? Which of these two banks is cleverer in its IT investment strategy? How do you measure the return of their IT investments?
Appendix 1: Comparable Statistics - HSBC versus Citigroup
Item Year HSBC Citigroup 1997 67 17.0 1998 70 23.5 1999 118 40.3 2000 136 64.4 2001 109 79.7 2002 105 180.9 2003 172 250.3 2004 190 20.3 2005 182 241.7
Market Capitalization (In US$ bn)
2006 212 269.1 1997 471,686 755,167 1998 483,128 740,336 1999 569,139 795,584 2000 680,076 902,201 2001 698,312 1,051,450 2002 763,565 1,300,000 2003 1,012,023 1,264,032 2004 1,266,365 1,484,101 2005 1,406,944 1,494,037
Total Assets (In US$ m)
2006 1,712,627 1,884,318 1997 3,355 6,705 1998 3,934 5,807 1999 4,889 9,994 2000 6,236 13,519 2001 4,911 14,284 2002 4,900 12,682 2003 7,231 17,058 2004 12,506 16,054 2005 14,703 19,805
Net Profit (In US$ m)
2006 16,358 21,538
Item Year HSBC Citigroup 1997 132,285 170,000 1998 136,433 170,000 1999 154,000 180,000 2000 172,000 230,000 2001 180,000 268,000 2002 192,000 250,000 2003 232,000 275,000 2004 253,000 290,332 2005 284,000 299,938
Number of Employees
2006 312,000 325,000 1997 1,500 1,930 1998 1,700 3,500 1999 1,750 3,780 2000 2,050 3,767 2001 2,450 3,068 2002 2,500 3,139 2003 2,600 3,414 2004 2,700 3,518 2005 4,413 3,524
IT Expenditure (in US$m)
2006 4,810 3,762
Sources: HSBC Annual Report 1997-2006, Citigroup Annual Report and Annual Diversity Report 1997-2006, HSBC website (company presentations) and Citigroup’s Form10-K available on the US government official website.
Farhoomand & Huang / Short Title up to 8 words
Twenty Eighth International Conference on Information Systems, Montreal 2007 11
Appendix 2: Simplified Organizational Chart of HSBC Holdings Plc.
Appendix 3: Simplified Organizational Chart of Citigroup
References
Banks, J. “Only Connect,” IT Leadership, 1 May 2006, http://www.the-itleader.com/features/feature437/. Carr, N.G. “IT doesn’t matter,” HBR AT Large, May, 2003, pp. 41-49. Citigroup Annual Report, Citigroup, 1997 – 2006. Citigroup Diversity Report, Citigroup, 1997-2006. Deloitte Global Financial Services Offshoring: Scaling the Heights, Deloitte Touche Tohmatsu, 2005.
Citigroup
Global Wealth Management Global Consumer Alternative Investments
Customer Franchise
Management
Global Product Platform
Operations and
Technology
Group-wide Risk and Credit
Policy
Unified Operational Support Function
Corporate and Investment Banking Technology Citi Technology Infrastructure
HSBC Holdings Plc.
HSBC Latin
America
HSBC Finance
(Holland)
HSBC North
America
Grupo Financiero HSBC SA. De
CV
HSBC Insurance
HSBC Bank
HSBC Investment
Bank
HSBC Finance
HSBC Securities (USA)
HSBC Bank USA
HSBC Technology & Services (USA)
HSBC Bank Canada
IT Development IT Operations IT General Corporate, Investment Banking and Markets
Information Systems Education and Teaching Cases
12 Twenty Eighth International Conference on Information Systems, Montreal 2007
Deloitte Global Banking Industry Outlook: Issues on the Horizon 2007, Deloitte Touche Tohmatsu, 2007. Eckenrode, J. “2007 Bank Technology Forecast: Challenges and Opportunities,” Bank Systems and Technology, 1st
February 2007. HSBC “HSBC Holdings Plc: Presentation to Financial Stability Institute”, HSBC, 19 June 2006. HSBC Corporate Strategy, 2007, HSBC, http://www.hsbc.com/hsbc/investor_centre/strategy. HSBC Annual Report, 1997-2006. Kauffman, R.J., and Weber, B.W. “Introduction to the Special Issue on Advances in Research on Information
Technologies in the Financial Services Industry,” Journal of Organizational Computing and Electronic Commerce (12:1), 2002, pp. 1-4.
Moskalyuk, A. “Banking Industry IT Spending to Reach $241.2 bln in 2007”, DZNet Research, 5th March 2007, http://blogs.zdnet.com/ITFacts/?p=12508.
Rapp, W.V. Information Technology Strategies: How Leading Firms Use IT to Gain an Advantage, Oxford University Press, Oxford, 2002.
Quittner, J. “Beyond IT: Outsourcers Expand Services,” American Banker (171:216), 9 November 2006, pp. 26-28. Vashistha, A. “What is the weakest link in global outsourcing?” InformationWeek’s Optimizer (66), April 2007. Wikipedia “Citigroup”, 2007, http://en.wikipedia.org/wiki/Citigroup#Business_model.
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- Does IT Payoff? Strategies of Two Banking Giants
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Association for Information Systems AIS Electronic Library (AISeL)
AMCIS 2010 Proceedings Americas Conference on Information Systems(AMCIS)
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IT strategy Implementation Framework – Bridging Enterprise Architecture and IT Governance Jens Bartenschlager Frankfurt School of Finance and Management Frankfurt, [email protected]
Matthias Goeken Frankfurt School of Finance and Management Frankfurt, [email protected]
This material is brought to you by the Americas Conference on Information Systems (AMCIS) at AIS Electronic Library (AISeL). It has been accepted for inclusion in AMCIS 2010 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected].
Recommended Citation Bartenschlager, Jens and Goeken, Matthias, "IT strategy Implementation Framework – Bridging Enterprise Architecture and IT Governance" (2010). AMCIS 2010 Proceedings. Paper 400. http://aisel.aisnet.org/amcis2010/400
Bartenschlager et al. IT strategy Implementation Framework – Bridging EA and ITG
Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 1
IT strategy Implementation Framework – Bridging Enterprise Architecture and IT Governance
Jens Bartenschlager
Frankfurt School of Finance and Management Frankfurt, Germany
Matthias Goeken
Frankfurt School of Finance and Management Frankfurt, Germany
ABSTRACT
It’s increasingly acknowledged that firms cannot be competitive if their IT strategies are not implemented methodically. A number of proposals have been made to prioritize strategic IT plan executions and determine the most appropriate models and architectures. While IT governance primarily focuses on day-to-day IT operations, enterprise architecture primarily focuses on designing the future state of architecture in support of business. Despite still being a major concern for business and IT executives, there is little published research that bridges both and therefore attempts to give methodological support from a holistic perspective. Additionally it seems that governance needs to be investigated in terms of implementing IT strategies on different levels of abstraction. This article therefore proposes a framework to analyze institutions and guide IT- strategy implementation in order to analyze, monitor and control the desired results. Due to the underlying theories and applied interviews the model is potentially generalizable.
Keywords (Required)
Enterprise architecture, IT governance, IT strategy, IS strategy, IT-strategy implementation, Multi project management, Method engineering
INTRODUCTION
IT-strategy related issues are steadily among the highest ranking topics on management agendas (Brown, 2004, Mocker and Teubner, 2005). Numerous approaches consider strategic IT plans and try to provide support for implementing IT strategies from different perspectives. There is wide acceptance of the need for strategic IT planning (e.g. Cobit processes P01). IT governance (e.g. ITIL, Cobit ) is often used to define policy development, to integrate best practices for IT control and to implement compliance, all determined by a strategic IT plan (Peterson, 2004). The focus is primarily on running daily IT operations but lacks a methodology on how alignment to business can be achieved and in particular, how IT-strategy can be implemented. In contrast enterprise architecture (EA) primarily focuses on designing the future state of architecture in support of business (strategy); but it does not consider IT-strategy (Winter and Fischer, 2007). Furthermore multi project management (MPM) as a central driver for change in organizations focuses primarily on the choice and successful execution of projects but neglects IT governance (ITG) and EA aspects (Dammer, 2008). However, EA allows for such a choice of projects but provides no support in executing these.
To implement strategic IT plans for determining the most appropriate models and architectures can be hard without a supporting tool. In this paper, we therefore propose an approach based on existing EA, ITG and MPM theories to allow for a methodological support. Hence, we construct an IT-strategy implementation framework (ITSIF) that bridges EA and ITG by using the technique of MPM in the realm of method engineering (ME). We choose EA, ITG and MPM because we are able to show that all three are indispensable components for methodological IT-strategy implementation.
In the next section we give an overview of our research methodology. Section three comprises some background on IT- strategy, depicts the need for an ITSIF and deduces theoretical underpinnings and requirements. In line with the requirements, we propose an integrated framework in section four and illustrate detailing artifacts on a micro level. In the last section, the results are discussed and further proceedings in our ongoing research process are depicted.
RESEARCH METHODOLOGY
The basis of this paper is build upon the idea of design science in IS research (Nunamaker, Chen and Purdin, 1991, March and Smith, 1995). In particular a design approach for an IT-strategy framework following Hevner et al. (2004, 2007) was
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 2
developed. At first a relevance cycle was conducted by identifying related problems in an organizational environment (fig. 1). In this phase expert interviews and a first review of scientific literature led to the requirements presented in section 3.
Figure 1. Three cycle view of design science research (Hevner, 2007)
In the second phase a rigor cycle has been conducted by reviewing relevant scientific literature regarding existing approaches (Webster and Watson, 2002). The results of the relevance and rigor cycles served as a basis for the initial design cycle. In the following design cycles valuable contributions from subject-matter experts were used to refine and extend the framework (section 4). A first test for the construct validity, as proposed by Lee (1991), was conducted by having IT-strategy experts validate the elements of the framework.
THE NEED FOR AN IT-STRATEGY IMPLEMENTATION FRAMEWORK
Background on IT-strategy
IT-strategy related issues are steadily among the highest ranking topics on management agendas and are discussed by practitioners on numerous conferences and magazines (Luftman et al., 2006, Gartner, 2007). But most scientific work in Strategic Information Systems Planning (SISP) seems to focus on the IS planning process itself rather than on the implementation (Teo and Ang, 2000). The latter can be differentiated into transformation and execution (Mack, 2004). Execution describes the implementation of strategies within the line management boundaries (activities/processes), whereas transformation depicts the implementation by projects (Cameron, 2005). Brown shows that between 1991 and 2004 only 10% of scientific work in SISP focuses on the implementation of IT-strategy (Brown, 2004). Additionally it seems that IT-strategy is still an arbitrary concept in practice and scientific research is only poorly perceived in practice (Mocker and Teubner, 2005). Numerous papers call for and develop tools or systemic approaches to clarify strategic IT domains and support institutions in implementing their IT-strategy (Shu, 2008, Mocker and Teubner 2005, Okumus, 2003).
Several different IT-strategy approaches and frameworks have been proposed (Salmela and Spil, 2002, Mentzas, 1997, Min et al., 1999, Brenner et al., 2002). Although some frameworks (e.g. Salmela and Spil, 2002) address both, IT-strategy development and implementation, it appears that organizations adopting these overemphasize development. We hold that a more implementation-looking perspective to consider both, effectiveness and efficiency doesn’t receive enough attention.
In this paper we do not get into the discussion of the development of IT strategies and their interconnection to business strategies. The main focus is on the implementation of IT strategies and their interconnection to EA, ITG and MPM. We account for the latter by the following: According to Roush and Ball a strategy will not be successful, if there is no effective mechanism for the implementation: “(…) regardless of the intrinsic merit a particular strategy has, it cannot succeed if an effective implementation procedure is missing.” (Roush and Ball, 1980)
Studies show that IT-strategy implementation is important for the following reasons (Chew and Gottschalk, 2009):
• Failure to carry out IT strategies can cause lost opportunities, duplicated efforts, incompatible systems, and wasted resources.
• Extent to which strategic IT planning meets its objectives is determined by implementation.
• Lack of implementation leaves firms dissatisfied with and reluctant to continue their strategic planning.
• Lack of implementation creates problems establishing and maintaining priorities in future IT strategies.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 3
IT-strategy implementation can be defined as the process of completing the activities/processes and “[..] projects for application of information technology to assist an organization in realizing its goals.” (Chew and Gottschalk, 2009). Hence, IT Strategies have to comprise a broad variety of aspects, since it is not just an act of implementing projects and systems. Instead, implementing an IT-strategy demands an integrated view in planning numerous aspects. Therefore ITG models or structures as well as EAs to align those activities to the company’s business are required to achieve the mission.
Theoretical underpinnings and requirements
The natural first step in implementing IT strategies is to create a structure with relevant layers and dimensions that guide the specifics of necessary activities, decisions, roles and policy making entities (Peterson, 2004, Korhonen et al., 2009). To be consistent with IT-strategy literature (cp. Bartenschlager and Goeken, 2009) and conducted interviews we raise the following criterias and turn to the according literature to address: The ITSIF
• shall allow for efficiency and effectiveness,
• is required to specify a methodological support for IT-strategy implementation, and
• shall consider and specify organizational layers.
The ITSIF shall allow for efficiency and effectiveness
According to Burns and Stalker (1994), mechanistic and organic organizations can be differentiated. Mechanistic organizations aim predictability and accountability, operate like machines and can be engineered in a high-performance system. In contrast organic organizations aim flexibility, adaptability and innovation but provide less specializations and formalization, are less hierarchical and have more lateral communication and coordination.
Efficiency measures resource utilization or the comparison between input and output. Effectiveness refers to the absolute extend to which the goals are accomplished. When the structural form of an organization is functional, the objective is that internal efficiency and strong hierarchical control is necessary to ensure the overall success (mechanistic), but when the form is organized around products and services, the focus is on external effectiveness (organic) (Zmud, 1984). Performance is a function of both - efficiency and effectiveness (Ostroff and Schmitt, 1993). Therefore, an organization pursuing both efficiency and effectiveness must have mechanistic and organic characteristics.
Since a governance structure is an essential part of every strategy, it also needs to be taken into account when implementing IT-strategy (Weill and Ross, 2004). Hence, our framework has to allow for both efficiency and effectiveness. The latter leaves room for adjustments within the established framework.
We argue that EA stands more for efficiency and ITG is more about effectiveness of the information systems function. Moreover, we are in line with Korhonen et al. (2009) and therefore differentiate between planning and execution. Planning ensures external effectiveness and has an emphasis on EA, whereas execution ensures internal efficiency and has emphasis on ITG.
The ITSIF is required to specify a methodological support for IT-strategy implementation
Both, empirical and prescriptive research studies emphasize the need for improved implementation of IT-strategy (Gottschalk, 1999). According to Brown’s (2004) research results, only 7% of the studies have done research on the implementation of IT-strategy. Surprising, given that without the implementation of IT-strategy, the whole planning process is questioned (Brown, 2004). However, the low percentage on IT-strategy implementation illustrates the need for more research in this domain. Furthermore, expert interviews we have conducted in an organization as part of our relevance cycle (cp. section 2) led to the need of a more methodological support of IT-strategy implementation, as also proposed by Shu (2008).
Therefore the relevant literature was identified, analyzed and structured according to Webster and Watson (2002). We found that most approaches give a rather general support relating to IT-strategy implementation (e.g. Min et al., 1999, Mentzas, 1997, Salmela and Spil, 2002). A more formal methodological support is not provided. Thus, we turned to ME literature what we based on McFarland’s (2008) research. He compares strategy and software building processes. Software building is a research field of its own, ME originates from. The objective of ME in its origin is to define rules and guidelines for the formulation of methods to allow for a higher quality of information systems. While doing so, processes of software development are structured in components and their interrelationships (Heym, 1993). As a consequence, methods are usually extensive approaches to cover the whole process of information systems development and implementation. They required all
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 4
tasks and activities necessary for planning, designing and implementing information systems. It has been evidenced that a method can be described by activities, roles, results, techniques and a metamodel (Gutzwiller, 1994).
An activity is a functional execution unit generating one or more results. Activities can be structured hierarchical and be arranged in a sequence. The whole sequence defines the process model of a method. Roles or organizational units execute activities, whereas roles are an aggregation of activities from an executer perspective. Techniques are detailed instructions on how to generate results. The metamodel describes and structures the conceptional datamodel of all results.
Subsequently, we identified numerous approaches which transfer ME to the formulation and description of economic methods (cp. Thiesse, 2001, Krause, 2008). Goeken and Alter (2008) for instance adapt the approaches of ME on IT- Governance-Frameworks. Both argue that ME is the core of a design science oriented information systems research.
Hence, we transfer the theory of ME and stipulate that an integrated framework shall specify a methodological support for IT-strategy implementation based on the approaches of ME.
The ITSIF shall consider and specify organizational layers
According to Ross and Weill (2006), operating models are more important than business/IT strategies as the latter is often vague, unstable, and short-lived, whereas operating models define a simple but lasting vision of how a firm will survive and grow. Though, to implement and execute operating models a governance structure is needed. Moreover a layered approach is a crucial success factor for governance (Weill and Ross, 2004). In the process of IT-strategy implementation, strategic IT plans need to be refined to lower levels. In line with Korhonen et al. (2009), we state that the theory of requisite organization (Jaques, 1998) provides a feasible basis for such layering. It allows description of architectural artifacts at different levels of abstraction in discrete symbolic terms, referring to ME (e.g. terms such as processes, activities, roles and techniques).
Requisite organization is a theory that focuses on effective managerial hierarchy. The hierarchy reflects the complexity of problem solving. To determine the importance of one’s position, the level of work in a role must be measured by 1) determining its responsibility, and 2) determining the decision time-span of the performed role. Jaques differentiates eight different strata, starting with a time range of more than 50 years ranging to a time range of 1 day to 3 month (Jaques, 1998). The highest four strata apply to conceptual-abstract and very long term strategic tasks with a time range from 5 to over 50 years. It is quite common in today’s strategic management literature to narrow strategy to a time range of 3 to 5 years. As a result we restrict the scope of interest to the lowest four strata as depicted in table 1.
Stratum Task type Time span Exemplary roles
I Direct action tasks 1 day to 3 month First-line manual and clerical work
II Diagnostic accumulative tasks 3 month to 1 year First-line managerial work and specialist work
III Alternative paths 1 to 2 years Managers of mutual recognition units and senior professionals
IV Parallel tasks 2 to 5 years General managers
Table 1: Strata in requisite organization (Jaques, 1998)
Our findings construe the non-existence of a single “best” IT organizational structure or governance arrangement because IT needs to respond to the unique environments within which it exists (Agarwal and Sambamurthy, 2002). Nevertheless, Jacques (1998) lowest four strata need to be considered in our framework and to allow for a complete IT-strategy implementation top-down (Raps, 2008). It leaves room for adjustments within the established framework.
CONCEPTUAL FRAMEWORK
Constituent parts
EA provides the tight cohesion and loose coupling between business and IT artifacts. It is the “glue” that allows both business and IT (applications and infrastructure) to enable and drive each other. Therefore, effective EA is one of the key figures to achieve competitive advantage through IT. It extends traditional IT architecture with more business related artifacts such as organizational goals, products and services, markets and competitors – all, to provide a better business-IT alignment (Winter and Schelp, 2008). Usually, a process layer links IT artifacts with the mentioned business artifacts.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 5
Its distinctive strength is the forward-looking nature, which can only be unleashed by “as-is” descriptions and “to-be” target views. Therefore, we use the following definition (Korhonen et al., 2009): Enterprise architecture is a holistic, high-level approach to organizational design description and prescription. Thus, EA focuses on the effectiveness from a planning perspective. The latter turns EA to the first important component of our framework. However, on the one hand, there is no explicit differentiation of IT and business artifacts (which would be necessary for alignment) and on the other hand, there is a lack of methods to implement EA views within the enterprise. Therefore, EA is not sufficient from an IT-strategy perspective.
As the role of IT has gained more importance and developed to an integral part of everyday’s business in organizations, a strategic and holistic control was required. Senior management became more involved in the governance of IT due to the integration of business and IT and the intensifying corporate governance regulations (Weill and Ross, 2004). Therefore, since the mid nineties ITG has been increasingly discussed. The definition of ITG is broad and ambiguous and makes assessments difficult and inaccurate. Besides an increasing number of definitions for ITG, several different approaches have been proposed (ITGI, 2003, Weill and Ross, 2004). Despite the approaches that address both conformance and performance related aspects, it still appears that organizations implementing these guidelines overemphasize the conformance and the respective accountability and risk management aspects (Korhonen et al., 2009). In contrast the operational efficiency of the IT function and especially the more future-oriented, strategic dimension does not seem to receive enough attention. We therefore use the following definition: “IT governance is a set of structures, processes and mechanisms which are used to manage and control the information technology and related assets inside an organizational context.” (ITGI, 2003) This turns ITG to another important component of our framework.
While EA refers to the linking of IT and business related artifacts, ITG focuses on structures, processes and mechanisms to put this “high-level approach to organizational design” into action by implementing supportive roles and responsibilities as well as IT processes and mechanisms.
We assume that like in systems development, also strategic initiatives have a ‚build time’ as well as a ‚run time’. For the transition of an initiative into runtime, special means and techniques will be essential. We argue that MPM is a technique of central importance to achieve the transfer of strategic plans to implementation, as projects are the central driver for change in organizations (Österle, 1994, PMI, 2000, De Haes and Van Grembergen, 2008). There is no general agreement on the definition and content of MPM in scientific and practical literature (Hiller, 2002). Therefore a definition and classification of the terms is made: Multi project management is the overall umbrella term of a holistic and integral management of a project landscape executed by the according organization structures, methods and processes (Dammer, 2008).
The implementation of strategy depends on the choice and successful execution of projects (Grundy, 1998, Baumöl, 2007). We therefore adopt the technique of MPM. According to Dammer (2008) and Pohl (2007) MPM is to be understood as a collection of techniques, activities and rules to allocate priorities in organizations for their overall benefit in terms of implementing strategies. It forms the holistic management of project landscapes by the according organizational structures (including roles), methods, processes and incentive systems (Dammer, 2008). Therefore, MPM and its constituent parts comprise a set of artifacts to be taken into account to conduct projects. Hence, ME can provide a helpful support to define MPM methodologies to implement changes in an organization by the transformation of planning to execution. This turns MPM to the third important component of our framework.
IT-strategy implementation framework
IT-strategy so far is more of an “abstract” construct and no framework for the implementation is provided (Bartenschlager and Goeken, 2009). The design of artifacts within the sphere of EA and ITG for understanding of the complex coherences in implementing IT-strategy is needed. Planning ensures external effectiveness and emphasizes EA. Execution ensures internal efficiency and has emphasis on ITG. Therefore we introduce both dimensions planning and execution in our framework. However, procedures and support to turn plans into execution is not focused so far. A methodological concept to bridge these two is substantial. Thus, we introduce a third dimension to consider change in terms of converting plans into execution. The dimension transformation illustrates the central component in implementing IT strategies. The latter allows for project oriented governance to deal with constantly occurring changes in organizations. The framework also stratifies four decision making levels by adapting Jacques’ requisite organization theory, which allows for a description in symbolic: strategic, tactical, operational, and real-time.
Given the described dimensions and constituent parts, the ITSIF is illustrated as shown in figure 2 and is being in line with the aforementioned theoretical underpinnings and covering all three requirements.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 6
S tr
a te
g ic
T a
c ti
c a l
O p
e ra
ti o
n a l
R e
a l-
T im
e
Planning Transformation Execution
Enterprise
Architecture
IT Governance
Multiproject
Manage-
ment
IT Strategy Process
Figure 2. Bridging EA and ITG
The respective roles of EA, ITG and MPM are arranged in the following matrix: The center of gravity in the IT-strategy framework is on the planning side at the strategic level (Henderson and Venkatraman, 1994), whereas EA takes place primarily on the planning side at the tactical level. “Business processes should not be decomposed further than to the sub- process level. Detailed process descriptions including specifications of activities and work steps are out of EA scope and should be maintained by using specialized business process modeling tools and or workflow design tools.” (Winter and Fischer, 2007) Therefore EA is not covering the real-time level but constitutes the most relevant part of the alignment between business and IT. Nevertheless, the perspective of EA is organization-wide and attention is to be directed towards external effectiveness. This is the sphere in which peripheral IT activities mainly take place (Shu, 2008). In contrary, the focus of MPM extends to both, tactical and operational levels in the transformation dimension, whilst the emphasis of ITG is primarily on the operational execution, the core IT activities for internal efficiency (ITGI, 2003).
Besides the shared corporate vision, the essential aspect for implementing IT-strategy is in implementing strategy for both, business and IT. In the process of IT-strategy development identified technological issues, however innovations can also enable business strategy. IT-strategy determines the planning and the transformation of strategic IT goals into governance structures, IT processes, applications and infrastructure by adjusting them to the business. “Furthermore, projects aiming at realizing strategic goals should not be decomposed in EA. Project portfolio tools and/or project management tools are more appropriate for this purpose.” (Winter and Fischer, 2007) Thus, we state that the main approach for this transformation is MPM as shown in figure 2. We turn MPM into a formal methodological support to implement IT strategies by building on the approaches of ME as stated in section 3. By doing the aforementioned, a more formal methodological and adjustable approach of conducting projects can be provided.
Detailing artifacts
Previously, we introduced an ITSIF on a macro level to describe the coherences. However, the ITSIF does not make a proposition about more detailed artifacts and their interaction, which we call the micro level. Therefore, we pitch on a part and detail it on the basis of formal method first introduced in Bartenschlager and Goeken (2009) and based on the unified modeling language. Given the theoretical frame and an interpretive understanding of empirical phenomena (Lee, 1991), we construct detailed artifacts of ITSIF as depicted in Figure 3.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 7
IT Strategy (process)
External impact (on IT)
Programme
management
Project portfolio
management
Tactical
decision making
initiates
impacts
Initiates & frames
Project management
Operational
decision making
Long range projects
Short range projects
Business
strategy
determines
impacts
Internal impact
(on IT)
impacts
EA coordination
determinesdetermines
Initiates & frames
Domain
Coordination
determines
determines
supports supports
supports
impacts
impacts
implements
implements
Operations
determines
impacts
impacts
impacts
impacts
determines
supports
impactsimplements
Figure 3. Detailing of the ITSIF
CONCLUSION AND FURTHER DEVELOPMENT
In this paper, three specific requirements for ITSIF have been raised. We are aware that this is a subjective task and further analysis could lead to different requirements. But according to Siau and Rossi (1998) the choice in the given situation needs to be based on the research question and available opportunities.
We meet the requirement of efficiency and effectiveness by combining EA for planning and ITG for execution to allow for both organic and mechanistic organizations. The two components are integrated by the approach of MPM based on a more formal methodology based in ME. By doing that we turn planning into execution artifacts, allow for a formal implementation of IT-strategy and fulfill the second requirement. Finally ITSIF considers and specifies organizational layers to allow for a top down implementation of IT-strategy stipulated by Raps (2008), which complies with the third requirement to consider and specify organizational layers. At the end, the framework still leaves necessary room for adjustments.
The ITSIF can help in identifying weaknesses in a company’s IT-strategy implementation processes and identify areas of improvement. In a first case at an energy utility institution, the framework was perceived as an easy to use and helpful tool to consider numerous aspects in implementing IT-strategy. The approach allows for a better understanding of implementing IT- strategy in corporate environments as well as its monitoring and control. In this way it can contribute to the investigation of governance in terms of IT-strategy implementation.
We are aware that it is not an exhaustive framework. But the validity of the artifacts as well as the connections between them was derived on the basis of accepted scientific theories presented in literature as well as expert interviews. Moreover, other approaches consider different components (e.g. Balanced scorecard) or “mechanisms” (De Haes and van Grembergen, 2008). Therefore we will investigate the impact on our framework in terms of further detailing the artifacts on a micro level by using a formal methodology published in Bartenschlager and Goeken (2009).
The constructed model will be used in further case studies. By conducting these in our ongoing research project we will add empirical data to support our framework. Thereafter we fulfill the claim for a practical problem orientation as the basis for an application-oriented science within the field of information systems (Goeken, 2003) and an important guideline which should be followed in design science IS research (Hevner et al., 2004).
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- Recommended Citation
- Association for Information Systems
- AIS Electronic Library (AISeL)
- 8-1-2010
- IT strategy Implementation Framework – Bridging Enterprise Architecture and IT Governance
- Jens Bartenschlager
- Matthias Goeken
Research_Papers/112043.pdf
Gartner Entire contents © 2002 Gartner, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.
R-17-3607 R. Mack, N. Frey
Strategic Analysis Report 11 December 2002
Six Building Blocks for Creating Real IT Strategies
All enterprises claim to have a well-defined business strategy, but most do not — a major hurdle facing IT strategic planners. But a business strategy can be inferred from the operational choices made by the enterprise, and be used to create an IT strategy that fuels business success. Gartner's IT strategy development model shows how.
Management Summary
With business models evolving toward increased collaboration with external business partners, an increasing number of enterprises are finding that their business success relies on a well-crafted and well- executed IT strategy. By Gartner's definition, an effective strategy not only defines a vision or objective, but places clear boundaries on the options for attaining it.
The problem is, although all businesses claim to have an effective strategy, most do not. By our estimate, 95 percent of enterprises lack a well-defined business strategy. This is probably the single largest hurdle facing IS organizations in their quest to manage enterprise IT expectations. They must identify a business strategy — articulated or implied — to serve as the foundation of the IT strategy that will guide IS application change and operational support efforts.
The fact is, all enterprises have business strategies, whether articulated or not. In the latter case, this strategy can be inferred from the priorities and objectives implied in the enterprise's business choices and governance patterns in key areas — including global expansion, virtualization, customer interaction, and the balance of power between centralized and decentralized authority.
With these concepts as a backdrop, this Strategic Analysis Report offers a comprehensive guide to creating, executing and managing an effective IT strategy. As a starting point, it offers a framework that identifies the seven key aspects of the enterprise's business strategy that must be identified or derived for IT strategic-development purposes. The framework maps these aspects to the five foundation elements of IT strategy: infrastructure, service, applications, integration and sourcing. This framework is used to determine how the business strategy has set the priorities, bounded the choices and established the ongoing cost basis for the IT strategy that will serve it.
From there, the report provides guidance on how to develop a strategy that will enable the IS organization to direct its activities in supporting the business — while putting the onus on the enterprise's business units (BUs) to decide and justify the projects that best fulfill their own strategic objectives.
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Gartner recommends that this strategy be divided into two parts reflecting the two primary IS functions, each of which has unique objectives in serving the enterprise:
• The IT application change group is tightly coupled with the business, because it is responsible for the systems that drive its processes. The focus for this group is on developing and changing the applications needed to execute the business strategy.
• The operations group is focused on managing the enterprise's IT infrastructure, delivering daily service in the most cost-effective and efficient manner that budgeting will allow.
Another critical aspect of IT strategy development is defining the architecture that will most effectively and efficiently support the business strategy. A key part of this effort is ensuring that business leaders understand the negative impact — in both cost and complexity — that the enterprise will face if it fails to fund and adhere to the architecture needed.
Finally, the report focuses on two key components of successful strategy execution:
• Selecting the right tools to govern the decisions made as the strategy unfolds, including which projects will be executed and the priority of their implementation. Under Gartner's IT strategy model, these decisions will become the responsibility of enterprise and BU leaders, but will be governed by a consistent set of financial and management tools used within the IS organization.
• Putting the right people in the right jobs. This effort goes far beyond managing the IT skills portfolio; it requires identifying the unique talents needed to create and sustain strategic focus for both the application change and IT operations groups.
By following the model provided in this Strategic Analysis Report, IS organizations can develop a strategy that will not only support the business strategy, but will also enable IS to focus on minimizing ongoing support costs, while maximizing the value gained from IT expenditures.
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CONTENTS
1.0 Introduction................................................................................................................................7
1.1 What Many Enterprises Call "Strategies" Are Not...................................................................7
1.2 Corporate Strategies: Critical to CEOs, but Lacking Nonetheless.........................................8
1.3 Strategy Defined ........................................................................................................................9
1.4 Building a Great Strategy ........................................................................................................10
1.5 The Importance of Business Strategy to IT Strategy.............................................................11
2.0 The IT Strategy.........................................................................................................................12
2.1 Gartner's IT Strategy Model: Six Building Blocks .................................................................13
2.2 Foundation Elements Required for All IT Strategies.............................................................15
3.0 Business Strategy: Boundaries for the IT Strategy...............................................................16
3.1 How Business Strategies Map to the Elements of IT Strategy .............................................17
3.1.1 Geography and Its Impact on IT Strategy Development .......................................................18
3.1.2 Governance and Its Impact on IT Strategy Development......................................................18
3.1.3 The Future and Its Impact on IT Strategy Development........................................................20
3.1.4 The Legacy IT Application Portfolio and Its Impact on IT Strategy Development...............20
3.1.5 The Virtual Business Model and Its Impact on IT Strategy Development ............................21
3.1.6 Customer Interaction and Its Impact on IT Strategy Development.......................................21
3.1.7 Funding and Its Impact on IT Strategy Development ............................................................22
3.2 Testing the Sufficiency of Your Enterprise's Business Strategy .........................................22
4.0 The IT Application Strategy: Application Change as an Engine of Business Strategy.......24
4.1 Business Support Functions ..................................................................................................25
4.2 Business Operations Functions .............................................................................................26
4.2.1 Enterprise-Dominant ...............................................................................................................26
4.2.2 Federated..................................................................................................................................27
4.2.3 Business-Unit-Dominant .........................................................................................................28
4.3 Dealing With Uncertainty.........................................................................................................29
5.0 The IT Operations Strategy: Delivering Cost-Effective, Credible Service............................30
5.1 Organizing for Service.............................................................................................................31
5.2 Building an IT Operations Strategy ........................................................................................32
5.3 Uncertainty Considerations ....................................................................................................33
6.0 IT Architecture: What the Business Needs to Understand ...................................................33
6.1 Complexity and the Lack of an IT Architecture......................................................................34
6.2 Measuring the Cost Value of IT Architecture .........................................................................35
6.2.1 Distributed Operation Support................................................................................................35
6.2.2 Software Procurement.............................................................................................................37
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7.0 Useful Tools in Creating and Managing Strategies ...............................................................38
7.1 Decision Tools .........................................................................................................................38
7.1.1 Traditional Financial Tools......................................................................................................39
7.1.2 Newer Financial Tools .............................................................................................................41
7.1.3 Nonfinancial Decision Tools ...................................................................................................43
7.1.4 Tools to Analyze Small-Project Requests ..............................................................................44
7.1.5 Tools to Analyze Large-Project Requests..............................................................................45
7.1.6 Portfolio Management — A Tool To Organize the Tools.......................................................45
7.2 Management Tools ..................................................................................................................46
7.2.1 Funding IT ................................................................................................................................46
7.2.2 Budget and Chargeback..........................................................................................................46
7.2.3 Balanced Scorecards...............................................................................................................47
8.0 People: The Right Ones in the Right Jobs .............................................................................48
8.1 Necessary Talents for the Application Change Strategy ......................................................49
8.2 Necessary Talents for the IT Operations Strategy.................................................................49
9.0 Putting It All Together: Nine Steps to Creating IT Strategies ...............................................50
9.1 Step 1: Understand the Business Strategy ............................................................................50
9.2 Step 2: Establish a Governance Process and Financial Toolset ..........................................51
9.3 Step 3: Define What the Enterprise Architecture Must Look Like ........................................51
9.4 Step 4: Understand the Boundaries Implied by the Current Infrastructure .........................51
9.5 Step 5: Define the Application Change Strategy ...................................................................52
9.6 Step 6: Define the IT Operations Strategy..............................................................................52
9.7 Step 7: Define the People Strategy.........................................................................................52
9.8 Step 8: Document the IT Strategy in Written Form................................................................53
9.9 Step 9: Use a Management Framework to Keep Your Strategies Alive................................53
10.0 Summary and Recommendations...........................................................................................54
Appendix A:Recommended Reading ...................................................................................................56
Appendix B: ............................................................................................................................................56
Acronym List ..........................................................................................................................................57
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FIGURES
Figure 1. Strategy Categories for 10 Percent of the Fortune 1,000.......................................................8
Figure 2. Matrix of Creative Discipline..................................................................................................11
Figure 3. IT Strategy Model: Six Building Blocks.................................................................................14
Figure 4. Business Strategy Elements Mapped to IT Strategy............................................................17
Figure 5. Enterprise Governance Models .............................................................................................19
Figure 6. Scoring Business Strategy Suitability for IT Strategy Development ..................................23
Figure 7. IT Service Management Decision Framework ......................................................................31
Figure 8. The ISCo Model.......................................................................................................................32
Figure 9. Gartner Enterprise Architecture Model .................................................................................34
Figure 10. Midsize-Enterprise TCO Scenarios: Architecture Cost Differences..................................36
Figure 11. Large-Enterprise TCO Scenarios: Architecture Cost Differences.....................................37
Figure 12. Integrated Strategy Management Model .............................................................................54
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1.0 Introduction
Strategies are critical for IS organizations, simply because IT projects typically have long implementation horizons, and keeping them operational requires expensive support. Most businesspeople focus on the cost to acquire new functionality and pay little attention to the long-term cost implications. Without a focus on where the enterprise is headed — what a strategy envisions — IT is project-driven and often "stovepiped," leading to expensive support structures to keep systems going.
A strategy enables the IS organization to more effectively recommend and deploy appropriate technologies for inclusion in the enterprise IT infrastructure. IS can focus on minimizing ongoing support costs while maximizing the value gained from IT expenditures.
Gartner estimates that 95 percent of enterprises claim to have an articulated business strategy in place but don't really possess one. This lack of strategy leaves IS organizations in a difficult position. In their quest to manage enterprise IT expectations, they have no clear vision of how to direct their IT investments. IT infrastructure, both application and operating elements, is a difficult thing to change, as evidenced by the continuing enterprise struggle to transition "legacy" applications.
This section examines the nature of this dilemma, focusing first on why we believe so few of today's enterprise strategies are ones that IS organizations and enterprises can effectively use. The purpose of this report, however, is not to lead an enterprise through a business strategy exercise, but to provide guidance for building a great IT strategy even when the enterprise doesn't have a comparable business one. Therefore, the rest of this section describes what makes for a truly effective and useful strategy, to provide a frame of reference for our recommendations for building one over the subsequent sections of this report.
1.1 What Many Enterprises Call "Strategies" Are Not
In the most basic of terms, enterprises, like living things, exist to survive. Strategies are, therefore, first and foremost about how to survive — and for more aggressive companies, how to grow. Survival may be an extremely basic aspect of strategy, but this doesn't mean it's a trivial or simple one. Consider that one- third of the initial Fortune 500 companies no longer exist.
Unfortunately, "strategy" is such a commonly used word in the business lexicon that it has become incomprehensible. It remains a code word for outside observers, many of whom assume that when senior managers state they have a strategy, they must really have one.
But the word has so many nuances and interpretations — including mission, objectives, goals, tactics and core values — that those who are asked to implement and act on a strategy are left to struggle with interpreting what all these aspects really mean, and how they relate. In addition, although many books are available that offer sophisticated descriptions of "strategies," they often become absorbed in the mechanics of generating one, losing sight of the larger and more complex issue of actually executing and sustaining one.
To address this dilemma, we begin by offering the following description of a strategy:
• A strategy takes a vision or objective and bounds the options for attaining it.
We examine this simple definition in more depth in Section 1.4, and will use and expand on it throughout this report.
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1.2 Corporate Strategies: Critical to CEOs, but Lacking Nonetheless
How important is a strategy to CEOs? PricewaterhouseCoopers' fifth annual global CEO survey, released in early 2002, asked 1,160 CEOs what factors determine a company's value, from both their own viewpoint and that of investors. In the CEOs' responses, the three most-cited factors were identical in rankings from both perspectives:
• Earnings (cited by 94 percent of CEOs as critical from their own perspective, and by 90 percent as critical from the investor's perspective)
• Cash flow (87 percent and 81 percent, respectively)
• Corporate strategy (85 percent and 78 percent, respectively)
The first two factors are obvious ones: Earnings are a direct indicator of business success, and cash flow is a sign of overall business health since, in the end, cash is needed to pay the bills. We believe, however, that the third factor — strategy — is not only what drives the first two, but it is also the only one of the three that is fully controllable by CEOs and their direct reports.
If a strategy is so important to CEOs, one might expect that their annual reports would clearly present the strategies they are executing to keep shareholders' investments growing and surviving into the future. However, an examination of random sample of 10 percent of the Fortune 1000 corporations' 2001 annual reports suggests otherwise. Figure 1 lists the strategies found in the "letter to shareholders" section of these annual reports. In our examination, we discovered that almost one-third don't deliver a strategy at all — not even the barest outlines of one.
Category of Reported Strategy Percent
None listed 30 Improve product 31 Grow by acquisition 24 Customer focus 22 Cost reduction/productivity 15 People/organizational structure 12 Increase revenue/profit 10 Achieve growth/increase market share 8 Global focus 8
Miscellaneous: Build for good and bad times 1 Use balance sheet to support new growth 1 Fund the future (financial) 1 Intelligent use of information 1 Obtain best possible land positions 1 Narrow focus to mining and metals 1
Source: Gartner Research
Figure 1. Strategy Categories for 10 Percent of the Fortune 1,000
One explanation for this reticence could be simple reluctance to reveal key corporate secrets to competitors. However, given that strategy was ranked by CEOs as the third-most-important indicator of
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company value, keeping the strategy hidden (assuming one actually exists) would deprive investors of what CEOs themselves cite as a key piece of information they need to assess the company's value.
As for those that did report a strategy, here's a rundown of the categories most fell into, examined from the perspective of the simple definition of a strategy we introduced earlier:
• Improve Product — This is nothing that an investor would not already expect, and something most employees should be doing anyway.
• Customer Focus — This is also fairly obvious, given that most companies would not exist if they failed to serve their customers.
• Growth by Acquisition — This is the refuge of companies facing limited or stalled internal growth, but how does it bound anything?
• Cost Reduction/Productivity — If this is a strategy for the future, does it mean executives previously squandered investors' money? One would expect seeking efficiency and productivity to be the normal approach to doing business.
• People/Organizational Structure — Often, when a management team doesn't know what else to do, it moves people around, which takes up time and makes it look like management is accomplishing something significant. Whatever the motive, this is not a strategy.
• Increase Revenue/Profits — Isn't this exactly what investors expect?
• Achieve Growth/Increase Market Share — Again, an obvious goal, but an empty strategy unless options are bounded to achieve it.
• Global Focus — Finally, a strategic statement objective, but one that needs bounding language to define the specific geography implied in "global."
The "miscellaneous" strategies listed in Figure 1 don't fit the categories above, but most are equally lacking in bounded direction (the exception being "build for good or bad times," which certainly bounds decision making).
If strategy is about surviving and growing, this poses a dilemma for middle managers. Given the professed importance of strategies to corporate leaders, one would expect them to provide these managers with a clear understanding of the enterprise's prime objective, and the boundaries within which to operate to ensure they focus their efforts on achieving that objective. The problem is that most of today's strategies don't answer the middle manager's question: "How should I be thinking and acting to ensure my enterprise's survival and growth?"
1.3 Strategy Defined
A strategy, as we defined it earlier, bounds the options for attaining a vision or objective. A vision or objective is therefore a prerequisite for a strategy, but is not by itself sufficient to constitute one.
Visions and objectives are boundless; they pose infinite possibilities for achievement. Without bounded options, a vision or objective is merely a distant destination that cannot be reached by any clear route — not an end state that can be achieved.
A true strategy defines a general path for achieving the objective. It limits the options, making this achievement a manageable task for those who have to get the job done. That is the essence of an
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effective strategy: Those who must execute it can see a limited set of options, decide which are most critical, and execute them quickly.
Consistent with this definition, Gartner has developed a simple, three-layer framework to define the components of a strategy:
• Statement of end point (that is, the vision, objective or goal)
• Statement bounding the range of options for getting there (the core strategy)
• The steps to take (that is, tactics and projects)
Note that "mission statements" and "core values" are not included. The framework above is about action — what to do. Mission statements and core values are about how employees and their leaders should behave while taking those actions. They add style to a strategy, not substance. Because these statements and values could exist without a strategy or in support of a strategy, they should not be misconstrued as a strategy definition by themselves.
1.4 Building a Great Strategy
The previous section described a strategy's structure. Beyond structure, another dimension is needed to build and execute a great strategy: capabilities.
The structure of a strategy, as described thus far, can be viewed as a two-dimensional map that shows where an enterprise is headed. By adding the next element, capabilities, a third dimension emerges, which identifies the more subtle people- and process-related aspects of how a strategy is created, executed and modified to reflect changing realities. An enterprise's capabilities are bound up in its employees — as evidenced by talent and skills — as well as its processes. In the context of a great strategy, these capabilities are brought to bear to ensure survival and growth.
An excellent perspective on these capabilities is found in two books by James Collins: "Built To Last" (co- authored with Jerry Porras) and "Good To Great" (see Appendix A). In his extensive research on successful companies, Collins identified the key capabilities they fostered to ensure that their strategies were properly identified and executed. Many of these capabilities are beyond the influence of the IS organization. With that in mind, the following list highlights a selection of the capabilities identified by Collins that are particularly relevant to IT strategy building:
• First who, then what — The most successful organizations first focused on getting the right people in place. The right people were those who had the right talents matched to the position they were expected to fill. Collins' research found that talent always trumped skill — you cannot learn to be naturally good at your job. (For a more in-depth discussion of talent and people issues, see Section 8).
• Confronting the brutal facts — This capability refers to seeing things as they really are, not as people wish they were or as management falsely claims them to be. Nothing valuable can be built to last if it rests on falsehoods. This is particularly true of an organization that pays "lip service" to risk taking, but then punishes failure in the end.
• Emotion-based determinants — Collins identifies three such determinants: what you are deeply passionate about, what you can be the best in the world at, and what drives your economic engine. To be great, companies must engage individuals' emotions to focus their talents on keeping a strategy alive and healthy.
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• The "flywheel effect" vs. the "doom loop" —These two scenarios are the result of how one manages discipline. If the strategy is adhered to and modified appropriately over time, projects and efforts to build the strategy develop a momentum of their own (the "flywheel effect"). If there is no discipline in executing a strategy, the organization will always be at the beginning of the strategy implementation process, with no apparent end in sight to anyone who actually has to do the work (the "doom loop").
• Entrepreneurship vs. discipline — The ability to see possible futures is founded on entrepreneurial spirit. The ability to execute over time is founded on discipline, which includes bounding one's options rather than chasing everything that seems like a good idea. Figure 2 illustrates how the application of these capabilities leads to different organization structures.
High
HighLow
Low
Heirarchical Organization
Bureaucratic Organization
Startup Organization
Great Organization
Culture of Discipline
Ethic of Entrepeneurship
Source: Collins and Porras
Figure 2. Matrix of Creative Discipline
When building a strategy, these capabilities should be kept in mind and applied whenever appropriate. They form the core of the natural response to keeping a strategy vital and evolving.
Often, multiple strategies must be executed as components of a higher, overarching one. The number of such "substrategies" must be limited, however, because it will take the understanding of the entire organization to execute them. Using the general rule that people tend to have difficulty dealing with more than four things at a time, it is best to keep the number of contemporaneous strategies at fewer than five. In addition, these strategies should be linked to an overarching objective to tie them together.
1.5 The Importance of Business Strategy to IT Strategy
Why is an enterprise business strategy so important to an IT strategy? First and foremost, the answer comes down to money. In Gartner's latest annual IT budget survey, total IT spending — including the IS organization's budget, the enterprise's IT capital budget and hidden IT spending — accounts for more than 5 percent of the total revenue of the companies surveyed. In accounting parlance, this spending has become "material."
A focused, driven business strategy will lead to the most efficient application of these IT expenses. In the best case, each project selected for implementation will to a significant degree be justified by its contribution to the overall strategy, becoming a link in a chain of projects over time that are directed toward achieving a strategic objective.
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By contrast, where no such strategy exists, IT amounts, in effect, to a group of projects, each justified to serve its own needs. In this case, significant IT resources will be wasted. This is aggravated in the situation where BUs operate in a stand-alone mode. In this case, business strategies at the corporate level usually do not detail the operational strategies, but instead roll up the financial components of the BUs. This "nothing but numbers" approach frustrates the IS organization, which is looking for operational guidance. In response, IS must go to each BU, understand each operational strategy, aggregate their requirements for IT and produce an IT strategy that accommodates everyone, including corporate management.
Most enterprises fall somewhere in the middle of these two extremes, meaning that most have an opportunity to make major gains in the effectiveness of their IT expenditures through better strategic planning.
Effective strategies minimize technology false starts that wind up being expensive dead ends. With no IT strategy, an enterprise inherits an architectural maze that becomes so expensive to maintain and support for business constituents, they will eventually rebel at the high costs and suboptimal service that IT provides.
Beyond money, the second critical aspect is people. Supporting IT is hard work, and the people needed to do it effectively want to feel that it's all worthwhile, and that they are making a difference. Effective strategies accomplish this goal, while their absence undermines it.
Finally, it comes down to IS credibility. With strategies that make sense to those paying the bills, the IS group that develops and executes them has considerable credibility. IS groups that lack such strategies will find it difficult to gain credibility, and everything that goes wrong will eventually be assumed to be their fault.
2.0 The IT Strategy
Most businesses have traditionally viewed IS as an administrative support function, with a strategy too complicated to understand and therefore grudgingly accepted. However, as the commoditization of IT has accelerated — along with the Internet age and the ubiquitous use of IT in everyone's lives — a new generation of managers is emerging that is comfortable with technology, having broken through the complexity barriers that existed for the previous two generations. In addition, business models are evolving to depend on technology links to global business partners. Therefore, IT strategies must evolve to serve the longer-range evolution of the enterprise in which IT lives.
Historically, IT management has consisted of two distinct components: application development aligned with infrastructure applications, and IT operations aligned with infrastructure operations. Before exploring this concept further, it is important to a clearly define the term "infrastructure" as it is used in this report. The most common, overarching definition of infrastructure is "all things IT" — including applications, hardware, software and support. In this report, since there are no current terms to define these groupings, we will further subdivide infrastructure into two parts:
• Infrastructure applications, which includes all processes that involve creating, changing or repairing applications that directly define a business process, such as customer relationship management (CRM), general ledger, procurement or database design.
• Infrastructure operations, which includes all processes that change, support or maintain desktops, servers, mainframes, networks, operating systems, middleware and databases.
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From an IS perspective, this split his reflects an almost timeless structure, with roots going back to early IT implementations — a fundamental separation of duties between groups charged with creating and sustaining systems. Although closely linked, each group has a distinct objective:
• The application group is tightly coupled with the business, because it is responsible for the systems driving the business processes that define the enterprise. The group's focus is on the applications that provide the most effective foundation on which business processes can generate and manage revenue. The creation and maintenance of these applications requires in-depth understanding of the enterprise, making it critical that IS people have a historical knowledge of the business itself — typically something only internal employees can accomplish. IS organizations have often further divided this group into two main functions: one focusing on developing new applications, and the other on maintaining established ones. The latter function is increasingly being considered for external sourcing. The former function is also externally sourced in some cases, but this outsourcing is usually restricted to programming activities, since outsiders lack the internal business knowledge needed to achieve long-term application viability.
• The operations group is focused on managing the enterprise IT infrastructure, delivering daily service in the most cost-effective, efficient and responsive manner that budgeting will allow. This group is often partially or wholly outsourced to achieve those objectives. This reflects a certain independence from the enterprise, in that it isn't critical to have enterprise employees delivering IT infrastructure services.
Applications directly reflect the business: They define how work is done. Application knowledge, therefore, is business knowledge — specifically, knowledge of the enterprise's business processes. Operations knowledge, on the other hand, is not business-dependent — it focuses on technology. One doesn't have to know how the business works to understand Unix or the Web.
Many enterprises are recognizing the distinct nature of these two IT groups — and their unique missions in serving the enterprise — and are modifying their organizational structures accordingly. The strategies appropriate to these two groups, although linked, are very different. By developing these strategies separately, each can more readily be structured to fit the business strategies that drive them.
When viewed as two independent groups — each with its own strategy — IT applications and IT operations are free to evolve organizationally, released from the strictures of a combined organization. The operations group may evolve like a spin-off, resembling and competing with external service providers (ESPs). The application group may be absorbed into the business operation under the chief operating officer (COO) or an equivalent function.
These scenarios represent the extremes of the spectrum of options, however. It is still possible to approach this separation within the context of one IS organization by recognizing these two subgroups should have their own strategic focus, and by selling that picture to the business.
2.1 Gartner's IT Strategy Model: Six Building Blocks
With an organizing concept for the IT strategy established, we now need a model or framework to discuss its development. Figure 3 depicts a complete model that balances business strategy input, IT strategy support elements and the IT strategies themselves. Depicted in this model are the six main building blocks of IT strategy development:
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• Business strategy
• Applications
• Operations
• Architecture
• Financial tools
• People
These elements are examined in detail in each of the main sections that span the remainder of this report.
Applications Change,
Prove Effective
Operations Services,
Prove Efficient
Architecture Building Blocks
Business Strategy
Financial Tools Decisions
Actual or Derived
IT Strategy
Support Elements
Two IS Units
People Maximize PotentialIS Internal
Manage Internal/External
Business
Business/IS
Source: Gartner Research
Figure 3. IT Strategy Model: Six Building Blocks
A business strategy is necessary for any IT strategy. As we noted earlier, however, the majority of enterprises don't have an effective one for IT purposes. Therefore, for those enterprises, a business strategy must be derived for the purposes of formulating the IT strategy.
Deriving this strategy involves seeking out the factors that will define IT decision-making boundaries. The IS organization is not in a position to tell the enterprise what its business strategy is. What IS can do, however, is place its own strategy within a decision framework that defines the scope of IT decision making, and therefore provides the "derived business strategy" that sets the boundaries of an IT strategy.
A business runs on its processes, and today, most business processes are driven by applications. These applications, therefore, are "owned" by the business — not the IS organization — whether the business acknowledges this fact or not. Business leaders are in constant discussion with those to whom they have delegated IT responsibility on what changes are made to applications, and how they are made. These changes are all determined by whatever business strategy has been formulated (whether this strategy has been effectively defined and communicated explicitly, or it is implicit and must be derived). Therefore, the application component of the IT strategy is the business's responsibility. The business measures this component of IT strategy based on its effectiveness.
IT operations are what businesspeople "see" as they perform their daily tasks — that is, as they execute their business processes. This component of IT is focused on the present, and its success is measured daily. The business measures this component of IT strategy based on its efficiency.
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In effect, therefore, there are two IT strategies — IT applications and IT operations — which are measured differently. Two key elements support these two IT strategies:
• Architecture — This is the only "technical" aspect of IT the business needs to see and comprehend. Architecture defines the IT building blocks — or infrastructure elements, operating "under the covers" — needed to implement both IT strategies. Gartner's Enterprise Architecture Model defines the architectural structure in terms of four layers of increasing IT complexity (see Figure 9 in Section 6); the top two layers in this model represent what is exposed to the business. These infrastructure elements are essential for strategy execution and are the key link between both IT strategies. The architectural choices made by the applications group are the major determinant as to how efficient the operations group and business operations can become.
• Financial tools — Strategies are all about decision making — deciding what course of action to take, or from an IS perspective, what projects to approve — and financial tools are the language for facilitating this decision process. A consistent set of financial tools, appropriate for the enterprises strategic-planning and execution processes, should manage every enterprise decision for capital or resource allocation (see Section 7).
2.2 Foundation Elements Required for All IT Strategies
The major inputs for establishing an IT strategy can be reduced to five elements: infrastructure, service, application portfolio change, business process integration and sourcing.
• IT Infrastructure: This is the technology component, representing all hardware, the software and operating systems to run on it, the networks that connect everything and, possibly, the amortized cost of development. This is the infrastructure operations component defined above, which is the engine that delivers all of what IT does for the enterprise and, when coupled with service, comprises the largest component of IT costs.
• Service: Whether established through service-level agreements (SLAs) or simply inferred from a budget, an enterprise signs on for a certain level of service out of its IT infrastructure operation. This service is provided not only to internal users, but also to external parties such as customers, vendors and third-party-sourced processes. Service is tied to infrastructure — the holistic definition, including applications and operations — in that it represents an additional cost dimension, based on how high a level of service the IT infrastructure must provide to users.
• Application Portfolio Change: This strategic element covers the rate and extent of change to the application portfolio over a defined future period. This element is affected by the organizational characteristics that govern application decision making. On one extreme is the organization that simply sustains the status quo through maintenance-level application changes. On the other is the organization bent on transforming itself into a new business model, changing most of its applications in the process.
• Business Process Integration: This represents the degree to which the enterprise operates as a single unit — that is, with synchronization among its BUs, or extended to customers or suppliers. For an enterprise in transition, this strategic element defines how much the transformation is destined to integrate the applications that underlie business processes into a seamless, enterprisewide whole.
• Sourcing: This element addresses the source of all the people who perform the work needed to execute the strategy — whether internal employees or external personnel from business partners. These can take many forms, including IS analysts, business operations, individual outside consultants
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or companies that perform an outsourced process. This element defines the organizational structure for both the IT applications and IT operations strategies.
These five components are used selectively to create a strategy foundation for the two IT infrastructure groups:
• Infrastructure operations — IT infrastructure and service bounds the infrastructure operations group. This defines how the infrastructure will look technologically and how service delivery will be managed. Adding the sourcing element completes the picture by defining who will perform the work.
• Infrastructure applications — Application portfolio change defines how business processes will evolve, and the extent of business process integration lays out the level of complexity required. Service defines how this change is managed, and sourcing rounds everything out by deciding who will do it.
These foundation elements set the stage for discussing how a business strategy affects each of these elements in the creation of the IT strategy.
3.0 Business Strategy: Boundaries for the IT Strategy
The formulation of a business strategy, either real or implied, is an important first step to meaningful IT strategy development. IT strategy development can be performed without this step, but such development will not yield optimized IT strategies.
It is not the purpose of this report to discuss how to develop a complete business strategy (to get a feel for what is involved, see the books by Michael Porter, Dr. Bob Frost, Robert Bradford and Peter Duncan listed in Appendix A). However, as it turns out, an IT strategy doesn't require a complete business strategy — it just needs some key parts.
At its most basic level, the objective of an IT strategy is to deliver the right technology and applications to the right place, at the right time, and at the right level of cost-efficiency and effectiveness. Regardless of the level of business strategy articulation, there are basic themes to extract which provide the necessary guidance for IS organizations to create their strategies. If the business strategy is clearly laid out, the process is easy. If not, it will be necessary to interview key senior business managers to obtain the information needed. The following are the seven categories of information to gather from business leaders, or extract from business strategies, to serve the creation of IT strategies:
• Geographic: This category bounds the extent of enterprise expansion. IT strategic planners need to know how the company will organize itself within national and global boundaries, and therefore where infrastructure must reach.
• Governance: This concerns how decisions are made — whether by BUs exclusively, solely by centralized enterprise management or somewhere in between. Strategies must adapt to the power structures in place.
• Future: How far into the future is senior management thinking? The further this horizon extends, the more strategic the issues to be addressed will be. If the future dimension is a short one, it will be more difficult to create sustainable strategies.
• Legacy IT: How committed is the business to its established way of doing business? A desire to abandon current processes usually implies significant structural business process change, often driven by a business model change. If the focus is strictly on deciding what projects to do next, strategic thinking is rarely forthcoming.
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• Virtual: Is the organization thinking strictly in terms of doing things internally on its own, or is there a push to integrate more with customers or suppliers? A willingness to see others as being better at certain business processes sets up significant integration and transition needs.
• Customer: Customer service can take many forms, but the degree to which the enterprise wants to engage its customers says a great deal about the form that business processes will take — and therefore what kind of IT infrastructure will be needed to serve them.
• Funding: Talk is cheap. The level of funding on the table goes a long way toward determining the true bounds of IT strategies.
3.1 How Business Strategies Map to the Elements of IT Strategy
Figure 4 maps the seven key business strategy input categories discussed above to the five foundation elements of IT strategy discussed in Section 2.2.
• Network • Dispersion
• No. of locations
• Organization • Languages
• Locations • Cultures • Processes
• Internal BU • External • Cross-border
• Regions • Languages • Legal
• BU vs. enterprise
• Architecture • No. of versions
• Who decides • Strategic • Stovepipes • Architecture
• Strategy • Focus • Change type
• Org. plan •Architectural compliance
• Skills • Enterprise • Architecture
• Legacy transformation
• Architecture
• Change rate • Base cost
• Service level • Internal/ External
• Transform • Change Rate • Maintenance
• Architecture • Coordination
• Type • Levels • Cost profile
• Extent • Strategy • Org. structure
• Architecture • In/out • Priority
• Boundaries • What's needed
• Service level Management
• Client-facing • Customize
• Change input • Priority
• Operational funding
• Service level • Priority
• Cost vs. value • Training • Recruitment
• Commitment • Infrastructure
• Change funding
Geographic
Governance
Future
Legacy IT
Virtual
Customer
Funding
Infrastructure Service Applications Integration Sourcing
Business Strategy
IT Strategy
•
BU Business unit IT Information technology
Foundation•
Control•
Inputs From
Source: Gartner Research
Figure 4. Business Strategy Elements Mapped to IT Strategy
The seven categories of extraction from a business strategy — and the impact of each on the elements of an IT strategy — are discussed more fully in the seven sections that follow, each of which corresponds to a row in the chart above.
This model may appear to be somewhat complex, but it is the simplest possible context in which to examine the role business strategy can play in the development of a real IT strategy. The objective of this section is to expose all the possibilities in examining the relationship between business and IT strategies.
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Out of these possibilities, the selection of what actually becomes part of the IT strategy is examined in later sections of this report.
3.1.1 Geography and Its Impact on IT Strategy Development
The geographic aspect of the business strategy affects organizational structure, suggesting regional groupings for management. It influences the five foundation elements of IT strategy in the following ways.
• Infrastructure: Geographical aspirations define how extensive and dispersed the IT infrastructure must be. As networks evolve to global proportions, planning and executing their implementation and operation becomes increasingly complex. The number of concentration points, and how they are managed and evolve, depends on this element. This is a major determinant of whether a regional or central approach is chosen. Cost will vary dramatically depending on where the enterprise strategy lies along the spectrum of geographic expansion.
• Service: The organizational structure for the delivery of services is greatly affected by geography. This applies not only to issues of language and culture, but also to where, and by whom, the service will be delivered.
• Applications: It is rare that a single instance of an application can serve a global user community. As global reach expands, decisions about application versions are affected by customization, language and legal issues posed by the geographic aspect of the enterprise business model. This in turn affects the organization structure for supporting the application strategy.
• Integration: From an integration perspective, geography represents the extent of the total enterprise — the outer boundaries of its reach and the end points of its processes. Assessing the impact of geography in this IT strategy element means examining not only internal BUs, but also links to external components such as suppliers, virtual process providers and clients. The geographic element feeds the cross-border integration needs of all internal units and external components that comprise the total enterprise. This is a key factor affecting the composition and complexity of all applications.
• Sourcing: Applications support business processes, and resources execute that support. On a global basis, these resources can come from either internal or external sources, represented by individuals or whole processes preformed by outside personnel. The geographic aspect of the business strategy has a major impact on focusing the priorities of the IT sourcing strategy to strike an efficient balance between internally building skills or using outside support. It has become common for application change to use global sourcing. But as the enterprise itself globally expands, operational components of the IT strategy also become eligible for such global sourcing.
3.1.2 Governance and Its Impact on IT Strategy Development
Of the seven business strategy elements, governance has the greatest overall impact on what the eventual IT strategy will look like. Decision control and business process integration are highly correlated, and represent the key constraints a business model can place on any IT strategy. The nature of this control and integration will differ along the spectrum from a centralized governance model to a decentralized one (see Figure 5).
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Decision Control (Process Integration)
Centralized (Enterprise)
Decentralized (Business Unit)
Selected Sharing (Federated)
Source: Gartner Research
Figure 5. Enterprise Governance Models
In a centralized model, decisions are controlled at the enterprise level, ensuring that enterprise-level requirements are met. This also typically means that business processes are integrated and that single instances of applications serve these processes. In this case, either a real business strategy or a derived one will serve the same purpose in setting the framework for IT strategies.
At the other extreme is the decentralized model, where BUs control the decision-making process in their favor. In this model, applications are typically duplicated across the enterprise to serve nonintegrated business processes. In this case, a true "enterprise IT strategy" does not exist.
Between these two extremes is the model characteristic of most organizations — the "federated" environment, where selected business processes are shared. Most common is a sharing of administrative and support functions, such as human resources (HR) and finance. With the more recent popularity of supply chain and CRM processes, sharing has extended to these as well. Therefore, for non-shared functions, this business model is often much like the decentralized one for the purposes of trying to develop a single set of enterprise-level IT strategies; there just isn't much coordinated execution at the business operational level. In a number of cases, much of the promise of enterprise resource planning (ERP) systems for resolving this integration problem has been weakened by implementation strains resulting from multiple "instances" of basic business processes — in those cases, BUs won out at the expense of the enterprise.
With this in mind, the following dissects the impact of governance on the five IT strategy elements:
• Infrastructure: Governance dictates the basic architectural structure of IT infrastructure — for example, whether single applications serve the entire enterprise, or multiple versions perform essentially the same tasks for individual BUs. The cost impact is significant, greatly influencing the extent to which IT funds can be focused on the enterprise rather than expended on these duplications.
• Service: The governance spectrum determines the structure of service — whether recognizing an integrated service delivery approach across the enterprise, or serving individual BU preferences.
• Applications: Regardless of whether the model is a centralized one, governance will be at the foundation of the application strategy. It provides a focus for where the application group should apply its resources, and establishes the type of change that this group will deal with — ranging from extensive transformation to limited maintenance.
• Integration: Governance defines whether the power center lies with the enterprise or its BUs, resulting in either a stovepiped approach to applications or an integrated one. Integration can be an objective for any spot on the governance spectrum, but whenever it becomes a priority the need to support an IT architecture rises in importance.
• Sourcing: Sourcing is a major component for both the IT application and operation strategies, and by itself deserves a strategic plan. Governance is a critical aspect — absent business support, sourcing is subject to the vicissitudes of senior management's reactions to income shortfalls, making it impossible to build for the future.
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3.1.3 The Future and Its Impact on IT Strategy Development
The time horizon directly impacts the effectiveness of planning. When time horizons are too short, this feeds the perception that directions are constantly changing. When they are too long, planning becomes unrealistic.
• Infrastructure: IT infrastructure is not something that enterprises can repeatedly experiment with on a large scale; it's just too expensive. For every initial amount spent on implementing a new technology, the amount of money needed to support it in the future will be an order of magnitude larger. The further out in time a business strategy's bounded objective falls, the more efficiently the IT infrastructure needed to support that objective can be assembled. The closer that time horizon lies, the more likely it is that a number of overlapping technology options, or even dead ends, will be implemented. The number and diversity of the technologies used has a direct bearing on the IS organizational structure: As the number of different technologies rises, so does the size and complexity of the organization.
• Service: This component is often a "hidden" expense, one that isn't directly measurable except in terms of customer satisfaction. The cost of service can become quite significant, but it much of this cost is indistinguishable from the product or service being offered — that is, it is an inherent component. The more this concept is discussed by the business as being a distinct future definition of its vision, the easier it is for the IT strategies to adopt the necessary service support foundations needed for a continually evolving execution.
• Applications: The more clearly the future is envisioned, the easier it is to plan for legacy application transition. This transition is often the biggest, costliest part of executing a strategy. This factor becomes the primary reason for creating an overall IT architecture to both build the new and manage transition of the old.
• Integration: Integration is costly and requires long-term commitment. One of the most common examples of a future objective requiring integration is a global enterprise's goal of operating based on an integrated set of business processes. This is another driver of the need for an enterprise architecture.
• Sourcing: A bounded future paints a clearer picture of the types of skills needed to reach that future. Knowledge of the types of skills that will be needed, and when, supports the decision of whether to source internally or externally.
3.1.4 The Legacy IT Application Portfolio and Its Impact on IT Strategy Development
No organization can simply abandon its legacy portfolio of applications; there are just too many of them. Striking the right balance between the old and the new is a key determinant of resource consumption. If too much emphasis is placed on the legacy side, applications become maintenance-heavy, leaving few resources available for anything new.
• Infrastructure: Operating the established portfolio sets a base cost level. Strategies that contain a significant IT component will set the rate of change that the operations group must address. Changes in applications directly set the pace for changes in infrastructure.
• Service: Service levels in this area focus on operating legacy applications, but the business strategy may imply shifting resources away from these applications toward new and emerging ones. The operations group must gain a firm understanding of the enterprise's and BUs' commitment to a given level of service.
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• Applications: The key here is to gain an understanding of what needs to be done with established applications. Strategies often dictate that the transition effort will represent the largest cost component. The balance between maintenance and transformation will bound the resource and cost options available.
• Integration: Few organizations have a fully integrated set of applications, so it is important to understand the strategy's commitment to supporting the transition to integration. Integration can be a great way to deliver a powerful, effective client interface. But the downside is that sustaining integrated applications requires extensive enterprise support, and can make future changes more costly. The more integration takes place, the more everyone will be affected by changes introduced by any single part of the enterprise.
• Sourcing: The level of change needed to support legacy applications over the span of the strategy time horizon will affect the decision of whether to provide support internally or outsource it. Determining what to do with legacy applications will alter the organizational structure, impacting people's careers and skill development.
3.1.5 The Virtual Business Model and Its Impact on IT Strategy Development
Organizations become more virtual as they outsource business process segments. Most enterprises have only six or so key business processes, each of which is composed of numerous subprocesses. Organizations must manage the end-to-end results of these processes, but as they become more virtual, the complexity of managing them rises dramatically.
• Infrastructure: As virtualization increases, so does number of outside organizations with which to coordinate. The complexity and cost of doing so rises not in a linear relationship, but in an exponential one.
• Service: As business processes become more virtual, service levels evolve over two dimensions: the end user and the virtual service providers. This rising complexity directly impacts the types of service offered, their levels of support and the ultimate cost of sustaining them to meet contractual agreements.
• Applications: A business process that gets "virtualized" is often one that is commodity-like, or that can be better handled by someone else. Conclusions about virtualization therefore set the priority for internally supported business processes and, by default, the applications that power them.
• Integration: It's one thing to integrate internal applications, but something entirely different to do so with multiple external business partners. Internally, the architecture can be controlled, but "going external" makes architectural issues much more complex — so complex, in fact, that for some transformations, integration expenditures make up the majority of the total transformation cost.
• Sourcing: As an enterprise becomes more virtual, outsourcing becomes more critical, requiring a strategy of its own. Virtualization has a direct impact on how the organizational structure is built and managed.
3.1.6 Customer Interaction and Its Impact on IT Strategy Development
The degree to which the strategy is explicit about the client interface will define the true commitment to a customer. As noted earlier, it is common for strategies to state how important customers are, but quite uncommon to state how the client will really be served.
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• Infrastructure: How far processes really extend to the customer has a significant infrastructural impact. Information presentation, order entry or integration into a customer process itself all have different connotations when considering the IT infrastructure needed and how it will be operated.
• Service: The depth to which the customer interface is embedded into customer processes or locations directly impacts the levels of service required, and the extent of coordinated management needed.
• Applications: The more integrated the client interface is, the more say the customer will have about any changes made to it. This customer influence will affect the priorities of emerging change requests and how resources are applied to them, putting bounds on internal requests.
• Integration: Deeper penetration into clients' processes puts more stress on architectural choices. New customers can demand modifications to maximize the value to their process.
• Sourcing: The balance here is about control. As customer orientation becomes more deeply embedded in the product or service being offered, the quality and integrity of the result becomes increasingly important. The sourcing decision must balance how best to control that quality and integrity as seen by the customer — whether resources are internal or externally supplied.
3.1.7 Funding and Its Impact on IT Strategy Development
In the end, it all comes down to money. Either there is enough to fulfill the strategic vision, or there in not. This consideration goes one or two steps beyond the strategy and is founded in the budget cycle.
• Infrastructure: This issue is inevitably tied to service. Is there sufficient funding to keep the IT infrastructure current and serviced at expected levels? Priorities may be indicated, but a balance must be struck.
• Service: See "Infrastructure" above.
• Applications: The amount of funding available sets the rate of change possible. Conflicts are serious problems to be resolved before strategy finalization.
• Integration: The greater the need for integration, the more critical it becomes to properly fund the effort. Money defines the commitment to both change and the infrastructure needed to execute it.
• Sourcing: A strong statement on strategic sourcing is founded on value; a weak one relies on cost and is much more difficult to build on. Defining a sourcing strategy not only clarifies how external resources will be employed, but also how internal resources will be recruited, trained and retained.
3.2 Testing the Sufficiency of Your Enterprise's Business Strategy
To get a sense of where you are relative to creating a viable IT strategy, it's useful to develop some measurement benchmark of how good the business strategy is. The scorecard shown in Figure 6 (based on the matrix introduced in Figure 4) provides one such benchmark.
Within each column, score each box between 1 and 5 based on the following general criteria:
• 1 — Nothing available from either a business strategy or senior management.
• 2 — A few points are clear, but fewer than half.
• 3 — A bare minimum of the points are resolved — enough to go forward.
• 4 — Most of the issues are resolved, inspiring confidence that this will support a good IT strategy.
• 5 — Everything is clear; the business understands very well what is involved and is responsive to supporting what is needed.
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Geography
Governance
Future
Existing IT
Virtual
Customer
Funding
Business Strategy:
Infrastructure Service Applications Integration Sourcing
IT Strategy:
Column Totals:
Score each cell from 1 to 5
IT Application Strategy Total (Sum columns
3, 4 and 5)
IT Operations Strategy Total (Sum columns
1, 2 and 5)
Possible totals range from 21 to 105
Possible totals range from 7 to 35
Source: Gartner Research
Figure 6. Scoring Business Strategy Suitability for IT Strategy Development
Total the scores for each column. Possible column totals range from 7 and 35:
• If any column totals less than 18, it is doubtful it can contribute much to the IT strategy.
• A score of at least 24 is a base level on which to begin building, but still not near what it should be.
• Anything above 28 will contribute very well.
Because the focus is on building two strategies, one for applications and one for operations, we need to treat them separately when scoring. For the application strategy, add the column scores for applications,
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integration and sourcing. For operations, add the column scores for infrastructure, service and sourcing. The range of possible total scores is between 21 and 105:
• A score of 51 or less indicates that building this particular set of IT strategies will likely serve only internal IS purposes. It may remain worthwhile, but it will likely be difficult to get business leaders on board.
• A score of at least 71 is a better base upon which to start.
• A score of 84 or better will yield a very solid, meaningful set of IT strategies.
The remainder of this report examines all of the elements that will determine the IT strategy (in Sections 4 through 8), and provides a nine-step process (including a documentation template) for the eventual creation and ongoing management of the finished strategy (in Section 9).
4.0 The IT Application Strategy: Application Change as an Engine of Business Strategy
Historically, application change has been viewed by the IS organization in terms of a long list projects. IS is often more than willing to show a four-page list of applications being developed, changed or supported. For strategy purposes, however, this view is not necessarily helpful. It is much more valuable to view applications in terms of those that are strategic, and those that are not. To reach this simplicity, we need to understand two issues that make it difficult to achieve — and, therefore, what structural changes are needed.
First, organizationally, IS groups are still dominated by a management approach with deep roots in the past. There have always been two distinct application sets: one serving administrative support groups and a second serving business operations. The major players in the support group, aside from IS, are typically the finance and HR organizations, followed by legal and tax functions. The operations group tends to be dominated by functions like manufacturing, customer service, order entry and distribution. Some functions, such as purchasing, may float between the two. Within this model, many business operations functions have deferred to support groups for the "care and feeding" of IT. This has led to the view that the applications in an enterprise portfolio are largely equal in importance — that is, everyone should be able to get changes implemented.
This delegated organization structure may have worked in the past, when enterprises lived within their own boundaries and exclusively controlled their own operations; however, with the business model evolving to a virtual one, the old assumptions about managing application portfolios break down. As core business processes are "virtualized," integrated and extended to encompass customers and suppliers, the resulting business processes become too complex for business operations groups not to take direct ownership of them. When dealing with a specific business strategy, it quickly becomes clear what is strategic (business operation) and what is not (support) — for example, general-ledger or HR systems do not contribute to the enterprise's competitive position in the marketplace. The point isn't that strategy is good and support is bad; it's simply that strategic activities have more relative value to the enterprise when competing for scarce resources, and this should be taken into account.
Second, under the historic approach to managing applications, users become enmeshed in an endless list of projects they feel compelled to request. With no real strategy to guide them, they revert to asking for numerous enhancements to established implementations. Most IS organizations respond by dividing their resources into two separate development groups, one focused on major new projects and the other taking care of all the maintenance activities. One of the biggest drawbacks of this approach is that, typically, no one is responsible for the quality of the application itself, or the quality of the service being delivered. If
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users and IT people are not focused on sustaining an outcome defined by a strategy, the result is a muddle of projects and widespread dissatisfaction.
These two issues can be resolved by holding the business accountable for its business processes, and by channeling all IT changes that support those processes through one IS group that is specifically responsible for implementing those changes — thereby creating a clear line of accountability. Further, the underlying applications are identified as either strategic or nonstrategic — that is, they serve either a business operations function or a support function. Any results are a direct reflection on the two cooperating partners.
If no changes were made to a legacy business process implementation, all that would be needed is resources to fix any breaks or apply version upgrades to sustain contract and support responsibilities. However, if the process needs amending, this change must be evaluated and justified relative to the strategy — only the changes that add the most value should be made. The business is on a budget and can only afford so much, so the business should be responsible for determining what those "high value" changes are (see Section 7.2 for more discussion of budget issues).
The unspoken user question that must be answered by IS concerns whether users are receiving the highest possible value for the money they are spending — that is, whether the change group is functioning at optimal efficiency. This is accomplished through benchmarking against other industry groups or externally against ESPs, adopting recognized capability measurements, and building a deserved reputation for delivering optimal services.
Breaking applications down into either business support or business operations functions provides focus for the IT strategy development effort. In the sections that follow, we examine each of these two functions in more detail.
4.1 Business Support Functions
These functions are served almost exclusively by application packages. They are purchased based on the functionality offered, and implemented in stages that reflect the basic underlying modules offered in most packages in this market. This typically limits any change requests to what is already built into the software but has yet to be activated. These applications do not differentiate the enterprise in the marketplace, and the need to customize them should be very limited. Examples include accounting and HR applications.
• Accounting applications: The problems facing accounting-standards organizations today will bring significant changes in how accounting evolves in both the short and long terms. There will be many demands for change, but because implementation is dominated by accounting software packages, the rate of change will be determined by the rate at which the demands on accounting are translated into new versions of the software. The changes facing this function will largely entail moving to a stream of evolving application versions, all being dictated by differing legal or advisory groups.
• HR applications: As we stated earlier, strategies are often confused with statements on core values that reflect how employees and their leaders are supposed to act. How serious these statements are taken is reflected in the change efforts associated with the HR function. Again, their applications are dominated by packages, and most change requests will be bounded by package functionality not yet implemented or a version upgrade.
To learn the strategy for any of these support functions, one simply asks their leaders. The result will most likely be a string of software change requests stretched out over a one- or two-year period. It should then
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fall to these business support organizations to justify this change stream and get the funding in their budgets.
Based on the five elements of an IT strategy, the following items are needed to create a strategy for enterprise support functions:
• IT Infrastructure: Define the user interface and computing structure to support the application, locations where that interface is delivered, and the hardware, operating-system, database and network requirements.
• Service: Define the services being bought, and the agreed measurements of acceptable delivery.
• Applications: Define the packages, the rate of change, and whether operation is internal or external.
• Integration: Define any integration requirements, if applicable.
• Sourcing: Define support sourcing.
The remaining consideration is to map the business model (as depicted in Figure 4) to these strategy elements. In many cases, the business model won't significantly affect support functions because they require little or no interfaces to other functions. Although some accept feeds from, or deliver them to, other systems, these feeds are typically non-real-time, batch transactions — the most simplistic and resource- light type of interface. Governance is mostly left to the functional units themselves, so the elements above will often feed their strategy without modification.
4.2 Business Operations Functions
These functions define what the enterprise is from the perspective of its customers, suppliers and partners. Most organizations will be able to define four to six major business processes that make up their operational framework (for example, manufacturing, distribution, customer service, procurement and service delivery). However, in manufacturing, many of these major processes are coalescing into a single, end-to-end process, from initial demand through manufacture and supply.
The application portfolio that supports and runs these processes is the primary focus of the IT application strategy, and the "applications" and "integration" columns from Figure 4 define the primary framework for developing it. The business model is critical in determining how the strategy for these applications emerges. Therefore, in the following sections, we will examine these two columns — "applications" and "integration" — in the context of each of three business models we introduced in Figure 5:
• Enterprise-dominant (centralized)
• Federated (selected sharing)
• Business-unit-dominant (decentralized)
4.2.1 Enterprise-Dominant
In this model, applications tend to serve the entire enterprise, rather than being duplicated across BUs. BU variances will be managed through modifications to the core application. As global reach is achieved, most of these modifications will evolve into regional versions of the core application addressing local- language, legal and cross-border issues. Integration and an underlying architecture are both a given; it simply becomes too expensive without them. The strategies for these applications cannot be taken lightly — they require full commitment from all stakeholders in the enterprise.
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This commitment is seen in how well the transition from legacy versions of applications to newly integrated ones is planned and supported. Most organizations never seem to get off the transition treadmill, although the technologies are mostly in place and readily available. The most advanced enterprises solve the commitment issue by taking the decision off the table for the BUs, and making all infrastructure transition expenses flow to the enterprise. This relieves the BUs from having to cost-justify what is already required to support the enterprise strategy (see Section 7 for a more complete financial discussion).
The most complex part of the strategy depends on how virtual the enterprise sees itself becoming in its strategy. A nonvirtual approach leads to boundaries for integration set by the extent of the physical enterprise — applications driving processes need to be integrated to the degree they need information. At the other extreme, a virtual enterprise has applications composed of many parts determined by virtual partners. With a lack of universal standards for integration, the worst case would see each partner having a unique set of integration requirements, and the end-to-end process would become very complicated to envision and manage.
There is a big downside to this strategy that most organizations have yet to fully understand and address. The more one integrates, the more difficult it is to change, because application changes become exponentially more complex and resource-consuming. IS needs to explain very carefully what it really means for an enterprise to pursue this strategy. A key part of the IT strategy, therefore, is to communicate to the business the level of financial commitment required. The best approach to accomplishing this is to present alternative scenarios (see Section 7.1.2) and the costs and effort involved in executing each.
Additional considerations include infrastructure and service. IT infrastructure needs will fall out of the application strategy, providing key input to the IT operations strategy. Service levels set the standards that end users, of all varieties, expect. As virtualization expands, service-level measurement becomes more critical and more difficult at the same time.
Finally, a sourcing strategy must be defined as a subset of the application strategy. Virtualization sets expectations about strategic sourcing of business process components, and how the ultimate organizational structure of business process operation will evolve. The sourcing strategy also needs to address the "people" aspects of internal vs. external placement. An internal focus bounds what is considered essential to the enterprise itself, while an external one identifies those resources that can be simply managed and not owned. More information on sourcing strategy can be found in Gartner's "Strategic Sourcing: The Book" (http://sourcing1.gartner.com/story.php.id.265.s.1.jsp), as well as "Understanding the Five Styles of Strategic Sourcing" (M-16-7057) and "Marketplace Realities in Strategic Sourcing" (R-17-7896).
4.2.2 Federated
In this business model, dominance is balanced somewhere between the enterprise and individual BUs. The state of this balance is often reflected in how senior management provides incentives to the individual BU leaders. Federated enterprises are often torn between letting the enterprise or BUs become dominant. Often, different constituents will have varying degrees of influence in the decision process, resulting in multiple versions creeping into the application portfolio to satisfy different players.
This business model often provides an illusion of structure, and can present a difficult environment for developing an effective IT application strategy. An example of the problem can be found in evidence from a Gartner survey of European enterprises in which SAP applications were installed. Less than half of the enterprises surveyed had core application sets — most let each BU go its own way, resulting in numerous
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instances of the SAP package. Anecdotal evidence suggests that the situation may be worse in the United States. Although there may be IT governance boards or similar structures in place, the number of application versions or instances tends to proliferate.
In this model, the structure of the application portfolio and how its evolution will be managed is the basis for the application strategy. The key processes being supported, the number of application versions and the extent of integration will fill this out. This will also determine the extent of the architecture that will be needed, establishing a cost basis for ongoing support.
The more diffusion there is, the more unsettling it is for IS people: The lack of efficiency forces the organization to build a skill base that is often at odds with itself. The only way to address this is to price it accordingly back to the business. This aspect of the IT operating strategy becomes a critical link for inclusion in the application strategy. All too often, this link is not forged and the business has no idea what its strategy is forcing the IS group to do, let alone what it will cost. If this awareness is not raised until annual-budget time, the game will already be lost. This is a strategic decision and is central to making the two IT strategies work for the business.
Because this model poses the prospect of many application versions handled by a single IS organization, establishing the rate of change and prioritizing activities is crucial to the IT strategy. Processes that define how the business justifies what it wants, the priority for implementations, and how much the business will pay to install and support these implementations all must be spelled out. The tools required to accomplish this are discussed more extensively in Section 7.
As was the case in the enterprise-dominant model, IT infrastructure needs will fall out of the application strategy, providing key input to the IT operations strategy. Addressing service levels becomes more complex, since individual BUs may set their own expectations without coordination across the enterprise. These service levels are the key determinant to managing costs, and the boundaries of expectation must be clearly set in the strategy.
Again, a sourcing strategy must be defined as a subset of the application strategy, making explicit how resources will be selected and what balance of internal and external resources will be employed.
4.2.3 Business-Unit-Dominant
In this case, BUs are the source for the business strategy, so the IT strategy must account for all of the individual business strategies of these units. This is the most inefficient of the three models for the IS organization to serve. The duplication of IT resources reflects the duplication of applications, as each version of an application has a unique form of implementation in the different BUs.
Much of the discussion above for the enterprise-dominant model can be applied here — with the difference that what applies at the enterprise level in the first model is repeated here for each BU. There is often little pressure to integrate any applications across the enterprise. This model reflects a philosophy that each BU knows what's best, and the BU's financial performance defines the success or failure of its strategy.
The difficulty with creating a strategy for this model is dealing with the different, competing needs of each BU. The simplest way to address this is to state a separate strategy for each BU. Attempting to create a single, unified strategy is not worth the effort, because the audience of multiple BUs would get far too confused in trying to extract what it means to them. The commonalities should be masked to the enterprise and articulated in an addendum for IS consumption only. The IS version bounds the strategy for the IS organization, basically setting out how it will organize and manage itself.
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Again, IT infrastructure needs will fall out of the application strategies, but in this model it is much more complex. There are so many technology choices and associated skill sets required that costs rise dramatically. There is no sense of architecture here, except to the extent an individual BU needs one. Service levels also become more complex, because individual BUs will be setting their own expectations, and costing them raises significant pricing issues for IS to resolve. We often see IS organizations struggle with the inefficiencies of this approach, trying to explain to the BUs how their decisions result in higher enterprise costs. Unfortunately, it is mostly a losing battle, since it goes against the business model and how BU managers are ultimately rewarded and promoted.
A sourcing strategy may prove less relevant in the BU-dominant model, because scale is not as much of a consideration. However, it remains a best practice to define one as a subset of the application strategy. In the end, for all BUs, it must be made explicit how resources will be selected, and what kind of balance between internal and external resources will be employed.
4.3 Dealing With Uncertainty
While it is necessary to identify a number of strategy-bounding conditions, the real challenge lies in making decisions about them. Historically, risk has been used as a major factor in decision making, but a more practical approach is provided by Hugh Courtney in "20/20 Foresight" (see Appendix A). Courtney proposes that the level of uncertainty — or more specifically, "residual uncertainty" — is the appropriate framework to use in designing strategies. He defines four levels of residual uncertainty:
• Level 1: A single possible outcome; no uncertainty
• Level 2: A limited set of specific possible outcomes
• Level 3: A range of possible, unspecific outcomes
• Level 4: Nothing specific, not even a range of possible outcomes
Although Courtney's book focuses on business strategies, his concepts surrounding uncertainty are applicable to IT strategy development. A more in-depth look at uncertainty and how to deal with it is presented in Section 7.1. For now, we will examine the kinds of uncertainty that IS organizations face in building IT application strategies.
For business support functions (see Section 4.1), two major uncertainties apply to applications. One concerns what changes will be required due to decisions from external legal or regulatory groups, and how quickly the package vendors will get them implemented. The second is whether they will receive enough funding in each annual budget cycle. The first should resolve itself rather quickly into a Level 2 uncertainty, with the timing determined by external events. (For example, given the current state of accounting standards, it is likely that changes will impact how companies manage their finances in the future.) The uncertainty in this case would probably affect tactical decisions more than broader, strategic ones. The second uncertainty is strictly internal, again representing a Level 2 uncertainty with defined possible outcomes.
For business operations functions (see Section 4.2), application uncertainty is a major issue because it directly reflects uncertainties in the business strategy. There is residual uncertainty for each of the elements of the IT strategy — a much more complex situation than the one facing the support functions.
For example, globalization is part of many business strategies, and represents a significant area of uncertainty. It is such a broad area, this uncertainty must be broken down further to assess it at a more granular level. One subset of uncertainly could be market potential. The level of residual uncertainty about
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markets should affect how the business sets its own strategy. Again citing Courtney, this poses three choices with two options each:
• Shape or adapt
• Commit now or later
• Focus or diversify
The business choices will translate directly to the IT strategy, establishing the level of uncertainty faced.
In strategy development, there are major differences in how one approaches Level 2 uncertainties compared to Level 3 or 4 ones. One can cover oneself when there are a few limited choices, but when ranges appear, the uncertainty of choosing correctly increases dramatically. Section 7 discusses how best to manage decisions in these complicated situations.
Architectural issues are at the core of any IT strategy involving a business model transformation to a more virtual structure. Uncertainty regarding the enterprise's commitment to supporting an IT architecture — and all this entails in terms of costs and decision discipline — must be considered. The outcomes in this case are likely to represent a Level 2 uncertainty, if not a simple dichotomy. In cases where uncertainty is high regarding architectural commitment, an IT strategy response might be to test this commitment frequently, taking smaller steps along the strategic path and preparing for potential adjustments in strategy.
As noted in Section 1.2 (see Figure 1), growth through acquisition is part of the stated strategy of 24 percent of Fortune 1,000 companies. Although the total value of acquisition deals in the United States has fallen dramatically in 2002 (over 50 percent), the number of deals (which, from an IT perspective, is all that matters) is down by only one-third. These events cast significant uncertainty on application groups' capability to sustain other components of a business strategy. Uncertainties posed by potential acquisitions directly affect resource planning, which underpins the execution of any strategy. Again, this is a Level 2 uncertainty whose impact should be explicitly introduced into the IT strategy for the business to address.
5.0 The IT Operations Strategy: Delivering Cost-Effective, Credible Service
IT operations is the IS organizational component that users "see" every day as they go about their work; its effectiveness is measured constantly. It also accounts for a major portion of the total IT budget of a typical enterprise — 60 percent to 70 percent, according to Gartner surveys.
When credibility is an issue, the problem users have with operations is framed by the common question: "Why am I paying so much for such marginal service?" A typical IS operational organization is structured along the lines of what is needed to support the IT infrastructure — that is, to satisfy internal IT needs. Because IT operations are founded on this internal operating structure, the costs are typically incomprehensible to users.
Some IS organizations can make this traditional approach work, but this usually happens only when an enterprise understands very well the contribution IT must make and funds its support accordingly. For most enterprises, we believe the IS operating component must be reformulated to make it more comprehensible to the paying user, through the adoption a service model.
To accomplish this, we recommend the use of Gartner's Internal Service Company (ISCo) model as a framework for developing the IT operations strategy. Note that this model is equally applicable to the application change group, but we have chosen to explain it here, in the context of IT operations. In this
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report, we review this model in summary; for a more in-depth examination of the ISCo model, see "The Core Elements of IT Service Design" (COM-11-5095), "IT Services: A Framework of Organizational Design" (COM-11-7679) and "Designing Customer-Focused Service Portfolios" (COM-15-0890).
5.1 Organizing for Service
Traditionally, IT operations are organized around the major components of IT infrastructure — hardware, software and networking — which are further broken down into skill groupings that reflect some uniqueness (for example, server, mainframe, operating system or database). Since this is the basic structure and for cost recovery, the natural tendency is to price based on resource usage out of each of these organizational subgroups, using measurements such as computer cycles, disk space or communications lines. It isn't unusual to see up to 200 such subgroup processes in place, all of which are actually needed to manage the operation.
From a user perspective, however, the result is a mind-bending mix of charges that leaves most users hopelessly lost. It's not that the approach itself is wrong; the problem is that a layer is missing — one that would provide an understandable framework, enabling users to grasp the strategic purpose and value behind the complexity. The processes that were the focus of traditional approaches remain valuable; they simply fit in a different part of the framework — the area that is meaningful to IS, but not to the business constituents who "pay the bills." Think of it as a way to simplify billing (or, in IT terms, "chargeback").
Figure 7 portrays Gartner's IT Service Management Decision Framework, which is the foundation on which the ISCo model rests. The left-hand column shows the strategy portions necessary for creating an IT operations strategy. The business strategy we discussed is Section 3, and the application strategy components in Section 4. In this section, we will address the service and sourcing strategies. The right- hand column decomposes the service model by identifying the elements required for service fulfillment.
Business Strategy +
IT Application Strategy
Capabilities
Service Fulfillment Strategy
Sourcing
Strategy Activities
Technical Skills
Processes
Services
Source: Gartner Research
Figure 7. IT Service Management Decision Framework
At the core of the service model concept is the need to select the dozen or so services that define the entire IS group: application change and operations. When attempting to identify services, the common trap most IS organizations fall into is to list the subprocesses that define how they work — rather than identifying the services that make sense to the business, so that the charges that arise from purchasing them are understandable. A comparison to ESPs and the services they offer is appropriate because, in a sense, internal operations groups are in competition with ESPs when they provide comparable services.
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Figure 8 presents a picture of how the ISCo model transforms this approach into real-world operation. It starts with relationship management — that is, getting to know the needs of your customers. Every customer will need to "buy" a set of services, each of which has its own management structure. Underlying the services are all the processes necessary to make everything work. As Figure 8 shows, services can share processes, which optimizes IS resources to maintain an efficient cost profile.
Process "Blue"
Process "Green"
Customer 3
Service B Outcome
Service C Outcome
Process "Red"
Customer 1
Service A Outcome
Relationship Management
Service Management Process Management
Quality Assurance
Operations Management Capabilities
MeasurementProcess EngineeringProductDevelopmentSales, etc.
Operations Execution Capabilities
Service B
Service C
Service A
Customer 2
Source: Gartner Research
Figure 8. The ISCo Model
Ultimately, users have specific expectations about the quality of service that they are paying for, usually defined in SLAs. Of the four components shown — relationship management, service management, process management and quality assurance — the user sees only three of them, while the complexity of process management is masked from their view.
Organizing along service lines is an optimal structure regardless of business strategy, because all that changes is how much quality is built into any given service. If a service component has a high strategic impact, it will receive support for a higher level of budgeting.
5.2 Building an IT Operations Strategy
As a general trend, Gartner believes that IT strategies will evolve to an ISCo model. Users will be presented with services, and will have to determine the levels of quality they are willing to pay for. This payoff balance between service and price becomes the core of an IT strategy; all that remains is to map the business strategy to it, which is highlighted in the first two columns of Figure 4. All of the business strategy elements affect how services are organized and populated with resources.
Price becomes a measure of efficiency — and this efficiency is driven by how much the IT infrastructure conforms to a consistent architecture. The more diverse the architecture is, the more expensive the services will be. This is explored more fully in Section 6.1.
The objective of the strategy is to make it clear to users what they are buying, and that they are receiving service at the optimal price point given their operational expectations from the application environment they create. The main means of proving this is through comparison to similar outside services, where the
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marketplace establishes the price/service balance. One of the true powers of a service approach is the ability to effectively manage customer expectations — the mysteries of IT are hidden from view, replaced by a competitive marketplace and manageable costs.
The appropriateness of the ISCo model is independent of the business model. If BUs demand unique application choices and supporting infrastructure, the service-level support required by that BU will be costed to cover the expense. The effect can be felt in any of the dozens of processes — associated with storage farms, data management, reporting, electronic data interchange, Web sites and the like — that go into supporting the services. It could get very complicated if a full spectrum of service levels were offered, yielding infinite pricing options. Therefore, a discrete set of service levels must be established, with prices that accurately reflect the cost of providing them. It is these levels of service, built over the subprocesses, that make the ISCo model real. A fully functional model is powerful in both serving clients and focusing the IT operations organization on what it must do to be successful.
The final portion of the service strategy (as shown at the bottom-left of Figure 7) is to develop a strategy for the sourcing of resources. As seen in the final column of Figure 4, many business inputs affect not only the decision to outsource, but also the skills and organization structure needed internally.
5.3 Uncertainty Considerations
The principal uncertainty facing the ISCo model is how the business interacts. If BUs understand their needs and can effectively strike a balance between what they want and what they can afford, the service model is quite stable. However, if BUs are volatile — with unclear business strategies and constantly changing courses — the service model allows them to keep changing services and service levels, which can wreak havoc on any operational planning. This is a Level 2 residual uncertainty with a discrete number of outcomes.
In the latter scenario, however, the service model actually works well, because the higher prices that reflect supporting this type of volatile service environment would also be seen in any competent outside competitor — the BU has no real cost-effective alternative. An increase in volatility would seem to imply using more outside sources, but for entire processes, most suppliers would require a long-term contract to protect their investment, making short-term changes costly. An alternative is to staff operations with outside people that can be adjusted in the short run, retaining management internally.
6.0 IT Architecture: What the Business Needs to Understand
Many nontechnology professionals believe themselves to be technology-literate, but few really are. For most senior managers, technology is equivalent to PCs, which they often know quite a bit about. This is why so many are perpetually somewhat confused about why IS says technology is all so complicated. A language for explaining what they need to know must be developed. Going to the depths of IT is never helpful and trying to explain computers themselves is of little value. What they need to understand is the basic structure of IT architecture and why it is necessary.
New formulations of IT architecture are attempting to supply this needed new language. Gartner's Enterprise Architecture Model (see Figure 9) depicts IT architecture in terms of four related, increasingly complex layers. The top two layers are for business consumption, while the bottom two at strictly IT- specific and therefore should remain internal to IS. The top layer depicts the emerging virtual business model, and is appropriately termed the "Power Grid." The second layer addresses how the business goes to market, i.e., its business processes. Gartner has identified five "styles" that these processes can take. (See "Key Components for Building Your Architecture," AV-17-4818.)
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Value Chain Enterprise application
integration
Contains business processes grouped into business process styles
Pattern Service-oriented
architecture
Bricks Consistent
Contains types and properties
Contains bricks
Power Grid Web Services
Contains enterprise nervous system
Operating system
Database
Data
Media
Source: Gartner Research
Figure 9. Gartner Enterprise Architecture Model
These are appropriate concepts to address with the business, for they provide a meaningful basis for discussions that reveal how their business decisions impact IT decisions. As the top layer in the model above suggests, architecture becomes especially important as enterprise business models evolve to more-virtual structures, which will be totally dependent on rational architectural implementations. One good method of explaining this importance to non-IT management is to reduce it to two simple points:
• Architecture's impact of complexity
• Architecture's impact on costs
6.1 Complexity and the Lack of an IT Architecture
The key underlying factor in any discussion of architectural complexity is that for every new layer of complexity added, overall reliability drops and cost goes up. High reliability for a single component often leads people to falsely assume that this reflects total reliability. The reality is that the reliability of the whole reflects the multiplied lack of reliability of all the individual components. Therefore, a certain level of complexity and expense in operating an IT infrastructure is unavoidable. However, the ISCo model ensures that the expenses in operating this infrastructure are optimized to the buyer's advantage.
Many organizations can point to more than 200 processes that underpin IT infrastructure operation, and each of these is scaled depending on how many "things" each process has to deal with in the infrastructure. To again attempt to make this all relevant to an executive, take that single PC the executive
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has at home and start "connecting" it to other things. First put in a network that will connect all the PCs at home, family, friends and associates. Then pile on a myriad array of software packages to satisfy all these users. Put in servers and mainframes to ensure enough computing power is available to make all this work, along with the disk storage to keep all the children's digital music files. This just gets the basics in place for how the reliability issue comes into play. Each piece of hardware and application software, and each network component, operating system and database, needs skilled people to interact with customers to maintain reliability, or to get things going again after a failure. Just to keep the whole process operating, the reliability factor must be as high a value as possible for each part — a monumental task.
This is a key reason an architecture is needed to constrain this explosion of complexity and associated cost. Directly correlated with this complexity is sustaining an enterprise's agility to react to change. From this perspective, architecture basically serves to reduce complexity by selecting single-source functionality, reducing the number of multipliers in the complexity equation and improving the enterprise's ability to absorb future change. Without support for an architecture, the non-IT managers who "pay the bills" better have deep pockets, for they will suffer the situation that prompted the operations question raised earlier: "Why am I paying so much for such marginal service?"
6.2 Measuring the Cost Value of IT Architecture
It is difficult to calculate a general cost figure for the lack of an IT architecture — it depends on each organization's unique situation. That said, we will attempt to expose some general "rules of thumb" that can be used to make a summary argument. As an example, we examine two areas that represent the bulk of cost in any operational budget: distributed operation support and software procurement.
6.2.1 Distributed Operation Support
Gartner Measurement's TCO Manager tool was used to develop four operational expense scenarios for two hypothetical companies:
• A midsize enterprise, with $700 million in annual revenue and a $22 million IT budget
• A large enterprise, with $5 billion in annual revenue and a $100 million IT budget
The base numbers reflecting budget, IT employees and end users were extracted from the 2002 Gartner IT Budget Survey for the business sizes being modeled. The object was to start with a relatively simple environment controlled by an architecture, and then to vary this to reflect models that relax architectural compliance by letting the BUs go more their own ways.
The focus was not on the absolute operating costs, but rather on the degree of change between the costs of the different environments. We focused only on the people costs involved, and chose not to deal with hardware cost differences (which would likely have less impact, given their commodity nature). Within the people costs were both direct and indirect costs — the first incurred by the operations support group, and the second incurred by the end-user community. We developed four scenarios for each enterprise size:
• The base scenario had an average level of best practices and an average level of complexity.
• The second scenario increased the variety of servers and desktop and mobile PCs to represent a lack of architectural control.
• In the third, complexity was increased by 50 percent to represent a more variable environment facing the operations group. This complexity reflected not only the mixing of architectural components, but also the more complex integration environment that results from adopting a virtual business model.
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• The final scenario combined the mixing of architectural choices and the added complexity to provide a more realistic picture of a complex architectural environment.
The Midsize Enterprise: The base value was $2 million for operations and $7 million for end users. The end-user portion is somewhat subjective, but in our scenario it represented a relatively small amount of learning and peer support time for each user, which was then multiplied by the number of people involved. The mixing of architectural components by themselves (Scenario 2) led to single-digit percentage increases for both operations and end-user costs. The impact of added complexity (Scenario 3) was more dramatic, yielding a 100-percent increase in operations costs and a 30-percent increase in end-user costs (see Figure 10).
Midsize Enterprise $700 Million Revenue $20 Million IT Budget
End-User Costs
Operations Costs
1 Base
2 Base +
Mixed IT Components
1% Increase
6% Increase
3 Base + Added
Complexity
4 Mixed IT +
Added Complexity
30% Increase
100% Increase
30% Increase
110% Increase
$2 Million
$7 Million
Source: Gartner Research
Figure 10. Midsize-Enterprise TCO Scenarios: Architecture Cost Differences
This represents an increase of more than $4 million for the business to absorb in its annual budget, seen in higher charges for IT operation services and more employees in the BUs. When compared to the total IT budget of $22 million, this is an 18-percent penalty for ignoring the value of architecture, just in operations costs alone.
The Large Enterprise: The base cost was $6.6 million for operations and $22 million for end users. Again, the end-user portion is subjective, but represented a relatively small amount of time for learning and peer support, multiplied by 10,000 people. In this case, mixing architectural choices had slightly more impact, increasing costs by almost 10 percent for operations but not changing them as much for end users. In Scenario 3, complexity by itself increased operations costs by more than 90 percent and end- user costs by about 25 percent. When both variety and complexity were combined in Scenario 4, the operations delta grew to 100 percent, and the end-user delta remained at about 25 percent (see Figure 11).
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1% Increase
8% Increase
25% Increase
94% Increase
25% Increase
100% Increase
Large Enterprise $5 Billion Revenue
$100 Million IT Budget
1 Base
2 Base +
Mixed IT Components
3 Base + Added
Complexity
4 Mixed IT +
Added Complexity
End-User Costs
Operations Costs
$6.6 Million
$22 Million
Source: Gartner Research
Figure 11. Large-Enterprise TCO Scenarios: Architecture Cost Differences
This represents a $12 million hit to the annual budget from higher charges for IT operation services and more employees in the BUs. Compared to the total IT budget of $100 million, this is a 12 percent penalty for ignoring the value of architecture — again, just in operations costs alone.
The results for the large-enterprise model are similar to those of the midsize business modeled earlier. This reinforces the point that ignoring architecture hurts enterprises of all sizes. It also bears noting that, in both cases, simply examining the cost of mixing technologies alone (Scenario 2) would lead to the wrong conclusion about real cost growth. One cannot mix technologies without making the environment more complex to manage, which is what is more realistically shown in the fourth scenario.
6.2.2 Software Procurement
Using the two enterprise size models defined above, Gartner's 2002 survey indicates that the midsize enterprise spends 16.6 percent of its IT budget on software, while the large enterprise spends 13.7 percent — far from trivial sums. Many factors go into negotiating software contracts, terms and conditions having the greatest impact. That said, there is still value to be found in seeking discounts based on the size of the enterprise's commitment. The more one can consolidate software expenses among fewer vendors, the more money can be saved. This is a natural byproduct of an architecture.
Gartner analysts who deal with contract negotiation have observed some general rules of thumb regarding how much money can be saved. These estimates cannot apply to all vendors and all enterprise software situations, however, and individual vendors should not be held to them without considering the unique variants of any given situation. Nevertheless, they can serve to make the point to senior management that sticking with architectural software choices saves significant money.
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To model the cost impact of architecture in the area of software procurement, we will examine two categories: system software and application packages.
• System Software: This category represents all non-application software. Although some vendors in this market are starting to publish price lists specifying discounts for volume purchase, this practice has yet to become the norm. In the absence of defined discounts, a general rule of thumb is that, for every 20 percent increase in purchase commitment an enterprise makes to a vendor, it can expect to see a 14 percent discount overall. For example, if the enterprise now spends $1 million with a vendor and boosts this to $1.2 million (before discounts), the overall cost would become $1.032 million with discounts applied — an increase of only $32,000, rather than $200,000. The value to the vendor is a larger stream of income, usually over a longer period of time, which it is willing to offer a concession for in form of a discount. It will also gain another stream of income related to maintenance charges, which may also be discounted depending on the investment amount.
• Application Software: Some application vendors have published price lists with volume discounts, but in this market in general, the relationship between buying volume and the discounts actually received can be even more vague than in the system software market. Considerable negotiation goes on, and buyers are often unsure what a "good" discount really is. As a general rule, however, purchase volume makes major difference, with particularly significant discounting taking place for purchase commitments of $1 million or more. Strictly for the purpose of making the case for the value of architecture, our rough observation is that there is a 5 percent progression in discount increases for every million-dollar increase in commitment above the $1 million level. On average, this results in a range of 45 percent to 60 percent as one progresses up that spending curve. Again, this does not include ongoing maintenance discounts that may also be achieved depending on the investment level.
7.0 Useful Tools in Creating and Managing Strategies
The language for business decision making is founded on a set of financial and decision-modeling tools, the selection of which varies by enterprise. For financial tools, this selection is often dictated by the enterprise's financial organization. These tools are so central to IT activity, however, that IS managers should be aware of the options and limitations of each, and be in a position to influence the choice of tools appropriate for IT decision making. A warning however: There is no "silver bullet" tool to use; they all have drawbacks.
We will approach this by dividing these tools into two main groups — those that support decision making, and those that manage those decisions going forward.
7.1 Decision Tools
Before examining individual decision tools, it is important classify the type of decisions to which they will be applied. Application changes come from a broad spectrum of users covering a wide range of resource or cost commitments. Most IS organizations have a backlog of project requests that involve a seemingly endless number of parties. Unfulfilled project requests are often at the core of diminished IS credibility — they gradually disenchant and frustrate users whose requested projects never seem to get done.
The response for many organizations is to divide these requests into two groups and to fund them differently. One group comprises requests for large projects that drive a strategy, and the second comprises the numerous requests for small, incremental changes that users feel they need to improve their established processes and systems.
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One can use the same toolset for both, but this can become impractical for many of the small- improvement requests, because the time it takes to generate the justification numbers can begin to approach the time required to actually fulfill the request. Therefore, we will begin by discussing decision tools in general and later discuss those appropriate to small-project and large-project requests.
7.1.1 Traditional Financial Tools
Many of the decision tools used today have been in place for some time. Each has unique benefits and drawbacks, but all are limited by the same fundamental challenge: Trying to predict an uncertain future. The problem with these tools is that they were formulated in a world of relatively long decision horizons and limited uncertainty. In today's business world, many of these time horizons have shortened dramatically, while uncertainty has escalated.
Therefore, in some cases, decision making using this traditional toolset leads to suboptimal or incorrect decisions. It's no longer sufficient to simply generate a cash flow stream, apply a tool and output a solution. Some decision spaces actually have no solution, but instead need tools to evaluate consequences and shed light on underlying assumptions. Therefore, new tools are emerging that address situations that are highly dependent on time and uncertainty (see Section 7.1.2). For the traditional tools below, we will apply the four uncertainty levels defined earlier (see Section 4.3) to help define the appropriate tools to use for given levels of uncertainty.
At the core of all of these tools are estimates of future costs, returns and when they occur. It is important not to get carried away with precision, since this implies a level of accuracy that that cannot be obtained when making forecasts about the future. It is best to be conservative when using these tools and to ignore decimal points. (A more in-depth presentation of the issues underlying many of tools below can be found in the article by Ronald Shrieves and John Wachowicz listed in Appendix A.)
Payback Period: This calculation estimates how quickly the initial payout will be recovered. This is probably the simplest of all the tools because it examines only an initial cost to be recovered, and the returns are usually not discounted. The fixed time horizon ignores any additional future returns and doesn't handle costs along the way. There is an implied assumption that the shorter the payback, the lower the risk or uncertainty in getting there. For small projects, this is a simple way to "rack and stack" requests with short paybacks due to low execution expenses, with uncertainties that are usually closer to Level 1 than to Level 2.
Discounted Cash Flow (DCF): This tool based on the fundamental concept of examining cash flows that represent what is being paid out and what is coming in. It involves developing a single net present value (NPV) using a discount factor that progressively reduces the value of cash flows as they occur further out in the future. Added to the challenge of estimating these future cash flows is the need to select an appropriate discount factor. The ranking of projects is simply determined by their NPV — the higher the value, the better the investment.
This is a solid, proven method, but it relies on having a long period for the flows to occur and a fixed picture of the future. Increasingly, this isn't the real world faced in formulating business or IT strategies. Strategies are now made up of portfolios of projects — with shorter, linked time horizons — that shift depending on how the strategy unfolds. Therefore, taking a fixed, long-term view can lead to poor strategy execution by inappropriately superceding lower-value, shorter-term options. Because total value sets the standard, "bigger is better" is "baked in" from the start.
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This tool can be useful up to a Level 3 residual uncertainty, but its value diminishes considerably above Level 2 due to the inherent flaw that long-running cash flow streams do not always reflect the reality of a changing strategy.
Internal Rate of Return (IRR): This is based on the same cash flow picture provided by DCF, except no discount rate is applied. Instead, IRR examines the return rate that would exactly balance the outflow and inflow, yielding a zero NPV. When examining cash flow streams in this fashion, a higher-yield IRR is better, providing the basis by which projects can be ranked. To merit consideration, any project would need to be above some hurdle rate, the lowest being that which would cover the cost of capital.
In addition to posing some of the same cash flow drawbacks as DCF, IRR also poses the problem of failing to address the magnitude of the return. Small-value projects with high IRRs could swamp many high-value, lower-IRR ones that are more strategic. In addition, if there are no significant initial cash outflows, the resulting IRR can be misleading.
Return on investment (ROI): ROI is a generic term that has been defined and specialized in many forms (for example, return on assets, return on invested capital, return on capital employed and return on equity). The underlying formula, however, is basically the same — (gains – investment costs)/investment costs — with different factors plugged in depending on the area being measured. The result of the formula is a percentage, and higher percentages are ranked as better investments.
This is probably the most popular tool in use, but it has several drawbacks:
• As with IRR, there is no recognition of the magnitude or uncertainty of returns.
• It is sometimes difficult to accurately match returns to specific costs or vice versa, which may cause pertinent elements to be dropped from consideration, or bring some in that may not be appropriate.
• The cost and return estimates are optionally discounted for time; often, this is just too complicated, so large values that would be gained far into the future may skew the entire estimate.
• Questionable cost allocation, or inclusion of indirect costs, can undermine the credibility of this tool, because these factors can be manipulated to achieve a desirable ROI.
• If the projects being weighed cover different time periods, the ROI for individual projects could vary considerably. Changing the time period for a single project can alter the ROI dramatically, again posing the potential for manipulation.
Projects for comparison need similar underlying parameters, to ensure these comparisons are "apples to apples" ones. With shortened time frames, this tool can be useful for decisions with a residual uncertainty of up to Level 3, but it still doesn't account for making choices on how to address this uncertainty. The shorter the time frame under consideration, the lower the risk or uncertainty.
Economic Value Added (EVA): This method uses the DCF technique, but moves beyond the goals of the tools above by attempting to address what lies at the core of determining enterprise health. EVA is commonly used to value companies, and competes primarily with other valuation techniques such as free cash flow (see below). Here, we address its more narrow use as it applies to project selection decisions.
There is considerable math behind EVA, but the basic concept is that it attempts to measure the incremental value created by an investment. The basic equation is:
• EVA = (return on capital – cost of capital) x capital invested in the project
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"Return on capital" represents earnings before interest and taxes during a given time period. "Cost of capital" includes the rate at which the enterprise borrows money. Since operating expenses are a component of return on capital, this accounts for the capital or depreciable expense involved.
The solution can be transformed to an NPV for comparison purposes. This method gets closer to making better economic decisions tied to maximizing enterprise valuation, but it still suffers from the drawbacks discussed earlier for DCF-based tools.
Free Cash Flow (FCF): FCF is another technique that is commonly used to value enterprises and that can be applied to project valuation as well. The basic equation for the FCF associated with each project is:
• FCF = ((revenue – expense – depreciation) x (1 – tax rate)) + depreciation – (change in net long-term investment + change in working capital)
This formula introduces factors to offset the distortion introduced by taxes and depreciation, raising some challenges in calculating the appropriate values to use. Through some more complicated math this can be converted to an NPV, providing a means of comparison with the DCF method discussed above. Like EVA, this method also gets closer to making better economic decisions tied to enterprise value, but still suffers from all of the ills discussed earlier for DCF-based tools.
7.1.2 Newer Financial Tools
Total Value of Opportunity (TVO): This Gartner-developed model brings a number of factors together to derive the business value of IT investments, thereby providing a basis for IT decision making (see "The Total Value of Opportunity Approach," DF-17-0235). TVO is a metrics-based approach to measuring business performance based on three important factors: risk, time and the effectiveness of converting projected value into actual business benefit. It is important to note that these metrics must be rooted in the business, not in IT. The business and finance stakeholders determine investment criteria for all types of investments, and must bear much of the responsibility for exploiting the technology correctly to deliver the projected business benefit.
The key components of the TVO methodology are:
• Cost analysis: Cost must be examined on the basis of TCO principles to ensure that visible, hidden, one-time and recurring costs are all included.
• Benefit analysis: Benefits must be modeled against a holistic framework of business metrics, which represent all of the controllable activities of an enterprise. A sample set of these activities is discussed DF-17-0235, and divided into nine categories: market responsiveness, sales effectiveness, product development effectiveness, customer responsiveness, supplier effectiveness, operational efficiency, HR responsiveness, IT responsiveness, and finance and regulatory responsiveness.
• Future uncertainty: Many IT-enabled business initiatives, particularly those with infrastructure components, are not expected to deliver all their value to a single source, or to meet a single need within a precise time frame. A complete value analysis must enable some quantification of the value that a successful initiative would deliver to the business at a future time.
• Enterprise needs: IT initiatives need to be measured against enterprise needs in five areas: strategic alignment, risk, direct payback, architecture and business process impact. The more closely a project meets the needs of the areas deemed important by the enterprise, the more likely it is to be an appropriate investment for that organization.
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Each of these components is assigned a weighting relevant to the enterprise. The resulting product determines each project's value and therefore its priority in the portfolio of changes being contemplated.
Intangible Components: For traditional tools based on DCF techniques, the concept of adding the value of intangible components is receiving more attention. This has become an issue as the value of a company represented by its stock price and its value based on assets and liabilities diverges, sometimes to a dramatic extent. In 2000, the value of the former was over than six times that of the latter for the Standard & Poor's 500 — that is, the value of these companies as measured by their balance sheets represented only 10 percent to 15 percent of their market value.
The goal of adding intangible components is to recognize the long-term value that strategic efforts are contributing beyond the value measured by traditional financial metrics. This same approach can be applied to consider the intangible aspects of value contribution when comparing IT project options.
However, adding intangible components (sometimes referred to as "the soft stuff") can raise accusations — similar to those mentioned in the previous section — of manipulating figures to achieve a favorable outcome. To offset this and provide some rigor to the approach, it is useful to apply some concepts from the work of Baruch Lev (see http://pages.stern.nyu.edu/~blev/), who is trying to bring a level of consistency to these added valuations. At the foundation of his efforts is a division of these intangibles into four categories:
• Product innovation (such as research-and-development success)
• Brand
• Structural assets (such as better ways of doing business)
• Monopolies
Lev is attempting to establish a link between intangibles and the ultimate valuation of the enterprise. This is emerging research, which should be revisited on occasion to help determine when the time is right to begin adding intangible components to the IT project evaluation and decision process.
Real Option Valuation (ROV): ROV is a tool specifically suited to a Level 3 uncertainty situation. It can be used to sort through a range of discrete options with considerable uncertainty, a common environment in the execution of many strategies. Derived from the Black-Scholes option-pricing model, ROV is a complex tool that requires considerable sophistication to use. What follows is a basic overview. (For more in-depth information, see the articles on "real options" listed in Appendix A.)
The ROV method needs five variables to determine a value, of which the first two represent the positive and negative components of a DCF valuation. The variables are as follows (the words in parentheses are the comparable stock option terminology):
• The present value of a project's contribution to revenue (stock price).
• The present value of costs to provide the revenue stream (exercise price).
• The length of time the initiation of a project can be deferred (time to expire). This contributes two new pieces of value. First, the further an expense is pushed into the future, the more can be earned on the investment amount being deferred. This gets added to the project's value. Second, uncertainty drops over time, because the closer we get to a point in the future, the better costs and revenue can be estimated to determine whether a decision is a sound one. This is in contrast to the normal DCF
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method, which assumes fixed time frames with no changes. Consideration of this factor also adds to or subtracts from the project's value.
• Time value of money (risk-free rate of return). For project valuation purposes, this would represent the guaranteed rate an organization could get for an investment (measured using a short-term fund rate, for example).
• Uncertainty or risk (variance of returns on stock). The mathematical tool for dealing with uncertainty is the use of probabilities. Three basic steps are taken to set a value for this variable:
− Identify a set of possible values over given periods, and assign a probability to each.
− Reduce these sets to a single value representing the variance per period, using another mathematical tool called "variance."
− Arrive at the total uncertainty by multiplying variance per period by the number of periods.
This dynamic approach will provide a potentially different assessment compared to those using traditional tools. Calculating project values using ROV can be fairly complicated, but it illustrates how uncertainty and the effects of time are new factors to consider in weighing options. This builds on the common tool of DCF, and helps planners better consider real-world factors when faced with Level 3 residual uncertainties.
ROV is a rigorous, financially based methodology for managing the course of a changing strategy. Unlike traditional valuation techniques, where choices are fixed, stand-alone ones, ROV examines how possible future options may influence today's decisions. The new perspective this provides is the ability to estimate how projects will affect one another. These interrelated project options reflect the uncertainties facing the eventual unfolding of a strategy. If decisions along the way better account for these uncertainties, this can improve the chance of optimizing selections to maximize returns and minimize expenditures. However, due to its sophistication, ROV is only practical to use when the financial organization is willing to adopt it.
7.1.3 Nonfinancial Decision Tools
The final two decision support tools examined here are not principally financial in nature. They are designed to aid in the decision-making process by systematically applying a rigorous methodology to sort through the uncertainties facing any strategy. Although other nonfinancial decision tools (such as game theory and system dynamic modeling) are sometimes used to develop strategies, they are generally not as applicable to IT strategy building.
Scenarios: The Achilles' heel of every decision made based on what the future will be like is the set of assumptions one has to make to get there. Scenarios are a tool that can flesh out those assumptions and test their impact on decisions about the future. The method starts with key basic assumptions about what the future will look like, and then identifies future "milestones" to corroborate whether a particular scenario is actually unfolding. This tool is effective for Level 2 and Level 3 uncertainties.
Scenario building can be daunting, but a relatively simple approach is provided by Peter Schwartz in the "The Art of the Long View" (see Appendix A). It relies on selecting the two most influential components of a future, creating a matrix with these two components as opposing axes, and developing a world view scenario for each of the four quadrants in the matrix. This can be an effective approach, but it sometimes causes effort to be wasted on scenarios that are unlikely or that don't make much sense. The more difficult approach is to define the parameters of a scenario directly, but the problem to overcome is the propensity to see the future as an extension of the present.
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The scenario-building process provides two key benefits:
• A testing of assumptions. Because most people view the future as an extension of today, they tend to pick assumptions that reflect the present. This pitfall must be aggressively attacked by looking deeply into any assumption to understand its foundations. All assumptions are built on other assumptions. The decomposition of those layers can be very revealing and will often change thinking about how the future is likely to evolve.
• A tool to focus discussions: A scenario creates a possible "world" that everyone can consider and discuss. This discussion becomes a powerful vehicle for working through all the issues associated with that world — for example, what is wrong with it, what is good about it, how it would influence decisions, whether it is realistic, what would have to occur to make it real, and how it would it affect us.
By digging into assumptions and creating possible pictures of the future, this method provides a frame of reference to examine what decisions are appropriate under given scenarios. IT scenarios could be built to explore areas such as global strategies, virtual models, architectural evolution and governance.
Decision Analysis: This refers to a set of tools that help make strategic choices among multiple alternatives. It applies mostly to Level 2 uncertainties that have specific options, but it could also be used for Level 3 decisions by simply bounding ranges into representative groups.
Decision analysis can start with a simple decision tree, where various strategy options and their economic values (as represented by NPV) are laid out, with different assumptions represented by branches to alternate strategies. Each of these branches is assigned a probability to represent its uncertainty. The result is tree-like diagram that becomes the input to the final strategy selection process. The answer, however, doesn't just jump out of a decision tree, although additional tool elements can be applied to get closer to it. (These include "outcome dominance" and "minimax regret"; see Hugh Courtney's book in Appendix A for details.)
The different possible strategies from the decision tree could be explored further using the scenario tool discussed above. The more promising strategies deserve a careful review of their assumptions. Recall that the foundation for these strategic options has focused on the financial aspects, and may not have rigorously dealt with the assumptions underlying them. Scenarios can test parts of the decision tree much more thoroughly, looking into the assumptions behind why the branches are there.
The point of using tools like this is to formalize the evaluation process. Effectively building and managing strategies requires a repeatable process that responds consistently to the world it is evaluating. Without a tool, each strategic effort becomes an "original work of art" subject to all the vagaries that the participating individuals can contribute. Further, making necessary modifications to the strategy later on will become a similarly useless exercise in creativity if there are no consistent tools to provide a framework for doing so.
7.1.4 Tools to Analyze Small-Project Requests
Large projects tend to focus on one group to the exclusion of others, leaving the latter with no opportunity to get their requests for smaller, simpler projects addressed. To rectify this, it is important to give some control to the individual BUs so they can prioritize what is important to them among their large and small projects, and to provide an opportunity to get a limited set of small-project changes acted on. At the BU level, however, many political factors will directly affect any decision process put in place. This leads to a fundamental decision about how to establish a project selection process: either leave it to a scheme that lets the politics of the BU drive the prioritization process, or adopt a basic financial tool to guide the process.
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The limiting factor on project requests for the BU and IS is the budget, and each BU can only request work within the budget constraints. Going overbudget is a factor that must be defined for management so it can make adjustments in each budget cycle. With this financial constraint in place, the IS group simply lets each BU set the pace and direction of change.
With this established, the use of financial tools in small-project prioritization becomes relatively straightforward. Applying advanced decision tools, like scenario building and decision analysis, would be overkill for these projects. A basic financial tool like IRR, ROI or DCF is all that is needed. For some small- project decisions, payback period works just fine. The key requirement is to establish consistency in the tools and process used to get all the players used to the process, so that all discussion goes into the values feeding the tool rather than the tool or process itself.
7.1.5 Tools to Analyze Large-Project Requests
If properly identified, this group will comprise all the strategic projects. The choice of tools will depend to some extent on how much of a real business strategy exists for the enterprise. If the IS organization has been forced to largely derive this strategy, going beyond the basic financial tools becomes a personal choice for IS. For example, the IS organization is in no position to persuade the financial group that FCF or ROV is the right way to go. However, exercising these tools within IS may prove worthwhile in clarifying its own strategy.
If the business has an aggressively defined strategy, with IT leading the way in transforming the underlying business processes, some of the newer and more advanced tools are worth trying. These tools all deal with uncertainty in a more effective way than the basic financial tools can.
Among the newer financial tools, the choice of EVA, FCF or ROV is a decision largely dictated by the culture and preferences of the financial organization. However, as discussed above, the potential flaws inherent in these tools — and in the DCF method on which they are based — should be kept in mind by IS to ensure that the resulting decisions are appropriate and consistent.
The use of nonfinancial decision tools, such as scenarios and decision analysis, is most effective when driven by a clear business strategy. These tools will be used to test the impact of IT decisions on the business strategy, so the better-defined the business strategy is to begin with, the more clearly these tools will help analyze the IT strategy options that follow.
7.1.6 Portfolio Management — A Tool To Organize the Tools
To this point, we have discussed a variety of financial and nonfinancial tools for evaluating decision options. For an increasing number of enterprises, these stand-alone tools are being incorporated into a portfolio management approach that brings a working set of them together. At the core of this method are alternative approaches (see "Gartner Portfolio Management Tool for IT Investment," TU-14-0675), but two steps are usually required. The first is to identify a set of focus areas that will define the various ways a project will be evaluated. The second is to establish a set of measurement criteria for each of these areas. For example:
• Business value — financial return; customer satisfaction; time to market
• Alignment with strategies — business strategy; IT strategy
• Risk — unexpected future outcomes; implementation complexity
• Other — time to implement; cash flow demand; dependency on other strategic projects
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The process is to determine a value for each measurement metric. When a specific monetary value is unavailable, typically a number between 1 and 10, or between 0.1 to 1.0, is assigned. The product across all the focus areas of a project yields a single value, which is used to rank all the projects under consideration. This approach is also being extended to evaluate whether projects already under way should continue or be terminated. Portfolio management enables the IS organization to stay focused on what is best for the enterprise, rather than wasting valuable IT resource investments.
7.2 Management Tools
To this point we have primarily addressed what is necessary for strategy creation. However, the strategy process does not end there; it is important to adopt a process that will formalize the management of the strategy after it has been developed.
In examining tools that help formalize the strategy management process, this section will focus on three key areas:
• Funding IT
• Developing budgets with associated chargeback considerations
• Using balanced scorecards to boost the effectiveness and efficiency of business process operations
7.2.1 Funding IT
For most organizations, funding equates to budgeting. Some more-advanced companies, however, are engaged in a transformation to an integrated business process model involving virtual components and globalization. For these enterprises, the funding issue is addressed quite differently. These transitions will dramatically change IT infrastructure and incur high capital costs.
Therein lies the problem with traditional budget approaches and the financial tools already discussed. Traditionally, the first projects through that require significant IT change also bear the burden of justifying paying for the infrastructure. All too often, this can overwhelm the business case and make such projects inaccurately appear to be only marginally worthwhile, or not worth doing at all.
The better approach is to take all capital spending on IT infrastructure required by the business strategy out of the project justification and place it at the enterprise level. The argument for doing so is that the business has adopted a strategy that requires the infrastructure change, so the decision has already been made — it shouldn't be justified again at the project level. What is needed is the assurance that these technology decisions are the right ones, but that isn't a project justification or funding issue; instead, it should be addressed at the architecture level. The capital costs work their way through the architecture component of the IT strategy. Any unexpected cost bumps need to be resolved, but this is addressed at a business strategy level, where these costs won't compete with those of individual projects.
By taking the IT capital expenditures out of the decision cycle for determining the sequence of projects to implement, this moves project justification squarely onto a business case — what projects best meet the strategy needs, and in what order. This becomes especially useful when applying some of the more esoteric strategy tools, which consider uncertainties and project interdependencies. Project justifications become business case issues, rather than technology cost hurdles.
7.2.2 Budget and Chargeback
Traditionally, the budget cycle is where project priorities are set for the following fiscal year. Because it usually begins at least four months before year-end, the process involves attempts to forecast events up
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to 16 months into the future, which poses a problem for short-horizon projects. Gartner has presented alternatives to better manage this process, principally by adopting a portfolio management perspective (see "The Gartner Portfolio Management Tool for IT Investment," TU-14-0675).
The strategy framework presented in this report also provides a means of addressing this issue. With two strategies and two IT organizational components, there are two budgets. If the operational budget is based on the service structure presented, the budget will be aligned with the business strategy and the chargebacks will be understood and managed in each BU's budget. The projects associated with keeping the IT infrastructure current are built into service pricing; they don't surface as individual competing events that the business must contend with. The business is then charged with setting its own service levels for operation, and determining the extent of change it wants to pay for over the budget period, all within the context of the strategy.
Although the Gartner portfolio model addresses a number of categories, these can be grouped into two main ones: strategic and maintenance. When IT strategies are driven by coherent business strategies, almost all projects should be strategic by definition. The less the business is focused on a strategy and the more IS must extract one, the more the strategic component will shrink and maintenance will grow.
Another way of viewing this from a budget perspective is to start with the total revenue the enterprise is projecting to satisfy investor expectations. Out of this amount, the enterprise typically has a feel for how much it is willing to spend on IT. Subtracting the IT operating budget from the total IT budget leaves the amount assigned to IT investments. By subtracting from this investment amount what is needed for infrastructure transformation, the remaining amount represents the investment that can be dedicated to business process change. This IT investment in change is then apportioned between strategic and maintenance projects.
This approach, which is iterative in nature, strips out all costs associated with infrastructure and operations to highlight the amount dedicated to strategic IT investments. From there, it is left to the business to determine whether the amount it has devoted to nonstrategic investments is justified in light of what it could otherwise strategically invest in process change.
7.2.3 Balanced Scorecards
Financial management of a strategy serves to ensure that decisions are appropriate and information is captured and passed on correctly. But beyond this, the most-successful organizations take steps to ensure these strategies are seen, understood and actively participated in by everyone. An effective tool to help accomplish this is the balanced scorecard, a rigorous methodology described in detail in Robert Kaplan's and David Norton's book, "The Strategy-Focused Organization" (see Appendix A).
Strategies focus everyone's attention on what to do, but by themselves, they don't offer guidance as to how effective these efforts are, or whether events are really unfolding as the strategy intended. The concept behind the balanced-scorecard approach is to provide a framework to bridge the more general nature of a strategy to its implementation and ongoing operation.
Kaplan and Norton organize the balanced-scorecard framework along five principles:
• Translate the strategy into operational terms. This is the bridging part. All change translates into an effect on the business processes that define operations. For IT, these are the projects that are juggled using decision tools to determine their priority.
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• Align the organization to the strategy. This sets up accountability and engages the functional units. The simplification of organizing IS into operational and application change groups is one high-level example, as it positions these groups to best serve the business strategy.
• Make strategy everyone's everyday job. Everyone must understand not only what the strategies are, but also how he or she fits in executing them. Otherwise, the strategy will fail in the long run. For example, the strategy should be translated into every employee's annual objectives, so they are focused on what is important to the enterprise.
• Make strategy a continual process. It isn't a one-time event. The strategy must be adapted as more information is gathered and circumstances change. The scorecard becomes the link between the strategy and the real world; it "sees" and measures what is really happening and is actually possible.
• Mobilize change through executive leadership. No discussion of strategy can let senior management off the hook. Nothing happens without leadership.
8.0 People: The Right Ones in the Right Jobs
The approach presented in this report poses several organizational implications. With the application change group closely aligned with business operations, it suggests a potential evolutionary path for the group's migration into a business operations group reporting to the COO. With the IT operations group now on its own, the value it delivers to the enterprise is more easily seen, and it can evolve into a strong proponent for balancing internal resources and ESPs.
For both groups, a critical component to creating and sustaining strategic focus lies in focusing on the people involved. No strategy discussion is complete without consideration of people since, historically, a key factor in successful business strategies has been ensuring that the right people were in the right jobs at the right time. For many IS organizations, the subject of people issues equates to a focus on managing the skills inventory — a subject that Gartner has covered extensively in other research. For three recent examples, see "Workforce Related Risk: How To Identify It" (SPA-16-2912), "Workforce Related Risk: How To Manage It" (SPA-16-2051), and "IT Skills and Competencies On the Rise Through 2003" (COM- 15-6441).
In this report, however, we focus our attention not on specific IT skills, but on an additional, less discussed dimension of people — talent. Our distinction between skills and talent is based on a concept advanced by Marcus Buckingham and Curt Coffman in "First Break All the Rules" (see Appendix A). This concept posits that people are constructed with basic abilities that drive how they instinctively act, react and see things not obvious to others. Talent cannot be taught and it can't be overridden; it constitutes our "internal wiring." Although skills are necessary, they are not sufficient to become truly outstanding in an area of expertise. Reaching the highest capacity levels requires talent.
Certain roles in IT require specific talents. For example, working effectively with senior management in strategy formulation requires a talent for engaging with those managers and gaining their trust, which is not a skill that can be learned. Similar distinctions apply to most key roles within the IS organization.
Defining the IS organization in two groups, each with its own unique strategies, helps define the roles — and therefore, the talents and skills — needed for each group to execute those strategies. The following sections examine both groups and the subtle differences in the talents they require. The talent selections were drawn from the set generated by Buckingham and Coffman.
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8.1 Necessary Talents for the Application Change Strategy
• Vision — This is an overused word, but the talent it describes is nevertheless critical. Unless there are people who can see and articulate an achievable objective, there can be no strategy — all roads lead anywhere. People who possess a true talent for vision can see how to reach this objective without knowing the details — they instinctively know the key milestones and how they connect. These are people that have a track record of seeing what is wrong, envisioning how things should be and describing how to get there.
• Strategic thinking — This talent feeds the bounding part of strategies. It is the ability to see limitations, and the optimal paths to an objective within those bounds. People with a talent for strategic thinking can intuitively comprehend the capabilities of an organization and its ability to achieve. The challenge for strategic thinkers is to keep the bounding part under control, so that the limitations aren't expressed in a manner that implies weakness or an unwillingness to go far enough.
• Conceptualization — Creating a picture of the strategy requires a framework in which to posit discussion. One knows this talent is present when those who possess it describe a concept and people respond with the phrase: "I see it now."
• Business thinking — For IS people to be respected for their contribution to a business strategy, they must be seen as businesspeople. Those with a talent for business thinking can see, communicate and contribute to the market strategies that are the goals of each BU and the enterprise. Those with this talent are recognized by businesspeople as being capable of working in their environment.
• Interpersonal — Strategy is very personal; it involves creativity, which has a strong emotional base. IS people are almost always in a supporting role to the business, with their strategies evolving from the business case. Even in this supportive role, they need to influence the business strategies, which is what the first three talents are about. However, in the personality-charged environment of strategy building, the talent for managing interpersonal relationships becomes essential for success.
• Multirelator — This is another dimension of relating to people that leads to a network of relationships. Having an extensive set of contacts allows people to tap knowledge and experience beyond their own from credible sources. For IS people, this talent adds to the perception of credibility from senior management. It not only provides added support recommendations, but also conveys that people are being honest in recognizing their limits and going that extra step to back up what they say.
8.2 Necessary Talents for the IT Operations Strategy
• Service — Although the concept of a service organization is easy to understand, the actual identification and grouping of services is proving complex for most who use this model. It takes a special talent to see the half-dozen or so services and envision how they should be packaged and managed. Those with a talent for service can see through they eyes of the customer to envision how to make things work better from the customer's perspective. They have the ability to view service as the most important factor in managing any business process.
• Competence — To have the best services is to excel at competence, rather than settle for second best. People with this talent are not satisfied with the status quo, but are constantly searching for ways to make things better.
• Focus — Delivering service requires a sharp focus on what is important, without being distracted by extraneous factors. People with this talent seem to know how to set bounds in which services can be delivered at the price points that customers are willing to pay.
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• Discipline — While focus is important, discipline is needed maintain this focus and not be led astray. Many options will present themselves as a strategy unfolds. It takes people with a talent for discipline to prevent the organization from casting about making changes to plans when such changes cannot be strategically justified.
• Performance orientation — In a service organization, performance is the measure of success, and excuses for the organization's failure to perform are unacceptable. Those with this talent believe this at their core, and will daily prod the organization to ensure that the strategy is really working.
• Teaming — Teamwork is needed to provide service; it isn't an individual art. IT operations are an especially difficult area in which to sustain team morale due to the pressures of facing a seemingly endless stream of customers with problems. The potential mix of internal and external people providing the services further complicates the functions the team performs, and the way it performs them. The teaming talent is seen in people with a good track record of developing teams and sustaining team spirit over time, which in turn is recognized by the customer.
9.0 Putting It All Together: Nine Steps to Creating IT Strategies
The building blocks for IT strategy creation have been fully discussed above. In this section, we present a process that utilizes these building blocks to assemble the enterprise's IT strategies. The first eight steps address the creation process itself, while the final step involves how to manage them going forward.
9.1 Step 1: Understand the Business Strategy
If a well-articulated business strategy is available, that is the obvious starting point. If one isn't available, this opens up the traditional option of interviewing key senior executives and eliciting one from these discussions. The problem with this approach, however, is that the result is often a wish list of projects, mostly made up of things executives would like to see improved in their current systems. It is difficult to get executives to think strategically — defining what the enterprise should look like in the future — if they don't already have that built into their management processes. In these cases, a strategic future looks a lot like an extension of today. While such a future can be the basis of a workable strategy, it is one that will leave the company unprepared to shift its approach to the market when it runs up against a changing future.
With these issues in mind, this report has presented an alternative approach that seeks a deeper, more fundamental understanding of enterprise activity to lay the foundation for a more future-oriented IT strategy. The mapping shown in Figure 4 and discussed in Section 3 is designed to elicit this deeper understanding. In this step, one is attempting to understand how the business views its future — how it expects to survive and grow. The options are almost limitless, but they all come down to some basic decisions regarding implementing an IT infrastructure. Within IT, a limited set of basic elements go into executing a strategy: computing power, software, data storage, communications, user interfaces and people. While a certain degree of variety exists within each element, each fits in a prescribed manner.
The object of this step is to understand the direction the business is moving and to understand how to build an architecture that can remain agile as the business strategy flexes and changes. The top two layers of Gartner's Enterprise Architecture Model (see Figure 9 in Section 6.0) depict this key area of understanding. These top layers elicit the business model and business process styles the enterprise favors. Their definition is critical to the creation of an agile set of technology layers below, which are developed in direct response to the definition provided by the top layers. To have an effective enterprise architecture, all four layers must be in sync, and thoughtful strategy development makes this happen.
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9.2 Step 2: Establish a Governance Process and Financial Toolset
From this point on decisions will need to be made, so a mechanism for handling these decisions must be established. The current process is the natural starting point. The question to examine is whether this process is adequate for executing the strategies being created. The business model itself basically defines the governance choices (as depicted in Figure 5 and discussed in Section 3.1.2). For a deeper examination of the issue, see "Using Governance to Stabilize Organizational Change" (COM-14-0414).
The measure of whether your governance structure will work is to examine whether the decision makers in the chain of governance have the correct span of control. For example, if the strategy requires BU cooperation, is there a decision maker in place who can make that happen — and can do so now, without a lot of meetings? Even this gets tempered by how far-reaching the strategy is, and therefore how much change the enterprise faces. If the strategy is an extension of today, the current governance process will probably need little or no change. However, if the enterprise is embarking on a significant restructuring, this is new territory and governance will likely need to be redefined.
Decision-making tools can always be upgraded, regardless of the strategy. While most organizations still depend on the basic financial tools discussed in Section 7.1.1, decision making has become much more complicated. In addition, in many organizations, one large BU or may be perceived (rightly or wrongly) to be hogging a disproportionate share of the resources, and many other players may feel that the decision- making process in an unjust one. Revisiting the decision tools with the objective of making them as fair as possible is a win-win for everyone, especially as the degree of strategy aggressiveness rises.
9.3 Step 3: Define What the Enterprise Architecture Must Look Like
This is a key point where the input from Step 1 is applied. Again, it is the top two layers of the Enterprise Architecture Model that put general bounds on the underlying infrastructure. The detail in the bottom two technology layers are more tactical and don't need to be addressed in the strategy development stage (other than to ensure there are options available for the choices made in these two layers). Gartner's Enterprise Architecture Model is evolving, so clients are advised to periodically search gartner.com for the latest available research on this topic.
This step is designed to paint a general picture of the IT infrastructure required to execute the business strategy, and therefore is a key foundation piece for the IT strategies being created.
9.4 Step 4: Understand the Boundaries Implied by the Current Infrastructure
While Step 3 painted the future, this step addresses the present — and resolving the difference between the two is a key challenge facing IT strategists. As stated earlier, strategies bound the multitude of options available into a workable few. This is an important step to understand and manage, since the business can usually move much faster than IS can. For example, the enterprise can often build plants, close offices and open new ones faster than IS can implement a new ERP II system. This difference can lead to friction between IT implementers and business users, and careful communication on both sides is needed to keep expectations manageable.
This examination of "where we are" and "where we want to go" will directly impact Step 5 and Step 6. The impact will be felt at the tactical level as projects are selected and executed, forming a linked chain connecting the past with the future. The objective of this step is to set realistic constraints on strategy development in those implementations. Implicit in any strategy discussion is an underlying, often unstated, sense of timing. Once a strategy is developed, there is a natural tendency to want it finished
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tomorrow. This step gives both business and IS partners an initial awareness of the possible complexity necessary for achieving the strategic objective. Steps 5 and 6 will complete that picture.
9.5 Step 5: Define the Application Change Strategy
The level of anticipated change in business processes — whether explicitly stated in the enterprise's strategy or implied by its fundamental operation — drives this step. This level was set up in Step 1, refined in Step 3 and bounded in Step 4. It is important at this point to guard against digging down into defining projects and beginning a selection process — these are tactical areas that are appropriate to address only after the strategy is created. The object of this step is to see the outer bounds of how the business can evolve its current set of business processes into those envisioned by the strategy. Section 4 examined these issues in some depth.
Whether the strategy is derived at the BU or enterprise level, it still is determined by the business processes themselves. Advanced organizations that have defined themselves as an organized set of business processes have reduced the number of these to six or so. The starting point is to define this set for your organization, and to develop a transition outline for getting from the present to the desired state. This entails identifying the major moves necessary, and getting a sense of the complexity, time and costs involved in executing them. Going into too any details is not worthwhile since, for most strategies, they will change anyway. Everyone involved must perceive and internalize a "big picture" of what is involved. Details inevitably inhibit this, and can therefore defeat the strategy process itself.
In general, the right level of detail to provide the "big picture" needed will be reached when a transition plan has been developed for each of the major business processes — a plan that has two or three distinct phases, and appropriate links between them as they evolve. There will be a sense of agreed cost, effort and time from both business and IT personnel. Step 9 will reinforce this by addressing unfolding realities and inevitable changes.
9.6 Step 6: Define the IT Operations Strategy
With the business and application change strategies now defined, an IS operations strategy can be developed based on the organization's established approach. However, Gartner believes that to be truly competitive in the future — and to ensure the long-term viability of an internal IT infrastructure operations group — a transition to a service model like ISCo will be the best approach. Although this approach is a new one, strategies are about seeing into the future, and we believe that ISCo provides the picture that most organizations will eventually see. Section 5 discussed the ISCo model; however, because this is an evolving area of analysis, Gartner's research on the subject should be revisited and monitored for the most recent and relevant advice.
Although we discuss application change and IT operations strategies here in the context of two steps, they are intrinsically intertwined and feed one another. It is important to note that this process of interaction will be happening simultaneously within both of these strategies.
9.7 Step 7: Define the People Strategy
The previous steps have all implied a level of skill and talent required for executing the resulting strategies. The objective of this step is to lay out a strategy for how the various people resources will be managed — whether these resources come from the enterprise or external organizations. Much has been written in this area, only some of which was touched on in Section 8. More information can be obtained by consulting Gartner's considerable research in the area of IT workforce performance (see www.gartner.com/IT-Management).
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The area of external sourcing is a rapidly changing topic, and many enterprises are more aggressively exploring the outsourcing of various operational pieces, both in IT and in the business. The management of the resulting organization structure — a mix of internal and external people, along with the external organizations themselves — is more complex, and therefore more challenging. Gartner's latest research on strategic sourcing is on its Web site (see www.gartner.com/pages/section.php.id.2025.s.8.jsp).
9.8 Step 8: Document the IT Strategy in Written Form
Most written IT strategies Gartner has seen dedicate themselves to presenting a list of projects and a timeline for executing them. However, such statements address only the tactical part of executing a strategy. Many have only a one-year time horizon and don't address the uncertainty factors surrounding strategy evolution. This approach is not a strategy as we have defined one — that is, it doesn't take a vision or objective and bound the options for attaining it. The correct approach is to keep strategies and project management separate. The latter area is where portfolio management comes into play.
With this point in mind — along with the six building blocks presented in this report, and the seven steps discussed above — the list below presents a high-level template for organizing a written IT strategy.
• Executive Overview: This section explains the purpose of the IT strategy and how it is designed to support the business strategy. Each of the five key IT elements should be briefly presented in terms of the business strategy — either as developed by the enterprise or inferred by the IS organization. Follow this with summary descriptions of the application change and IT operations strategies. This section concludes with a summary explanation of how the strategy will be executed.
• The Five IT Strategy Elements: For each element, explain how the business strategy has bounded the choices and established the cost basis going forward. This section is where IS talks to the business in business terms, making it clear how the business's strategic choices, either direct or implied, affect the resulting IT strategy.
• Application Change Strategy: Present the choices made for each of the five elements.
• IT Operations Strategy: Present the choices made for each of the five elements.
• IT Architecture: Present the required elements for an architecture that can effectively and efficiently support the business strategy. Stay focused on the top two layers of Gartner's Enterprise Architecture Model. These are the layers that can be discussed with the business in business terms; the lower, technical layers are driven by the decisions made for the top two. Lay out the cost impact of executing the architecture well or poorly.
• Tools to Manage and Measure the Strategy: Describe the governance process that will control decision making as the strategy unfolds, defining the tools to be used for selecting what projects will be executed and the priority of their implementation. Define how the IT and business strategies will continue to serve each other going forward.
9.9 Step 9: Use a Management Framework to Keep Your Strategies Alive
As stated earlier, strategies cannot be one-time events. Historically, the failure of past strategy efforts has been attributable to their long-term view — i.e., expectations that the future is a more or less fixed thing. The 1990s proved this wrong, and an unfortunate casualty was the idea of developing and keeping a strategy alive. However, with CEOs reporting that a business strategy is third in importance to enterprise success (after earnings and cash flow; see Section 1.2), this issue must be re-examined more
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pragmatically. The first time through, the eight steps above can be viewed as a major, one-time event, but it's ninth step that makes it all worthwhile.
Figure 12 (adapted from Kaplan and Norton) is a simplified picture that shows where all the tools discussed fit within the context of the strategy development and management process. This process is a continual and iterative one, in which components are linked and feed one another.
Develop Strategy
Manage Strategy
Budget
Operations
• Architecture • Tools • People
• Update
• Balanced Scorecard
• Financial Tools
• Services
• Chargeback
Operation/Change
Source: Gartner Research, Kaplan and Norton
Figure 12. Integrated Strategy Management Model
The left-hand side shows the process flow, and relevant tools used, from strategy creation through operations. At the top is the creation of the IT operations and application change strategies using the tools and concepts discussed earlier in this report. Below that, a tool such as the balanced scorecard is used to manage the ongoing process of ensuring that the strategy runs true. Next, the budget reduces the planning horizon to 12 months using financial tools to make the appropriate decisions. Finally, the services established for both the IT strategies form the basis for operations.
Working from the bottom up on the right hand side, the chargeback incurred during operations feeds both the budget and the process management tool. Feedback from both of these provides input into making the appropriate updates to the strategies at the top, and the cycle repeats from there.
10.0 Summary and Recommendations
Most enterprises claim to have an effective strategy in place, but don't really possess one. This is probably the single largest problem facing IS organizations in their quest to manage enterprise IT expectations. Nevertheless, regardless of whether business has an effective strategy — one that states a clear vision and objectives, and bounds the options for attaining them — the IS organization must identify one to guide its application change and operational support efforts.
By following the model provided in this Strategic Analysis Report, IS organizations can develop an IT strategy that serves enterprise's actual or implied business strategy — that simultaneously provides effective, efficient IT operations, while developing new applications to power the business processes needed to ensure enterprise competitiveness and growth.
To help IS organizations accomplish that goal, Gartner offers the following high-level recommendations, each of which is keyed to the analysis offered previous sections of this Strategic Analysis Report:
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• Focus IT strategy development, and the IS organizational structure, on two main functions — application change and IT operations — each of which has a unique mission in serving the enterprise (see Section 2). By developing separate but linked strategies for these functions, each can more readily be structured to fit the business strategies that drive them.
• Assess the nature of the seven key elements of the enterprise business strategy that contribute to IT development (see Section 3). If the enterprise's strategy is poorly defined or nonexistent, use these elements to infer a business strategy for IT strategy development purposes.
• Using the model in Figure 4 as a guide (see Section 3.1), define the nature of the IT strategy by mapping the seven business strategy elements to the five foundation elements of IT strategy definition — infrastructure, service, application change, integration and sourcing:
− The application, integration and sourcing elements will serve as the foundation for developing the application change strategy (see Section 4).
− The infrastructure, service and sourcing elements will serve as the foundation for the developing IT operations strategy (see Section 5).
• As part of the IT strategy development effort, define the IT architecture needed to effectively and efficiently support the business strategy. Ensure that enterprise and BU management understands the negative impact — in both cost and complexity — that the enterprise will suffer if it fails to invest in implementing the required architecture (see Section 6).
• Define the financial and management tools (see Section 7) that will be used to govern decision making as the strategy unfolds — including the selection of which projects will be executed and the priority of their implementation.
• Ensure the IT strategy and IS organizational structure focus on a critical element of successful strategy execution: having the right people in the right jobs. This goes beyond managing the IT skills portfolio, to include identifying the unique talents needed to create and sustain strategic focus for both the application change and IT operations groups (see Section 8).
• Use the nine-step process described in Section 9 to guide the IT strategy development and documentation process. If developed effectively, the resulting IT strategy document will:
− Clearly state objectives and bound the options for attaining them.
− Define how the IS organization will focus and direct its activities to support the business strategy, while allowing business management and BUs to prioritize and justify the IT projects that best fulfill their strategic requirements.
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Appendix A: Recommended Reading
• Robert Bradford and J. Peter Duncan, Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast (Chandler House Press, 1999)
• Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World's Greatest Managers Do Differently (Simon & Schuster, 1999)
• James Collins, Good To Great: Why Some Companies Make the Leap ... and Others Don't (HarperCollins, 2001)
• James Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies (HarperCollins, 1994)
• Hugh Courtney, 20/20 Foresight: Crafting Strategy in an Uncertain World (Harvard Business School Press, 2001)
• Dr. Bob Frost, Crafting Strategy: Planning How You Will Prevail Over Competitors and Obstacles (Measurement International, 2000)
• Robert Kaplan and David Norton, The Balanced Scorecard: Translating Strategy into Action (Harvard Business School Press, 1996) and The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (Harvard Business School Press, 2000)
• Timothy Luehrman, "Investment Opportunities as Real Options" (Harvard Business Review, July- August 1998) and "Strategy as a Portfolio of Real Options" (Harvard Business Review, September- October 1998)
• Michael Porter, Cases in Competitive Strategy (Free Press, 1983) and Competitive Strategy: Techniques for Analyzing Industries and Competitors (Free Press, 1998)
• Peter Schwartz, The Art of the Long View: Paths to Strategic Insight for Yourself and Your Company (Doubleday, 1996)
• Ronald Shrieves and John Wachowicz, Jr., "Free Cash Flow (FCF), Economic Value Added (EVA), and Net Present Value (NPV): A Reconciliation of Variations of Discounted-Cash-Flow (DCF) Valuation" (The Engineering Economist, v. 46, No. 1, 2001)
Appendix B:
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Acronym List
BU business unit
CEO chief executive officer
CFO chief financial officer
COO chief operating officer
DCF discounted cash flow
ERP enterprise resource planning
ESP external service provider
EVA economic value added
FCF free cash flow
HR human resources
IRR internal rate of return
IS information systems
ISCo IS Service Company
IT information technology
NPV net present value
PC personal computer
ROI return on investment
ROV real option valuation
SLA service-level agreement
TCO total cost of ownership
TVO Total value of opportunity
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Research_Papers/119042.pdf
Gartner Entire contents © 2003 Gartner, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.
R-21-4074 R. Mack
Strategic Analysis Report 17 December 2003
Real IT Strategies: Steps 1 to 4 — Laying a Foundation
The first four steps of Gartner's nine-step IT strategy creation process lay the foundation for creating a truly effective IT strategy — one that will serve the needs of the enterprise's business strategy, even where such a strategy has not been clearly defined by business leaders.
Management Summary
"Strategy" is among the most abused and misunderstood terms — both internally, by those working for the business, and externally, by investors or business observers. For the purposes of this report, the following simple, clear definition of "strategy" will be used:
• A strategy takes a vision or objective and bounds the options for attaining it.
Without a strategy, all roads may lead to the future; with a strategy, a selected set of roads is open for travel.
The value of a clear strategy is that all middle and first-line management, as well as employees, can see where they are expected to go, focus on options that are available and know when they have arrived at the destination. Without a clear strategy, enterprises appear to lack focus, employees see inconsistency in actions taken; and it seems that every year or so something new is being tried.
Gartner's examination of a random sampling of 100 of the Fortune 1,000 companies' recent annual reports yielded some interesting insight into the misunderstanding or misuse of the word "strategy." Thirty percent of this sample contained no strategy statements at all; among the rest, the most commonly expressed strategies were to improve products (31 percent), grow through acquisition (24 percent), focus on the customer (22 percent) and reduce costs (15 percent). None of them met the criteria of the strategy definition presented above.
So, given that most IS organizations are operating without a well-defined enterprise strategy to guide them, what can these organizations do?
The beginnings of the answer to this question were presented in the Strategic Analysis Report, "Six Building Blocks for Creating Real IT Strategies," (R-17-3607), which examined the components necessary for the creation and ongoing management of an IT strategic plan. This report is the first of a series of new reports that will expand on that analysis, by providing in-depth guidance on nine key steps for creating IT strategy, which were briefly introduced in the "Building Blocks" report cited above. The nine steps are:
• Understand the business strategy.
• Establish the governance structure, financial toolkit and management decision processes.
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• Understand what the enterprise architecture must look like.
• Understand the starting point and boundaries set by the current infrastructure.
• Define the application change strategy.
• Define the IT operations strategy.
• Define the sourcing/people strategy.
• Document the strategy.
• Manage the strategy's execution and evolution.
This Strategic Analysis Report — the first in the series of three — addresses the first four steps above, which are designed to lay the foundation for creating the application change, IT operations and sourcing strategies:
• Step 1 determines how the business strategy will shape IT strategies, showing the way for what application change is necessary.
• Step 2 sets up the physical governance structure — identifying the key strategic players who will forge the strategies, the tools they will use and the processes that will govern their strategic investment decisions.
• Step 3 begins the discussion of what kind of IT architecture will eventually be needed, further refining the extent of change needed to support application change.
• Step 4 creates the first version of a graphical picture of the strategies — the "strategy summary sheet" — which will become the centerpiece for capturing the essence of the IT strategies developed.
In-depth guidance on Steps 5 through 8 is provided in the companion report, "Real IT Strategies: Steps 5 to 8 — Creating the Strategy" (R-21-4950). The final step, managing the strategy's execution and evolution, will be examined in a future Strategic Analysis Report entitled “Real IT Strategies: Step 9 — Managing the Strategy."
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CONTENTS
1.0 Introduction................................................................................................................................7
2.0 Step 1: Understand the Business Strategy ..............................................................................8
2.1 Option 1: Map the Impact of Business Actions on Elements of the IT Strategy....................8
2.1.1 The Fundamentals Involved......................................................................................................9
2.1.2 Geographic...............................................................................................................................10
2.1.3 Governance ..............................................................................................................................13
2.1.4 The Future ................................................................................................................................17
2.1.5 The Legacy IT Application Portfolio .......................................................................................19
2.1.6 The Virtual Business Model ....................................................................................................21
2.1.7 Customer Interaction...............................................................................................................23
2.1.8 Funding ....................................................................................................................................25
2.1.9 Process for Executing Option 1..............................................................................................27
2.1.9.1 Set the Stage ............................................................................................................................28
2.1.9.2 Plan 28
2.1.9.3 Gather Information...................................................................................................................29
2.1.9.4 Validate.....................................................................................................................................30
2.2 Option 2: Extracting a Business Strategy Where None Exists .............................................30
2.2.1 Process Variations for Executing Option 2............................................................................30
2.2.1.1 Set the Stage ............................................................................................................................30
2.2.1.2 Plan 31
2.2.1.3 Gather Information...................................................................................................................32
2.2.1.4 Validate.....................................................................................................................................32
2.3 Option 3: A Business Strategy Exists ....................................................................................32
2.3.1 Process Variations for Executing Option 3............................................................................33
3.0 Step 2: Establish a Financial Management Framework ........................................................33
3.1 Designing the Decision-Making or Governance Structure....................................................34
3.1.1 The Physical Structure ............................................................................................................35
3.1.1.1 Decision Groups ......................................................................................................................36
3.1.1.2 Support Groups .......................................................................................................................36
3.1.2 Building the Enterprise Governance Structure......................................................................37
3.1.3 Filling in the Governance Detail..............................................................................................38
3.1.4 IT Governance Effectiveness Self-Assessment.....................................................................39
3.2 Key Components of the Enterprise Financial Management Toolkit .....................................40
3.2.1 Chart of Accounts....................................................................................................................40
3.2.1.1 The Traditional Approach........................................................................................................40
3.2.1.2 A New Approach for New Realities.........................................................................................41
3.2.2 Cost/Price Methods .................................................................................................................42
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3.2.2.1 The Traditional Approach........................................................................................................42
3.2.2.2 A New Approach for New Realities.........................................................................................42
3.2.3 Investment Decision Tools......................................................................................................44
3.2.3.1 Extending the Traditional; Going Beyond Return On Investment ........................................45
3.2.3.2 A Different Future With Real Options .....................................................................................46
3.2.3.3 Portfolio Management Software Vendors ..............................................................................48
3.3 IT Financial Management Processes......................................................................................50
3.3.1 Budgeting and Funding...........................................................................................................50
3.3.1.1 IT Investment............................................................................................................................50
3.3.1.2 Budgeting.................................................................................................................................51
3.3.2 Chargeback ..............................................................................................................................52
3.3.2.1 The Traditional Approach to Chargeback ..............................................................................52
3.3.2.2 The ISCo Approach..................................................................................................................54
3.3.3 Change .....................................................................................................................................55
3.3.3.1 The Traditional Change Management Process......................................................................56
3.3.3.2 Real Options: A More Realistic Approach To Manage Strategies ........................................57
4.0 Step 3: Define What the Enterprise Architecture Must Look Like ........................................59
4.1 Layer 1: The Multienterprise Grid ...........................................................................................60
4.2 Layer 2: Business Process Styles ..........................................................................................61
4.3 Operations as a Service ..........................................................................................................63
5.0 Step 4: Understand the Boundaries Implied by the Current Infrastructure .........................63
6.0 Conclusion ...............................................................................................................................65
Appendix A:Acronym Key.....................................................................................................................66
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FIGURES
Figure 1. IT Strategy Model......................................................................................................................7
Figure 2. Business Strategy Elements Mapped to IT Strategy..............................................................9
Figure 3. Enterprise Governance Models .............................................................................................14
Figure 4. Execution Process for Option 1.............................................................................................28
Figure 5. Financial Management Framework........................................................................................34
Figure 6. Governance Structures ..........................................................................................................35
Figure 7. Processes Within Function and Service Support.................................................................41
Figure 8. Sample Service Components and Service Levels for Workplace Management.................43
Figure 9. Key Pricing Components .......................................................................................................44
Figure 10. Software Packages and Project Selection Capability Levels ............................................49
Figure 11. Chargeback Methodologies .................................................................................................53
Figure 12. Basic Real-Option Example .................................................................................................57
Figure 13. Real-Options Sample Results ..............................................................................................58
Figure 14. Gartner Enterprise Architecture Model ...............................................................................59
Figure 15. Enterprise Architecture — Layer 1 ......................................................................................60
Figure 16. Framework for Developing a High-Level Definition of Layer 2..........................................61
Figure 17. Sample Strategy Summary Sheet ........................................................................................64
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1.0 Introduction
For many enterprises, the strategy development process becomes needlessly complex and difficult to organize. At the heart of the problem is the tendency to mix the execution of strategies with the strategies themselves. In fact, they are two distinctly different, albeit highly complementary, concepts.
Think of strategy as a shell that bounds future objectives, which in turn guide the choices during the strategy's tactical execution. Strategies keep tactical decisions in focus; and as future uncertainties become resolved, the strategies may shift to redirect future tactical moves.
The strategic model underlying this series of Strategic Analysis Reports supports this simple approach. The six IT strategy building blocks — examined in depth in "Six Building Blocks for Creating Real IT Strategies" (R-17-3607) — are the "consumables" for the nine steps (see Figure 1). The first four steps, examined here, lay the foundation for creating three key IT strategies in Steps 5 through 7, examined in the companion report, "Real IT Strategies — Steps 5 to 8: Creating the Strategy" (R-21-4950). Step 8 prepares a strategy document, which explains the structure of the "strategy shell" being used to guide tactical execution. These eight steps are one-time events when a "new" strategy is being developed and, therefore, are not recycled to keep the strategy alive, which is the responsibility of Step 9 (which will be examined in a future report).
Business strategy
Infrastructure operations
Application change
Financial tools
IT architecture
People/ sourcing
Create application
change strategy
Manage IT
strategies
Building Blocks
Strategy Processes
Create IT operations strategy
Create people/sourcing
strategy
Source: Gartner Research
Figure 1. IT Strategy Model
This is where much of the confusion arises — recycling the eight steps is not practical or necessary to simply tweak the strategies based on their evolution. Step 9 is designed to keep the high-level "strategy shell" relevant to enterprise objectives, keeping the document generated in Step 8 current. The execution of the strategy through projects is managed by the tools developed in Step 2, which need a meaningful strategy to stay on target.
A key aspect to this model is that it frames the discussion of IT with the business in strictly business terms. To engage management outside the IS organization, it is critical to carry the conversation to these leaders and make it clear how their business decisions can effect their own operations and their underlying costs. Once they understand the value proposition and how they can control it, their support of the IT strategies will become more solid.
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2.0 Step 1: Understand the Business Strategy
The object of this step is to understand the direction the business is moving. If a business strategy is available, that strategy will serve as the obvious starting point (that is, "Option 3, examined in Section 2.3). If one is not available, this opens up the traditional approach of interviewing key senior executives and eliciting a strategy from these discussions (that is, "Option 2," examined in Section 2.2).
The problem with the latter approach is that the result is often a "wish list" of projects, mostly made up of things executives would like to see improved in their current systems. It is difficult to get executives to think strategically — defining what the enterprise should look like in the future — if they do not already have that built into their management processes. In these cases, a strategic future looks more like a fixed- up version of today. Although such a future can be the basis of a workable strategy, it is one that will leave the enterprise unprepared to shift its approach to the market when it runs up against a changing future.
With these issues in mind, this report presents an alternative approach that seeks a deeper, more fundamental understanding of enterprise activity to lay the foundation for a more future-oriented IT strategy (that is, "Option 1," examined in Section 2.1). In this option, one is attempting to understand how the business views its future — how it expects to survive and grow. The objective is to not create a business strategy where such a strategy does not exist, but to understand how current business actions will affect the five fundamental IT strategy elements:
• Infrastructure
• Service expectations
• Application (that is, business process) change
• Application (that is, business process) integration
• Sourcing of personnel
The ultimate objective of Step 1 is to emerge with a common business strategy description, regardless of the option used.
2.1 Option 1: Map the Impact of Business Actions on Elements of the IT Strategy
This option leverages the following premise: To develop an effective IT strategy, one does not need a specific business strategy; instead, all that is required is to understand how five IT strategy elements are affected by today's operation of the business.
This option is not intended to force the business to establish a strategy. Instead, conversations take place with business leaders about what they are doing now and how they see their actions changing going forward. Forcing a strictly strategic discussion often puts business managers in the awkward position of having to address sometimes overwhelming uncertainty, which often causes them to "freeze" when it comes to firmly committing to specific strategic decisions.
This section will present this option in two parts. First, it will identify fundamental categories of enterprise actions, which will form a basis for understanding of where the enterprise is going — and, therefore, how this direction will impact IT. Second, it will present a basic process for executing this option.
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2.1.1 The Fundamentals Involved
In the report, "Six Building Blocks for Creating Real IT Strategies," Gartner presented a framework (see Figure 2). This framework will be used to organize the extraction of information needed to build a "business strategy stand-in."
Geographic
Governance
Future
Legacy IT
Virtual
Customer
Funding
Infrastructure ServiceApplications Integration Sourcing
IT Strategy
BU: business unit
Inputs From
Business Action or Strategy
• Regions • Languages • Legal
• Number of locations
• Organization • Languages
• Locations • Cultures • Processes
•Internal BU
•External
•Cross-border
• Who decides • Strategic•Stovepipes•
Architecture
•
• •
•
•
• Skills•Enterprise architecture
•Legacy transformation
•Architecture
• Change rate
• Base cost • Service level • Internal/
external •Transform •Change rate
•Maintenance
• Architecture
• Coordination •
Type• Levels
• Cost profile
• Extent • Strategy • Organization
structure
•Architecture •In/out •Priority
• Boundaries
• What is needed
• Service level Management
•Client-facing •Customize
•Change input •Priority
• Operational funding
• Service level • Priority
•Cost vs. value •Training •Recruitment
•Commitment
•Infrastructure
•Change funding
•
Foundation•
Control•
• Network • Dispersion
• Strategy • Focus • Change type
BU vs. enterprise
Number of versions
Architecture
Organization plan Architectural compliance
Source: Gartner Research
Figure 2. Business Strategy Elements Mapped to IT Strategy
The five columns represent the core elements necessary for creating IT strategies. The seven rows represent areas of information needing to be explored with business leaders, or extracted from business strategies, to serve the creation of the IT strategies: geographic, governance, future, legacy IT, virtual, customer and funding.
The mapping of these seven categories to the five foundation elements of IT strategy, and the resolution of each intersection, is what this Step 1 option is all about. Some users of this model have found a need to add a column or row to address a significant component of their own enterprise's perspective (for example, adding "information management" as a column to represent its importance as the primary medium of exchange for an alliance network). The result should be a bullet point summary of the key understandings from the business for each cell.
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The sections that follow provide some examples of the types of discussions that will prove useful to extract relevant information for each cell. Always implicit in any discussion is the need to identify the gap between where the enterprise is now and where it wants to be in the future. The subtext to all conversations for IT is to understand how much effort is required — and in what direction IT has to migrate — to meet strategic objectives.
Because 35 cells of interest will be discussed, there are some common themes applicable to most or all discussions. These include:
• Pushing the envelope of uncertainty often frustrates the business managers being pressed. It is important to strike the right balance between seeking the information appropriate for creating a strategy, and seeking that which applies to managing it into the future. The strategy management process will be responsible for addressing the bigger uncertainties facing the enterprise, so chasing too much precision during the strategy creation process will yield rapidly diminishing returns. In some cases, it can cause damage by creating a false sense of understanding or, worse, by leading executives to instinctively distrust the strategy itself. Therefore, it is important to be sensitive in discussions with management with regard to how far to push in trying to get a sense of business intentions. There is a point at which it becomes counterproductive.
• The language of business is money. Yes, there are many other important factors, but all businesspeople understand how cost affects them. Most, if not all, of the cells have a cost component, so be prepared with cases that can be used with management when discussing these components. Often in the discussion, attempting to familiarize the businessperson with the impact their choices have on IT, and illustrating these points with cases that use money, will provide considerable credibility to the arguments. These cases do not have to be precise — just good enough to make the point. Precision in the face of significant uncertainty is absurd, and businesspeople will be quick to see that. In the end, every businessperson is assessing the IS organization's ability to understand his or her needs. Since businesspeople typically are not proficient in the language of technology, IS organizations must adopt theirs.
• The cells are not independent; they have many interrelationships. Often, discussions will naturally evolve to other topics in the framework because that is the nature of their relationships. Do not think of these as individual topics, each to be explored on its own. Instead, view them as conversation starting points and use the natural relationships to flesh out the ever-expanding "big picture." Ultimately, it is important to understand the five columns and how they can generate strategies — and not try to compartmentalize the rows themselves.
2.1.2 Geographic
This category (that is, the first row in Figure 2) bounds the extent of enterprise expansion. IT strategic planners need to know how the enterprise plans to organize itself within national and global boundaries.
Applications
Business dialogue: "Application" is the term IS organizations use to define their components for supporting a business process. The discussion needs to shift from the self-bounding state of a specific application to one focused on how the business sees its processes adapting to the expanding geographic nature of the enterprise. This goes to the heart of the business — how business leaders see themselves going to market in new territories. There are many paths they can take, such as modifying established processes, engaging in acquisitions or working through a partner. The object is to understand the thinking going into how the business will execute the expansion. This is an area heavily loaded with uncertainty.
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Businesses often have difficulty viewing geographic expansion clearly, since it involves doing business in areas outside of their experience zone.
IT implications: For IT strategic purposes, knowing what the next step will be is not as important as understanding the long-range direction. These are the discussions that fuel architectural decisions, since these decisions are made with the long view in mind. The geographic component introduces information about the complexity being contemplated for individual applications. As one expands into different cultures and legal arenas, the factors that affect how applications are constructed will change. Customization is the bane of any IS organization, because it increases costs and makes the support picture more complex. A key issue to sort out is whether any foreign languages must be accommodated (for example, in the presentation of customer interfaces). An associated issue is how much local culture will impact the implementation of applications in each new geography.
Integration
Business dialogue: This discussion explores enterprise beliefs about integrated business processes. The differences between an intellectual and real-world understanding of the issue are vast. For IS organizations, a fully integrated set of business processes or applications is an order of magnitude more difficult to deal with that a simple, stand-alone implementation. For the business, this added complexity can be translated into additional cost to deliver a set of services. A supporting case to inform this discussion should cover the full range of costs involved, including those associated with application creation, implementation, operational support and ongoing changes.
Especially important to discuss is the operational impact of introducing change into such an environment, including the impact on users and on the frequency of the delivery of enhancements. This also exposes an architectural discussion regarding how the business model will evolve and what form business processes will take, which is vital to gaining an understanding of the required enterprise architecture.
IT implications: When combined with the discussion on applications, the integration discussion exposes the issue of how many instances of an application set are needed to operate the business across its geographic reach. The questions concerning how business units (BUs) are serviced, and cross-border issues resolved, lead to important architectural choices. Strategically, application architecture is paramount because it must address the ultimate structure an enterprise application portfolio takes. These issues are fundamental to the eventual strategy implementation decision process. The more fully this area is addressed, the more likely it is that a false start or retracing of steps will be avoided. These considerations all provide insight into how a financial case can be constructed to give the discussion some focus. In the end, the geographic consideration must not only address what the portfolio will look like, but also provide input for other cells that explore sourcing and support issues.
Infrastructure
Business dialogue: For IS organization, geography involves how far the infrastructure must reach and in what form. A basic process for examining the implications of geography is to picture an expanding sphere of influence using the following progression:
• A region within a country
• An entire country
• A region within a continent
• An entire continent
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• A global region composed of more than one continent
• The entire globe
Discussions with management need to identify what patterns of geographic expansion are being considered and in what time frames. For example, if the business operation currently spans a single country, plans may call for phased expansion by region within a country, by country or by region within a continent.
The other important dimension of this discussion involves the types of BUs that will be involved. These could range from small sales offices to distribution points or manufacturing plants. The object is to get a feel for the granularity involved, and how serious management is about the expansion.
The further out one goes in time, the more uncertain the translation of the dialogue into a strategy will be. Longer-term time frames will also increase the natural reluctance of the manager to be put on the hook for stating what will happen. The time horizon that frames the discussion is best determined by finding the inflection points where the potential for funding support starts to diminish.
IT implications: Each geographic expansion level will imply the need for a certain basic IT capability. It is important to understand the impact each expansion stage has on the three primary IT infrastructure components:
• Hardware
• Operating-system software, including middleware
• Communication networks
Hardware and operating systems are basically a commodity, with major vendors having global presence. It has been obvious for some time that support costs rise as the number of vendors increases. This implies a need to migrate to these major vendors, with the gap representing how dependent one is on nonmajor vendors. Communications pose a more complicated environment, with considerable variability across the global spectrum. This is most evident when considering mobile options.
Although specifics may not be clearly defined, the discussion of the variables with business management should be directed at getting them to understand the basic IT impact of their geographical considerations. A prepared case for this cell should illustrate how much it costs to go back and undo IT investment decisions that were not made with a long-range strategy in mind. This impact includes not only the costs associated with written-off depreciation schedules, canceling contracts or taking on new ones, but includes the people impact of learning new things — often an even larger cost to the enterprise.
Service
Business dialogue: IT infrastructure defines the skeleton, while service defines how that structure is sustained and what levels of service it needs to deliver. The obvious discussion from a geography perspective concerns infrastructure needs. However, the less obvious objective is to focus on how managers view IT service. This is a fundamental strategic concept, and it is essential to constructing an IT operational strategy.
Most IS organizations Gartner sees are still operating in the traditional mode of talking to their customers in terms of PCs, bandwidth, servers and databases, and in a garble of associated technical topics and terms. This is not a language the business understands or even cares about. Businesspeople need to
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understand what it is they are really paying for, and the language for explaining that is service. Therefore, service should be fundamental to all discussions across the seven service cells shown in Figure 2.
Often, when moving into new cultures, the levels of service must increase just to manage the diversity and change being introduced, both for the new workforce and for the established one. If there is little or no appreciation for service levels, the dialogue can serve as an opportunity to introduce management to what is truly involved. It is also an opportunity to explore any issues management may have with current service levels. Getting a clear, unbiased understanding of the current state is essential for defining the real service gap.
IT implications: As the enterprise expands into different countries, the organizational structure for the delivery of services will change. This applies not only to issues of language and culture, but also to where, and by whom, the service will be delivered. This is direct input for framing infrastructure support options under the "sourcing" topic discussed in the next section. A case showing different levels of service and their associated costs within the organization will facilitate this discussion. Management needs to see things to understand them; words alone rarely suffice.
Sourcing
Business dialogue: The more IT gets spread out over geography, the more diverse the options to sustain it become. When there is little geographic dispersion, organizations tend to deal with IT internally or externally source it locally. However, as the organization expands, the issues of culture, skills and talent combine to increase the challenges involved in getting everything done and keeping it operational.
The central balancing point involves how to efficiently allocate resources internally and externally, since most organizations have a finite limit to their capability for executing complex tasks. For the business, this could evolve to using external providers for some part of their business processes. The discussion here must explore how the business feels about sourcing its needs across the landscape of its geographic aspirations. This extends the consideration for how applications are bounded, implemented and managed, which are all pertinent to how the business views itself entering those new geographic markets.
IT implications: Successful execution of a strategy hinges on the application of the right resource at the right time. Therefore, considerations about how to source these resources are primary factors in determining the strategy's success. For the IS organization, the range of skills and talents necessary to perform its role is constantly being assessed in the background during the discussions.
Geography determines where these resources may be located. The broader the geographic reach, the more likely it is that some resources will be located in the regions where the business is expanding. This raises issues concerning not only where and how to source, but also how to change the IS management structure to adapt to these new responsibilities. In addition, as the business contemplates externally sourcing business processes, this has implications for the enterprise application portfolio.
2.1.3 Governance
"Governance" really means "how decisions are made" — whether by BUs exclusively, solely by centralized enterprise management or somewhere in between. Strategies must adapt to the power structures in place. The nature of this control will differ along the spectrum from a centralized governance model to a decentralized one (see Figure 3).
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Decision Control
Centralized (Enterprise)
Decentralized (Business unit)
Selected sharing (Federated)
Source: Gartner Research
Figure 3. Enterprise Governance Models
In a centralized model, the enterprise has supremacy, and BUs must support the enterprise while achieving their assigned targets. Typically, applications are viewed as having to be integrated to satisfy enterprise initiatives or strategies. At the other extreme is the decentralized model, where the enterprise has deferred control to the BUs, which make decisions in their own best interests. In this model, applications are typically duplicated across the enterprise to serve nonintegrated business processes. Between these two extremes is the model characteristic of most organizations — the "federated" environment, where selected business processes and applications are shared. Here, the decision process reflects the culture of the organization and is often dictated by the larger and more powerful BUs.
Applications
Business dialogue: Application change — and decisions concerning which projects will be performed and in what order — are at the heart of why IS organizations exist. The decision part is where the governance or business model comes into play. If the business model is not changing, most of the dialogue should focus on where the established process needs enhancement and why. Such needs are usually obvious to all and can cause friction over the perception that the process is unfair to some parties.
The more challenging discussion arises when the business model is changing, most typically toward the centralized end of the spectrum. This is why the strategy creation step following this one focuses heavily on resolving governance issues. Moving from a culture that places the BU at the power center to one where BUs must relinquish or share power is problematic for business leaders to contemplate. However, the associated governance issues must be fought through and resolved to provide the mechanism for making IT decisions that move their strategies forward.
IT implications: Without a recognized "fair" decision process for managing strategic application change, the risk of a failing strategy rises dramatically. IS organizations should be a neutral party in this debate; it is simply providing a business process change service and is not responsible for the value of the change. IS organizations can contribute to the dialogue by thoughtfully constructing cases of application decisions that, when handled poorly, can lead to unintended consequences or failure. For example, the clout of a major BU over much smaller ones is one area in which to discuss the impact of "unfairness" and the conflict and distrust that can result.
This is also the time to resolve that age-old dilemma of classifying application changes into different classes of value. With strategies driving all application change, why would there be any need for a maintenance request unrelated to a strategy? An example might be the need to update an application package release level, which really is not strategic. In response, if the strategy has been built correctly, this update can readily be assigned a strategic priority. There is a whole class of changes in the infrastructure arena that can be driven by application change and can, therefore, be viewed as being driven by strategic priorities. There is no reason for any application-change-driven project to be excluded from the rigors of strategic prioritization.
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Integration
Business dialogue: Again, the business model limits the discussion. The more the business strategy leans toward enterprise dominance, the larger looms the issue of integrating business processes across the enterprise. Business managers without an in-depth technology background often find it hard to believe integration is so difficult; they think technology should be inherently integrable. The dialogue here serves two purposes:
• To get a feeling for business leaders' views on how comprehensively information should be tied together from all their business processes to support their business decision making
• To begin pressing them as to what kinds of decisions they would be making if they had this integrated capability
There is often a significant gap between these two points, mostly because the first is aligned more with an intellectual viewpoint, while the second is a concrete reality that is very operationally oriented — an area where many senior managers are inherently weak. This is often the most complex and costly part of executing an IT strategy, and its value foundation must be explored thoroughly. Cases should be available to make the complexity and cost points in general terms with management.
IT implications: Enterprises are dealing with decision making in this cell — that is, how the business will organize itself to deal with integration itself. The discussions will reveal the levels of understanding and seriousness about the issue. Governance discussions are about power and have tremendous implications as to how successful a strategy will be. The better the alignment of integration to strategic decision making, the easier it is to deal with the more nebulous issue of IT architecture. At the heart of a successful IT strategy is an IT architecture that preserves the value of IT investments, while providing the agility to accommodate the evolutionary unfolding of the business strategy. The intersection of applications and integration with decision making is where foundation for this capability is built.
Infrastructure
Business dialogue: Infrastructure represents the part of IT that is most visible to users — for example, their PCs, or their ability to access hosted applications. From an IS organization perspective, the important dialogue with the business is to expose the concept of an IT architecture, and why it is necessary for developing a well-ordered IT strategy to support the business. In general, business managers have historically been indifferent to IT infrastructure decisions. For many, this indifference has created legacy infrastructures that have created a yawning gap between today's reality and where the business wants to go strategically.
The discussion here should focus on educating the business as to how its strategy will be affected by a lack of focus on IT architecture. The purpose of this education is not to expose in detail the lower layers of the enterprise technology architecture, but to present a case for cost implications of IT architecture support, or the lack such support, in developing an IT strategy.
IT implications: With alarming frequency, enterprises are having trouble "selling" the IT architecture concept to business management. Typically, the root of the problem is that this discussion is not embedded in a strategy discussion; instead, it is couched in terms of standards and saving money in the future. Unfortunately, in many cases, achieving these savings requires a huge up-front expense that the business finds little justification for, and suspects will simply make the IS organization's job easier at the business's expense. Making the IT infrastructure discussion a strategic-architecture one familiarizes the
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business with how investment decisions that support the values inherent in their strategies can be made efficiently and effectively.
The discussion is easier in a centralized business model, and it becomes more difficult in federated and decentralized ones. However, strategic thinking invariably leads to a more enterprise-centric view, leveraging all the enterprise resources to achieve a bigger, more expanded future. In the end, the infrastructure results will reflect the governance model adopted for execution of the business strategy.
Service
Business dialogue: This intersection of governance and service is likely to be a new discussion point with the business. Ironically, it is also one of the most important cells in the matrix. Judging from the requests Gartner receives from IS organizations to help them explain the business value of IT, businesses are largely confused about what they are getting for their money from the IS organization. Recasting IS into a service organization, and presenting a set of clearly defined services that the business will willingly purchase, is what the IS service company (ISCo) model is all about. (For a thorough discussion of this topic, see "Running IS Like a Business: Introducing the ISCo Model," R-18-4277).
IT implications: Service has long been a problematic area for IS organizations, with business expectations that are often vague and unrealistic in comparison to an IS organization's funded ability to deliver. To execute a strategy effectively, the expectations for its delivery must be understood and agreed on by all stakeholders. This discussion is just one in the column of seven cells associated with service (see Figure 2), but its importance lies in establishing a decision base for evaluating and deciding how service will be embedded in the strategies being created. Strategies, by their nature, look outward from the enterprise and hopefully deeply into customer relationships. Therefore, strategy discussions provide a good opportunity for understanding what service means to a client, and why a decision framework is necessary to evaluate service properly.
Sourcing
Business dialogue: Almost every author that writes about successful companies emphasizes that the most common attribute is having the right people in the right place at the right time. This is clearly a strategic concept, for it implies an ongoing, organized approach to managing skills and talent. The whole concept of sourcing is to raise this approach beyond a strictly internal one to include external options, both for IS organizations and the business.
Although plans regarding how to do something depend on first deciding what to do. This does not mean it is okay to leave sourcing considerations to the execution portions of the strategy. By then, it will be too late to introduce a long-term strategic view for people and sourcing, resulting in a strategy that is likely to be driven more by projects than by the goals to be achieved. The objective of discussions relative to this cell is to ensure that the decision process adopted will include, as an integral component, the evaluation of how to source the resources needed to execute any strategic step. This will enable decisions to draw on a sourcing strategy that is designed to position and prepare resources to support the business strategy when needed.
IT implications: A sourcing strategy opens up, in a planned way, a number of alternatives to tackle any action the business strategy requires. The decision process prepares both the business and the IS organization to understand the skills and talents needed, and where to get them. For an IS organization, this also lends credence to the claim of giving advice to the business free of any self-interest. Being proactive about looking at internal and external sourcing options lays the foundation for the IS organization's credibility with regard to doing what is best for the BUs and the enterprise.
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2.1.4 The Future
How far into the future is senior management thinking? The further this horizon extends, the more strategic the issues to be addressed will be. The time horizon directly impacts the effectiveness of planning.
• Time horizons that are too short will make it difficult to create sustainable strategies and will feed the perception that directions are constantly changing.
• When time horizons are too long, planning becomes unrealistic.
Understanding the balancing point for the enterprise is important for building reality into its IT strategies.
Applications
Business dialogue: This discussion area focuses on what almost everyone assumes an IT strategy is all about. The conversation is really about how the business sees its business processes in the future — or, more meaningfully, how it sees itself going to market. Bear in mind that individual applications are simply IT "code words" for operational instrumentation or functional groupings, and should not be exposed in the discussion. Talking about specific applications brings the conversation into a present-day framework, shutting down a meaningful conversation about the future.
As a result of the enterprise resource planning (ERP) revolution during the past decade, many enterprises think of their business as being composed of a half dozen or so key processes. Organizing the discussion along these groupings will lend focus to conversations concerning what these processes will look like in the future. If a true business strategy exists, this should be quite straightforward. If one does not exist, this will be a valuable discussion vehicle to both parties.
IT implications: The clearer the business's view of its future business processes is, the easier it will be to define the necessary application mix. In Step 5, which creates an application change strategy, a gap analysis will be a key technique for determining what the strategy will look like. This cell defines the future state or one end of the gap. A later cell will focus on the present state.
Integration
Business dialogue: This is a crucial discussion. It will reveal a great deal about how coordinated the enterprise will be in the way that it goes to market in the future. Discussions in the "virtual" and "customer" cells of the integration column (see Figure 2) will explore this in more depth, but this cell sets up the fundamental discussion.
Not dealing with integration amounts to a "short-term bet" or an unwillingness to see how business models, in general, are slowly evolving into a globe-spanning structure. Enterprise size does not appear to be a critical factor in this evolving business model, so that excuse should not apply. The beginning discussions of this large subject need to explore how management sees the need for closer collaboration among its BUs and administrative groups. This closer collaboration is implemented through business process and application integration, the management of which was discussed in the "governance" cell.
IT implications: This goes to the core of planning for enterprise IT architecture. This planning cannot be accomplished if an enterprise does not have a sense for how integrated it will be. The IS organization cannot afford to build the wrong foundation — it would cost too much, both in time and resources, to redo it. This conversation lays the groundwork for getting business to see the need for, and value of, an enterprise IT architecture as viewed from a business strategy perspective.
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Infrastructure
Business dialogue: Infrastructure is the "plumbing" that makes everything work. For every initial amount spent on implementing a new technology, the amount of money needed to support it in the future will be an order of magnitude larger. The further out in time a business strategy's bounded objective falls, the more efficiently the IT infrastructure needed to support that objective can be assembled. The closer that time horizon lies, the more likely it is that a number of overlapping technology options, or even dead ends, will be implemented.
Cases should be at hand to make effective points about the trade-off between:
• IT investments based on a strategy that serves clear objectives
• Letting a sequence of individual projects, each with its own objective, determine what IT infrastructure looks like
The more aggressive the business strategy is, the more likely it is that there will be IT infrastructure investments that, embedded in individual projects, cannot be justified on their own. The result is a breakdown in optimizing IT investment expenditures.
IT implications: As the number of different technologies rises, so does the size, complexity and cost to the organization. The IS organization cannot force the business to think strategically or to plan beyond a horizon that spans a budget cycle. There could be legitimate reasons for not looking too far into the future. Such a view may pose considerable uncertainty, which naturally undermines the IT investment process. However, this discussion serves as a good opportunity to ensure that the business sees the consequences of its decisions.
IT infrastructure has become increasingly commodity-like, and there should be no strong reason to continue adding to the complexity of the enterprise's infrastructure. One possible objective of the discussion could be simply to agree to reduce this complexity. However, even this would require management buy-in, because it is rare that the cost of doing so will yield enough benefit in a realistic time frame to make the effort viable on its own.
Service
Business dialogue: The conversation shifts to testing the concept of service as a long-term strategic objective. This applies both to the enterprise's relationship with its customers and to the IS organization's relationship with the business. The United States and many other global economies are becoming dominated by services rather than manufacturing. As businesses evolve to a more service-oriented product model, the pressure to manage costs will be understandably high, but the opportunities are enormous. This is a purely strategic discussion, which can lay a valuable foundation for discussions on what form the business and IT strategies will take.
IT implications: This is an opportunity to explore the business view of how service will evolve — an evolution that will almost certainly be facilitated by IT investment. This discussion has the potential to impact the application change discussion significantly. It can also provide a point of reference for introducing the ISCo model as a possible IT strategy choice.
Sourcing
Business dialogue: The discussion here explores the issue of where to source skills, and the business processes that may be eligible for external fulfillment. The business needs to articulate what it feels is
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core to the business and what may not be. These discussions should expose the need for active enterprise management in balancing internal and external sourcing options. All too often, management takes an "out of sight, out of mind" view of external sourcing — that is, outsourcing is seen as a way to get rid of something that is a problem. This view is a recipe for disaster. What is needed is a management perspective that recognizes the need to "manage the management" of what is being outsourced.
IT implications: The business discussion creates a bounded future, which paints a clearer picture of the types of skills and process partners needed to reach that future. Knowledge of the skills and processes that will be needed, and when, supports the decision of whether to source internally or externally. The more aggressive the strategy, the more likely it is that new areas of skills will be encountered.
The source of such new skills may vary over time. For example, early on, external expertise in a new area may be invaluable. However, if the enterprise gains experience in this area — and deems it to be a core internal capability — there may be a skills transfer process to bring the expertise inside.
2.1.5 The Legacy IT Application Portfolio
This row tests how committed the business is to its established way of doing business. A desire to abandon current processes usually implies significant structural business process change, often driven by a business model change. However, no organization can simply abandon its legacy portfolio of applications; there are just too many of them. Striking the right balance between the old and the new is a key determinant of resource consumption. If too much emphasis is placed on the legacy side, applications become maintenance-heavy, leaving few resources available for anything new.
The examination of the enterprise's legacy IT application portfolio serves to inform one side of the gap analysis mentioned earlier — the other side being the future state examined in Section 2.1.4. It also opens up the opportunity to an honest discussion about how the business views IT currently, which is a test of the IS organization's credibility. To make a strategy work, everyone needs to be starting from the same place. If there is embedded dissatisfaction with the IS organization, this is something the IT strategy must resolve.
Applications
Business dialogue: In a previous section, the application discussion focused on the future. The key here is to gain an understanding of how far today is from that future. Strategies often dictate that the transition effort will represent the largest cost component. The rate of change will be determined by how far the enterprise has to go in a fixed period of time, and how poor the current legacy applications are as a starting point. Overcoming this gap will disrupt ongoing operations, so the discussion will need to address how aggressive the business wants to be in restricting maintenance to those operations.
IT implications: The IS organization can get a realistic assessment of what the business really thinks about the applications that serve its processes. IS organizations often have an overly optimistic view in this regard, which can set a false starting point for defining the real application gap facing the IT strategies being developed. In addition, the balance between maintenance and transformation will bound the resource and cost options available.
Integration
Business dialogue: Few organizations have a fully integrated set of applications, and most business strategies that involve business model change will require integration. If this is the case, this is a good opportunity to begin to explore the gap that must be bridged to accomplish this integration task. Later cells will explore this more fully, but this discussion can serve to establish a base foundation for the concepts
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involved in transitioning to an integrated set of business processes. The issues involved need exposure. For example, sustaining integrated applications requires extensive enterprise support, making future changes more costly. In addition, the more integration takes place, the more everyone will be affected by changes introduced in any single part of the enterprise.
IT implications: This is an opportunity to build a case for the potential complexity of executing the business strategy. A realistic view is key to success, and cases should be available that succinctly make the point. BUs' ownership of their own process changes is required to minimize organizational disruption and maximize value to the business. Absent such ownership, the result will be costly dysfunction.
Infrastructure
Business dialogue: It is rare that a business manager will comment on the IT infrastructure. However, this is the time to test whether there is any strong bias or dissatisfaction in this area.
IT implications: If a bias is stressed, this raises the issue of how it impacts enterprise architecture considerations. Take advantage of the discussion to ensure the businessperson understands the potential impact his or her bias has on the execution of the strategy. Cases of duplicate technology functionality are useful for establishing the additional costs involved, which must be outweighed by business benefits.
Service
Business dialogue: This is an opportunity to juxtapose the past, as represented by legacy IT, and the future as it appears to be unfolding. Organizations are slowly migrating to service-defined products; however, on average, the employee productivity that is currently being achieved in a service-based business is only half that of a manufacturing one. The most promising methodology to address this gap is to view each activity group in a delivery process as having the next group as its customer. For example, each major enterprise business process could be subdivided into groupings, each of which is either a "customer" to the preceding one or a supplier to the next "customer" in line. This is a powerful concept that can be leveraged in discussions that emphasize the gap between where the enterprise is today and where it wants to be.
IT implications: This discussion can lead to an understanding of how past misunderstandings arose. Service levels drive IS costs; and for many IS organizations, a lack of funding as a result of recent budget cuts have degraded service. This leaves business users frustrated and ultimately drives IS credibility down. Focusing on services, which users should understand, turns the discussion toward a healthy alignment of expectations and getting what the business actually pays for.
Sourcing
Business dialogue: The discussion here should explore whatever faults may exist in this area today, such as lack of skills, talent or operational know-how. People are what the strategies will eventually rely on; and if there are any reservations in this area on the business's part, they need to be talked through. This also provides feedback on the IS organization's credibility, which must be at least at an acceptable level to create IT strategies the business will support. It is also an opportunity to explore business leaders' opinions on externally sourced resources, such as how well they work and where they fall short.
IT implications: Unless an organization has a formal process the uses 360-degree human resource (HR) reviews, it is difficult to get a true reading on what people think. Businesspeople may have nicer things to say in these discussions compared to the opinions they express to business peers in private. IS organizations need to encourage honest opinions because the risk of IT strategy failure will increase in
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direct proportion to the width of the gap between perceptions and reality. This is a cell that can deliver valuable information for input into the IT people strategy.
2.1.6 The Virtual Business Model
This row focuses on enterprises that decide they cannot do everything themselves and must bring in "partners" to execute key business processes. A willingness to see others as being better at certain business processes sets up significant integration and transition requirements. This is the primary business promise the Web has introduced: a capability to significantly upgrade enterprise products and services by leveraging skills and talents of external people and businesses into a seamless process that is transparent to the ultimate customer.
Organizations become more virtual as they outsource business process segments. Most enterprises have only six or so key business processes, each of which is composed of numerous subprocesses. Organizations must manage the end-to-end results of these processes; but as they become more virtual, the complexity of managing them rises dramatically. The promise is there, but the reality for delivery is still difficult to achieve. The goals of discussions in the "virtual" row (see Figure 2) are to understand what the business is thinking with regard to virtual business models, and provide the business with a realistic sense of the complexities involved.
Applications
Business dialogue: A business process that gets "virtualized" is often one that is commodity-like or that can be better handled by someone else. The discussion here should focus on how the business views this option, or how committed it is to doing everything itself. Most organizations have already done some virtualization, usually in the "low-hanging fruit" areas of administrative support functions like HR and IT.
Business models are evolving by looking more deeply at the processes that deliver the enterprise's products or services. Differentiation in the market can come from offering a uniquely powerful mix of functionality and service to a customer, while optimizing the underlying costs. These components are exactly what specialty external service providers are developing.
IT implications: Conclusions about virtualization set the priority for internally supported business processes and, by default, the applications that power them. They also feed an understanding of the fundamental framework necessary for weaving partners into a seamless process. Ultimately, applications drive all IT investment; and the clarity of the business's view of future virtualization will refine the ability to optimize investments in IT — particularly with regard to enterprise architecture.
Integration
Business dialogue: This discussion started in the "application" cell of the integration column, which focused on breaking down a business process into parts, deciding who executes which part and tying it all up into an integrated whole. This dialogue can be expanded to the concept of integration across business processes.
Introducing change into an internally controlled, integrated set of processes can be posed as a base, drawing on one's own or others' experiences with managing this complexity. Moving to a virtual set of integrated processes raise the discussion to the next level. Change is disruptive both to everyday operations and to the level of knowledge needed by each party to deliver its own part of the process. Consider what this means when virtual partners are engaged. Questions arise as to what changes are allowed, who gets to decide and how these changes will affect the partners' other clients.
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IT implications: The discussion makes the need for enterprise architecture even more obvious. Building one-off solutions for every partner added to the process chain will prove costly — in terms of development funds, implementation time, support resources and ability to change.
Infrastructure
Business dialogue: The more virtual a business becomes, the less its underlying infrastructure is within its own control. With just one partner, this may not prove to be much of a problem. However, as the number of partners increases, infrastructure component complexity increases exponentially. Standards will arise to resolve some of these problems, but the enterprise can ill afford to avoid reigning in its own diversity.
A key argument to make concerns the need for enterprise architecture to reduce complexity to manageable proportions. The impact of virtual business processes brings the point home. It should be relatively easy to build cases that illustrate the costs associated with using an enterprise architecture vs. ignoring the issue.
IT implications: As discussed earlier, enterprise architecture is something that may appear to IS people to be an obvious requirement, but it is often very difficult to get the business to pay for it. The basic problem has been that IS organizations present a post facto case — the business sees the failure of having let everything get out of control and now needs money to correct it. In such cases, business leaders may ask themselves, "Why should we assume they'll get it right this time?" — and, without a business strategy to drive investments, they would be right to do so. These discussions are all associated with business strategy, and the business will understand investment cases that support or detract from that strategy.
Service
Business dialogue: Building a virtual business model has considerable appeal on an intellectual level. It is easy to talk about and often exciting to discuss. Less easy, of course, is making it work; and a discussion on service is what unmasks many of the issues to be resolved.
This area is overpopulated with assumptions, mostly because it is new territory. The most experienced to date are external service providers, many of which have been using virtual business models for the past decade; but client surveys show a disheartening proportion — more than 75 percent — expressing dissatisfaction or failure with them. In all human endeavors, it takes the experience of failures to eventually arrive at workable solutions, and this is a complex area of endeavor. The goal of the discussion here is not to scare business leaders, but to enlighten them. Thus it is important to use recent survey data to make the point, building cases for exploring service assumptions carefully and ensuring funding levels are adequate.
IT implications: As business processes become more virtual, service levels evolve over two dimensions: the end user and the virtual service providers themselves. This rising complexity directly impacts the types of service offered, their levels of support and the ultimate cost of sustaining them to meet contractual agreements. These are all realms that often fall under IS jurisdiction, since IS is the most likely manager of IT infrastructure.
The final cost for dealing with service over a virtual structure will be largely defined based on the service levels expected by the business to sustain its competitiveness in the marketplace. Firming up an understanding with the business in this area builds a solid foundation for relationship management, which is one of the key roles in the ISCo service model.
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Sourcing
Business dialogue: It is one thing to manage yourself; but when an organization "goes virtual," it opens up another dimension: managing the external partner. Although the business may gain added value from the virtual partner, it may also face challenges concerning how the relationship will work. As an enterprise becomes more virtual, outsourcing becomes more critical, requiring a strategy of its own. Virtualization has a direct impact on how the organizational structure is built and managed.
Discussions here almost exclusively deal in exploring how management approaches would have to change, often requiring more clarity of purpose than the normal internal experience. An organization can recover from mistakes relatively quickly when processes are completely internal; but when external components are mixed in, issues like contracts and how well both parties understand things get in the way. Virtual business models require an environment where everyone has a clear understanding of what is to be delivered, how that delivery will be monitored, and how changes can be accommodated without disadvantaging either party.
IT implications: These are challenging discussions to have, but they are essential to success. Cases can be constructed that highlight the potential for problems and how they can be avoided. IS organizations need to prepare for this new management responsibility by upgrading skills and ensuring that the appropriate talent is available.
2.1.7 Customer Interaction
Customer service can take many forms, but the degree to which the enterprise wants to engage its customers says a great deal about the form that business processes will take. The extent to which the strategy is explicit about the customer interface will frame the enterprise's real commitment to its customers. It is common for strategies to state how important customers are, but it is quite uncommon to state how the client will really be served.
Applications
Business dialogue: The discussion in many of the prior cells was about the potential for business processes to contain a mix of internal and external components. Here, the discussion shifts to another dimension: extending the delivery of the process directly to the customer. This can take a range of forms, the most simplistic of which include presenting customers with a list of products and services and allowing them to select which ones they want. A more advanced form extends beyond mere selection to incorporate a larger procurement process that is embedded in the customer's business process — including the customer's decision component that brings in the potential need for a product or service. The furthest extreme extends the enterprise all the way through to becoming engaged in the customer's own selling processes.
This is where strategic thinking becomes a "what if" discussion. The deeper the enterprise goes into its customers' processes, the more tightly the customer is tied to the enterprise. This requires a change in management attitude, from doing what is best for the enterprise to doing what is best for its client. These issues will have an enormous impact on shaping the ultimate business strategy, and discussions in this area should draw out most of the significant points.
IT implications: The more deeply involved enterprise processes are with customers, the more say these customers will have about any changes made to that process. This customer influence will affect the priorities of emerging change requests and how resources are applied to them, putting bounds on internal requests. This also puts pressure on any other customers this business strategy encompasses. These
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issues are complicated for IS organizations to resolve and manage, and it takes a real commitment to an enterprise architecture to bring some semblance of order to the chaos.
Integration
Business dialogue: Integration into a customer's procurement and selling processes also poses implications for the integration of the supporting application delivery pieces. Being embedded in someone else's process does not leave the design option of getting back to the customer later. Changes will likely be required in real time. Customers will be using embedded components to accelerate their processes or enhance the richness of their functionality. This implies the need to integrate business processes so that all the necessary variables for making decisions are available. The business must understand not only how its business processes need to support each other, but also how quickly and effectively they can function.
Cases can be presented in two ways. The first is to go gradually, case by case, to illustrate the implications of situations where enterprise processes penetrate deeper into those of the customer, starting with procurement and then testing sales. This gets people comfortable with each concept before expanding it. The second approach — suitable to business leaders with a more aggressive management style or a more limited attention span for IT integration discussions — is to leap to a quite comprehensive case, which would serve as a base for either expanding further or retracting. The risk with this approach is that management may not get a complete picture of the options to inform its decisions.
IT implications: This just digs deeper into the enterprise architecture requirement. Mixing in customer architecture requirements along with the enterprise's has the potential of increasing architecture complexity by another order of magnitude. In addition, it presents unique challenges for IS management to adapt the change management process itself. It becomes important not to decide how to do this but to engage business managers in understanding the complexity of managing the implied commitments so that they and their customers can be satisfied. The best way to get across the complex issues behind this is to use a scenario or two that present specific cases for how it would all work. The objective of the discussion is to assure the decision-making process reflects the reality of the situation — a balance between internal and external parties.
Infrastructure
Business dialogue: It is important that this discussion takes place after the "application" one above. Infrastructure implications will vary depending on how deeply management sees the enterprise reaching into a customer's procurement process. The type of infrastructure required can vary from a simple interface controlled by the enterprise to one that is forced to adapt to a client's architecture. These differences have significant cost implications, and business leaders must understand the level of financial commitment required to extend the infrastructure accordingly.
IT implications: Again, this is an enterprise architecture issue. The deeper the enterprise penetrates into customers' business processes, the more likely it is that it will have to build one-off solutions. Enterprises may be able to leverage common service components, but these solutions will still look and act unique. The customer will expect the enterprise to "live responsibly" within its environment. This raises not only configuration issues, but also people issues relating to ongoing support and the impact of infrastructure changes, on both the enterprise and the customer sides.
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Service
Business dialogue: The service dimension is also influenced by where the enterprise's strategy falls on the customer penetration spectrum. If the strategy envisions no more than an organized catalog for purchase, the service needs will be the same as they would be when processes are viewed internally. However, as an enterprise penetrate more deeply into the customer's buying and selling process, the obligation to provide nondisruptive service rises dramatically.
IT implications: Service costs money, and these discussions should always exploit the opportunity to make the case to the business in monetary terms. The focus is usually on the levels of service needed to execute the strategy, but it also involves creating the organization infrastructure to develop and manage delivery. More than just costs are involved. The level of talent and skills is also relevant to the conversation. This goes not only for IS organizations but the businesspeople who are engaged in executing the processes.
Sourcing
Business dialogue: As customer orientation becomes more deeply embedded in the product or service being offered, the quality and integrity of the result becomes increasingly important. The sourcing decision must balance how best to control that quality and integrity as seen by the customer — whether resources are supplied internal or externally. The discussions in prior cells have addressed a richer customer interface; here, the focus is on the people aspects of successfully managing product or service delivery. A discussion of how the enterprise organizes its internal and external resources to serve the customer will quickly reveal the kinds of commitment necessary.
IT implications: Organizing to face internally, and to serve only internal clients, can arguably be compared to a monopoly. The internal clients have limited options to go somewhere else for service. External customers, on the other hand, can go into the market at any time and buy from someone else. The challenge for the IS organization is to avoid allowing internal service delivery practices to become the norm for external delivery. They are distinctly different concepts (except in the ISCo model), and this difference needs to be reflected in the talents, skills and management style that make up the organization.
2.1.8 Funding
The level of funding goes a long way toward determining the true bounds of IT strategies. Either there is enough money to fulfill the strategic vision, or there is not. The degree to which discussions in the other cells revealed a strategic intent — and, therefore, the strategy's value — will set the stage for how funding is addressed.
Applications
Business dialogue: Gartner budget surveys show most organizations devote 30 percent to 40 percent of their IT expenditures to application change. The level of funding must be commensurate with the application change contemplated in the prior cells in this column. This is not the place to fight any funding battles. Efforts here are just to ensure that management understands the dependencies (that is, there is no "free lunch" when it comes to application change).
The cases used previously should have helped management understand the scope of funding that is implied in its strategic deliberations. It is important to get the point across that this scope goes beyond annual-budgeting considerations. IT strategies address long-term periods that span budget cycles, so consideration must be given to funding that longer strategy cycle.
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IT implications: The amount of funding available sets the rate of change possible. Getting a sense of management's thinking in this area is essential to what eventually gets proposed in IT strategies. Projects are not being selected here. Effort is focused on just trying to determine the funding boundaries that will frame the options considered in later steps of the strategy creation process.
Integration
Business dialogue: Because the "integration" discussion most directly exposes the need for enterprise architecture, this is an appropriate place to test the potential for funding the enterprise architecture concept. Enterprise architecture is a strategy foundation element. It is not appropriate for any single project to bear the cost of its development. The financial concept to be tested here is the separation of fundamental IT strategy investment from incremental project selection.
Selling this concept establishes the need for at least two critical things. The first is a budget-spanning pool of money allocated at the enterprise level (that is, it does not fall within the budget of the IS organization or individual BUs) to execute the enterprise strategy. Second, each project needs to stand on its own merits — to be evaluated in terms of its unique contribution to the business strategy, without being burdened by an IT infrastructure investment that will serve enterprise needs beyond those of the individual project.
IT implications: Success in advancing this concept will determine whether a consistent flow of funds will be available to build the infrastructure needed to execute the IT strategies that support the business strategies. Knowing whether this is a possibility will shape upcoming steps of the strategy creation process.
Infrastructure
Business dialogue: The remainder of the budget referenced under applications typically devotes 60 percent to 70 percent to the procurement and management of IT, yet most businesspeople have little appreciation of this fact. The cases raised in previous cells used costs that were usually based in operations, so the background to this issue should already be apparent. The goal here is to have the business clearly understand that it takes this much money to keep the IT "plumbing" working. Invariably, questions from the business side will focus on why this cost is so high (with the underlying implication being that the IS organization is wasting money). The purpose of Step 1 is not to answer these questions, but rather to get a clear understanding of where the business stands on critical funding issues.
IT implications: Establishing IT strategies that the business will endorse and fund depends a great deal on the credibility of the IS organization that executes the strategies. The business needs to be confident that it can trust the IS organization to spend its money wisely. Knowing where the business stands on infrastructure funding is a critical reference point for identifying the gap the IS organization must leap to provide the infrastructure needed to support the business strategy.
Service
Business dialogue: Although the infrastructure and service issues are closely tied, the infrastructure discussion is mostly about "plumbing," while the service discussion is about expectations regarding levels of quality that can be achieved. Discussions in many of the prior cells should have made this point clear relative to enterprise strategic aspirations. Discussions here should sort through the cost elements that go into delivering the types and levels of service being considered, and the trade-offs involved. This discussion should set the stage for how these options can be considered in developing the strategy and during the later, project selection activities of strategy execution.
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Cases that can highlight measurable differences in service delivery with their associated costs can best make the point. Many managers who are otherwise reluctant to make financial commitments to address "soft" issues will readily take action when given clear pictures of the costs and associated consequences involved.
IT implications: When organizations within an enterprise are handed directives to cut costs by a given percentage, service is typically the ultimate loss. Since the IS organization has such far-reaching impact on the enterprise and its customers, this loss is felt more universally when it comes to IS service. Without a clear link between service levels and costs, management has no comprehension of the true impact of its funding decisions. These discussions can go a long way toward giving management a better understanding of the trade-offs involved, so that the impact of cost-cutting decisions on organizational delivery can be better evaluated.
Sourcing
Business dialogue: People are what make everything work, and the level of sourcing funding directly affects how effective they can be. Moving to a strategy mentality requires a more sophisticated organization: one that needs different, more complex skills and talents. Unfortunately, this area is a typical target of funding restraints, which often reflect an enterprise's culture. Almost every enterprise claims that people are of paramount importance, but few match that verbiage with funding. This is one of those areas where the best of intentions cannot overcome the financial restraints being applied.
Enterprises must be certain to come out of discussions in this cell with a clear understanding of several points:
• What is the enterprise's appetite with regard to funding its internal people — their recruitment, training and compensation?
• Sourcing externally does not automatically equate to lower cost. The cost picture is more complex than that, as the prior cells in this column should have revealed.
• Sourcing externally requires additional funding to manage that external relationship; it will not manage itself.
IT implications: The output from these funding discussions will feed a sourcing strategy that encompasses internal and external supplies. The discussions will provide the boundaries within which internal and external options can be considered. If the scope of funding required to execute the options contemplated for the sourcing strategy is not clearly established at the start, the resulting surprises could eventually lead to a failed strategy.
2.1.9 Process for Executing Option 1
There are four phases in the execution process for this option (see Figure 4):
• Set the stage
• Plan
• Gather information
• Validate
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Set the stage
Plan Gather
information Validate
• Sponsor • Team • Objectives
• Template • Tools • Sources • Plan
• Interview • IT perception • Management needs • User needs • Gaps
• Confirm • Feedback • New analysis • Present
Source: Gartner Research
Figure 4. Execution Process for Option 1
2.1.9.1 Set the Stage
Sponsorship: Reaching into the senior enterprise management domain requires active support from that level. Executive sponsorship lends necessary credence to the strategy effort, and makes clear to the BUs that this effort is viewed as important and deserves their cooperation and support. That is why it is important to have an executive sponsor that has a span of control across the range of BUs involved in the IT strategies being created. These efforts are often thought to be democratic in nature; but once a strategy is agreed to, this is typically not the real case — individuals or BUs do not have an option of simply "opting out." It takes senior leadership to keep everyone moving toward the objective through all nine steps and beyond, which is why an effective executive sponsor is needed from the start.
Team: In general, the team in this step should be kept small. A total of three to five members is ideal; a larger number becomes unwieldy. Most of these members would be IS people, but if an IT-oriented business executive is available, he or she could provide a valuable perspective and influence on the process. The composition of the members could be influenced by their IT expertise across the five columns. However, that mainly serves to identify their respective skill sets and is far from a sufficient basis by itself for being selected. What is more important is the prospective team members' level of business acumen and their talents for dealing with business executives. Success requires team members that can intelligently probe a subject, offer insightful comments based on thorough preparation, establish their credibility, think strategically and focus on business impact without wandering into "techno-speak."
Objectives: This phase sets up executive support for the entire process across the nine steps, each of which will potentially draw in more people from across the enterprise. For each of the nine steps, Gartner presents a process template for executing that step and expands on the executive and enterprise involvement required at that juncture. IT strategy planners should review all of these steps, select what is appropriate for their enterprise, and bring them back to this step for presentation to the sponsor and senior management. This will make clear to them exactly what this strategy process is all about.
It is important to remember that, under this option, it is not necessary to require the business to actually define and endorse a specific business strategy. Instead, it is more important to make clear a set of business boundaries that they concur with and that can, therefore, serve as a basis for a set of IT strategies. The bulk of the effort involved will be born by IT people. Businesspeople will participate largely in the form of discussions that review understandings and conclusions.
2.1.9.2 Plan
Research the Matrix: Assign team members to each of the 35 cells in the matrix or to a subset of cells that specifically applies to the enterprise. Each cell should be thoroughly researched as to what options might
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be considered. This is both an individual and a team exercise. Individuals do the initial basic research. The team offers advice for expanding each cell and develops a preliminary understanding for their interrelationships.
Preparation is key to a successful executive discussion because it is important to display a deep understanding of the business issues involved. The preparation should not be used to present pre- packaged options. That will give the executive little or no room to participate, forcing him or her into a reactive mode. Rather, the purpose of preparation is to put the team member on firm ground for participating in a discussion about what the business is doing now and considering doing in the future.
Prepare cases: Review the matrix and identify the cases that can best support optimizing IT investments. These typically take some time to prepare, so a judicious selection is wise. Set up a time frame to limit the efforts.
Identify interviewees: Someone in a position of responsibility will have to be found for each BU under the span of the strategy's consideration. The people identified should have some or all of these characteristics:
• Demonstrated interest in thinking about BU and enterprise strategy issues. They should be recognized for having pushed the business into new markets, products or services.
• Respect of peers and those higher in the management chain. Their contribution needs to have the weight of plausibility, something that will be accepted by others in the enterprise.
• The management power to lend active support, resources and funding to implementing the resulting strategies.
• The reputation of delivering on their words. People are naturally skeptical of managers that periodically offer pronouncements on new themes without following through on those that came before.
Prepare the interview package: A letter or e-mail message to interviewees should introduce what the strategy effort's objectives are and how the interviewees are expected to participate. They should also be given a sense of how much personal time they may have to commit. A standard form or identification scheme for capturing the salient discussion points should be developed. This serves the purpose of collating data from all the interviews into one master document.
2.1.9.3 Gather Information
Schedule interviews: Each team member accomplishes this task using the prepared interview package.
Conduct interview: Gartner recommends against using a separate person who is not involved to take notes. This is a personal-level interaction, and the interviewer needs the undivided attention of the person being interviewed. Work out how this information can best be captured without interrupting the intellectual flow of the discussion.
Organize information: Interviewers should review their notes immediately after the conversation, while it is still fresh in their minds. This is the best way to strike a balance between trying to get everything down in the interview and not breaking the flow.
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2.1.9.4 Validate
Confirm: Interviewers should send their organized notes to the interviewees asking for their concurrence, corrections and any additional thoughts they may have had subsequent to the conversation.
Absorb feedback: Based on the interviewees' feedback, interviewers should make a final edit of their notes and add them to the master document. The team should review the master document to ensure there are no inherent conflicts or discontinuities.
Present: The sponsor and a select number of senior executives should be briefed on the business findings culled from the interview process.
2.2 Option 2: Extracting a Business Strategy Where None Exists
Historically, this has been the most common path that organizations take. It does not really involve creating a business strategy for the enterprise, which would be too presumptive. Its objective is typically to find out what the business thinks is its strategy — specifically, as it relates to IT.
Unfortunately, the result of this option is almost always a set of projects that represents what the BUs and enterprise want to do. This result tends to look inward at what is not right today and focus on trying to fix that. It rarely operates at the strategic level of trying to define a future set of objectives for the enterprise, let alone for IT.
Nevertheless, for many organizations, this is sufficient for the notion of creating an IT strategy. At the very least, it serves the purpose of organizing everyone around deciding what to do and how to do it. Thus, although it is not the best route, Option 2 will suffice for many who operate in a strategy vacuum.
Another cautionary note about this approach is that it is inherently inefficient and will typically fail to optimize IT investments or expenses. It will leave senior management without any firm ground to later declare IT to be inefficient, untrustworthy or wasteful of enterprise funds. Nonoptimization is the natural byproduct of failing to think strategically, and it is the price paid for taking the easier, less challenging road. However, this is the current standard for eliciting a strategy and is, therefore, the most commonly known. The following sections briefly review the process template for this approach.
2.2.1 Process Variations for Executing Option 2
The four phases and the issues involved that were discussed in Section 2.1.9 are mostly applicable in this option. Brief comments on the variances follow.
2.2.1.1 Set the Stage
Sponsorship: An executive steering committee is not optional. It needs to be established. The product of this approach is a business strategy in the eyes of the enterprise; therefore, it is closely associated with the responsible BU management, who must be represented on the committee.
Team: The team is augmented by businesspeople assigned by the steering committee members. The size of the team can become a problem; however, this issue must be dealt with, because it is more important to support a democratic process in which all interested parties have an opportunity to influence the outcome.
Objectives: The stated objective is to establish an understanding of the business strategy, from which an IT strategy can be built — one that BU leaders recognize as a key success factor for accomplishing their objectives.
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2.2.1.2 Plan
Identify interviewees: With this option, it is common to reach below the senior management level to get the perspectives of different leaders, because information is also being gathered to directly drive the business contribution to steps 5 and 6, in which the application change and infrastructure operation strategies are created.
Prepare interview package: The questions identified here can be divided into two broad categories: those dealing with business strategy issues, and those that explore any issues the interviewee has with IT. For business issues, do not expect to build a complete list of questions to ask. Instead, identify the areas of interest to explore. Follow-up questions are almost always unique to the discussion and can take any of several directions. A sample set of kick-off questions to explore strategic areas includes:
• How do you see the marketplace evolving?
• In the enterprise's approach to the market, where is it strong, and where is it weak?
• Who are the enterprise's strongest and weakest competitors, and why?
• Beyond its competition, what external threats do you see to the enterprise?
• What would you like to see your BU look like in five years?
• What are the key success factors you see for achieving that vision?
• What are the key inhibitors you see?
The second category of questions is intended to explore the IS organization's credibility. These questions can be used whenever it seems appropriate in the conversation, but it is essential to avoid turning off the strategy discussion and launching a complaint session.
It is also important to identify key current IT issues so they can be addressed head-on in the strategic- planning project. This does not mean that the strategic plan for IT should address only the key issues identified at the outset — indeed, other issues may be discovered as the strategy project team collects and evaluates information. However, unless the strategic plan squarely addresses the IT issues perceived by the enterprise as urgent, it will fail the credibility test. For the IT strategy to be perceived as relevant and useful, there must be a clear link between strategic directions and key issues.
Examples of IT issues that can arise from these discussions are illustrated by the following statements:
• "Our competition is using IT to provide better customer service than we do."
• "Our IT costs are too high."
• "Our information systems don't support our new business initiatives."
• “It takes to long to get our project requests handled.”
• "We can't get the information we need to run the enterprise."
• "Our applications are clumsy and inefficient."
• "Our IS staff lacks the skills to take us where we want to go."
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2.2.1.3 Gather Information
Schedule interviews: As before, each team member accomplishes this step using the prepared interview package.
Conduct interview: Since the team is larger, it may be more productive to use two interviewers per session. This sets up a team approach, where one is actively engaged while the other listens and takes notes, and may ask follow-up questions to get more clarity. These roles can switch, but the idea is to work out how to best capture information without interrupting the intellectual flow of the discussion.
Organize information: The interviewers should review their notes immediately after the interview, while everything is fresh. Between the notes and combined memory, a complete picture should be captured.
2.2.1.4 Validate
Confirm: As before, organized notes should be sent to the interviewees for their concurrence, corrections and any additional thoughts they may have had subsequent to the conversation.
Absorb feedback: Based on interviewees' feedback, interviewers make final edits to their notes and add them to the master document. The team should review the master document to ensure there are no inherent conflicts or discontinuities.
Present: The findings to date — regarding both business strategy thinking and IT issues — should be presented to the executive steering committee.
2.3 Option 3: A Business Strategy Exists
This is the best of all strategic worlds for those exceptional enterprises that have CEOs with a clear future vision and an energized organization to achieve it. In most cases, IT plays a significant role that is articulated clearly and supported by the enterprise. Proof that the business strategy is working for IT strategy-building purposes is the existence of an IT architecture strategy funded at the enterprise level. This leaves the execution of the business strategy free to focus on business value and which path or project is the next best step to take. Very likely, businesses in this fortuitous situation would have little need to consult the guidance contained in this report.
Unfortunately, as discussed earlier, many enterprises believe they have a true business strategy when they do not. This raises an obvious dilemma for the IS organization because it really cannot tell senior management that its strategy is not much help and needs better definition.
In this situation, the most obvious path would be to simply accept the strategy at face value and proceed to the next step — evaluating the portfolio and project selection process and ensuring it is being managed properly by an effective governance policy, using appropriate financial tools. This supports the illusion of a business strategy and, therefore, remains compatible with business intentions. However, this does not lead to a set of linked IT strategies that have a future objective in sight. Specifically:
• The IS organization will not have the information necessary to create an architecture strategy that will maximize the efficiency of IT investment. This will likely lead to future criticism of "wasting money," and to cost containment directives that will not be achievable without a significant reduction in IT service levels.
• The IS organization will not know from one project to the next how business processes are evolving. Since projects will not build on one another, the result will be a mixture of solutions that, at worst, do not connect and, at best, will be cobbled together with interfaces defined after the fact. In addition, the
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IS organization will not be able to create an application change strategy beyond one that simply concedes to "doing the best we can" as each annual cycle unfolds.
• With no objectives for IT infrastructure and application change, the IS organization will be severely limited in its ability to develop a strategy for growth and have access to the right people. It will be forced to attempt to do so on an ad hoc basis, following the projects selected wherever they lead.
Rather than pursuing this course, however, the IS organization can follow the less obvious path: accept the business strategy as stated, but work at understanding how this strategy will affect the fundamental components of the IT strategies and, therefore, how these strategies will be bounded. This is the goal of Option 1, which should be used when facing an ambiguous business strategy (see Section 2.1). Even if the enterprise has an excellent business strategy, the principles discussed in Option 1 should still be used to validate its effectiveness. This will change the IS organization's position about the business strategy from one of passive acquiescence to one of a positive dialogue with the business — one that seeks to explain how IT strategies are affected by business choices, and what this means to the eventual effectiveness of the enterprise's investment in IT.
2.3.1 Process Variations for Executing Option 3
Since the strategy has already been articulated, the primary task is to map it to the business/IT strategy framework (see Figure 2). This will highlight where the business strategy is strong or weak for the purposes of defining what is needed for an IT strategic response. If some clarification is necessary, consult the process discussed for Option 1 in Section 2.1.9, and use a modified form of this process to reflect the level of missing information.
Because there is already an enterprise organization structure reflecting creation of the business strategy, this is the natural starting point to solicit additional information. This process will also serve to strengthen the business strategy itself, positioning the eight remaining strategy creation steps to be more effective.
3.0 Step 2: Establish a Financial Management Framework
This is where IS organizations using traditional strategy creation methods often make their biggest mistake. They leap ahead to developing strategies without clarifying their role and positioning themselves to make rational IT investment decisions. The more significantly the enterprise's business model is changing, the more important Step 2 becomes. This step is designed to expose all the politics that affect the enterprise decision process (see Figure 5).
Figure 5 depicts a framework of components needed to manage IT investments. These decisions can be viewed across the three main phases of the investment life cycle:
• Making the decision
• Executing the decision
• Evaluating the decision to see if it delivered what was expected
For strategy creation purposes, this report focuses on the initial decision phase, but Gartner will address the remaining two in step 9.
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Chart of accounts
Cost/price methods
Budget or funding
Chargeback or pricing
Selection tools Change
Tool kit Processes
Organization (governance structure)
IT Investment Decision Life Cycle
Decide Execute Evaluate
Source: Gartner Research
Figure 5. Financial Management Framework
Three major groupings will shape the discussion:
• The governance organization that defines the physical structure of the decision-making groups
• The collection of tools necessary to support the decision and management processes
• A set of financial management processes
Gartner's governance discussion is applicable to all organizations, offering a number of options for implementation depending on the particular enterprise situation. However, for tools and processes, it is important to make a clear distinction between traditional approaches and thought-provoking, newer ones. Times are changing, and the traditional approaches leave much to be desired when confronting the emerging challenges of the future.
3.1 Designing the Decision-Making or Governance Structure
In 2002, Gartner and the Massachusetts Institute of Technology (MIT) conducted a joint study, involving 256 CIOs worldwide to examine how organizations structured their governance processes and how they operated. Figure 6 reconciles the study results with the decision model of Figure 3. The study verified that the core aspects of IT governance are consistent across organizations.
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(MIT study of 256 Gartner clients, percent in each category)
Span of Decision Control
Centralized (Synergistic)
Decentralized (Autonomous)
Selected sharing (Agile)
Business orientation
Business monarchy
IT monarchy
Federal
Duopoly
Anarchy
Application needs Investment prioritization
Input Decision Input Decision
1%
0%
81%
17%
0%
12%
8%
30%
27%
3%
1%
0%
93%
6%
0%
30%
10%
27%
30%
1%
Feudal 1% 18% 0% 3%
= most common input = most common decision
Source: MIT and Gartner Research
Figure 6. Governance Structures
3.1.1 The Physical Structure
To obtain granularity for exploring the possible structure options, the study used six different governance styles:
• Business monarchy: Senior business executives have decision rights.
• IT monarchy: IT executives have decision rights.
• Federal: Decision rights shared by senior business executives and at least one other business group.
• Duopoly: Rights shared by two groups, of which one is IT.
• Feudal: BU leaders or their delegates have decision rights.
• Anarchy: Individual process owners have decision rights.
In the study results, just a few of these styles were dominant. Not surprisingly, IT architecture decisions were almost exclusively the domain of the IS organization, and application change and investment decisions were exclusively the domain of one or more business groups (such as enterprise executives or BU managers). All other IT-related decisions were made in conjunction with the IS organization and other business groups, either at the enterprise executive or BU management level.
Along the spectrum of business models driving governance (see Figure 3), the extremes were lightly populated. The middle ground of federalism is by far the most prevalent business/governance model being used. However, even federalized models have interesting nuances, which the following sections will explore.
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3.1.1.1 Decision Groups
To make IT investment decisions, two groups may emerge. The first is an IT executive committee, composed of senior enterprise executives. This group — also variously known as the "information management steering group," "IT policy board" and "IT management committee" — is likely to be present when there is a strong commitment to an enterprise business strategy that requires significant IT investment. Typically, the group's key responsibilities include:
• Defining and communicating the business strategy to provide focus for IT strategies
• Ensuring that IT investments support the business strategy
• Ensuring that appropriate budget and funding levels are available to execute those strategies
• Approving major projects based on a given level of expenditure (for example, $3 million)
• Resolving conflicts with BUs over strategic direction
• Acting as champion for IT strategies
With the emergence of the first group often comes the need for a second group, reporting to the first one, to manage the work of executing strategies (that is, projects). Members of this group typically include BU or business process managers and owners, key administrative executives, the CIO, and key IT managers at enterprise and BU levels. This role also adopts many names, such as "regional project council," "information management leadership group," "IT investment committee" or "business initiatives council." The group's key responsibilities typically include:
• Adopting tools and processes to manage this level of responsibility
• Implementing the IT component of business strategy
• Prioritizing and selecting projects within an assigned expense level (for example, $200,000 to $3 million)
• Resolving resource conflicts among BUs
• Oversee project execution
In the absence of a strong strategic direction, these two groups are often folded into one, with project management responsibilities from the above lists defining this group's role. Members of the group typically include BU managers, the CFO, the COO (if one exists) and the CIO. There is still a need to resolve conflicts or approve major expenditures, but that usually does not require a standing IT executive committee. Instead, these issues typically get resolved in the normal investment process used by the enterprise.
3.1.1.2 Support Groups
It is in the area of support groups that considerable diversity arises, principally to address unique enterprise needs. These groups typically report to the lowest level of the above-mentioned decision groups, unless the support group is a further subdivision of another support group. The following sections discuss some prominent examples.
IT architecture — Most organizations have an IT architecture group embedded in their governance process. Traditionally, this group developed standards and encouraged compliance among IT groups. With increasing business model complexity and renewed emphasis on enterprise strategies, the focus is
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shifting to enterprise architecture as a key driver for successful business/IT strategy execution. This has spawned subgroup creation focused on specialty issues, such as security, and channels that address specific go-to-market issues. Responsibilities include:
• Defining the enterprise architecture needed to reach strategic objectives
• Defining IT standards
• Enforcing and encouraging compliance
• Championing integration
IT services — As seen in the business strategy matrix discussion, the concept of service and service levels is increasingly being viewed as critical. Service groups have begun to form that examine service issues on an enterprisewide basis and provide input at strategic as well as tactical project levels. Responsibilities include:
• Identifying services to be delivered
• Defining delivery service levels and associated service-level agreements (SLAs)
• Designing measurements for monitoring SLA delivery
• Enforcing and encouraging compliance
IT leaders — When there are numerous BUs, there often are CIO-type IT leaders within them, speaking for their BUs on IT issues. IT leadership councils are common in these cases, where these leaders support the governance model being implemented. They offer guidance and advice to their own organizations and to other support groups to ensure that their BU has a strong voice in IT issues. Responsibilities include:
• Representing BU interests
• Coordinating IT activities across the enterprise
• Leveraging best practices across IT groups
• Providing input to the project justification and selection process
Process or functional groups — Some businesses organize along key business process boundaries, or there may be a major business process important to most enterprise BUs. In these cases, process or functional groups are often formed to provide input to business change considerations. This is a further refinement of the business application focus within the enterprise. Responsibilities include:
• Representing business groups
• Formalizing what the process or function should look like
• Fostering cross-enterprise acceptance and compliance
• Providing input to the project justification and selection process
3.1.2 Building the Enterprise Governance Structure
Among the above-mentioned groups, there is no single "correct approach," but all are composed of a selected subset from the decision and support groups discussed earlier. A significant strategic effort
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requires executive support, which is why a group containing selected senior executives is necessary. These executives have the greatest span of control and parse their time out in small chunks, which are insufficient for them to be fully engaged with IT strategies as they unfold. This is why a lower-level group often forms to make and manage project-level decisions.
The key point in deciding whether to split these responsibilities is to ensure there is sufficient executive engagement at the strategic as well as the tactical levels. The larger an organization gets, the more granularity is introduced to get everyone involved without creating one overly large, unwieldy group. This granularity is most commonly seen in global structures that have regional representation.
The support groups are selected for their expertise in areas of prime interest for IT strategies. These groups do all the basic research and distill this work into recommendations for the decision groups to understand and approve. Almost every governance structure that Gartner has seen has included an architecture group. The appearance of others in many ways reflects the enterprise culture.
Strategies should engage as many employees as possible because people provide the road map for the enterprise's future. Identifying areas that are essential to implementation of strategies, and engaging the enterprise's most talented people, will help get them involved by giving them the opportunity to shape that future.
3.1.3 Filling in the Governance Detail
Each group in the governance structure will need a basic charter outlining its scope of responsibility and how it will operate. The latter, operational aspect requires the definition of processes to manage the flow of information into and out of each group, which is what breathes life into the governance structure.
A good place to start is to take the responsibilities listed in Section 3.1.1 for the decision and support groups in the enterprise's structure, add to or subtract from these as appropriate for its situation, and answer the standard "what, why, how, when, where and who" questions for each:
• What is this responsibility supposed to accomplish? This sets boundaries for what is expected. Each responsibility should be mutually exclusive, rather than being shared with another group. Groups will cooperate with one another; but each has its own, unique contribution.
• Why is this responsibility necessary? These groups and their responsibilities exist to complete the overall governance model. They should all be seen as valuable in ensuring that the governance model will work as expected.
• How will this responsibility be carried out? Answering this question requires the definition of a process. Every responsibility exists to process information and contribute to effective governance. One needs to document how information flows in, how decisions are made within this area of responsibility, and how the results are passed on. The responsibilities are linked with others in a chain, each being served by a prior responsibility and, in turn, serving a subsequent one. Enterprises should be capturing the essence of the responsibility and not going into lengthy detail on every possible situation. Lengthy flow charts, although potentially accurate, will inevitably turn most people off, especially those from the business. Governance is a management tool and not a mechanism to display technical ability.
• When and where will we meet, and who will lead? This step addresses the potential for virtual participation, which will depend in large part on how the organization normally goes about holding "meetings." Meeting frequency may vary widely, largely depending on how active a group's responsibilities are at any given time. Flexibility in recognizing this fact will keep meetings focused on
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agendas that can be acted on, and will help avoid the pitfall of "meeting for meeting's sake." Meeting planning also requires the assignment of a leader. In the case of the decision groups, this is typically the individual with the most authority; support groups may use a rotating assignment to share the effort. Meeting effectiveness will often depend on leaders who carefully prepare agendas and ensure that all contributors are also well prepared. Meetings and attendance fall apart rapidly if group members see their scarce time resources being squandered.
3.1.4 IT Governance Effectiveness Self-Assessment
Six characteristics of high-performance IT governance organizations emerged in the Gartner/MIT study. These characteristics are reflected in the six statements listed below, which can be used to perform a self- assessment of an enterprise's IT governance effectiveness.
• "We have strongly differentiated business strategies." The study used Treacy and Wiersema's business strategy value disciplines of customer intimacy, product/service innovation and operational excellence as a guide.
• "We have clear business objectives for evaluating every type of IT investment." These are often related to strategy statements.
• "Executives are engaged in IT governance and can describe these arrangements." The study confirmed, as one would expect, that the higher the level of commitment of senior executives, the more effective the governance process will be.
• "Our IT governance is stable, with few major changes from year to year." Making more than one change per year tends to introduce uncertainty into the process and distrust by those expected to participate.
• "We use well-defined, formal IT exception processes." Exceptions can be used to defeat the basic process, and failure to formalize the process for handling them will undermine governance effectiveness.
• "We use multiple formal communication methods to engage business leaders." Well-structured governance means specific groups are formed with specific responsibilities, and these groups need to communicate to facilitate proper enterprise behaviors.
To score the enterprise's effectiveness, go through each of the six statements above and assign enterprise governance process the following values, as appropriate:
• 0 — disagree strongly
• 1 — disagree somewhat
• 2 — agree somewhat
• 3 — agree strongly
Add the scores and check the total against the general guidelines below. The structure and process discussions above should provide a feel for any improvements that might be valuable in those areas. Discussion in the next two sections will explore the importance of focusing on money and tools to embed in the governance processes to improve decision making.
• 14 or more — Top performer
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• 10 to 13 — Maturing IT governance
• 7 to 9 — Low level of IT governance
• 6 or less — No effective IT governance
3.2 Key Components of the Enterprise Financial Management Toolkit
Money is the language of business, and the decision-making process is based on money as a key metric. Increasingly, nonmonetary metrics are being used to acknowledge the presence of other influencing factors; however, even these metrics have a quasi-monetary feel, since eventually all eyes look to the bottom line.
3.2.1 Chart of Accounts
Eventually, all income and expense items must be assigned to some "bucket" in the financial chart of accounts. Each of these accounts is then qualified by the organizational unit incurring them (that is, the cost center). The nature of these buckets and cost centers will determine how and what to measure, and will provide a basis for current and future management decisions.
For IT, the cost aspect is what is being tracked; only rarely is there income to assign. This report first looks at the traditional approach of assigning cost categories to accounts, which in turn sets up the reasons for modifying this approach to better manage the evolving realities facing IT management.
3.2.1.1 The Traditional Approach
The account usually has a group identification with an assigned range of numbers, where individual numbers in the range identify a specific category of baseline expense. The IS organization will typically use the standard accounts already established for the enterprise in the general areas of salary, bonus, awards, benefits, taxes, dues/fees, recruiting, travel, training, office supplies, telephone and facilities. To these, the IS organization will add specific accounts to track IT-related costs. The following describes the groups and some examples of detail within them:
• IT assets — These are typically broken down into equipment groups (for example, hardware may be grouped into servers, workstations, mobile devices, mainframes, phone systems and network equipment). Categories of software would also be associated with each of the equipment groups.
• Depreciation — Each of the capitalized IT assets identified would have current-period and accumulated depreciation accounts.
• Rent or lease — Each asset group identified would have accounts to recognize a rent or lease expense.
• Maintenance and repair — All the equipment assets defined would have an account to track maintenance.
• Utilities and telecommunication — These accounts are for the consumables used by the network or equipment assets already identified (for example, cell or paging, dial-up, data line, international long distance, local long distance and credit card).
• Services — Each aforementioned category may be serviced by an outside source and, therefore, needs an account. In addition, there are potential services for managing processes such as help desk support and application development.
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• Departmental supplies — Each department or function within the IS organization will have a selection of consumables, such as spare or replacement parts, noncapitalized software by equipment group and telecom relocation.
Many enterprises also include "other" categories within the general groupings. Such categories often become a dumping ground for those too lazy to assign accounts correctly. It is preferable to avoid this syndrome by providing enough granularity to the account structure to allow reasonable choices — while, at the same time, avoiding the creation of so many accounts that one drowns in choices.
The creation of a sound chart of accounts is important, but the real challenge comes with the assignment of a cost center to each account. Cost centers typically reflect an IS organizational structure that is functional in form. These physical choices do not align well with the emerging structure of the IS organization that redefines itself as a service business. This new model aligns prices and costs along service lines; not functional ones.
Compounding the limitations of the traditional approach is the trend toward using external service partners to fulfill IT commitments. The chart of accounts discussed above identified appropriate buckets for these; however, to make rational business decisions, the financial underpinnings should be comparable, and the functional and external service groupings are not.
3.2.1.2 A New Approach for New Realities
Costing needs to shift to an activity-based approach. Those activities need to be identified in terms of how they support the services being delivered by the IS organization (see Figure 7). Figure 7 illustrates a simple example of how services (for example, application hosting, help desk and workplace) are supported by multiple functional groups.
Application hosting
Help desk
WorkplaceProcess (function) Total
Services
Total
Change storage network (network) X 1
Add new employee (human resources) X X X 3
Incident detection recording (help desk) X X 2
Desktop operating-system release (software) X 1
Application service levels (operations) X 1
4 3 1
Source: Gartner Research
Figure 7. Processes Within Function and Service Support
When implementing the service organization model, the ultimate question for IS organizations to answer is whether the service offered internally is comparable, from a cost and service level standpoint, to that available externally. If it costs more internally and nothing reasonable can be done to change that, the service should be sourced to the lower-cost option. Tracking costs by functional cost center will not
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directly answer that question. To arrive at the answer, a translation must be made that will be open to criticism as being arbitrary or as serving a specific agenda.
For most enterprises, physical cost centers are natural and serve financial management well. However, for a service orientation, a virtual layering over the physical organization is necessary for pooling and managing certain skill sets. For an IS organization to organize its finances appropriately, the general ledger needs to accept a line of service designation for management purposes as well as a physical one to satisfy enterprise financial objectives.
Whether to approach the issue directly, using service cost centers, or indirectly, using a shadow cost center, is largely a financial management decision. Either way, to effectively track the efficiency and appropriateness of internal and external service delivery, one needs to organize the financials to facilitate that comparison.
3.2.2 Cost/Price Methods
Costing is an accounting discipline, and accountants are driven to get the numbers exactly right. For the purposes of ensuring a fair capture and assignment of expenses for IT, however, costing does not need to be overly precise; it just needs to be "good enough." The objective should be to have the methodology deliver costs to facilitate sound management decisions and a fair allocation in the chargeback process discussed in Section 3.3.2. Pricing builds on costs and becomes the go-to-market charge in a service model organization structure.
3.2.2.1 The Traditional Approach
As long as the IT strategy — at least on the operations side — is built on a functional-organization approach, traditional cost center accounting will work. This serves the budget process, but the real problem comes in deciding how to allocate those costs during the chargeback process.
In a service model, however, traditional cost center accounting and the allocation of indirect costs are at too high a level to be of much value. In fact, in this model, it can lead to bad pricing decisions.
3.2.2.2 A New Approach for New Realities
The ISCo model forces a virtual view of a physical IS organization structure and, therefore, requires an identification of costs at a more granular level than the traditional approach. At the high end of complexity is activity-based costing. This type of costing can be taken to extremes that often cost more than they are worth, so a dash of common sense is in order. The objective is not to create a model that achieves accounting-like accuracy, but to develop one that achieves a sufficient level of "fairness" when applied.
As Figure 7 suggests, there is a set of processes that work together to deliver a particular service, but that is not the complete picture (see Figure 8). Figure 8 illustrates that each service, in turn, contains a number of deliverable components. One must "see" this end-to-end flow of the service and its delivered components to understand how costs are incurred. Also made clear in Figure 8 is that the level of service being delivered directly affects the cost. Delivery process maps (that is, with a tool such as Proquis' allCLEAR Flowcharter) can be used to capture the transaction flow, as well as the cost and time variables along the way.
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Deliverable AssumeService level Metric Data
Standard equipment order fulfillment
Total completed or total submitted
SP system date or time
Confirm within 1 hour 98%
Client enter system by SP
Desktop installation Completed Work tracking
Within 1 work day 92%
Access or security
Phone restoration Severity 1
Average Work tracking
Less than 4 hours 95%
Desktop change Total completed or total ordered
Work tracking
Within 5 work days 95%
Access/security
Office move Completed Work tracking
Within 5 days 93%
Client packed
Service: Workplace Management
SP: service provider Source: Gartner Research
Figure 8. Sample Service Components and Service Levels for Workplace Management
Firms that compete in the sourcing market as a business typically have complex methodologies for capturing costs, which they measure and monitor continually. An enterprise using an ISCo model cannot afford that approach. Instead, a methodology that captures a current-state view — often within a time box that limits the effort expended — is likely to produce a "good enough" result. All that is necessary is to establish a reasonable allocation of costs within a process, as it is shared across a service or service level. Because process improvements will be expected, these cost profiles will need updating. Revalidating the cost profile can become cost-prohibitive, thus doing so every two years is reasonable, unless a great deal of change has taken place.
Theoretically, a complete collection of process maps will account for all IS expenses. This is a very different, more powerful position than that provided by traditional cost center accounting. The use of this tool is explored in detail in the process discussion on chargeback in Section 3.3.2.
Unlike the traditional cost center model, pricing is a fundamental requirement of the ISCo model. Price is often a competitive marker, used to examine the market to see if the organization can compete. But its use is more complicated than that. Service price is meaningless without knowing what level of quality or service level is delivered (as illustrated in Figure 8).
Pricing components vary from internal and external perspectives. Figure 9 lays out the key variables for each perspective.
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0*0
Fixed cost -
Uncertainty
Variable cost -
Added value +
“Profit” +
Price
Overhead -
Operations +
Risk
Profit -
InternalExternal
* Internal adds 4% to12% management cost to external
Key: - Disadvantage + Advantage
Source: Gartner Research
Figure 9. Key Pricing Components
An internal price starts with fixed cost and adds any variable costs, adjusted to the levels of service being offered. Because there is typically little opportunity for costs to vary within a single budget period, scaling of capability will essentially be capped. The "uncertainty" price component primarily addresses how well the business has predicted usage and set appropriate service levels, thereby allowing full recovery of cost. "Added value" can be leveraged due to extensive internal knowledge (for example, being engaged in business strategy definition and execution provides insight into how services may evolve). The "profit" component is optional, but it provides the cushion needed to invest in improving service delivery.
External pricing starts with overhead like sales, which is nonexistent internally. Operations cost is highly leverageable for technology and rare skills. Added to the internal uncertainty factor are issues associated with being an external party and having to rely on users' representation and execution of their capabilities. Profit is what makes it all worthwhile and will vary depending on how good things are. In addition, there is an added cost for the user to manage the external relationship. Gartner research has found this to range from 4 percent to 12 percent of the contract cost, depending on factors such as domestic vs. international fulfillment.
From the above, it should be evident that a more sophisticated set of methodologies for costing and pricing under an ISCo model is an absolute necessity.
3.2.3 Investment Decision Tools
The basic toolset available was thoroughly discussed in the Strategic Analysis Report, "Six Building Blocks for Creating Real IT Strategies," (R-17-3607), and that discussion will not be repeated here. However, this report explores appropriate improvements to traditional decision making, as well as practical options for enterprises facing a more complex future, where traditional decision-making approaches will prove suboptimal.
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3.2.3.1 Extending the Traditional; Going Beyond Return On Investment
A good package of tools will have at its core the use of discounted cash flows (DCF). No matter how sophisticated one becomes, analysis is always dependent on estimates of inward and outward flows of cash or equivalent streams. For any decision point in time, a portfolio of competing projects must be submitted to a selection process. The traditional approach is simply to rank them by net present value (NPV) and move as far down the ranking as one can afford based on budget or funding. This works fine, as long as an active business strategy is not being executed. Business strategies introduce the need to recognize value beyond just economic value (for example, the ability of projects to further the strategy).
The premise behind portfolio analysis is the addition of variables beyond NPV that should influence the investment decision. The following are examples of additional variables that Gartner has seen:
• Supports business strategy — Obviously, strategic projects should take precedence over those that represent utility or "nice to have" features.
• Business risk — The introduction of risk can reduce a project's ultimate value (for example, if its value is tied to an assumption that competition will not react, but that is not a sure bet).
• Time to implement — For the time horizon being considered, it may be beneficial to favor short-term projects over long-term ones.
• Demand on cash — Occasionally, enterprises get into a cash bind and have to watch working capital.
• Demand on capital — Similarly, constraints on available capital may necessitate that capital-intensive projects have a higher hurdle for selection.
• Dependency on other strategic projects — This is often a key consideration, given that strategies span budget cycles and involve a string of linked projects.
Each of the variables used is assigned a weighting represented by a range of numbers (for example, 1 to 5). An additional refinement is to rank these nonfinancial variables to establish their relative importance. The resulting weight of each factor for a project becomes a product of the basic factor weight and the level assigned to it. The resulting factors are then summed to provide an overall score. NPV could be multiplied by this score to obtain a weighted value for ranking investments. There are variations for developing these rankings, but the result is always a weighted project value, which can be compared to the values of other, competing projects.
Market value and the role of intangible assets represent another key factor that should influence investment decisions. A new body of research is emerging that attempts to explain why many businesses have a gap between their book value and stock market value. In 1982, market capitalization for the Standard & Poor's 500 was 1.3 times book value. By 1998, this ratio had risen to 6 times market value, before falling back to triple this value in 2001. At the 1998 peak, this left as much as 80 percent of market value unexplained. Stock price is ultimately the final arbiter for judging a CEO's success or failure. Therefore, a clearer understanding of why investors value a business at a premium over its book value should intuitively be included in the investment decision process.
It makes sense that intangible asset value would be driven by factors such as innovation, people, business processes and brands. Baruch Lev of New York University has been the principal driver in the pursuit of this concept and its empirical definition. A study he co-authored with Feng Gu — "Intangible Assets: Measurement, Drivers, Usefulness" (available at Lev's Web site, http://pages.stern.nyu.edu/~blev)
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— uses public-domain data to identify and measure several intangible-asset drivers that contribute to explaining this value gap. The main drivers are:
• Research and development
• Advertising (brand enhancement)
• Capital expenditures (intangibles embedded in physical assets)
• Information technology
• HR practices
The point here is that, if an enterprise has a book/market value gap or wants to widen it, it is useful to identify a set of drivers that enhance intangible assets and add them to the portfolio variables. The argument against this is that it can be arbitrary or prone to manipulation by different factions. However, that can be said for all the variables — even NPV. For many enterprises, this market value gap is a significant one, and to ignore its meaning would be a mistake.
3.2.3.2 A Different Future With Real Options
There are three conflicting concepts working against the traditional approach to portfolio management:
• First, strategies usually span multiple budget cycles and, therefore, require a set of linked projects for execution.
• Second, the further into the future the strategy's planning period extends, the higher the uncertainly level will be (for example, will all the projects make sense as the future unfolds, and is the sequence correct?).
• Third, project durations have shrunk dramatically (that is, from years to six months or less), resulting in a potentially complex maze of projects to select and prioritize.
The traditional portfolio management implementation basically treats each project independently, introducing optional variables beyond cash flow to make the comparison "fairer." This independence is not even a close approximation to what is really happening when managing the implementation of business and IT strategies. The answer for resolving these conflicts can be found in real-options analysis.
Real-options analysis has its origins in the complex mathematics used to manage market portfolios. The underlying mathematics has evolved to include an ever-larger population of options, but it has stubbornly remained a tool for only the most sophisticated. This veil of complexity has finally been lifted, resulting in the emergence of relatively simple processes and tools that can be implemented. This simplified approach is examined by Dr. Jonathan Mun in his books, "Real Options Analysis" and "Real Options Analysis Course." The approach Mun lays out brings financial integrity to the selection process; it is rigorous and firmly grounded in valid mathematics. The remainder of the discussion in this section draws considerably on Dr. Mun’s concepts.
The challenge of using real-options analysis lies in getting business and IT decision makers to change the way they go about formulating and executing their strategies. This approach is not valid when working backward from IT solutions to business solutions. It must work in the business-to-IT direction, because it is completely dependent on a business case. This is true primarily because the uncertainty in the decision lies in the estimated revenue benefit stream. The IT costs to execute the strategy, relatively speaking, are
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considered to be largely certain. This report examines the fundamentals involved and presents an example in Section 3.3.3.
Enabling this process change requires three key capabilities:
• Define a future strategic objective to achieve. When this involves changing the business model, how one goes to market, or the products or services being offered, the objectives are clearer to see. The difficulty arises in the more common strategic focus on reducing costs, improving customer service and increasing profits, which presents a vague set of objectives that does not sufficiently limit the range of potential options. However, such vague objectives can be made more precise by focusing the business discussion on this range of options, which can quickly expose the difficulty and lead to more precise thinking about what should actually be done. Options force management to think about what the strategy really means, because they require an explanation for how to actually achieve it.
• Understand the key assumptions about that future, and what will constitute the inflection points or "real options" as the uncertainty regarding these assumptions is resolved with the passage of time. Gartner uses the term "uncertainty" rather than "risk" because uncertainty is what creates risk, and the impact of uncertainty on the project is what will translate into specific risks. This is where thinking in small- project increments, and seeing these projects as being linked into the future — that is, the independent competition of projects — is a major change in thinking. Because the uncertainties of these options selectively define a specific risk, the consideration of underlying uncertainties is more fruitful for the enterprise's needs than one of risk. Techniques such as scenario planning are useful for exploring the future and closing in on the options most meaningful to the enterprise. For IT, this often means engaging in more experimental projects that serve to explore technical options until it becomes critical to make the final choice for an investment path.
• Generate free cash flows and costs associated with these options. This part involves a certain degree of subjectivity, but that is also true in the more traditional approaches. The major difference is that, in this approach, the objective may be achieved regardless of the path; whereas, the traditional approach of independent project competition means that each project becomes a "do-or-die" situation for its sponsor. In addition, each path has the option of being abandoned if the objective does not turn out to be worthwhile. With options, the sponsor is focused on achieving an objective, and the individual projects along the way are selected based on their most efficient use of enterprise resources, creating a "win-win" situation. Unlike the traditional approach, future options have value and will affect earlier choices. The idea is to ensure that, at any given decision point, the best choice is made from a financial perspective — that the enterprise does not go down a path that will ultimately lead to a less efficient or losing financial goal. Basically, the approach amounts to keeping the options open until doing so can no longer be financially justified.
To provide a feel for the kinds of options available under this financial approach, the following list briefly describes some of the key ones:
• Abandon — If things are not working out as expected, when is it time to give up? This option takes this question out of the emotional realm and makes it a purely financial one. To have pursued a path that ended at the "abandon" option is not necessarily a bad thing — it kept alive a path that was a potentially viable one until the assumptions underpinning it proved to be unwarranted.
• Expand — This allows for experimenting or "testing the waters" before making the big commitment. The path is kept alive until some point when it becomes financially viable to execute the expansion option.
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• Contract — The reverse of expanding is to contract. This is common when considering outsourcing a process, in cases where contracting and letting others do the work becomes a more financially viable option going forward.
• Choose — This option enables multiple paths to be kept alive until it becomes obvious which is the right one. In the IT realm, this could enable a number of experimental projects to run simultaneously.
• Compound — This occurs when one path's value is dependent on the value of another. An IT example might be a test bed technology that depends on the success of a go-to-market approach with customers.
• Sequential compound — This simply expands the concept of the compound option by stringing together a number of them. This would be common in IT when a number of short projects must be linked together over time.
These options can be viewed as a core set of building blocks that can be combined in any way that best serves planners' definitions of the options being considered for executing a strategy. Although this approach can become quite sophisticated, keep in mind that there are fundamental choices that drive the whole process. One can start with the basics and then grow with experience. Gartner expands on this approach with examples in Steps 5 and 9.
3.2.3.3 Portfolio Management Software Vendors
A number of software vendors market portfolio management products (see Figure 10). Figure 10 provides a sample list of software vendors whose products perform portfolio management to varying degrees. There are two groups represented: simple spreadsheets and full-function packages. Most of the full- function examples incorporate project management, but to be more specific, Gartner focused on how these products support initial project selection. To do so, we established four levels of capability, each with increasing functionality being delivered to those managers involved in the decision process:
• Level 1 — Basic financial capabilities are provided, such as capturing cash flow streams, or calculating NPV, return on investment (ROI), internal rate of return (IRR) or break-even points. These are typically spreadsheet-based products that leverage reporting capabilities. One determines priorities based on projects' position in a sorted report. Management processes are self-generated.
• Level 2 — Nonfinancial valuations are supported, introducing variables with controlled weighting that are used in a mathematical formula that generates a "normalized" cash flow valuation. This is basically the level discussed in Section 3.2.3.1. Minimal management capabilities are included to perform what-if, scenario or sensitivity analysis, but the process is still self-generated.
• Level 3 — A fully functional management capability incorporates a number of supported processes to manage decision-making. The reporting process provides management with an understanding of the "cost" for making any set of project selections. Variables can be adjusted and comparison results made available for a supported analysis process.
• Level 4 — The product has analysis capabilities that break away from the two-dimensional world of each project competing against all the others, and incorporates the third dimension introduced by strategies that accommodate the potential for linked sets of projects or project options.
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Vendor 1 2 3 4 User defined
Scenario Sensitivity Graphics
Artemis International (aisc.com)
X X X X X X X
BusinessCase.com (businesscase.com)
X X
Business Engine (businessengine.com)
X X X X
Millennium Software (irr-calc.com)
X X
Kintana (kintana.com)
X X X X X X
Pacific Edge Software (pacificedge.com)
X X X X X X X
Primavera Systems (primavera.com)
X X X
Verismall Software (verismall.com)
X
ProSight (prosight.com)
X X X X X X X
United Management Technologies (umt.com)
X X X X X X X
Capability level Special functionality
Source: Gartner Research
Figure 10. Software Packages and Project Selection Capability Levels
Figure 10 assigns each package a capability level, and includes notations concerning the following special functionality:
• User defined — Nonfinancial fields are provided to customize scoring needs.
• Scenario — Provides the ability to change controlling nonfinancial parameters to see how selections change.
• Sensitivity — Specifically supports the changing of financial values to see the effect on project value.
• Graphics — Provides reports to present results graphically, using features such as color and bubble charts.
As discussed in Section 3.0, the investment decision life cycle has three key phases: making the initial decision, executing that decision and validating the decision. Most vendors began in Phase 2 and are extending themselves into Phase 1. Some portfolio management vendors have also started to move into Phase 3 by leveraging their project management expertise in the first two stages to track benefit justification (that is, to validate the assumptions that determined project selection). This closes the decision loop, putting the entire project life cycle under management to ensure that IT investments are optimized. This puts considerable pressure on upfront project deliberations and those who are making the
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case. There is more effort involved in managing to this level, but it will make the entire investment process more fair and equitable to all parties involved.
In general, packages can provide the basis for a consistent approach to project evaluation, selection, management and validation. This varies from those that offer an inexpensive, spreadsheet-based approach to the more sophisticated and expensive packages that address the entire management decision-making process. If the enterprise has embarked on a business model change driven by an aggressive strategy, the more sophisticated approach will quickly pay for itself by providing an organized, engaged process for managers to use to execute their strategies effectively.
3.3 IT Financial Management Processes
There are three fundamental processes for exercising financial management:
• Budgeting and funding to control annual expense cycles
• Chargeback and pricing to recover costs
• Selecting and managing the introduction of application changes
3.3.1 Budgeting and Funding
IT investment and budgeting, although complementary, are distinctly different concepts when executing a strategy. However, they are frequently treated as if they were simply synonyms. To bring a sharper focus to the governance processes, the following sections will explore their differences and how to apply each correctly.
3.3.1.1 IT Investment
This is where enterprises spend money, usually a project at a time. Most organizations have some rational method for deciding what investment to make next based on a cost/benefit analysis. However, when operating under the umbrella of a strategy, this needs to move to a higher level. With strategies, each project becomes a link in a chain that ends with the achievement of the strategic objective. That objective may change as future uncertainties resolve themselves, but the principal characteristic of the next project building on the previous one remains.
This concept differs form the approach most people use when considering strategic investments (that is, simply asking if each individual project supports a strategic objective). This approach ignores the requirement that a strategy must be executed in a planned, organized, stepwise approach. Gartner introduces a real options tool to manage that environment in Section 3.3.3.2.
A second key difference for IT investment under the direction of a strategy is the IT infrastructure investment component associated with each project. The projects undertaken to meet a strategic business objective are built on top of an IT infrastructure supported by a specific architecture. This infrastructure is a function of the ultimate strategic objective and is, therefore, an absolute requirement. The timing of the investment may shift based on when certain parts are needed, but there is no question about its necessity. Each strategic project has a justification consisting of the cost to build (that is, minus infrastructure) and the business benefit. These projects will evolve based on their relative contribution, but the infrastructure needed to implement the project is a given due to the strategy itself.
This suggests that all the IT infrastructure investments should be treated separately for the projects that may need them. By making a strategy decision, the enterprise has already committed to spending the IT infrastructure money; it simply comes down to when. This removes the common investment decision
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problem wherein the first-time user or project bears the burden of justifying the necessary IT infrastructure investment.
3.3.1.2 Budgeting
The basic issue here is that budgets typically address only a single year, while strategies span multiple budget years. Strategic investments in one year can in effect commit future budgets, and this impact needs to be understood and accommodated. Although budgets roll up to an enterprise level, they are primarily used to manage individual BUs, which in turn have their own bottom lines to deliver. A budget can become a straightjacket, controlling expenditures without making additional funds available for the full-year cycle. Budgets rarely provide for unforeseen circumstances, which typically require additional expenditures from that closed money pool, putting pressure on the BUs to meet the plan and support strategic endeavors.
From the business perspective, the IT budget looks like one big number, when in fact there are distinct, controllable components, the two most obvious being operations and projects. Projects, however, should really be subdivided into two categories: strategic and nonstrategic. An argument can be made that all projects should be strategic, but there are some legitimate exceptions, such as complying with legal or regulatory changes.
These issues inherently lead to conflict between BUs managing to current-year expectations and enterprise demands to execute a strategy. Strategies cannot be turned on and off like a water spigot; they have a flow and rhythm that requires a sustaining effort. To resolve these strategy-related issues, IT budget structures often need to be revised in the following ways:
• Create separate categories for IT operations, strategic projects and nonstrategic projects. As this report shows, when creating an operations strategy in Step 6, this is a relatively fixed number for the year with little flexibility for change. Splitting application projects into two categories leads to a critical discussion on how many of the nonstrategic ones are really needed and why, since they are in essence diverting resources from strategic endeavors.
• Fund the strategy at the enterprise level. The strategy is for the good of the enterprise. BUs are participating in its execution, and they should not bear its direct costs because it requires an allocation that is often uneven in its distribution. Attempts to introduce "fairness" via strategic cost allocations among BUs will inevitably produce unfair results and may lead to suboptimal economic decisions. Removing the strategic costs from the BUs' budgets will allow each BU to manage its own bottom line based on what it can control. The strategy will open up new opportunities for revenue along with associated costs that, again, must be estimated and applied for each budget cycle.
• Subdivide strategy funding into application change and IT infrastructure. This serves to make a sharp distinction between the two and removes the burden of carrying infrastructure development costs in an application change project. The projects can be evaluated based strictly on their business case for promoting the overall strategy. In addition, the amount of money allocated to each group emphasizes the true underlying IT infrastructure costs and makes clear how much is actually available to make business application changes.
• Modify the project selection process to envision and commit future budgets. This serves two purposes: requiring decision makers to consider the extent of the financial commitment required for each choice, and earmarking future funds. Looking at projects in a stand-alone fashion has historically blinded management to the full impact of their decisions. As the next section illustrates, the management of this budget-spanning thinking requires new tools and processes.
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• Create a discretionary pool to accommodate unexpected expenses. From an IT management perspective, one of the biggest problems with a budget is the inability to react to inevitable disruptions that BUs encounter. The high fixed cost of IT operations, and application change demands that exceed what can be delivered, leave IS organizations with few or no options. Acquisitions and unexpected increases in transaction volume are just a few examples of factors that stress the stakeholders in the IT system. Creating discretionary funds, by senior-management approval, relieves the pressure on the IS organization by allowing it to augment resources while remaining on target for budget commitments to other, unaffected BUs. IS contingency planning could be focused on how best to find additional resources — as opposed to figuring out at the last minute which BUs must be told they cannot have what they planned for.
3.3.2 Chargeback
Unless the IS organization wants to offer its services for free, it should recover its costs by allocating them to its consumers. BUs know they have to pay for IT services; they just want to be sure that the service delivered meets their expectations. There are four questions BUs need answered before they will readily accept the IT charges they incur:
• Simplicity — "What am I paying for, and is it simple to understand?"
• Fairness — "I'll pay my share, but am I paying for anyone else?"
• Predictability — "Can I reliably forecast my costs, or will you increase them and put my numbers at risk?"
• Control — "If I need to cut my budget, can I get some of it from my IT expenditures?
This is much easier said than done when using the traditional chargeback approach. The following sections explore the options organizations have using this approach and show how the ISCo model and activity-based costing can address most of the thornier issues involved.
3.3.2.1 The Traditional Approach to Chargeback
Chargeback methodologies have been around for many years (see Figure 11). Figure 11 summarizes the overall chargeback picture. The traditional approach spans the three "functional IT territory" layers and shares with ISCo the "business-based fee" layer.
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Functional IT territory
Profit oriented
price
Business-based fee
(per service, per output unit)
Flat rate (tiered or negotiated)
IT-based allocation (per user, per transaction)
Non-IT-based allocation (proportion of revenue; proportion of head count)
Arguments over profit level
or exclusivity
Arguments over accuracy
Arguments over classification
Arguments over allocative fairness
Degree of difficulty and
complexity
Degree of fairness
and control
IS service company territory
Source: Gartner Research
Figure 11. Chargeback Methodologies
The following list provides a description of the common methods used in each layer:
• Non-IT-based allocation — A unit of account (such as employee or network connection) is used to act as a divisor to all IT costs. These costs are then apportioned out to the business areas based on the number of units they have. This method does not measure something users can "see," and users often view it as unfair or uncontrollable. The method is suitable for shared services, where the lack of a clear relationship between usage and cost is not important.
• IT-based allocation — There are three common types used:
− Subscription fees or per-user fees utilize a specific metric as a divisor for associated IT costs (for example, network ID, employees, profit or cost burden). This approach is often used when resources are hard (or expensive) to measure, as in the case of networks. This method also does not address two important issues: fairness to low-volume users and controllability. The use of this method is most commonly found in services like desktop and workplace support.
− Measured resource usage keeps track of consumption within an account code, and each consumer pays for what it uses. This is typically difficult to administer with regard to measurement; it may require creating application code (for instance, in an e-mail system) to track usage. For users, it answers three of the four questions noted in Section 3.3.2, but is often too complex to address the simplicity issue. For IS organizations, it represents an uncontrollable cost: Users can reduce usage, leaving unrecovered fixed costs. Because of this fixed-cost dilemma, the method is best suited where costs have a high variable component, such as telecom and e-mail.
− Direct cost means all costs are billed to the owner of a service, regardless of usage patterns. Resources identifiable to a single purpose are billed to the owner; there is no shared service. This method answers the four questions, but in most enterprises, few services can be directly attributed to one BU (that is, the exceptions being application development and dedicated projects).
• Flat fee — This basically comes in two varieties:
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− Tiered flat fee is like the pay TV model, where a basic set of services is provided for a standard monthly fee, and then each additional service ordered increases the fee. The fees are based on what is available; not what is used. The difficulty with this method lies in its usage roots and the need to establish tiers, which requires accurate demand forecasting. Therefore, it is best suited to more-stable environments where service levels are pre-definable, such as help desks, application maintenance and data centers.
− Negotiated flat fee is based on an annual study of the IT resources used by each BU, establishing a monthly fee to be charged to each unit. This is the classic budget approach, where assumptions about usage for the year ahead are agreed based on annual discussions as part of the budget process to set resource allocations. Although it may appear simple, this method favors large, influential users and does not provide controllability. It also requires IS organizations to accurately forecast demand and costs where demand is completely in the hands of users; therefore, it is best suited to stable conditions like help desk, technical-support and infrastructure services.
• Business-based fee — This method defines IT costs in terms of business activities and their associated IT services. Examples include charges such as 5 cents per e-mail message; $10 per invoice (or similar business transaction); $20 per mainframe report; $50 per month for a phone with free internal calls; and $500 per month for a standard PC with printer, network connections and help desk service. This brings clarity to charges in users' eyes; however, the overwhelming number of business activities users employ can quickly make this method extremely complex to monitor or understand.
• Profit-oriented price — Although all the previous methods discussed are based on chargebacks to recover costs, this model treats the IS organization as a BU, operating with the objective of delivering competitive services to generate a profit in an open or closed market. Implementing this model requires the allocation of resources in the BUs and the IS organization to manage and market the services provided, including a clear definition of service levels delivered.
3.3.2.2 The ISCo Approach
This method is built on the discussion in Section 3.2.2, which covered cost and pricing, and is represented by the top layer in Figure 11. Business events become transactions within the small set of services users are buying. Those individual transactions have service levels associated with them that keep overall service delivery within the agreed guidelines contracted with the user. Users are buying services at "costs" that are at or below competitive market prices (that is, they can go nowhere else to get a "better deal").
Unlike the traditional chargeback approach, the user sees none of the underlying cost structure. That cost structure is in place to serve ISCo — to ensure that it understands exactly where its expenses go, that it can deliver specific levels of service, and that the price charged to the user is enough to recover costs and provide a cushion of profit to cover uncertainties.
With ISCo, all four of the user questions are answered satisfactorily:
• Simplicity — Users buy a small, identifiable list of services that have contracted SLAs to ensure they are getting what they paid for.
• Fairness — Services being consumed by paying users, at service and cost levels that match their needs
• Predictability — The charge is constant over the agreement period.
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• Control — At agreed times, users can reduce their levels of service and, therefore, their cost.
3.3.3 Change
All change is introduced in the form of project requests that are mostly formal but occasionally informal. The process for managing project selection is at the core of effectively managing the business/IS interface, business expectations vs. reality, and execution of the business/IT strategy.
All projects are not created equal — they range from individual projects requiring minimal resources to strategic project sets requiring a significant portion of available resources. A classification scheme must be implemented to put these projects in different groups that, in turn, will have different selection criteria. There is no single correct way to do this, but certain fundamental issues must be resolved in whatever structure the IS organization eventually decides to use. The following lists review the key points of each.
• Objective
− When the objective is a strategic one, projects that are not strategic should be scrutinized heavily. Funds spent on nonstrategic projects will draw off resources and lengthen the time required to fulfill a strategic objective.
− Gartner surveys have shown that when using project and application classification schemes such as utility, enhancement and frontier (see "The Gartner Portfolio Management Tool for IT Investment," TU-14-0675), organizations typically put 20 percent or less of their application change money into frontier or strategic efforts. An appalling 80 percent is potentially frittered away.
− Organizations must decide how strategic they really are, and use classification and selection procedures that match their choice.
• Classification
− At the top of the list is a category for projects that the enterprise has absolutely no choice but to fulfill (for example, those needed to comply with a law or regulation).
− A second category would involve commitments made to clients or suppliers, such as a new contract or billing type. These also often pose a no-choice situation.
− A third group would be those triggered by an internal standard. An example is a standard dictating that no software products can be installed that are more than two versions old. Conforming to such standards is not always a given — projects must undergo an analysis to determine whether the standard must be followed based on the risk and resources diverted from other projects.
− A fourth category is for strategic projects. Theoretically, this could be the first group that is subject to a selection process.
− Everything else falls into the fifth group. If the enterprise does not have to undertake the project to satisfy legal requirements, external commitments or enterprise standards — and the project is not strategic — then why is it needed? As noted above, most organizations have the vast majority of their resources committed to this category. These projects are often directed to administrative applications like finance and HR. In general, the majority of project requests are typically for small maintenance changes affecting internal performance (that is, "nice to have" enhancements). These often propose to address irritants to employees and make their work simpler. A significant characteristic of these small projects is they are typically numerous and backlogged (sometimes
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by years), and often become a source of conflict between the IS organization and the business because they cannot be fulfilled.
• Funding
− This bounds the resources available to fulfill the projects within each of the five classification categories. As noted earlier, such projects represent only 30 percent to 40 percent of total IT spending for a typical enterprise.
− The first two groups must be fulfilled and will reduce available resources accordingly.
− The allocation of projects to the third group will reflect the degree to which standards are held as important (that is, how much leeway is provided for choice).
− The importance of strategy is made clear to everyone in the enterprise by the amount of funding allocated to the fourth category. Regardless of this amount, what remains is what will be available for the last category.
− If the fifth category has the potential for containing too many projects, a further classification may be in order. Often, the category is split into two groups based on the level of resources required (for example, cost or time). The smaller projects, classified in the low-resource group, may be priority-ranked by BUs and their fulfillment executed accordingly, based on a funding level for that pool. The other group would be subject to a selection process similar to that used for strategic projects, but modified to use parameters appropriate with this classification. For example, the selection process could emphasize productivity- and cost-weighted components, since revenue benefit is typically lacking.
The following sections outlines a traditional change process approach and then introduces a more sophisticated, options-based approach that deals more effectively with the management of business/IT strategies. The second option is quite advanced, and it is most likely to be appropriate for enterprises with strategies driven by aggressive business model change and possessing an enlightened CFO.
3.3.3.1 The Traditional Change Management Process
The change process is typically initiated with a change or project request. One needs a form that conforms to the tool being used for managing project selection. The tool will also establish the structure of the selection process, defining how projects are evaluated and decisions made. If the tool is a homegrown spreadsheet, those guidelines must be laid out. The guidelines need to address the following factors:
• The structure of cash flows and calculations to be made based on them (such as NPV, ROI or IRR). This simply involves selecting the financial metrics that will be used to rank projects.
• Nonfinancial variables that will influence the decision and their relative importance. Examples were discussed above.
• A process to capture project information and assign the key variables needed to prioritize projects. This typically involves simply filling out a form, which means a field-by-field description is needed — either using online help if the form is Web-based or a supporting handbook. The assignment of values to the variables is always the sticking point. A consistent approach needs to be taken and supported with documented examples. Some organizations split this process in two, with the first part capturing just enough information to determine whether the request will move on for evaluation, or be rejected or sent to a queue for nonstrategic projects (that is, those in category 5).
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• For projects in categories 1 through 4, a process to consider different project selections under different resource constraint scenarios. There will always be projects that do not get prioritized where some decision-makers want them to be, so guidelines for relaxing the parameters must be addressed. In the worst case, the result would be to simply "game" the numbers; but in the best case, the cost for deviation from the basic process can be seen and evaluated. The vendors at Capability Level 3 referenced in Figure 10 use various approaches to manage this issue.
• A process to make a final selection. This is mostly about consensus — what the decision-makers can live with. This is applicable to situations where exceptions to the basic process are involved.
Most organizations have a separate process for projects that fall below a certain breakpoint (that is, those in Category 5), which may or may not be associated with a unique budget account. Almost every organization already has such processes in place; but they must be validated for alignment with the governance structure, budget and selection tool being used.
3.3.3.2 Real Options: A More Realistic Approach To Manage Strategies
Managing the selection process using a real-option approach is much more interesting and challenging. It deals directly with the uncertainties discussed earlier that underpin any strategic or tactical consideration. This report presents a scenario to illustrate how real options address these issues and, therefore, effectively engages management. We are delving into the area below strategy but are doing so to illustrate the power and value of adopting this strategic methodology.
The following presents only a high-level overview. One needs to read Mun's publications to get the full picture. This overview is expanded with a more detailed discussion on how strategies can be built with a series of options and examples in Step 9 (that is, managing the interface between strategy and project selection).
The scenario: This report uses a simple American Sequential Compound Option to illustrate the basics (see Figure 12). One can fill in any project descriptions desired. This scenario simply illustrates the financial aspects of real options.
Start
Phase I
Phase II
End
End
Investment period Cash flow period
Uncertain cash flow period (volatility)
Start -$5 million
-$80 million
+$30 million
+$35 million
+$40 million
+$48 million
Source: Dr. Jonathan Mun, Decisioneering
Figure 12. Basic Real-Option Example
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• The first phase lasts one year and costs $5 million. A simple development effort could be testing the viability of the idea in the market.
• The second phase, undertaken in Year 2, costs $80 million. If Phase I is a success, this phase is undertaken to expand the effort.
• The real benefit is realized in Year 3 through Year 6, with positive cash flows of $30 million, $35 million, $40 million and $48 million, respectively.
• The present value (PV) of this stream must be determined. Using a discount rate of 9.7 percent, the PV would be $100 million. (Real-options analysis requires that the negative cost values and positive returns be kept separate. This is why PV is used rather than NPV, which uses both values simultaneously.)
• The measure of uncertainty for real options is volatility, which is calculated based on the stream of positive cash flow. For this example, Monte Carlo simulation was used on the cash flow stream, with a result of 15 percent.
• The model needs a risk-free rate, which was selected as 5.0 percent.
Figure 12 illustrates the results for this scenario using Decisioneering's Real Options Toolkit. The values discussed above were plugged into the model, which calculated the strategic value of this scenario as $23.39 million.
Source: Decisioneering
Figure 13. Real-Options Sample Results
It is important to separate out the basic value of the project set as traditionally calculated to see the option value. Calculating the NPV — by adjusting the $100 million PV with associated costs — yields a result of $15 million. Subtracting $15 million from $23.39 million results in $8.39 million as the value of being able to defer investments to wait and see how future uncertainties resolve themselves. That incremental amount could spell the difference between whether or not this particular project would make the investment cut during the selection process in Step 9.
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4.0 Step 3: Define What the Enterprise Architecture Must Look Like
This step is designed to paint a general picture of the IT infrastructure required to execute the business strategy and, therefore, is a key foundation component for the IT strategies being created. This is a key point where the input from Step 1 is applied (see Figure 14).
Figure 14 illustrates Gartner's Enterprise Architecture Model. The structure of the business itself determines the composition of the top two layers of this model. In turn, these layers set certain boundaries as to the structure of the underlying bottom two layers. In traditional approaches to developing enterprise architecture, most organizations ignore the top two layers and attempt to define their architecture by focusing on the technology layers. In the discussion of the top layers, this report makes clear the inadvisability of such an approach.
Application domain Integration
domain
Data domain Point of access domain
Business Architecture
Layer 3: Patterns
Layer 1: Business relationship grid
Layer 4: Bricks
Layer 2: Business Process Styles System
management domain
Security domain
Infrastructure domain
Information Architecture
Technical architecture
Source: Gartner Research
Figure 14. Gartner Enterprise Architecture Model
Because Step 5 will address business process change — and, therefore, the detail about what goes on in Layer 2, that defines Layer 3 and Layer 4 — this report is constrained at this point as to how clearly Layer 2 can be defined. However, the essential needs of Layer 1 and Layer 2 can be defined in a business sense, which is the primary purpose of this step — to engage the business in architectural discussions, but phrased in the language of business operations.
Although this report does not deal with the bottom two layers (which are mostly tactical) in this step, the following descriptions of these layers will fill out an understanding of the model.
• Layer 3: Patterns — Patterns are groupings and design arrangements of bricks (Layer 4) that have been created to achieve optimal results. The patterns themselves are a common vocabulary of templates for use by designers and developers. Patterns are logical models of technology and bring
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the benefits of skills leverage and reuse. For example, three-tier client/server is a pattern. The advantage of creating this pattern is that it enables this form of client/server to be implemented across a large number of different physical environments and implementations, while essentially leveraging the same logical models. Patterns, such as three-tier, two-tier, host-centric, service-oriented, hub-and- spoke and snowflake, are implemented through increasingly specific configurations and models — used to describe platforms, networks and so on — down to the fundamental building blocks themselves, which Gartner calls "bricks."
• Layer 4: Bricks — Bricks are the core technology building blocks that describe technological architectural elements at their lowest component level to provide base technology functions. Examples of bricks are operating systems and databases. Bricks are the physical representation of the patterns — containing information, for example, about operating systems, databases and workstations. Bricks represent the standards and, ultimately, the "buy list" of products to be used in the enterprise, but they also have attributes of time (such as as-is, next-minute and to-be) and of life cycle (such as emerging technology, mainstream standards, containment targets and retirement targets).
4.1 Layer 1: The Multienterprise Grid
All enterprises must deal with external entities, and the extent to which IT must be used in these connections will set up requirements for lower layers in the architecture (see Figure 15). Figure 15 depicts the structure of this layer. At this stage of strategy discussion, it is important to understand all the connections the enterprise may require to execute its strategy. The operational detail within each connection, along with its associated architecture implications, is necessarily a part of the application change strategy implementation, which will be explored in later steps.
� Raw materials Manufacturing
� Vendors � Brokers � Services used or required � Interaction channel � Interaction style
� General public � Stockholders � Government � Services used or required � Interaction channel � Interaction style
� Market segments � Buyer/user profiles � Services used or required � Interaction channel � Interaction style
� Industry associations � Other business units � Supplementers � Services used or required � Interaction channel � Interaction style
The Enterprise
Other stakeholders
Enterprise customers
Enterprise partners
Enterprise suppliers
Source: Gartner Research
Figure 15. Enterprise Architecture — Layer 1
The obvious start is the enterprise and the BUs that compose it, which make up the internal component of this layer. Everything else is external. Within each of the external groups, there could be subgroups that are particularly relevant to the enterprise. The objective is to identify, through discussions with business
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leaders, each of the external stakeholders they see as participating in their strategy. Input for this layer comes from the discussions outlined in Sections 2.1.6 and 2.1.7, concerning the virtual nature of the future enterprise and the degree of customer interaction.
4.2 Layer 2: Business Process Styles
Once the connections are identified in Layer 1, it is necessary to explore the expected types of interaction across those connections (see Figure 16). Figure 16 depicts a framework for capturing the necessary information. The rows capture the connections seen by the enterprise as making up Layer 1. The columns capture basic process styles that translate into IT styles. These are what filter down to the next layer and need some explanation. Such explanations can quickly devolve into technical discussions, but taking the approach of talking in terms of services passed between parties will return these discussions to a business context.
Business unit
Enterprise
Supplier
Customer
Partner
Public
Internal connection:
External connection:
Time sensitive
Require answer
Time blocked
One way
Parallel actions
For each cell that is needed, check and note: • Scale of volume across interface (for example, small, medium
or large) • Special data issues (for example, consistency, current, time or
privacy) • Security issues (such as access or confidentiality)
Business Process IT Style Requirements
Single action
Source: Gartner Research
Figure 16. Framework for Developing a High-Level Definition of Layer 2
• Single action — Events or requests are handled one at a time. A sample layer 3 architecture choice is to use message-oriented middleware.
• One way — Information flows out or in, and there is no need to interact. As an example, this could lead to a publish/subscribe requirement in Layer 3.
• Require answer — Information flows in or out and requires an answer or response. When dealing with external connections, this will most likely require a composite integrated application — the most complex environment of all. Because such an application will be composed of an application component one controls internally and an external component that one either responds to or hopefully can influence, the discussion will not resolve to a solution but, instead, serve to illustrate the underlying complexity and cost involved. This presents a host of architectural choices, depending on
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whether or not the interchange is synchronous. Layer 3 examples are TCP/IP sockets or Simple Object Access Protocol.
• Time blocked — A person or process requires an answer almost immediately. The requested answer could be needed within seconds, with everything on hold until the response is received. The implications for enabling the external connection to handle this are important to understand and should not simply be assumed.
• Time sensitive — The requestor needs an answer within a defined period of time; otherwise, it will be forced to take alternative action.
• Parallel actions — On receipt of information, actions are taken by multiple parties or processes. A service-oriented architecture does not work in this environment; it requires an event-driven architecture instead. An example of a layer 3 component of the latter architecture would be the XML Schema Definition language.
For each cell that is relevant, additional information needs to be captured:
• Volume or scale of activity within the requirement. This can have a significant impact on IT choices in lower layers. Some definition that is appropriate for the enterprise's environment needs to be supplied by the architecture group supporting the IT investment decision process. Differences could lead to architectural choices such as mainframe or parallel processing, and to significant variants in support and cost.
• Special issues surrounding data and its use. Examples include the need to keep data available during process execution, time constraints (for example, answer in one second) and privacy requirements. The biggest nightmare for developers (and a major cost and resource constraint) is the need to keep data consistent across all the connections and participants for the duration of the event. The problem is not so much keeping it current, but providing for backing everything out if the event is cancelled. Such requirements place unique constraints on Layer 3 and Layer 4 choices. As the business model becomes more dependent on collaborative partners, the issue of data consistency between them rises to a crucial status. UCCnet is an example in the retail space, where companies are building a product registry to ensure that internal structures can feed and maintain a consistent external representation of data across partners and customers. The point to these special issues is that a strategic direction will often have associated tactical requirements, which in turn means it will be necessary for the business executives to support the specific tactical responses.
• Security issues surrounding the relationship. Parties involved in external connections will most likely want to restrain access to their services and ensure confidentiality. Confidentiality involves not only refraining from passing protected data to nonparticipants, but also ensuring no outside party can gain access to it.
The internal connections dimension shown in Figure 16 starts at the BU level and captures information that applies to individual BUs — or a group of BUs, if they are all serviced the same way. The connections are actually internal to the BU or group itself. The need to understand applications, where the internal connections take place, has yet to be defined. But the extent of cooperation between BU components should be understood, which can be accomplished by discussing business functions or physical organizational groups. Because this involves all applications, it is likely that the entire row will be selected; however, this will not necessarily be the case when moving to the next, "enterprise" row, which explores the degree to which the BUs will operate autonomously. For enterprises in which BUs operate
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independently, few if any cells are likely to be selected in this row. When the business model drives an enterprise-centric approach, most or all of the cells in this row will likely be selected.
The external connections rows expose the architectural complexity involved in making these connections work. In this area, it is unlikely that all the cells in any one row will be selected. As more cells are selected, the overall architectural complexity will increase dramatically. Leading business management to become aware of these complexities will pave the way for understanding the necessary underlying costs.
During discussions about these layers, it is important to refrain from exposing Layer 3 technologies to management. They simply will not understand, and it is not relevant to their ultimate cooperation and funding support. The purpose is to educate the decision-makers in the complexities involved as they evolve their business strategies. When they encounter project requests in the execution phase that implement architectural components, the foundations of understanding will be in place. It is not necessary to attempt to make justifications for these components based on their technical merits.
4.3 Operations as a Service
The concept of services defining what IT delivers to a customer is an increasingly popular approach to defining an IS organization. This concept was introduced in the operations strategy discussion in "Six Building Blocks for Creating Real IT Strategies."
This is an extremely useful construct to use when discussing what is expected across the connections discussed here. By packaging a set of actions within a service, expectations for that connected service can be identified. This not only clarifies what is expected from a connection, but it also sets up its management or the metrics that will be used to measure its effectiveness. These are all useful discussions for business managers because they serve to expose the assumptions that usually form the foundation for their expectations.
5.0 Step 4: Understand the Boundaries Implied by the Current Infrastructure
While Step 3 painted the future, this step addresses the present — and resolving the difference between the two is a key challenge facing IT strategists. As stated earlier, strategies bound the multitude of options available into a workable few. This is an important step to understand and manage because the business can usually move much faster than the IS organization can. For example, the enterprise can often close offices or plants and open new ones faster than the IS organization can implement a new ERP II system. This difference can lead to friction between IT implementers and business users, and careful communication on both sides is needed to keep expectations manageable.
This examination of "where we are" will directly impact the strategies developed in Steps 5, 6 and 7. The impact will be felt at the tactical level as projects are selected and executed, forming a linked chain connecting the past with the future. The objective of this step is to set realistic constraints on strategy development in those implementations.
Implicit in any strategy discussion is an underlying, often unstated, sense of timing. Once a strategy is developed, there is a natural tendency to want it finished tomorrow. This step establishes the starting line, giving business and IS partners an initial awareness of the possible complexity necessary for achieving the strategic objectives. Steps 5 through 7 will complete that picture.
Since this is principally a communication issue, this report uses a simple graphical approach to capture the essential ideas (see Figure 17). Figure 17 depicts a three-column table entitled "The Strategy Summary Sheet." This sheet will be used continuously as we go through the strategy creation process in Steps 5 through 8, and the strategy management process in Step 9. This step captures what is known so
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far by filling in the right-hand column from Step 1 and the left-hand column to establish the gap between the two. The strategy creation steps will refine this and fill in the middle. Each business will have its own, unique table; but for the purposes of illustration, we filled in some examples in Figure 17.
Current status Need to accomplish Strategic objective
Eastern United States and Canada Extend to Europe and South America
No business processes outsourced or partnered
Operate with a network of process partners around the world
Web presence is catalog of products and services only
Web services are backbone of IT delivery
Central mainframe and AS/400s Processing will be distributed to strategic global locations
Workplace communication tools limited to E-mail
Collaboration and training of employees and partners empowered with Web-based tools
English only Delivered in language of region
Functional silos (e.g., servers, Networks or PCs)
IT infrastructure managed using IS service company model
SLAs used only for outsourced desktop help desk
SLAs used both internally and externally
No acquisition in last four years Acquired European presence
North America North American operation extended to South American trading region
Multiple solutions across BUs Single business process solutions with regional variants
Unmodified vendor package Industry-leading delivery in marketing and sales across globe
One face per BU One face to customer
Varies within each BU; some updates take up to four weeks
Customer buy impacts entire product build cycle within 8 hours
Preferred vendors, but many duplicates across BU
Standardized enterprise architecture
No presence in customers' processes
Embedded presence in customers' order/support process
Help desk only IT process outsourced
European IT infrastructure operation outsourced
No presence outside North America in IT operations and support
Build presence in South America to support and operate IT
Business processes are interna End-to-end business process management delivery for outsourced processes
Database and network skills only Skill/talent management of all people internal and external
Infrastructure
Service
Applications
Integration
Sourcing
BU: business unit SLA: service-level agreement
internal
people, internal and external
Source: Gartner Research
Figure 17. Sample Strategy Summary Sheet
The table is divided into the five IT strategy foundation elements discussed in Step 1. For each of the elements, statements that define the current status are entered in the first column. Since we already have a "feel" for where the business is going, we can identify the most critical elements. The goal here is not to
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make an absolutely complete list, but to capture the most important points from the perspective of transitioning to the strategic objectives.
Although we have yet to reach the actual strategy creation steps of 5, 6 and 7, we need to document what we know so far. This will set up the major categories of work that will go into the "need to accomplish" column. This middle column is where everything happens — where the tactical projects are selected within the major categories, and where expectations and costs are managed between the business and the IS organization. This column, which will be populated based on the activities in Steps 5 through 7, is the high-level strategic road map that will guide project selection during tactical execution.
This table will be revisited many times in future steps. Because all the answers will not be apparent during Step 4, excessive time should not be spent on it at this point. The purpose of this initial pass is to get the major ideas down, setting a broad framework for the serious considerations in Steps 5, 6 and 7. Some of the original objectives entered now will likely be restated and refined along the way, and new ones may be added. One to three pages should be sufficient at this point. If the strategy summary sheet runs any longer than that, it is probably turning into a project-planning vehicle, which will undermine its strategic value.
6.0 Conclusion
These four steps have established a foundation for further strategy deliberation. The next Strategic Analysis Report in this series (R-21-4950) will address Steps 5 through 8: the creation of an application change strategy, an IT operations strategy, a people/sourcing strategy and a strategy definition/management document.
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Appendix A: Acronym Key
BU business unit
DCF discounted cash flows
ERP enterprise resource planning
ISCo IS service company
HR human resources
IRR internal rate of return
MIT Massachusetts Institute of Technology
NPV net present value
PV present value
ROI return on investment
SLA service-level agreement
XML Extensible Markup Language
Research_Papers/1475-3995.00346.pdf
Soft methods in primary schools: Focusing on IT strategies
Lene Sùrensen and Rene Victor Valqui Vidala
Center for Tele-Information, aInformatics and Mathematical Modelling, Technical University of Denmark, Kgs. Lyngby, Denmark
E-mail: [email protected]
Received 2 June 1999; received in revised form 30 August 2001; accepted 9 November 2001
Abstract
New legislation has been imposed on Danish primary schools to increase the use of information technology (IT),
without giving guidelines on practical implementation. Many schools are, therefore, left in despair. We suggest
that IT strategy development can be supported by soft OR methods. We present three case studies that illustrate
different application perspectives of methods.
Keywords: Strategic planning, IT, soft OR, SWOT, cognitive mapping, scenario
Introduction
Over the last six years, Danish primary schools have been met with increasing demands to adapt to an
information technology (IT) strong, company-like organization. Political goals have been imposed on
the schools to make IT part of teaching and learning, while at the same time a new Education Act has
imposed on the schools a requirement to totally reorganize their organizational structure to focus more
on the pupils' individual needs and competences. No guidance from the politically formulated
directions has followed on how the individual schools can deal with this new situation. Therefore,
schools are experiencing large variations in terms of how well they are complying with the political
visions.
Seen from an OR perspective, the situation can be characterized as `messy' with unclear goals,
con¯icts of interest, and uncertainty about the organization of the schools and associated parties
involved. Generally speaking, the individual schools lack competence in tackling such problems and
are left to their good fortune and experience of involved parties in handling these. IT has become a
central focus area of the schools and so-called IT strategies have to be formulated. Here `IT strategy' is
used to describe the goals and directions needed to comply with integration of IT in teaching and
learning in schools. This includes speci®c quantitative goals in terms of technical equipment and
economy, but also issues related to how teaching must change and teachers can gain technical
competence, amongst others. The process of developing an IT strategy, hereby, becomes a process for
Intl. Trans. in Op. Res. 9 (2002) 141±152
# 2002 International Federation of Operational Research Societies. Published by Blackwell Publishers Ltd.
identifying the problems and structuring them into relevant areas and identifying alternative solutions.
To secure that the different types of problems are dealt with, the process must be based on engagement
and participation of the parties involved.
We have, over the years, carried out projects with many schools analyzing their problematic situation
by application of several so-called soft OR methods (see Rosenhead, 1989). Soft OR methods are by
nature designed to support complex situations. They have a high transparency, which allows for most
people to understand and use them. Individual schools should, therefore, be able to apply them in their
work of formulating IT strategies. The applications have always differed in terms of involved parties,
the facilitation supporting the application, the level to which the involved parties have recognized and
re¯ected on their situation, and so on. However, in most situations, the involved parties have re¯ected
about their situation and have initiated what we refer to as a learning process. Our general experiences
supporting IT strategy development in schools are closely associated with the application of soft OR.
The purpose of this paper is, therefore, to discuss how local school strategy development can be
supported by soft OR.
The paper has the following outline. We begin by describing the background and present situation of
Danish primary schools. Some of the central problems in IT strategy development are described. We
then move to discuss the application of soft methods to strategy development, focusing on the
methodological support of the process. In the applications section, three different case studies are
brie¯y presented. Case 1 gives an overview of the application of the SWOT analysis (in Dyson, 1990),
while Case 2 shows how cognitive mapping (Eden, 1989) and the scenario methodology (in Dyson,
1990) can be combined. The third case illustrates how a strategic development process can be
facilitated using only limited methodological support. In the following section, methodological
re¯ections are made. Finally, we bring the paper to a close with conclusions and comments.
Background and present situation
Two things are worthy of mention in terms of the primary schools' background and current status: `the
Primary Education Act' (Ministry of Education, 1994), and `the IT Political Action Plan' (Ministry of
Research, 1995). In Denmark, primary schools include pupils from 1st to 10th grade levels of ages
approximately 6 through 15 years.
The intention of `the Education Act' was to give greater responsibility and autonomy to individual
schools to create company-like schools driven by dynamic forces. The intentions were to simplify
decision-making processes and to focus on the individual pupils' needs and competences. Loose
guidelines were given for the decentralization and for the roles of involved parties. Fundamentally,
school boards were given much greater power; being required now to formulate goals and educational
principles in their schools within the frameworks set up by the Educational Ministry and the
municipality boards of speci®c towns or cities. The school boards include between ®ve and seven
parental representatives, two teachers, and two students. Prior to this legislation, school tribunals
comprising the school leader, teachers and one or two parental representatives had run the schools.
Under the new Act the school leader can be present at school board meetings but has no vote. He has
responsibility for the pedagogical and administrative aspects of the school. The reorganization and
decentralization has thus resulted in new roles for parents, school leaders, teachers, and students. These
roles are not prede®ned by the Ministry and are thus interpreted differently from school to school.
142 L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152
Municipalities and counties decide what ®nancial resources are to be made available to schools, which
means that school governance is decentralized within a kind of umbrella framework.
In `the Education Act' it was emphasized that IT should be integrated into all courses. These
intentions were followed up in `the IT Political Action Plan'. The action plan has the overall goal of
making IT an important part of society Ð and naturally also of primary schools. It spells out a vision
of IT as a natural, integrated part of teaching in all subjects and at all levels, in order to provide
students with a fundamental understanding of IT concepts and methods. This involves amongst others
that teachers themselves must set goals for using IT within each subject area. Practical planning of
technology-related issues such as purchase, establishment of Internet access connections, and layout of
computer rooms must be addressed. Supplementary IT training of teachers must be planned. The
changed role of the teacher not being the only information provider must be recognized, as well as the
students' responsibility for their own learning.
Today, most municipalities and counties are more positive about IT integration than they were at the
beginning. That means in reality that more ®nancial resources are allocated to the schools to establish
and buy equipment, and that the chosen measure of success of implementation of the action plan is the
number of students per computer. However, it is also clear that many issues remain unresolved; the
schools need guidance in how to deal with the many problems, as well as understanding how to
formulate their individual IT strategy.
In our opinion, the IT program in the schools demands much more than occasional discussions
among affected people if it is to be furthered. We see the project as a complex problem that goes far
beyond technical issues alone, and is deeply confounded with the issue of the schools' organization and
management. The goal of using IT in schools and in different subjects is unclear. There is reluctance to
use IT amongst a large proportion of the teachers. Many teachers are not equipped to teach students in
the features of IT, which leaves them in a state of uncertainty and inadequacy. Responsibilities in the
organization of the schools are not clear. Roles of the individuals and parties involved are not settled.
These are just some of the issues contributory to the complexity of the problem. Furthermore, it can
be questioned whether all school boards have the necessary knowledge, insight, and experience to lead
the schools in the right direction. Finally, it may be that con¯icts exist between stakeholders such as the
school board, the school leader, and teachers, as they establish new roles and power relations, and
perhaps cross each other's traditional lines of educational jurisdiction.
Application of soft methods
In general, strategy development can be de®ned as the explicit formulation of reachable objectives
(goals or visions) for the future state of an organization. The `reachable' quali®er means that account
must be taken of the means and resources available. It is common to assess the results of different
strategies before decisions and action are taken. For primary schools, strategy focuses on collective
behaviour and perhaps critical success factors to achieve a shared view among the stakeholders
involved. The shared view is best achieved by securing engagement and commitment through
participation between the involved parties.
As already mentioned, IT strategy is here de®ned broadly. It is a strategy that directs goals and
principles associated with implementing and using any kind of information technology. The IT strategy
must be related to the overall strategy of the school since it must follow the general goals of how to
L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152 143
organize, work, and actively respond to current and future demands on running the schools with a
company-like structure.
The strategic development process can be divided into smaller sub-processes and elements such as
mission setting, setting of performance measures and targets, evaluation processes, and so on, based on
different models or schools (see Mintzberg, Ahlstrand and Lampel, 1998), and techniques for support
of the different tasks (problems) and schools of thought (see Dyson and O'Brien, 1998). In our
experience, the strategic development process is built around participants related to the different parties
involved, facilitation from an external or internal person to guide and support the process, a problem or
purpose for the exercise, and application of one or more techniques or methods for structuring the
problem and formulating the strategy. For the schools, a learning process is needed. The stakeholders
have to learn about their new roles and functions, as well as how to run under another organizational
structure and how to position the school in growing competition with other schools. Moreover, the
school board must learn how to develop strategies and cope with strategic problems. Essential elements
for the strategic development process are the methods to support the processes as well as the person or
persons facilitating and guiding the group developing the strategy.
A number of methods are available to support strategy development in such complex problem
situations. Some of these are the so-called soft OR methods (Rosenhead, 1989). The soft approaches
enhance group discussion, dialogue, creativity, collective problem-solving, consensus, and participa-
tion, which are all features needed in the school project. For more detail about the characterization of
soft OR methods, we refer to Rosenhead (1989, 1996).
Rosenhead (1989), Dyson (1990), and Dyson and O'Brien (1998) all present examples on well-
proven techniques and methods that support parts of learning and strategy development processes. Here
we will speci®cally mention three: the SWOT analysis (Dyson and O'Brien, 1998), cognitive mapping
(Eden, 1989) and the scenario methodology (Dyson and O'Brien, 1998). All three are relatively
transparent, easy to understand and can be used amongst people who are not methodological experts.
Furthermore, these methods are highly applicable for supporting strategy development in situations like
the Danish primary schools. They can be used to structure a problem situation, point towards solutions,
and set the framework for group discussions and group thinking.
The application of soft methods is highly dependent upon the facilitator. Heron (1999) de®nes a
facilitator as `a person who has the role of empowering participants to learn in an experimental group'.
The facilitator can take on different roles so facilitation can take place in different modes. Heron
(1999) operates with the following modes:
· hierarchical mode, where the facilitator directs the learning process, has power over the process and does things for the group. We refer to such a facilitation role as an expert role.
· The cooperative mode in which power, learning and management dimensions are shared between the participants involved and the facilitator. We call this facilitation role the consultant role.
· The autonomous mode in which total autonomy is on the group. Facilitation here is about creating conditions for which individuals in a group can exercise their self-determination and learning. Here
we simply refer to the facilitator.
Since strategy development and learning take place at different stages over some time, the
facilitation role often changes as the process develops (Nelson and McFadzean, 1998). Initiating a
strategic development process often requires an expert role from an external facilitator, while at a much
later stage in the process, facilitation can take place through the autonomous mode.
144 L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152
Applications
In the following, three case studies are presented. Each case study refers to a different application of
soft OR method and varies in terms of level of methodological support, the role of the facilitator, and
the stage of progress of the strategic development process.
Case 1: Different stakeholders at a small school
The SWOT analysis was used at a small primary school to gain insight into the possibilities and
limitations of IT at the school. The school has 135 pupils and 11 teachers in total. Some of the teachers
have already begun to include computers to support courses in mathematics and languages from the 1st
grade level.
The SWOT analysis was used in interviewing the school leader and computer-system administrator
to ®nd out about their views of strengths, weaknesses, opportunities, and threats for the school
(Abdulrahman, 1997). Interviews were done ®rst on an individual basis and then with both persons
together. Each of the interviewees gave his assessment of points to be mapped into the four categories
of the SWOT matrix. Table 1 shows the internal strengths and weaknesses, and the external
opportunities and threats. The table shows the combination of points from both interviews.
Table 2 shows the SWOT matrix and some of the strategies that were formulated. Minimizing threats
and weaknesses, and maximizing strengths and opportunities give rise to the strategies.
It was concluded that the SWOT analysis gave insight and an excellent overview of the problem area
and possible strategies to be pursued.
Case 2: Future perspectives
In many situations, it is not enough to get support from just one approach in a strategy developing
process. Strategy development is a process which includes several steps, and each step may be
supported by one or more methodologies. Often combinations of soft approaches are made to achieve a
more holistic process. This particular case illustrates both the application of cognitive mapping and the
scenario methodology, and shows how soft methods can be used in combination (see Bloch and
Nilsson, 1996).
The focus of the case study was to outline and analyze the various problems associated with
implementation of `the Education Act' and `the IT Political Action Plan', and to see how different
technical solutions would affect the schools in the future. Both parts were seen as necessary steps in the
process of formulating an IT strategy for the schools.
It was decided to distribute a questionnaire in several school classes at three schools located in
different municipalities to get an idea of how the pupils and teachers experienced the situation, and to
get insight into their expectations for the future. Additionally, local politicians were interviewed to get
their input. When interviewing the local politicians, cognitive mapping was used to structure and
analyze their points of view. Fig. 1 shows a part of one of the cognitive maps produced.
All of the interviews and cognitive maps showed that there was a substantial number of issues
characterizing the schools' present situation. Most of these issues are already mentioned earlier in this
paper. It was decided to focus on ®ve areas: equipment used in schools, structure of teaching, teachers'
role, pupils' role, and problems associated with IT application.
L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152 145
It was also decided to construct scenarios to give future pictures of the schools, and to use the above-
mentioned areas as basis for the construction. The verbal scenarios were designed to give a picture of
the schools ten years from now.
The scenarios were formed focusing on various forms of IT equipment that can be used in teaching.
Equipments included were portable PCs, multimedia, distance learning (equipment at home), and PC
networks. A reference scenario was created describing what the schools would be like if no special
®nancial investment in extra equipment were made. Each scenario described the implications for the
®ve above-mentioned areas. Table 3 shows some of the characteristics of each scenario.
The conclusions drawn from this analysis was that an IT strategy for the schools could not be based
exclusively on one of the scenarios constructed. The ®nancial situation of most schools is uncertain and
there is no reason to believe that it will suddenly change, which implies that equipment and network
extensions will be made stepwise. There is therefore a good reason to believe that the future schools
will be a mixture of the mentioned scenarios.
Table 1
Summary of the most important ®ndings from the SWOT interviews
Internal strengths Internal weaknesses External opportunities External threats
Has installed about 20
computers
Computer room too small The municipality will
establish network joining all
other schools and public
networks
Risk of being too ambitious
Parents give IT high priority No funds allocated for big IT
investments
A special publication has
been issued as a guide for
introduction of IT into
primary schools
Not enough interest for the IT
programme in the municipality
Library facilities are IT
strong
Teachers who do not know
about computers are scared
and have no extra time to
learn
Possibility of making use of
experience from schools
which are ahead in the IT
programme
No central IT support function
from the municipality
Number of pupils in every
class is low
Budget for purchasing of CD-
ROMs and other materials for
the library is too low
Use of parents with computer
know-how
Most teachers have tried
using IT in class
Some computers are too old
(cannot run Windows '95)
Possibility of arranging
training courses for the
teachers within the school
premises
Many teachers have home
computers
Lack of overall IT strategy
for the school
Self training of the staff by
acquiring tutorial programs
The headmaster is a
computer enthusiast
System administrator has
limited hours for his job
Employ a librarian with high
level of computer know-how
Pupils have computer
experience
Staff lack training and time
to work with computers
Possibility of using funds
reserved for building
maintenance
Note: After Abdulrahman, 1997
146 L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152
Table 2
The SWOT matrix and some identi®ed strategies
External opportunities External threats
Internal strengths Ð The school to establish an Internet
connection on a stand-alone computer so as
to develop Internet know-how while waiting
for the municipality to decide when to hook
up with external networks
Ð The next two years' strategy must try to
work on motivating as many of the teachers
as possible to use the Internet and build their
con®dence in applying IT
Ð Base teacher education on parental and
colleagues' knowledge
Ð Look into fund-raising within the school
itself
Internal weaknesses Ð Funds for constructing a new computer
room are limited. The room can be
rearranged to contain the newest computers
owned by the school and install them with
maximum facilities
Ð Arrange a meeting in the pedagogic council
to de®ne overall IT strategy for the school
Note: After Abdulrahman, 1997
Fig. 1. Part of a cognitive map from a local politician.
L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152 147
It was concluded that using cognitive mapping and scenario methodology in combination was an
excellent way of obtaining insight into a problem situation as complex as the formulation of IT
strategies in schools. In addition, it was clear from this case study that by applying soft OR approaches
to the situation, signi®cant steps were taken towards formulating a strategy.
Case 3: The process
In some situations, the strategic development process can run almost by itself without much
methodological support. That was the case, when a local school in 1998 formulated their general
strategy for the school's future.
The local school in question has around 800 students in 28 classes and 50 supporting teachers. In
1998, the school board initiated discussions on how to comply with the demands imposed by law;
debates started about goals, principles for modern and dynamic teaching and on how to construct an
action plan. It was agreed that the school would start working on a holistic strategy-developing process
covering not only aspects related to IT but also activities of general importance for the school.
Participation of the parents was considered as a central part of this process.
The board appointed a working group consisting of three members of the school board (who also
were parents at the school), the school leader, and two teachers. Two of the members representing the
board already had experience in facilitation of problem-solving processes. Furthermore, they discussed
Table 3.
Overview of selected scenarios and their characteristics. Distance learning and networks have been merged here
Scenarios: As always Portables Multimedia Distant learning
Equipment Internal network
Old computers
Incompatible equipment
Each pupil has a portable
with updated software
Access to multimedia
machines
Relevant software
Networks accessibility
and computers at home
Relevant software
Teaching Computers in special
rooms
Only part integration in
teaching
Much group work
Interdisciplinary projects
Individual or group work
Must be based on
changed teaching
principles
Teaching at home
Individual, group work,
and group meetings
Teachers' role Unchanged role
Teacher as consultant
Consultant role
Must still plan the
teaching
Supervisor Frame-setter
Advisor
Intermediary
Pupils' role Shall be able to use IT
Must be able to re¯ect
on much information
Must be experts in using
computers and in
understanding the
technology
Individual and self
teaching
Self disciplinary
Comprehend large
amounts of information
Must be critical
Problems As presently Insurance
Recharging of batteries
Storage of laptops
Financing and
responsibility
Lack of human contact
Fewer teachers
Financial support
Relevant software
Maturity of pupils
Relevant software
Insurance, responsibility
Financial support
Note: After Bloch and Nilsson, 1996
148 L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152
the planning of the process with an external well-experienced facilitator (one of the authors). The
teachers being part of the working group were at the same time representatives of the more dynamic
and modern-thinking group of teachers. However, a majority of teachers were reluctant towards the
idea that the school board would now interfere in the daily work at the school. The leader of the school
was included in the working group to secure the interplay between the board and the teachers. The
working group decided to follow a three-stage approach: pre-planning of activities, group sessions (a
special school meeting at each class), and elaboration of material for decision-making at the board.
At the ®rst meeting in the pre-planning stage, it was agreed to follow some of the principles of the
SWOT analysis. However, because of the large amount of people expected to be involved in the
meetings (the total number of parents) some modi®cations of the classical approach were made; it was
decided to focus only on the strengths and weaknesses of the school. At the second meeting, in the
working group, an approach was designed for the school meeting; each class should be facilitated to
identify and discuss the strengths and weaknesses of the school. The sessions were to take place in the
so-called regular school meetings of each class that usually are organized by teachers with the purpose
of discussing current problems at the classes. This special school meeting would, however, be led by
the parents' representatives of each class acting as facilitators. Each representative would receive
instructions from the working group. A large number of teachers were sceptical about the idea, since
they expected the parents' engagement would be `as usual'; parents listening while the teachers were
doing all the talking.
The actual facilitation of the school meeting sessions, however, surprised everyone. Most of the
parents at each class participated very enthusiastically, ®nally being able to express their own opinions
about the school. About 90% of the classes handed back schemes of identi®ed strengths and
weaknesses. Facilitation with the school class representatives turned out well and constructively.
Afterwards, the working group systematized the received schemes into different themes and the
material was presented for the school board to be re¯ected on in relation to the opportunities and
threats that the school was facing. Some of the themes were: cooperation between the school and home,
IT strategy, ecology, supervision of teachers, joint planning, activities between different classes, etc. At
a one-day conference, later, the board worked out a one-year action plan for the school. The highest
priority was given to the cooperation between the school and home at a very concrete level for each
child, starting at an early stage of the child's school life. Another area given high priority was
supervision of younger teachers by the more experienced teachers and the school leader. Regarding IT
strategy and the other themes, it was decided to appoint new working groups to make action plans for
these particular areas following the same process as the one outlined above. These issues were to be
discussed at a one-day conference the following year.
It was concluded that this process was based on new principles for communication and cooperation
between teachers and parents. Parents' wishes were prioritized and old barriers were broken. The
working group ended its task by an evaluation of the process and the learning experience and
elaborated guidelines for the new working groups to be.
Re¯ections
The three case studies were different in terms of methodological application, people involved, the
facilitator role, and the purpose of the application. The ®rst case was based on only a few hours of
L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152 149
interaction between the facilitator and the involved persons. The purpose of the interaction was the
application of the approach to get a quick overview of the differences in opinion between the different
involved persons. These time constraints were necessary, since the interviews were made during normal
school hours, in between scheduled hours being most convenient for all parts. Because of the limited
time, and the fact that the school at that time had not begun a strategic development process, the SWOT
analysis was applied due to its high transparency and ease of use. The approach was well received by
the involved persons who easily understood and engaged in the interviews. The preparation phase for
the facilitator before the application and re¯ection on the ®ndings took only few hours. The results of
the application were presented for the individuals afterwards, but never for the school board or other
stakeholders af®liated with the school. As such, it is just an illustration on how soft methods can be
applied in an early stage of a strategic development process. This application only resulted in initiation
of personal, individual recognitions of the problems at their schools but not directly in an actual
strategy development process. The teachers at the school had at the present time not understood that
lack of an IT strategy was an issue of concern. Therefore, the facilitator acted as an expert in the
attempt to start re¯ections amongst the teachers.
The second case illustrates a more sophisticated application of a number of methods. As such, this
application follows in time the development in problem perception and understanding, and also looks
into some future perspectives that may be of importance discussing the analyses. This application was
presented to the local school boards who discussed several aspects of the ®ndings. However, again the
application did not directly support a strategy development process or ended up with direct action
plans. The project was made over a time period of about four months, with actual person-to-person
contacts of only few days (in total time). The application and exercise as such was well taken by the
involved persons. The facilitators responsible for the application exercised different roles: expert roles,
consultant roles, and facilitator roles.
The ®nal case illustrates that methodological support only is needed to a certain extent if the
involved persons are engaged, have expertise and experience in the problem area discussed, as well as
insight about problem-solving processes in general. Several weeks were used to plan and analyze the
results of the school meeting session. The actual session took place over some evening hours. There
can be several reasons for not needing additional methodological support in this session. First, the
involved persons (the parents) turned out to be well-motivated and had already done lots of thinking on
the issue to be discussed. This created good, creative and participatory frames for the sessions. Second,
the facilitator role was taken by some of the parents themselves; a person from each class elected by
the parents for representation in school relevant issues. This meant that the involved parents trusted,
respected, and even felt a tight bond to the facilitator. And third, the purpose of the meeting was clear
and easy to understand and commit to. It was assessed by the working group that introduction of more
soft OR methods under such circumstances could confuse or `scare off' the involved parents.
Therefore, only a part of SWOT was applied.
The case studies illustrate different demands for methodological support. In our experience, these
describe well the connection between the point to which the involved stakeholders have recognized the
problem and the need for methodological support. At an early stage in the process (as in Case Study 1),
the strict application of a soft method may be a good idea. In this situation, the involved persons lack
knowledge about their situation more than anything else. Also, in this situation, there is a greater need
for an expert who can help the persons involved in getting the overview and starting a learning process.
A more advanced set of soft methods may be applicable in the situation where there is time, interest
150 L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152
and a starting need to commit to actions for change. In this situation, there is a need for the facilitator
to act in different roles according to the needs and progress of the process (as in Case Study 2). The
different methodological applications can secure a progress in the strategic development process.
However, this process must closely follow the learning process of the individuals involved. Very little
methodological support is needed in a situation where the involved persons already have recognized
the problem and know what they are supposed to do. Furthermore, it is important to emphasize the
central role of the facilitator in this situation. Many of our studies show that if the facilitator is a well-
known, respected person with no particular critical or power relations to the involved persons, the
facilitation is relatively easy. In such a situation, it is the facilitator's task to secure the progress in the
process Ð with or without methodologies (as in Case Study 3).
Conclusions and comments
Over the last six years, we have followed the trends and developments in primary schools. We have
initiated many smaller and longer projects where students have applied soft OR methods to different
schools at different levels in their strategic development and learning process. We have seen that these
applications have been highly productive, however very different in terms of methodological support
and facilitation.
Here, we have discussed soft methods by methodologically focusing on applications of only three of
these. Naturally, other methods can be used just as well. The application of especially these three
methods have been emphasized because we have found them rather easy and helpful to apply in the
projects we have been involved in. Furthermore, these have proven to be so easy to understand that the
stakeholders themselves are able to model the process and learn how to support their own strategy-
developing processes.
We see it as an essential point that primary schools understand that the role of IT in relation to the
overall school problems cannot be assessed alone but must be seen in an integrated perspective. Today,
much attention in many schools has been devoted to discuss ®nances and technology purchases without
discussing the purpose of these purchases. This has resulted in a situation where many schools are
covered by outdated technological equipment while others carry out well-planned purchases that secure
the students individual learning many years into the future. The government did not want to create an
A and B team, and argued in that way for `the IT Political Action Plan'. However, what we see is large
differences between the schools and a potential fear of exactly the establishment of A and B teams Ð
just because schools lack support in how to deal with the goals.
It is our conclusion that most primary schools will bene®t from knowing about and using soft OR
methods in their work of formulating IT strategies in a holistic strategy-development process. The case
studies referred to here show how the different approaches can support parts of the strategy developing
process and can therefore be used in a way, which suits individual schools. Examples of other
combinations can be found in Ormerod (1995), for example.
Acknowledgement
The authors thank an anonymous referee for helpful comments and suggestions towards improving this
paper.
L. Sùrensen and R.V.V. Vidal / Intl. Trans. in Op. Res. 9 (2002) 141±152 151
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Research_Papers/1500879.1500955.pdf
International Conference on Computer Systems and Technologies - CompSysTech’08
Integration of IT Strategy and Enterprise Architecture Models
Ivaylo Velitchkov
Abstract: The paper provides the rationale and concept for integration of models and modeling
objects of Enterprise Architecture and IT Strategies. The cohesion between and within Business and IT is achieved by means of services. Among other applications this concept justifies inclusion of Enterprise Architecture as perspective in Balanced Scorecards used for IT Strategy management and measurement. Then the relations between BSC objects and EA objects can be maintained in a single modeling repository thus providing an integrated environment for methods, processes, models and variants of objects and enabling holistic strategy, project and architecture management.
Key words: IT Strategy, Enterprise Architecture, Balanced Scorecard, Model, Process, Service, KPI
INTRODUCTION The globally increasing maturity of information society, the ICT technology
development and the ubiquitous networks trends make businesses of all sectors progressively more dependant on Information Technology (IT). There are many efforts towards creation of means for successful management of this dependence. These include methods for assurance of the value of IT, the management of IT-related risks and increased requirements for control [1], standardisation of IT processes and service management [7, 26], frameworks and methods for Enterprise Architecture management [4,5,6,9] and various performance measurement systems [13,14,15,16]. However IT is still generally recognised as failing to meet business expectations [16] the reasons being mainly found in the lack of IT- business alignment [2, 24], problems with IT Strategy (ITS) execution [25] and inadequate and control mechanisms.
The holistic approach has been applied to many engineering and management domains related to IT searching for solution of the a.m. problems. The pure IT architecture domain has been broadened to include business architecture objects thus creating the paradigm of the Enterprise Architecture. The traditional performance systems based on ROI (Return on Investment) and other financial performance indicators (KPI) have been balanced with leading indicators to improve execution and control of IT strategies. This paper suggest a concept that could be applied for bring those two domains together.
COHESION BY MEANS OF SERVICES The alignment of business and IT has been a major concern in the last 20 years and
has driven a lot of efforts and investments in creation of unified notations and languages for better communication of business and IT aspects and their relations (Rumbaugh, Booch, Scheer), improvement of IT Governance e.g. by better definition of control objectives [1], standardisation of IT processes and services [7,26], extending the information system architecture to provide a holistic view including business tier and environment [4,5]. The starting point of such an alignment should be sought in the rationale behind business investment in IT. What the business actually “buys” is the value created by IT. The “value” is a universal indicator for motivation at all levels. Business exists to add value in the value chain which is created internally in business processes, which use the value provided by software applications which use the value of the ICT infrastructure. The value is created within different domains of an enterprise and exchanged between domains. The service concept is very well suited to represent value exchange between these domains. A service is defined as a unit of functionality that some entity makes available to its environment, and which has some value for certain entities in the environment [9]. Thus, if we look at the enterprise structure as divided in layers, the ICT infrastructure layer provides infrastructure services (processing, storage, communication) to application layer which provides application services to business layer
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International Conference on Computer Systems and Technologies - CompSysTech’08
which provides business services to its clients [9]. Business clients are using application and IT services as part of the business services but more often they use application services directly interacting with business through internet and other media. Likewise they can use directly IT services provided by IT personnel such us helpdesk for e-services.
The business makes use of IT services to achieve its objectives. Those IT services are basically two types: (1) Organisational IT services realised by the IT processes, some of them directly (e.g. maintenance) some of them indirectly (e.g. application development) the latter being consumed in information systems lifecycle and used by the business in the form of (2) Application Services (See Figure 1). Application Services are, realised by software applications using ICT Infrastructure Services (e.g. storage) realised by the ICT infrastructure [9, 10].
Infrastructure service
Application
Application service
Business service
IT Service
IT Process
Business process
ICT Infrastructure
IT Personnel
Client/PartnerPersonnel
IT Partner
Figure 1. Cohesion by means of services IT Processes could also be classified in two groups: those that describe the nature of
IT operations, let's call them “O-processes” or “OP”, and those that are instantiated by IT projects, called the “P-processes” or “PP”. Both OP and PP could by assigned to the in- house IT organisation or outsourced. Organisational services are actually directly realised by OP while PP either produce a change in part of the Enterprise Architecture and thus their added value is consumed by the business as Application Service, or change OP e.g. in an instance of the process improvement cycle. The relation PP-Application Services is bi-directional as in any organisation smaller or bigger part of IT processes are automated i.e. they use Application Services in the same manner as the non-IT business processes.
The coherence model in Figure 1 could be used for IT Strategy management along
with other models and techniques to help solving aforementioned problems with alignment, execution and performance control. One such application is the definition of perspectives
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International Conference on Computer Systems and Technologies - CompSysTech’08
when a Balanced Scorecard method is used for IT Strategy management.
PERSPECTIVES IN THE BALANCED SCORECARD FOR IT Kaplan and Norton [11] have introduced the balanced scorecard at the enterprise
level. Their basic idea is that the evaluation of an organisation should not be restricted to a traditional financial evaluation but should be supplemented with measures concerning customer satisfaction, internal processes and the ability to innovate. These additional measures should assure future financial results and drive the organization towards its strategic goals while keeping all four perspectives in balance. They propose a three- layered structure for the four perspectives: mission, objectives and measures. The balanced scorecard can be applied to the IT function and its processes as Gold [20] and Willcocks [21] have conceptually described and has been further developed by Van Grembergen [14, 15, 16] and Timmerman [26]. For IT as an internal service provider, the generic perspectives should be changed accordingly. Prof Grembergen suggests a model for IT Scorecard including the following four perspectives: 1. Corporate contribution perspective to evaluate the performance of the IT organisation from the viewpoint of executive management; 2. Customer orientation perspective, to evaluate the performance of IT from the viewpoint of internal business users; 3. Operational excellence perspective evaluating the performance of the IT processes from the viewpoint of IT management; and 4. Future perspective showing the readiness for future challenges of the IT organisation itself. Although this model has proved successful in a number of organisations, the research of the IT Governance Institute made in 2004 [22], in conjunction with Lighthouse Global, showed that BSC is evaluated as effective by only 48% of the surveyed 200 IT professionals. The respondents included chief information officers from 14 countries in the Americas, Asia-Pacific and Europe with a turnover in excess of US $50 million. It also appears that most value is assigned to methods developed in-house, which 98% indicated as very to fairly effective. This motivates research for improvement IT Balanced Scorecards systems to increase their adaptability and applicability. Based on the cohesion concept explained earlier, another set of perspectives might be considered as an option to existing models [13, 14, 15].
Infrastructure service
Application
Application service
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IT Service
IT Process
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IT Personnel
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Figure 2. Perspectives in a Balanced Scorecard for IT
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Going from bottom-up, KPIs of IT Personnel and IT Partners lead to change in KPIs
of IT Processes which then enable changes in the Enterprise should be balanced by those pertinent to IT Processes as People enable Processes which Architectures. This defining IT Personnel and Partners can be defined as a bottom perspective it BSC for IT followed by IT Processes and Enterprise Architecture (Figure 2). The forth perspective is that of direct users of IT services – both internal and external to the organisation. Thus naturally the cause-and-effect relationships between IT goals flow in parallel with the value chain expresses by the services in the cohesion model (Figure 1).
INTEGRATION OF EA AND ITS MODELS The cause-and-effect diagram of the aforementioned IT BSC system provides causal
relationships between leading and lagging objectives and KPIs on the perspectives dimension and balance between different strategic themes on the strategies dimension of the matrix. For similar business BSC systems the data source for the KPI values, where automated, is generally a data warehouse or business intelligence system. This gives a lot of benefits in the control phase of the management cycle but not much to the planning and the implementation phase. An integrated single repository for models of objects pertinent to each perspective together with the strategy objects like objectives, success factors and initiatives could provide an environment for decision making, communication, planning, analysis and control on various levels and from various viewpoints. Figure 3 shows a concept of such a repository with examples of IT strategy and Enterprise Architecture models.
The business strategy defines business goals which together with their relationships and metrics are modeled in a RDBMS repository such as that used in ARIS tools of IDS Scheer. Among business goal there are defined goals for IT or IT initiatives to support pure business goals. In both cases causal relationship providing means for calculation and aggregation of KPIs can be created along the causal chains. The same applies to objects such as Risks and Critical Factors (CF) which could not be controlled directly by the organisation but influence the achievement of objectives and could be measured, monitored and updated together with the planned pertinent control and mitigation actions.
The IT goals belong to perspectives and strategies for IT and relate to each other in causal chains modeled in diagrams like the one shown in Figure 2. They have their attributes like planned, target and actual values and are related to each other, measured by (systems of) KPIs, supported by initiatives and under responsibility of organisational units. Those goals belonging to the EA perspective are supported by initiative in most of the cases realised as IT projects. IT projects’ product are planned using models such as Product Breakdown Structure and Product Flow Diagram [8]. Each object of the PBD is an project deliverable, which in the EA projects is some kind of EA artefact. The actual objective of an EA project or program is to bring part of the EA to a state which will better support certain business objective. Thus the causal chain between the KPI’s of the delta between start and end state of the EA and the project objectives, initiatives, EA strategic objectives and the supported by them objectives in users and business perspective contributing (Figure 2) goes up to the achievement of the higher business goals. The part of the EA in a given moment t1 is modeled with modeling architectural objects occurrences which participate in views and viewpoints providing different architecture descriptions according to the stakeholders interests [27]. Different variants of those are can be used for what-if analysis, simulation, communication, decision making and planning. Thus variants of EA (t1) are produced until one of them is used for implementation in the real world – EA (t2).
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IT Strategy
Reality Models (Integrated repository)
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Figure 3. Integration of ITS, PM and EA models
CONCLUSIONS AND FUTURE WORK The described method could be used together with appropriate supporting tools to
help closing together the gap between strategy definition and execution and between business and IT at strategic and operational level. The relations of different modeling objects of IT Strategy and Enterprise Architecture for example could support planning, implementation and control objectives taking into account the impact of changes on
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objects belonging to different domains. There is some positive feedback from first application of the described method which is being analysed and used for its future development.
REFERENCES 1. COBIT® 4.1, 2007, Control Objectives for IT, IT Governance Institute 2. R. M. Brown, and A. W. Gatian, .Strategic Information Systems and Financial Performance,. Journal of Management, Information Systems (11:4), 1995, pp. 215-248 3. J.C. Henderson, and N. Venkatraman, Strategic Alignment: Leveraging Information Technology for Transforming Organizations,. IBM Systems Journal (32:1), 1993, pp. 4-16. 4. J. Zachman. "A framework for information systems architecture" IBM Systems Journal , 1987, Vol 26, No, 3 5. J. F. Sowa, J. A. ZachmanExtending and formalizing the framework for information systems architecture, IBM Systems Journal archive, 1992 6. The Open Group, The Open Group Architecture Framework (TOGAF), Enterprise Edition 8.1, 2007 7. Service Management - ITIL® (IT Infrastructure Library) Version 3 8. OGC, Managing Successful Project with PRINCE2, 2005 9. M. Lankhorst, ArchiMate Language Primer, Telematica Institute, 2004 10. M. Lankhorst, Viewpoints Functionality and Examples, Telematica Institute, 2004 11. R.S. Kaplan, D.P. Norton, Translating Strategy Into Action - The Balanced Scorecard, Harvard Business School Press, 1996 12. R. Bricknall, G. Darrell, H. Nilsson, K.Pessi, Aligning IT Strategy with Business Strategy through the Balanced Scorecard, 2006 13. D. A. Reo, The Balanced IT Scorecard - Quality of Strategy vs. Strategy Execution, European Software Institute, 2002 14. W. Van Grembergen, Balansed Scorecard and IT Governance 15. W. Van Grembergen, S. Haes, Measuring and Improving IT Governance Through the Balanced Scorecard 16. W. Van Grembergen, Measuring and Demonstrating the Value of IT 17. D. F. Rico, A Framework for Measuring the ROI of Enterprise Architecture 18. Enterprise Architecture Tool Selection Guide, Institute for Enterprise Architecture Developers, 2007 19. M. Broadbent; P. Weill; Leveraging the New Infrastructure-How Market Leaders Capitalise on Information Technology, Harvard Business School Press, 1998 20. C. Gold, Total quality management in information services – IS measures: a balancing act,” Research Note. Ernst & Young Center for Information Technology and Strategy, Boston, 1992 21. L. Willcocks, Information Management. The evaluation of information systems investments. Chapman & Hall, London, 1995. 22. Survey of IT Governance Institute, 2004 23. Y. Chan. IT value: the great divide between qualitative and quantitative and individual and organizational measures 24. D. McDavid, The Business-IT Gap: A Key Challenge 25. R. Charan & G. Colvin, Why CEO’s Fail, Fortune Magazine, 21 June 1998 26. Software Engineering Institute, CMMI® for Development, Version 1.2, August 2006 27. ISO, ISO/IEC 42010:2007- Recommended practice for architectural description of software-intensive systems
ABOUT THE AUTHOR Ivaylo Velitchkov, FMI, Sofia University, Е-mail: [email protected]
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International Journal of Hospitality Management 30 (2011) 648–657
Contents lists available at ScienceDirect
International Journal of Hospitality Management
journa l homepage: www.e lsev ier .com/ locate / i jhosman
he impact of industry force factors on resource competitive strategies and hotel erformance
imtong Tavitiyamana,∗, Hailin Qub,1, Hanqin Qiu Zhangc,2
School of Professional Education and Executive Development, The Hong Kong Polytechnic University, S1227 12/F South Tower, West Kowloon Campus, 9 Hoi Ting Road, ao Ma Tei, Kowloon, Hong Kong, China School of Hotel and Restaurant Administration, Oklahoma State University, 148 HES Stillwater, OK 74078, USA School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong, China
r t i c l e i n f o
eywords: ndustry forces ompetitive strategy rand image
a b s t r a c t
This study integrates the Porter’s five forces and resource-based approach measuring U.S. hotel perfor- mance. The results show that hotels with the advantage of low customer bargaining power and low threat of new hotel entrants exhibit the strong human resource and information technology (IT) strategies. In
uman resource nformation technology otel performance
contrast, hotels with the advantage over existing competitors do not exhibit any significant competitive- ness of brand image, human resource, and IT strategies. This dues to different hotels define competitors with various criteria such as proximity and price. Competitive human resource and IT strategies indicate the increase of hotel performance, while competitive brand image strategy has no influence on hotel per- formance. The competitiveness of brand image strategy may overlap with implementing human resource and IT strategies.
. Introduction
A common objective for operating any business is to succeed in igh profitability and increase performance. A competitive strat- gy is one of the factors that have a major influence on objective chievement. Developing the competitive strategy, however, is a hallenging task for many hoteliers because the hotel industry is hanging dramatically in the face of intense competition, increas- ng customer sophistication, and rapid technological advances. arrison (2003) proposed some considerations for a hotel’s strate- ic development before it implements any competitive strategy, uch as: (1) How can the hotel take advantage of changes that are xpected to occur in the industry? (2) Are there any resources or apabilities the hotel could develop to achieve competitive advan- ages?
Enz (2010:17) defines the meaning of strategy as: (1) “a pattern hat emerges in a sequence of decision over time”, or (2) “an organi- ational plan of action that is intended to move a company toward
he achievement of its shorter-term goals and, ultimately, its funda-
ental purposes.” Since strategy can be implemented over a short eriod of time, hoteliers become opportunistic, seizing all possi-
∗ Corresponding author. Tel.: +852 3746 0088; fax: +852 2363 0540. E-mail addresses: [email protected] (P. Tavitiyaman),
[email protected] (H. Qu), [email protected] (H.Q. Zhang). 1 Tel.: +1 405 744 6711; fax: +1 405 744 6299. 2 Tel.: +852 2766 6368; fax: +852 2362 9362.
278-4319/$ – see front matter © 2010 Elsevier Ltd. All rights reserved. oi:10.1016/j.ijhm.2010.11.010
© 2010 Elsevier Ltd. All rights reserved.
bilities thrown up by the environment. A truly strategic approach would be to take into consideration as many factors as possible that impact on the hotel’s performance. Regarding the external fac- tors, Porter (1985) proposed the analysis of the industry boundaries based on the five forces of competitions (potential entrants, cus- tomers, suppliers, substitutes, and rivalry among existing firms). The concept of this approach is that the greater the weakness of the five forces that affect the firms, the greater the expected profitabil- ity in the industry. The existing hotels can apply five forces for some specific actions such as implementing new strategies for the current environment or a decision of leaving from the business (Enz, 2010). In the mean time, the internal factors can be explained by resources and capabilities possessed by an organization, which is represented as the resource-based view (Barney, 1991). Some common compet- itive resources are physical resources (e.g. buildings, equipment, and location), human resources (e.g. skills and well-trained staff), and general organizational resources (e.g. brand names and firms’ reputation) (Barney, 1991). From the resource-based perspectives, many strategic methods have been applied in the hotel industry until present such as branding, technology innovation, niche mar- keting and advertising, pricing tactics, cost containment, service quality management, computer reservation systems, and employee relationship (Olsen et al., 2008; Lu and Chiang, 2003; Wong and Kwan, 2001). In the past, most researches tend to emphasize on
single factor, either external or internal for strategic development. However, these days, these two theories – five forces and resource- based – dominate strategic management discourse today (Chathoth and Olsen, 2007; Galbreath and Galvin, 2008; Kim and Oh, 2004).
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Kim and Oh (2004) explored the conceptual difference of the orter’s five forces model and the resource-based approach in mea- uring hotel performance, and how the theories explained the hotel rm ability to compete. Galbreath and Galvin (2008) investigated he role of firm resources and industry structure on business perfor-
ance in manufacturing and service firms. They argued for future esearch in other industry which may provide different phenom- na. Chathoth and Olsen (2007) found significant relationships mong environment, strategy, structure, and performance in the estaurant business. Olsen et al. (2008) studied the co-alignment of elationships among environmental events, strategy choice, firm tructure, and performance in the hospitality industry. The notion f these researches is that external and internal factors create the est value of competitive strategy over time in order to succeed igh performance.
The current study aims to address the research gaps that ave been identified in the literature. First of all, following the
ead of Galbreath and Galvin (2008), this study integrates two pproaches: industry five forces approach and resource-based heory. However, Galbreath and Galvin’s study was limited by ndustry uniqueness, such that the factors operated differently in he restaurant industry compared to the hotel industry. Hence the urrent study will focus on investigating these two approaches n the hotel industry for more in-depth insight into strategy mplementation. Secondly, previous studies investigated the direct mpact of five industry forces and firm resources on firm per- ormance (Kim and Oh, 2004; Galbreath and Galvin, 2008). This tudy has adapted from the co-alignment model of Olsen et al. 2008), utilizing industry structure (defined by the five forces) as he antecedent variable for developing competitive strategies (for uilding firm resources) and consequently explaining hotel perfor- ance. In other words, competitive strategies are the mediating
ariables between industry forces and hotel performance. There- ore, the purposes of this study are (1) to explore the influence f industry forces on implementing competitive strategies, and 2) to assess the relationship of competitive strategies on hotel erformance.
. Literature review
.1. Industry forces
Porter (1985) provided a framework called Porter’s five forces. ts purpose is to gain a thorough understanding of a particular ndustry by analyzing the suppliers’ bargaining power, customers’ argaining power, rivalry among existing firms, threat of new mar- et entrants, and threat of substitute products. Industry forces xplain performance in that a firm’s success depends on how it eacts to market signals and how it accurately predicts the evo- ution of industry forces (Kim and Oh, 2004). When hoteliers nderstand the effect of each industry force, they can take either efensive or offensive actions in order to place themselves in a uitable position against the pressure exerted by these industry orces (Ormanidhi and Stringa, 2008). Of the five force factors, the hreat of substitutes and bargaining power of suppliers do not seem o have a major influence on competitive strategies. According o Kim and Oh (2004) and Olsen and Roper (1998), the bargain- ng power of suppliers in the hotel industry appears to be low ecause of the large number of suppliers. This indicates that no upplier dominates the lodging market competition. Substitutes lso constitute only a minor threat in the hospitality industry. This
ccurs when hotels offer similar or mass products and services Dale, 2000). As the bargaining power of suppliers and the threat of ubstitutes tend to have little influence on implementing compet- tive strategies, the hotel business is mostly driven by customers,
spitality Management 30 (2011) 648–657 649
competitors, and new hotel entrants. Therefore, this study empha- sizes only these three force factors—rivalry among existing hotel firms, bargaining power of customers, and threats of new hotel entrants.
2.1.1. Rivalry among existing firms The degree of rivalry determines the extent to which the value
created by an industry is dissipated through head-to-head compe- tition (Karagiannopoulos et al., 2005). Intense rivalry is the result of a number of interacting structural factors: numerous or equally balanced competitors, slow industry growth, high fixed or storage costs, lack of differentiation or switching costs, capacity augmented in large increments, and diverse competitors (Botten and McManus, 1999). Competitive intensity in the hospitality industry increases due to an increased number of operating units, new product intro- ductions, and market entries of non-traditional products such as corporate housing (Kim and Oh, 2004). For the hotel industry, most rivals are determined according to similarity of price, segment, and proximity (Mathews, 2000). The hotel can decrease the degree of rivalry of existing hotels by differentiating hotel products and ser- vices (Enz, 2010).
2.1.2. Bargaining power of customers The bargaining power of customers is the ability of customers to
force down prices, bargain for higher quality or more services, and play competitors off against one another (Botten and McManus, 1999). The size and concentration of customers are the determin- ing factors of customers’ power. This includes the volume of buying from customers. A study of Taylor and Finley (2009) stated that one of the major forces driving change in the hospitality environment is customers. The higher volume of product buying, the cheaper price and the more bargaining power of customers will have. Many hospitality firms seek to reduce customers’ power by creating loy- alty programs that reward customers for repeat purchases and by differentiating product and service offerings (Crook et al., 2003). If the hotels can withhold the bargaining power of customers, they have the competitive strategies and would be able to reach the most profitability for their business.
2.1.3. New market entrants The threat of new market entrants refers to the prospect of new
competitors entering an industry. The most common barriers to entry are economies of scale, brand equity, product differentiation, capital requirements, switching costs, access to distribution chan- nels, cost disadvantages independence of scale, and government policy (Botten and McManus, 1999). The hotel industry has high entry barriers such as a huge amount of investment required for buildings and the need for a national service network. However, companies or people with no experience in the industry investing in hotels are a threat (Kim and Oh, 2004). Harrison (2003) argues that some hospitality firms aggressively promote their brands in the hopes of creating differentiation and consumer loyalty, thus blocking attempts of newcomers to enter.
Depending on the environment, strategic formulation and implementation are often based on local conditions facing the hotel and the internal resources provided in response to them. Therefore, the competitiveness of hotel performance depends on strategic implementation (Brown and Dev, 2000). Karagiannopoulos et al. (2005) found that industry forces are valuable for business strat- egy formulation and implementation. The business should identify its position in the market area and fight against the competition that threatens its strategic position before formulating strategies.
Furthermore, Covin and Slevin (1990) showed that industry forces have a major impact on firm strategies. The notion is that com- panies must adopt a more dynamic strategy to defend themselves against industry structures and increase their market share.
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.2. Competitive strategies
A firm’s competitive advantage develops valuable firm esources and skills to yield position advantages, and obtains ositive outcomes in terms of market shares and profitability Barney, 1991). The resource-based analysis of competitive advan- age comes from two basic empirical generalizations. First, there re systematic differences across firms to the extent to which they an control resources necessary for implementing strategies. Sec- nd, these differences are relatively stable. The basic structure f the resource-based perspective emerges when these gener- lizations are combined with fundamental assumptions largely erived from economics. These assumptions are that (1) differences
n firms’ resource endowments cause performance differences nd that (2) firms seek to increase economic performance (Foss, 998). The resource-based approach adopts the internal firm erspective—internal firm resources to performance (Kim and Oh, 004).
Gursoy and Swanger (2007) explored the influence of research nd development capabilities (sales, research and development istribution, customer services, marketing, human resources, ccounting, and IT) on financial success in hospitality firms. The esults showed that these capabilities have a positive influence on nancial performance. The hospitality operators can niche to these
actors to enhance financial success. Meanwhile, Wong and Kwan 2001) investigated some hotel competitive strategies applied in ong Kong and Singapore. Some of these strategies are meeting ustomer expectations, differentiating market offerings, building ervice delivery systems, mobilizing people and partner, leveraging nformation technology to deliver value, defining service standards nd performance, cost competitiveness, reliance on local and expa- riate staff, and delivering services across countries. The results howed that these hotels consider maintaining these competitive dges through both financial and non-financial strategies domesti- ally and internationally. Wong and Kwan (2001) further suggested hat these hotels can increase value of these competitive strategies y improving the leverage of services and technology provided to ustomers.
Galbreath and Galvin (2008) explored whether firm resources or ndustry structures were better indicators explaining variations in rms’ performance. Investigating manufacturing and service firms
n Australia, the effect of firm resources is greater in service firms han in manufacturing firms. Resources especially intangible assets uch as company reputation, copyrights, and human resource man- gement policies were more important determinants than industry tructure in explaining performance variation. In contrast, tangible esources such as land, physical structure, and financial statements ad a non-significant association with performance. Moreover, ome of the five forces of industry structure were significant to firm erformance, which is consistent with theory. Karagiannopoulos t al. (2005) investigated the three differentiating resources advan- age of hotel firms: brand image, human resource, and IT. Following heir lead, these three resources – brand image, human resource, nd IT – are selected for this study because many hoteliers utilize hem in implementing competitive strategies and differentiating etween hotels (Lu and Chiang, 2003).
.2.1. Brand image strategy According to Ataman and Ulengin (2003), brand image includes
he product’s name, its main physical features and appearance including the packaging and logo), and its main functions. Brand is ne of the most valuable assets of hotel firms (Keller and Lehmann,
003). Brand can create a perceived difference between hotels even
f functional characteristics of the products are not substantially ifferentiated (O’Neill and Mattila, 2010). Having a strong brand nables hotels to distinguish its offerings from the competition,
spitality Management 30 (2011) 648–657
create customer loyalty in performance, exert greater control over promotion and distribution of the brand, and command a premium price over the competitors (Holverson and Revaz, 2006). Hence, Hypotheses 1a–c are proposed as follows:
Hypothesis 1a. The hotels that have an advantage over existing rivals will influence a strong brand image strategy.
Hypothesis 1b. The hotels that have an advantage over customers’ bargaining power will influence a strong brand image strategy.
Hypothesis 1c. The hotels that have an advantage over threat of new entrants will influence a strong brand image strategy.
2.2.2. Human resource strategy The achievement of human resource management practices can
increase competitive advantage and provide a direct and econom- ically significant contribution to organization performance (Kim and Oh, 2004; Wang and Shyu, 2008). As the hotel industry is becoming increasingly complex and requires greater skills from all levels of employees, many hotels are trying to improve employee retention by offering education and rewards and raising the overall skill level of all employees (Olsen et al., 2008). Some hotels pro- pose their human resource strategy in terms of increasing service hours, or putting in resources such as training to enhance service to disabled guests (Lu and Chiang, 2003). Wong and Kwan (2001) rec- ommend that mobilizing human resources can be more effective with a clear and well-understood mission statement for the hotel firms to maximize long-term competitiveness. Thus, Hypotheses 2a–c are proposed as follows:
Hypothesis 2a. The hotels that have an advantage over existing rivals will influence a strong human resource strategy.
Hypothesis 2b. The hotels that have an advantage over customers’ bargaining power will influence a strong human resource strategy.
Hypothesis 2c. The hotels that have an advantage over threat of new entrants will influence a strong human resource strategy.
2.2.3. Information technology strategy Yeh et al. (2005:32) define the meaning of information technol-
ogy (IT) application as “any hardware, middleware, and/or software including transactions using the Internet, network, and other digital technologies.” The benefits of technology to the service organiza- tion, customers, and employees have been studied in widespread academic areas. IT can be used to manage market complexity as a deliberate strategy to gain competitive advantage (Crichton and Edgar, 1995). Industry forces are transformed to competitive threats in the IT department. The threat of new entrants becomes the threat of new technology that would disrupt the viability of the IT department’s operational landscape. The bargaining power of customers becomes the IT users exerting pressure of not buying IT services under a charge-back environment. Rivalry among exist- ing firms is the threat of internal system development, including end-user development and decentralization of IT activities (Martin et al., 1999). Thus, Hypotheses 3a–c are proposed as follows:
Hypothesis 3a. The hotels that have an advantage over existing rivals will influence a strong IT strategy.
Hypothesis 3b. The hotels that have an advantage over customers’ bargaining power will influence a strong IT strategy.
Hypothesis 3c. The hotels that have an advantage over threat of new entrants will influence a strong IT strategy.
2.3. Hotel performance
After managers implement business strategies, they must eval- uate the organizational effectiveness by measuring performance.
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The Proposed Conceptual Model
New Hotel Entrants
Rivalry among Firms
Bargaining Power of
Customers
Human Resource Strategy
Behavioral Performance
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Industry Forces Competitive Strategy Hotel Performance
Information Technology
Strategy
Brand Image
Strategy
Financial Performance
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erformance may be perceived differently by different stakehold- rs, and may vary over the firm’s life cycle (Tse, 1991). Performance easures can be established to focus either on actual performance
esults (outputs) or on the activities that generate performance behavior). Output controls specify what is to be accomplished y focusing on the result of the behavior using objectives and erformance targets. Behavioral performance measurement is ppropriate for situations in which performance results are hard o measure and in which there is a clear cause–effect connec- ion between activities and results (Botten and McManus, 1999).
eanwhile, financial performance is appropriate and acceptable in omprehending organizational effectiveness, citing the many bene- ts that profitable and well-run companies provided for the society nd for their relevant stakeholders (Randolph and Dess, 1984; Snow nd Hambrick, 1980).
Sharma and Upneja (2005) found that hotel performance is nfluenced by internal factors (i.e., employee training, investments n equipment, and availability of financing options) and exter- al factors (i.e., institutional environments and product service tandardization systems). Moreover, organizational assets (i.e., rganizational structure and human resource management and olicy) and reputational assets (i.e., company reputation, customer ervice reputation, and product reputation) are significantly and ositively associated with hotel performance.
Some studies claim a positive correlation between brand image nd a firm’s performance (Phillips et al., 2002; Aaker, 1996). Kim t al. (2003) investigated the impact of dimensions of hotel brand n performance. The results show that brand image has the most ignificant impact on hotel financial performance (revenue per vailable rooms – REVPAR – in hotels). Kim et al. (2003) argued hat brand image is a long-term measure; hence, hotel marketers
ust be equipped with a detailed knowledge of important brand ttributes. A strong brand name causes a significant increase in rev- nue and a lack of brand name in hotel firms can damage potential ales flow. Thus, Hypotheses 4a and b are presented as follows:
ypothesis 4a. The strong brand image strategy would influence
he positive hotel behavioral performance.
ypothesis 4b. The strong brand image strategy would influence he positive hotel financial performance.
nceptual model.
Human resource development makes a difference in high per- formance, and may even be more critical in the hospitality industry (Crook et al., 2003). The attitudes and actions of employees affect the success of a hotel service encounter. Sharma and Upneja (2005) indicated that the financial performance of hotel operations is crucially dependent on formal education and technical training of front-line employees. In the other words, hotel employees are the main factors driving the differentiating services to customers, which lead to superior performance (Bowen and Chen, 2001). Fur- thermore, Wong and Kwan (2001) found the relationship between human resource development and hotel performance. Therefore, Hypotheses 5a and b are explained as follows:
Hypothesis 5a. The strong human resource strategy would influ- ence the positive hotel behavioral performance.
Hypothesis 5b. The strong human resource strategy would influ- ence the positive hotel financial performance.
IT enhances service quality performance (Dollas, 1993; Reid and Sandler, 1992), enhances a firm’s value chain (Porter, 1985), creates competitive advantage (Porter, 1985), and improves the skills of the people who make up the service organization (Berry, 1995). Law and Jogaratnam (2005) studied IT applications in the hotel industry in Hong Kong. According to the results, IT is an essential component in the strategic planning process of the hotel business performance and in improving customer service. Yeh et al. (2005) investigated implementing IT applications in the hospitality indus- try to satisfy customers and develop a competitive advantage for receiving travelers’ information and booking accommodation. The results show that hotel traveling customers have a positive percep- tion of IT applications, which include an efficient and effective hotel Web site and concierge services such as in-room dining, concerts, tours, and other information. On the other hand, express check- in/check-out, in-room high-speed Internet access, and an accurate and reliable Web site for gathering information and making reser- vations are important factors for business customers. Therefore, Hypotheses 6a and b are proposed as follows:
Hypothesis 6a. The strong IT strategy would influence the positive
hotel behavioral performance.
Hypothesis 6b. The strong IT strategy would influence the posi- tive hotel financial performance.
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Based on the proposed hypotheses, the conceptual model is stablished, as explained in Fig. 1. When hotels have the advan- age over the industry forces in terms of rivalry among hotel firms, argaining power over customers, and new hotel entrants, these dvantages can indicate the competency in brand image, human esource, and IT strategies. As a result, these competitive resource trategies will increase hotel performance behaviorally and finan- ially.
. Methodology
.1. Research design and survey instrument
This study employed causal and descriptive research designs o determine the cause-and-effect relationships among factors: ndustry forces, competitive strategies, and hotel performance ased on a strong theoretical foundation of the Porter’s five forces Porter, 1985) and resource-based theory (Barney, 1991).
A self-administered questionnaire was developed based on the eview of the literature. It consists of three sections with 31 ques- ions in total. Section I explores the hotel characteristics (five uestions). Questions are about hotel affiliation, type of lodging, cale of lodging, location, and hotel size. Section II assesses respon- ents’ agreement on the six items of industry forces adapted from he study of Weerawardena et al. (2006), and nine items on com- etitive strategies adapted from the studies of Wong and Kwan 2001) and Kim and Oh (2004). Each statement of industry forces nd competitive strategies was measured by using the five-point ikert-type scale from 1 (strongly disagree) to 5 (strongly agree). he higher rating indicates that the hotel has more advantages f each industry force-factor and stronger competitive strategies han its competitors. Six statements on hotel performance were
easured by the five-point Likert-type scale from 1 (below the ndustry norm) to 5 (above the industry norm). Items were devel- ped from the study of Jogaratnam and Tse (2004). Lastly, Section IV five questions) explores the hoteliers’ demographic profiles such s age, gender, education, current position, and years of current osition.
.2. Sampling approach and data collection
The target population of this study was hotel owners, general anagers and executive managers whose e-mail addresses were
isted on a publicly available e-mail database. The database contains 500 e-mail addresses of hotel owners, hotel general managers, xecutives, and operational managers of lodging properties in all tates in the U.S. These properties are affiliated by chain and inde- endent as well as many different regions in the U.S. A census urvey was conducted, and an invitation e-mail was sent to all oteliers listed on the database for participation in the survey. The urvey was first conducted in October 2008. The follow-up survey as sent to individuals, who did not respond to the first time sur-
ey in two weeks and six months later. There were 21 attributes n the survey questionnaire, so a minimum sample size should be t least 210 for the requirement of a structural equation modeling SEM). A total of 317 responses were received at the end of the sur- ey, which met the recommended criteria of the statistical power f SEM by Kline (2005) and Stevens (2002).
Samples were drawn from two groups of hotels – chain and inde- endent – which may have slightly different industry dynamics.
he Independent sample T-test was applied to test for any possi- le statistical difference between these two groups. Only four items ere significantly different between chain and independent hotels,
o the researchers decided to include these two groups together for ypotheses’ testing.
spitality Management 30 (2011) 648–657
3.3. Analysis of data
A descriptive analysis explored the respondents’ and hotel properties’ characteristics. Confirmatory factor analysis (CFA) was applied to evaluate the measurement model validity. CFA explored the composite construct reliability, average variance extracted, convergent validity, and discriminant validity of eight constructs: rivalry among existing firms, bargaining power of customers, new hotel entrants, brand image strategy, human resource strategy, IT strategy, behavioral performance, and financial performance (Bagozzi and Yi, 1988; Fornell and Larcker, 1981; Hair et al., 2006).
SEM was applied to test the conceptual framework of this study. One of the important advantages of SEM is the ability to allow explicitly for measurement error (Rigdon, 1994). SEM incorporat- ing unobservable variables and measurement error has increased applications in theory testing and empirical model building in mar- keting (Fornell and Larcker, 1981). Lisrel 8 was used to test the proposed model.
4. Results
4.1. Respondents’ and hotel properties’ characteristics
Table 1 shows the demographic characteristics of the respon- dents. Approximately 59.3% of respondents were male (169) and 40.7% were female (116). Of the respondents, 17% (49) were 18–30 years old, 39.8% (115) were 31–45 years old, and 43.2% (125) were older than 46 years old. A total of 69.4% (197) earned a bachelor’s degree or higher, and only 7.4% (21) had a high school degree. Of the respondents, 48.8% (154) were either hotel owners or general managers, and 32.7% (103) were division managers. A total of 26% (82) of respondents have worked in their current position for less than three years, while 41.3% (130) of respondents have worked in their current position for more than 10 years.
The hotel property characteristics are described in Table 1. Of the properties, 41.2% were chain hotels (128) and 58.8% were inde- pendent hotels (183). A total of 59.9% (184) of the properties were hotels, 18.2% (56) were motels/inns, and 16.3% (50) were resort hotels. A total of 48.5% (149) properties were mid-scale proper- ties, with and without food and beverage. Of the properties, 46% (141) were upscale, up-upscale, or luxury. A total of 25.5% (78) of the properties were located in urban areas, and 45.8% (140) were located in resort areas. With regard to property size, 46.2% (145) were small, 34.7% (109) were medium, and 19.1% (60) were large.
4.2. Confirmatory factor analysis among constructs
Table 2 presents the standardized loadings and the t-value of each indicator. All indicators had significant standardized loadings of � ≤ 0.05, and t-values of the individual indicators ranged from 10.57 to 19.88 (Gerbing and Anderson, 1988). The reliability and validity of the measures represent the constructs being evaluated and assess the psychometric properties of scaled measures (Fornell and Larcker, 1981). Composite reliabilities indicate internal con- sistency, which means that the measures consistently represent the same latent construct. The composite construct reliability of each construct ranged from 0.74 (bargaining power of customers) to 0.85 (IT strategy), which meets the acceptable criteria (Fornell and Larcker, 1981; Hair et al., 2006). The variance-extracted esti- mate measures the amount of variance captured by a construct in relation to the variance due to random measurement error.
The variance extracted scores of the constructs ranged from 0.50 (human resource strategy) to 0.65 (IT strategy), which suggests adequate convergent validity (Bagozzi and Yi, 1988; Fornell and Larcker, 1981; Hair et al., 2006).
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Table 1 Respondents’ and hotel properties’ characteristics.
Characteristics n % Characteristics n %
Gender Affiliation Male 169 59.3 Chain 128 41.2 Female 116 40.7 Independent 183 58.8
Age Type of lodging 18–30 49 17.0 Hotel 184 59.9 31–45 115 39.8 Motel/Inn 56 18.2 46–60 93 32.1 Resort 50 16.3 Over than 60 32 11.1 B&B 10 3.3
Education Timeshare 7 2.3 High School 21 7.4 Scale of lodging College/Associate 66 23.2 Budget 17 5.5 Bachelor’s degree 149 52.5 Mid-scale without F&B 83 27.0 Master’s and higher 48 16.9 Mid-scale with F&B 66 21.5
Current position Upscale 79 25.8 Hotel Owner 77 24.4 Up-upscale 32 10.4 General Manager 77 24.4 Luxury 30 9.8 Resident Manager 29 9.2 Location Division Manager 103 32.7 Airport 23 7.5 Others 29 9.3 Urban 78 25.5
Year of current position Suburban 49 16.0 Less than 3 years 82 26.0 Highway 16 5.2 3–6 years 61 19.4 Resort 140 45.8 7–10 years 42 13.3 Size More than 10 years 130 41.3 Small (1–100 beds) 145 46.2
Medium (101–300 beds) 109 34.7 Large (more than 301 beds) 60 19.1
Table 2 The measurement model of constructs.
Constructs Factor loadings (t-value) Average variance extracted
Composite reliability
Rivalry among existing firms 0.63 0.76 My hotel has fewer competitors. 0.68 (12.48) The competition in my area is less fierce. 0.89 (19.88) Bargaining power of customers 0.59 0.74 Individual customers have less bargaining power over my hotel room rate. 0.74 (13.76) Individual customers show loyalty to my hotel. 0.80 (16.09) Entrants of new hotel firms 0.61 0.75 It is difficult for new hotel entrants to enter the market. 0.69 (12.51) New hotels advertise heavily to overcome existing brand preferences. 0.86 (18.72) Brand image strategy 0.55 0.79 My hotel makes conscious efforts to differentiate brand image from the competitors. 0.75 (13.98) My hotel continually improves brand image to satisfy customer demands. 0.85 (16.24) Customers are constantly satisfied with my hotel’s existing brand image. 0.61 (11.03) Human resource strategy 0.50 0.75 My hotel has an adequate number of skilled staff members. 0.78 (14.49) My hotel makes sufficient investment in HR training and development. 0.60 (10.57) My hotel staff is effective in completing their tasks. 0.74 (13.59) IT strategy 0.65 0.85 My hotel uses IT as a competitive strategy. 0.87 (17.98) My hotel has a strong belief in advanced IT. 0.74 (14.51) My hotel uses new IT to accommodate customers’ needs. 0.80 (16.14) Behavioral performance 0.52 0.76 Different ways of delivering services to customers 0.65 (11.35) My hotel’s customer satisfaction level 0.82 (14.53) My hotel’s employee performance 0.68 (12.29) Financial performance 0.52 0.77 My hotel’s average annual occupancy rate 0.70 (12.33) My hotel’s net profit after tax 0.76 (13.29) My hotel’s return on investment (ROI) 0.71 (12.51)
Correlation Mean SD 1 2 3 4 5 6 7
1. Rivalry among existing firms 2.16 1.05 – 2. Bargaining power of customers 3.57 0.80 0.20 – 3. Entrants of new hotel firms 3.33 0.79 0.17 0.51 – 4. Brand image 4.11 0.68 0.13 0.30 0.38 – 5. Human resource 3.74 0.76 0.15 0.30 0.37 0.42 – 6. IT 3.89 0.78 0.03 0.30 0.29 0.53 0.53 – 7. Behavioral performance 3.95 0.60 0.06 0.16 0.11 0.24 0.55 0.26 – 8. Financial performance 3.46 0.78 0.07 0.02 0.38 0.12 0.22 0.35 0.30
�2 = 434.84, df = 164, � < 0.00; CFI = 0.92; GFI = 0.89; SRMR = 0.04; RMSEA = 0.069; NFI = 0.87; TLI = 0.89. Pearson correlation is significant at the 0.05 level (two-tailed).
6 l of Hospitality Management 30 (2011) 648–657
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Table 3 Structural path estimates.
Path coefficients Standardized loading (t-value)
Hypotheses
Rivalry → brand image strategy (�11)
0.01 (0.20) H1a: Not supported
Customers → brand image strategy (�21)
0.22 (2.81**) H1b: Supported
New entry → brand image strategy (�31)
0.31 (4.16***) H1c: Supported
Rivalry → HR strategy (�12) 0.01 (0.21) H2a: Not supported Customers → HR strategy
(�22) 0.44 (5.27***) H2b: Supported
New entry → HR strategy (�32)
0.18 (2.46*) H2c: Supported
Rivalry → IT strategy (�13) 0.07 (1.00) H3a: Not supported Customers → IT strategy
(�23) 0.20 (2.64**) H3b: Supported
New entry → IT strategy (�33)
0.27 (3.79***) H3c: Supported
Brand image → behavioral performance (ˇ11)
0.02 (0.30) H4a: Not supported
Brand image → financial performance (ˇ12)
0.03 (0.40) H4b: Not supported
HR → behavioral performance (ˇ21)
0.53 (6.13***) H5a: Supported
HR → financial performance (ˇ22)
0.15 (2.04*) H5b: Supported
IT → behavioral performance (ˇ31)
0.14 (2.15*) H6a: Supported
IT → financial performance (ˇ32)
0.22 (3.09**) H6b: Supported
Model fit indices: �2 = 567.69 (df = 174, p = 0.00); CFI = 0.91; GFI = 0.89; RMSEA = 0.073; TLI = 0.89.
* � < 0.05.
54 P. Tavitiyaman et al. / International Journa
All eight constructs were tested for the goodness of fit and val- dation of scales of the measurement of these constructs by the onfirmatory factor analysis. Model fit for the measurement model as acceptable. The model exhibited a good fit of data, which was 2 = 434.84, degree of freedom (df) = 164, � < 0.00; comparative fit
ndex (CFI) was 0.92; goodness-of-fit index (GFI) = 0.89; standard- zed root mean residual (SRMR) = 0.04; root mean square error of pproximation (RMSEA) = 0.069; normed fit index (NFI) = 0.87; and ucker–Lewis index (TLI) = 0.89. These indices meet the accepted riteria for the overall model fit of the sample group suggested by air et al. (2006) and Kline (2005).
To investigate the multicollinearity of constructs, the assess- ent of discriminant validity is tested. Discriminant validity
ompares the variance-extracted estimates of the measurements ith the square of the parameter estimate between the measure- ents. If the variance-extracted estimates of the constructs are
reater than the square of the correlation between two constructs, he evidence of discriminant validity exists (Fornell and Larcker, 981). For example the relationship between “brand image strat- gy” and “IT strategy,” the average variance-extracted estimate f “brand image strategy” was 0.55 and that of “IT strategy” was .65. These two variance-extracted estimates are greater than the quare of the correlation between “brand image strategy” and “IT trategy” (˚ = 0.53, ˚2 = 0.28); see Table 2. Another example is the elationship between “human resource strategy” and “behavioral erformance.” The average variance-extracted estimate of “human esource strategy” was 0.50 and that of “behavioral performance” as 0.52. These two variance-extracted estimates are greater than
he square of the correlation between “human resource strat- gy” and “behavioral performance” (˚ = 0.55, ˚2 = 0.30). Therefore, hese results supported the discriminant validity of constructs. ince the discriminant validities exist, the multicollinearity issues f constructs are minimized. These investigations were applied ith the discriminant validity of other constructs in this study as ell.
.3. Impact of industry forces on competitive strategies
The structural paths were estimated to test the hypotheses etween constructs. Table 3 presents the structural model fit with 2 = 567.69, df = 174, � < 0.00; CFI = 0.91; GFI = 0.89; RMSEA = 0.073; FI = 0.87; and TLI = 0.89. Table 3 indicates the hypothesis testing n the influence of industry forces on brand image strategy. The esults show that the low bargaining power of customers had a ositive influence on brand image strategy (�21 = 0.22, � ≤ 0.01). his supports H1b, which states that hotels that have an advan- age over customers’ bargaining power will influence a strong brand mage strategy. Meanwhile, the lower threat of new hotel entrants
as positive for and significant to brand image strategy (�31 = 0.31, ≤ 0.001). The findings support H1c, which states that hotels that ave an advantage over threat of new entrants will influence a trong brand image strategy. In contrast, the few rivalries among xisting hotels were not statically significant to brand image strat- gy (� > 0.05). This does not support H1a: hotels that have an dvantage over existing rivals will influence a strong brand image trategy.
Table 3 presents the impact of industry forces on human esource strategy. This tests H2a–c, which states that hotels with he advantage of industry forces – few rivalries, low bargaining ower of customers, and lower threat of new entrants – would
nfluence indicate a strong human resource strategy. The results ndicate that hotels with the advantage of low bargaining power
f customers had a positive influence on human resource strategy �22 = 0.44, � ≤ 0.001). This supports H2b, which states that hotels hat have an advantage over customers’ bargaining power will influ- nce a strong human resource strategy. The lower threat of new
** � < 0.01. *** � < 0.001.
hotel entrants was also significant to the human resource strat- egy (�32 = 0.18, � ≤ 0.05). This supports H2c, which states hotels that have an advantage over threat of new entrants will influence a strong human resource strategy. On the other hand, rivalry among existing hotel firms was not significant to a competitive human resource strategy (p > 0.05). This result does not support H2a, which states that hotels that have an advantage over existing rivals will influence a strong human resource strategy.
H3a–c were tested to determine if the advantage of industry forces – few rivalries, low bargaining power of customers, and lower threat of new entrants – would have a positive relationship on a IT strategy. According to the findings, the low bargaining power of customers was positive for a competitive IT strategy (�23 = 0.20, � ≤ 0.01). This finding supports H3b, which states that hotels that have an advantage over customers’ bargaining power will influence a strong IT strategy. On the other hand, the lower threat of new hotel entrants was positive for a competitive IT strategy (�33 = 0.27, � ≤ 0.001). This supports H3c, which states that hotels that have an advantage over threat of new entrants will influence a strong IT strategy. However, rivalry of existing hotels was not significant (� > 0.05). This finding does not support H3a: hotels that have an advantage over existing rivals will influence a strong IT strategy.
4.4. Impact of competitive strategies on hotel performance
Table 3 also presents the relationship of competitive strate- gies on hotel performance. According to the findings, competitive human resource strategy had a positive relationship on behav-
ioral performance (ˇ21 = 0.53, � ≤ 0.001) and financial performance (ˇ22 = 0.15, � ≤ 0.05). These findings support H5a, which states that the strong human resource strategy would influence the positive hotel behavioral performance, and H5b, which states that the strong human
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esource strategy would influence the positive hotel financial per- ormance. Moreover, the competitive IT strategy had a positive elationship on behavioral performance (ˇ31 = 0.14, � ≤ 0.05) and nancial performance (ˇ32 = 0.22, � ≤ 0.01). These findings support 6a, which states that the strong IT strategy would influence the pos-
tive hotel behavioral performance, and H6b, which states that the trong IT strategy would influence the positive hotel financial perfor- ance.
In contrast, there was no statistical significance on the rela- ionship between brand image strategy on hotels’ behavioral and nancial performance (p > 0.05). These results do not support H4a: he strong brand image strategy would influence the positive hotel ehavioral performance, and H4b: the strong brand image strategy ould influence the positive hotel financial performance.
. Discussions and implications
The objectives of this study are to explore the influence of indus- ry forces on implementing competitive strategies and to assess the elationship of competitive strategies on hotel performance. When otels have an advantage over low bargaining power of customers nd with the fewer threat of new entrants, they are able to imple- ent competitive human resource and IT strategies. Furthermore,
he strengths of human resource and IT strategies are important ndicators measuring hotel performance.
These findings indicate that industry forces have an impact on mplementing competitive strategies. This result supports the pre- ious findings of Grant (1991), Dev and Hubbard (1989), and Dube nd Renaghan (1999). Hotels with the advantage of customer bar- aining power indicate the positive influence on implementing ompetitive strategies. In general, customers make a hotel reserva- ion or use other hotel services with a well-known brand hotel. One ay for hoteliers to have the advantage over customers’ bargain-
ng power is to increase customer perceptions on the hotel’s brand mage. When customers perceive and satisfy with hotel products nd services, they are more likely committed to the hotel brand. he low bargaining power of customers allows hoteliers to raise the rice of room rates or other services provided by the hotel. If the otel can develop strong brand image perceptions, customers are illing to pay the premium price of perceiving quality products and
xcellent services. This result shows that hotel can build a strong rand image that would distinguish it from other hotel brands. n addition, the loyalty customer program is another marketing
ethod of hotels to increase the bargaining power over customers. he loyalty program reduces the likelihood of customer switching o use the competitors’ products and services (Crook et al., 2003).
This study suggests that hotels with advantage of customers’ argaining power have a positive relationship on competitive uman resource strategy. This result is the same as the previous ndings of Kim and Oh (2004), Wang and Shyu (2008), and Taylor nd Finley (2009). The competitive human resource strategy can be eveloped by high-quality training programs and employee devel- pment plans. In many occasions, customers stay at certain hotels ecause of the relationship between customers and employees. ome customers are willing to reduce their own bargaining power ecause they have with hotels of good services from qualified mployees. As long as hotel employees remain the levels of cus- omer relationship, meet customers’ expectations, and complete asks effectively, these strengths can retain customers.
An IT system is a high investment for hotels offering it to cus- omers. Many hotels invest in advanced IT in order to influence
ustomers’ buying power. In other words, some customers pre- er to stay in hotels with advanced IT. Services such as high-speed nternet and quick check-in and -out processes provide customers
ith more convenience and satisfaction. Some customers are will-
spitality Management 30 (2011) 648–657 655
ing to pay extra charges on rooms for advanced IT services from the hotel. Hence, hoteliers should consider developing an advanced IT strategy to decrease the bargaining power of customers to hotels.
The competitive brand image strategy of existing hotels can con- fine new hotels incoming to the industry. With the competition in brand image strategy, existing hotels can retain regular customers and increase new customers for its business growth (Jenkins, 2005). New hotel entrants may not be able to break the market segment proportion of the existing hotel firms. Even if new hotels try to promote their establishments by advertising or discounts, loyal customers will not be influenced by their marketing campaign. The hotel business is a big investment for new owners or investors. Opportunities for new hotel entrants to enter the market are avail- able as new hotel firms can develop a resource no other hotel firms have. It would be very challenging for new hotels to enter the mar- ket, because hotel products and services are easily to imitate. As existing hotel firms have an advantage of brand image over new hotels, only their competitive strategies can allow them to survive in the industry and obtain some market shares from existing hotel firms.
Hotels with the advantage of lower threat of new hotel entrants also have a positive influence on implementing human resource strategy. Prospective hotels have to hire and train the new employ- ees to be more superior to the employees of other existing hotel firms. New hotels have to invest more on new staff training and other human resource benefits to develop and retain quality employees. Meanwhile, existing hotels have staff who has worked in the hotel business for some time. These employees understand job duties and may only need training programs for performance improvement. Even though employees of prospective hotels may have work experience in the service industry, they have to adapt to the new working environment and internal structure. These changes are challenging for the employees of new hotels. Further- more, developing customer loyalty through excellent service from employees makes it difficult for new entrants to the market to attract customers.
Hotels with the low threat of new hotel entrants show the com- petitive IT strategy. Existing hotels have the advantage over other new hotels because they have stable and advanced IT for business operations. On the other hand, new hotel entrants have to invest more in advanced IT systems and apply them to the entire hotel business units to be able to compete. If new hotel entrants can make a significant change in advanced IT and customers’ percep- tions, then there is an opportunity for them in the market. Another option for existing hotels to reduce the threat of new entrants over IT strategy is to provide advanced IT that no other hotel firms have provided. Advanced IT does not have to be new, as long as it can respond to customers’ needs.
However, the few rivalries among existing hotel firms has no influence on implementing competitive strategies. These due to different hotels define competitors with different criteria, for example, segmentation, price, and proximity (Whitla et al., 2007). The definition of competitors is ambiguous. In the other words, hoteliers may use different criteria to define their rivalries. As a result, the significant impact of rivalry among existing hotel firms and competitive strategies are not found in this study. Another observation might be competitors in the same market segmenta- tion might offer the similar products in terms of price, rooms, and services. Hence, the existing competitors do not indicate the major influence on strategic implementation and development.
The success of the strategy followed by one particular hotel depends on the strategies followed by the other competing hotels
(Boeker, 1991). Human resource and IT strategies play an impor- tant role in measuring hotel performance. These results support the previous findings of Law and Jogaratnam (2005) and Wong and Kwan (2001). Human resource strategy is the key factor in the suc-
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ess for service organizations (Wang and Shyu, 2008). Hotels need clear set of strategic objectives of human resource strategy, stan- ardized training and development program, a well-written job escription, and satisfactory employee benefits (Wong and Kwan, 001). These can help hoteliers evaluate and control employees’ erformance to meet the hotel standard. Without these human esource goals, employees may lack commitment, lose their perfor- ance, and be poorly motivated in working. The organized human
esource management process such as hiring, training, and human evelopment show significant outcomes in terms of increasing net rofit and return on investment (Wang and Shyu, 2008). Hoteliers ust work to retain and motivate employees by providing a living age, meaningful benefits, and job enrichment through participa-
ion in decision making (Dev and Hubbard, 1989). Qu and Sit (2007) lso suggested actions to improve the superior service for hotel ustomers. These actions are careful employee selection, ongoing raining, executive site visits, inspections, meetings, and promotion rom within.
IT strategy can be an element in creating added value within he hotel firm (Camison, 2000). A competitive IT strategy brings onvenience to both employees and customers. For employees’ per- pectives, advanced IT reduces employee work procedure, allowing mployees to work sufficiently and effectively despite time con- traints. For instance, a reservation system can help the marketing epartment keep track of regular customers and provide statistical orecasting for future marketing development. In the meantime, ustomers’ perspectives, IT can improve customer service levels y providing new forms of service delivery, improving customer
ntimacy, responding more rapidly to customer needs, and afford- ng customers the opportunity to help themselves (Mulligan and orgon, 2002). As a result, IT strategy is a reliable tool for selective otels oriented towards customer satisfaction (Camison, 2000).
Although some hotels may face some difficulty of IT investment, he response outcome shows good reasons for hoteliers to consider f investing IT. In the case of hotels with limited budget, they may ot be able to invest much on IT. These hotels may consider out- ourcing. Renting or contracting IT systems can provide another ption for hotels with limited budget to improve hotel facilities nd amenities. Advance IT can help hotels generate more income nd expand their customer market into wider groups. IT can be sed as an operational tool for business internal quality control. IT an transmit important customers’ data where they are needed to rovide customer service. IT elevates competitive advantage only if
t can support employees and enhance their capacity to offer supe- ior service to customers. IT can help hotels distinguish themselves rom their competitors. Hence, hoteliers must adopt new IT and mprove their IT strategy to assist hotel employees serve customers etter and to improve financial performance.
In contrast, competitive brand image strategy is not statistically ignificant to hotel behavioral and financial performance. Some otions are explained as following. First, since this study includes ll hotel segments for the analysis, the misleading outcome may ccur. This could be similar as the study of O’Neill and Xiao (2006) hat the positive brand occur only in the middle chain scale cate- ories (upper upscale, upscale, and midscale), but note in the top luxury) and bottom (economy) categories. Second, this finding
ay be related to the degree of franchising in hotel industry. The ensitivity of franchising has some impact on another use of finan- ial performance such as return on investment (ROI) (Koh et al., 009). 41% of responded hotels are chain hotels and they have to
nvest some expenses of franchise fees and advertising marketing rom the chain companies. The number of franchise units within
hotel brand has also been shown a negative relationship with uest satisfaction and occupancy percentage (O’Neill and Mattila, 004). Last, this is because brand image strategy may overlap with
mplementing human resource and IT strategies. Hoteliers promote
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hotel brand image via the competitiveness of human resources and advanced IT services. As a result, these reasons can support some non-significant findings of these relationships.
For the managerial viewpoint, hoteliers should be able to acknowledge environmental instability of the industry as well as utilize internal resources to support the strategic implementa- tion decisions. The weaker the strength of industry forces that affect firms, the greater the expected profitability in the industry (Ormanidhi and Stringa, 2008). Each hotel emphasizes the impor- tance of industry forces in different ways since the impact of firms’ industry forces on its performance can be different (Galbreath and Galvin, 2008). For instance, the hotel that is customer oriented would consider the bargaining power of customers more than other industry forces (Taylor and Finley, 2009). In the mean time, the hotel that wants to remain the market share in the industry would focus on the industry force of new hotel entrants. For the internal resource competencies, the strengths of hotel’s resources would be differed according to the characteristics of each hotel property, such as brand, human resources, and IT. As a result, the hotel must find the appropriate fit between industry forces and competitive resources of the hotel. This development can increase the standard of competitive advantage and achieve the best performance level.
6. Limitations and future research
This study was conducted with some limitations. First, it was conducted between October and December 2008. This season may be influenced by a one-time event within particular properties that may not apply to future property transactions. Future studies can be conducted during other periods. Perceptions on this topic may be different over time. Second, this study applied only three out of five industry forces of Porter (1985). The bargaining power of suppliers and the threat of substitutes tend to have little influence on implementing competitive strategies (Dale, 2000; Kim and Oh, 2004; Olsen and Roper, 1998). These two forces can be included for the future study, the same as competitive resources might be further explored with other resource aspects. Next, the means of behavioral and financial performance are above the norm for the industry. These ratings would be somewhat over presented. The constructive measurements such as indicating the exact number of financial performance indicators would be proposed. Lastly, this study faced low response rate issues. The non-respondents might have had different perceptions of the issues that were examined. The future research can further expand the scope of the study in the direct effect on industry forces on performance and the inter- action effect between industry forces and competitive methods on performance.
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- The impact of industry force factors on resource competitive strategies and hotel performance
- Introduction
- Literature review
- Industry forces
- Rivalry among existing firms
- Bargaining power of customers
- New market entrants
- Competitive strategies
- Brand image strategy
- Human resource strategy
- Information technology strategy
- Hotel performance
- Methodology
- Research design and survey instrument
- Sampling approach and data collection
- Analysis of data
- Results
- Respondents' and hotel properties' characteristics
- Confirmatory factor analysis among constructs
- Impact of industry forces on competitive strategies
- Impact of competitive strategies on hotel performance
- Discussions and implications
- Limitations and future research
- References
Research_Papers/1-s2.0-S2212017312004823-main.pdf
Procedia Technology 5 ( 2012 ) 462 – 474
2212-0173 © 2012 Published by Elsevier Ltd. Selection and/or peer review under responsibility of CENTERIS/SCIKA - Association for Promotion and Dissemination of Scientific Knowledge doi: 10.1016/j.protcy.2012.09.051
CENTERIS 2012 - Conference on ENTERprise Information Systems / HCIST 2012 - International Conference on Health and Social Care Information Systems and Technologies
A literature review of Business/IT Alignment Strategies
Lerina Aversano*, Carmine Grasso, Maria Tortorella
Departement of Engineering, University of Sannio Via Traiano, 82100 Benevento, Italy
Abstract
In the last years, the alignment issue was addressed in several researches and numerous methods, techniques and tools were proposed. Indeed, the business and IT performance are tightly coupled, and enterprises cannot be competitive if their business and IT strategies are not aligned. This paper proposes a literature review useful for evaluating different alignment approaches, with the aim of discovering similarity, maturity, capability to measure, model, asses and evolve the alignment level existing among business and technological assets of an enterprise. The proposed framework is applied to analyse the alignment research published in the Information & Management journal and the Journal of Strategic Information Systems, that are the ones that more published on this topic. The achieved evaluation results are presented.
© 2012 Published by Elsevier Ltd. Selection and/or peer-review under responsibility of CENTERIS/HCIST.
Keywords: measurement framework; evaluation and analysis; enterprise evolution; modeling; alignment
1. Introduction
The alignment between business processes and supporting software systems is currently a top research issue. It was mentioned for the first time in the late 1970s and since then several studies and researches were
* Corresponding author. Tel.:+39 0824 305551; fax: +39 0824 50552 E-mail address: [email protected].
Available online at www.sciencedirect.com
© 2012 Published by Elsevier Ltd. Selection and/or peer review under responsibility of CENTERIS/SCIKA - Association for Promotion and Dissemination of Scientific Knowledge Open access under CC BY-NC-ND license.
Open access under CC BY-NC-ND license.
463 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
conducted highlighting the alignment concerns [1]. During the last decade, several studies addressing this issue were proposed by researchers, practitioners and companies, but most of them are still at an embryonic stage. They demonstrated through case studies, surveys and empirical approaches that the business and IT (Information Technology) performance are tightly coupled [2-5], and enterprises cannot be competitive if their business and IT strategies are not aligned. The proposed studies are oriented at different abstraction levels [6], from the functional to the strategic one. In particular, Strategic Alignment of IT exists when goals, activities and processes of a business organization are in harmony with the information systems supporting them [7-8]. On the other hand at the functional level the analysis of the alignment between existing business processes and software systems is necessary for optimizing the effectiveness of the software support. In literature, different terms are used to refer the alignment concept: in [9], it is called fit; it is also defined bridge [10]; integration in [11]; harmony in [12]; linkage in [13]; fusion in [14]; and further definition and terms are in [3]. To address future research concerning the alignment, it is necessary to understand what is already addressed in the state of the art with a deep investigation of the executed researches, highlighting the unresolved critical issues. With this in mind, this paper proposes a literature review aiming at understanding: kind of studies conducted in this area; main issues covered by the proposed alignment approaches; and their effective application to a working context. The proposed review implied a careful analysis of the literature considering the alignment topics. This analysis aimed at identifying commonalities and differences among the proposed approaches. As explained in the following, the review first focused on all the journals identified by ScienceDirect treating the alignment topic. Then, the most representative ones were discussed: Information & Management Journal and Journal of Strategic Information Systems.
The rest of the paper is organized as follow: Section 2 gives an overview of the background on the alignment topic; Section 3 describes the selection process of the analysed papers; Section 4 describes the results obtained from the selected journals; Section 5 presents the results of the review of the alignment papers focusing on the modeling issue with reference to the most representative journals; and final remarks are given in the last section.
2. Background
A view of business and technological alignment defines at which degree the information technology mission, objectives, and plans, support and are supported by the business mission, objectives, and plans [15]. Moreover, it involves “fit” and “integration” among business strategy, IT strategy, business infrastructure, and IT infrastructure [6, 16]. A relevant “problem” [17] is the understanding of what business and information systems alignment is, how to obtain and maintain it. Traditional approaches addresses the alignment looking for how organizations can achieve alignment, but with little contribution on how to identify and correct misalignment. For being useful and completely applicable, it is necessary that an alignment strategy includes the following set of phases: Modeling of the various entities involved in the alignment concepts and of the links between business and IT entities; Measurement of the alignment degree existing between the chosen assets for establishing if improvement actions are necessary; Evolution for improving the degree of alignment. An automatic support is also useful for supporting all the process for the alignment management.
Several approaches were proposed to address the alignment issue from modeling to measurement. One of the first model was SAM – Strategic Alignment Model [6]. Different study were later performed for evaluating these models. For example, in [18], the SAM model was used in financial service firms for determining if it was useful to asses strategic alignment between IT and business. In [19], the general aspects concerning modeling was debated and a modeling issue was proposed. In particular, the VMOST – Vision, Mission, Objectives, Strategies, Tactics – analysis was treated to split the business strategy into the main components of vision, mission, goals, strategies and tactics, and the BRG – Business Rules Group – model
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was proposed for modeling the organization’s systems. In [20], the MDA – Model Driven Architecture – tool was used to support the alignment management, and meta-models were proposed for representing the entities involved in the alignment analysis. In [21], a framework was proposed for modeling the alignment at the functional level and some metrics were introduced for measuring the alignment degree between business process and software systems. In [22], criteria and associated generic metrics were proposed to quantify at which extent there is a fit between the business and system which supports it. In [23], a framework was presented for analyzing the alignment problem and proposing an approach to application architecture design with reference to a business context.
The Business and Information Systems MisAlignment Model (BISMAM), is proposed, to understand, classify and manage misalignments [15, 24]. The proposal addresses the alignment problem combining the misalignment approach with medical sciences approaches. The authors believe that the misalignment approach is closer to organizations real life and that medical sciences approaches provide relevant concepts and techniques for misalignment management.
The research constructs were measured using multi-item scales adapted from the SAM framework [25]. The relationship existing between the alignment maturity dimensions and IS strategic alignment was examined. In [26], a new conceptualization of alignment was reported together with the development and testing of a model which addresses this issue. Data from a survey of 415 medium-large companies were used to test the model. It was found that IS-marketing alignment had a positive impact on both business and marketing performances. This study extended the application of Venkatraman’s work [13] and offered a support to the robustness of his conceptualization and measurement of strategic orientation.
In [27], it is debated that Software Process Improvement (SPI) programs increase the competitiveness of software development organizations, and that QFD (Quality Function Deployment) is an effective technique that can be used for institutionalizing improvement processes.
As highlighted by Kitchenham [28], a systematic literature review is a means for evaluating and interpreting all the available research that relevant to a particular research question, topic area, or phenomenon of interest. Systematic reviews aim to present a fair evaluation of a research topic by using a trustworthy, rigorous, and auditable methodology. In particular, Kitchenham [28] proposes a comprehensive guideline for performing systematic literature reviews appropriate for software engineering researches. This guideline was applied in numerous systematic studies, such as the one regarding for cost estimation studies [29], or that one included in [31] for exploring the evidence on the use of expert judgment, formal models and a combination of the two when estimating the software development work effort. The study proposed in this paper follows the guidelines presented in the current literature.
3. Description of the papers selection process
The proposed literature review was obtained by analyzing some alignment papers selected from the literature. In particular, a full investigation of the research papers concerning alignment was performed. Numerous journals and conference papers were identified. Therefore, it was decided to concentrate the attention on journal papers as they should publish more mature research results. With this in mind, the Science Direct database was queried.
The identification of relevant studies was based on an examination of papers found through a manual inspection of the papers resulting by querying the Science Direct database. The first query aimed to recover papers including the term ‘alignment’. Then, the selection was refined applying the ‘business management and accounting’, ‘computer science’, ‘decision science’, and ‘economics, econometrics and Finance’ subject terms, from 2003 to present, and including also journals. In total, 1483 paper were found, in the first phase all papers was examined by using a manual inspection of titles, and if unsure, the abstracts. After this primary
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study, 131 papers distributed within 46 journal were selected. In a second phase, a deep analysis of the papers was conducted and 90 papers on 37 journals were selected.
Following the first analysis, the journals that were discovered to be the most representative of the alignment topic, and modeling in particular, were Information & Management Journal and Journal of Strategic Information Systems from Elsevier. From the first journal, 28 articles were identified, 16 of which were discarded as 5 of them were not available on-line, 3 were published before 2003, and 4 did not concern Business and IT alignment. Therefore, the 16 papers listed in the table of the Appendix were considered for being analyzed. From Journal of Strategic Information Systems, 18 articles were identified: 8 of them were published before 2003, and 3 were discarded as they were out of topic. The 7 remaining papers, listed in the table of the Appendix, were included in the analysis.
4. Alignment strategies in the analysed papers
As explained in the previous section, the search of papers regarding Software and Business alignment in Science Direct brought to the identification of 90 papers distributed in 37 journal and published in the period 2003-2012. The first aspect that came out was that the publisher of all the identified journals was Elsevier. It was also found that the total number of journals treating alignment aspects was quite high, or at least higher than expected. In any case, except in some case, each journal published a small number of papers. This results quite evident by observing Table 1, where all the involved papers are listed in the second column. The table also lists the number, proportion, and cumulative proportion of the papers published in each journal.
Table 1. Science Direct papers treating Alignment topics
Journal Count Proportion (fk) Cumulative Proportion (Fk)
Journal Information & Management 16 17.78% 17.78%
Journal of Strategic Information Systems 7 7.78% 25.56%
Journal of Operations Management 5 5.56% 31.11%
Industrial Marketing Management 5 5.56% 36.67%
Expert Systems with Applications 5 5.56% 42.22%
Int. J. Production Economics 5 5.56% 47.78%
Long Range Planning 4 4.44% 52.22%
Government Information Quarterly 4 4.44% 56.67%
Journal of Business Research 3 3.33% 60.00%
Int. Journal of Information Management 3 3.33% 63.33%
Hospitality Management 3 3.33% 66.67%
Journal of Purchasing & Supply Management 2 2.22% 68.89%
Int. Journal of Project Management 2 2.22% 71.11%
Information and Software Technology 2 2.22% 73.33%
Information and Organization 2 2.22% 75.56%
Others 22 24.44% 100%
Sum 90 100%
The cumulative proportion shows that more than 50 percent of the alignment papers were published in 7 journals, and just 15 journals published more than the three fourth of all the involved papers. Each of the other journal published only one paper regarding alignment. In addition, in the considered period the most
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representative journal regarding this topic is Journal Information & Management with 16 papers, followed by Journal of Strategic Information Systems with 7 papers.
Table 2 shows the distribution of the publication of the analyzed journals in the period going from 2003 to 2012. It is worth noticing that except for a small peak in 2005, the large amount of publications were published in the last years. In fact, if it is considered that year 2012 is not yet finish yet, the large part of publications is concentrated in the last years starting from 2009.
Table 2. Distribution of the published paper in the period 2003-2012
Year Count Proportion(fk) Cumulative Proportion(Fk)
2012 2 2.22% 2.22%
2011 17 18.89% 21.11%
2010 17 18.89% 40.00%
2009 11 12.22% 52.22%
2008 5 5.56% 57.78%
2007 8 8.89% 66.67%
2006 9 10.00% 76.67%
2005 10 11.11% 87.78%
2004 9 10.00% 97.78%
2003 2 2.22% 100.00%
Sum 90 100%
Besides the publication year, the papers were analyzed for their typology. Three kinds of typologies were considered: Industrial survey, Research and Practice. The papers classified as Industrial Survey were those ones describing interviews performed within operative organizations for understanding if and how they were facing the problem of the alignment between different entities and with reference to which abstraction level. The Research papers were those ones proposing innovative strategies for managing the alignment. The papers classified as Practice were those describing experiences for experimenting defined strategies. Research Surveys and Systematic Reviews were also searched, but no journals published these kinds of study.
Table 3 shows that, with reference to the typology, the papers were about uniformly distributed in almost all the considered journals. In addition, the belonging to a certain typology was not exclusive, as some papers were classified as research ones, but also discussed practice experiences, or were industrial survey and in the same time experimented some alignment approach. In particular, some journals, such as Expert Systems with Applications and Long Range Planning, were mainly oriented to present new alignment strategies and experiment them in practical experiences, instead of discussing the alignment status within organizations. On the other hand, the papers of other journal, such Journal of Business Research and Information and Organization, presented the results of industrial investigations. In some case, the results of the Industrial surveys were used for defining alignment strategies adapt to the investigated organizations. At this point, the performed analysis tried to understand the way the papers listed in Table 1 faced the alignment topic. The results of the analysis showed that they considered different aspects of the alignment and analyze it at different abstraction levels. This preliminary analysis indicated that more of the 50% of the papers proposed new strategies articulated in different phases, each of which facing a particular aspect. Also reading other literature, the main aspects that an alignment strategy should at least consider are the following three: Modeling, Alignment evaluation, Evolution execution.
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These three concerns represent a synthesis of all the aspects that the definition of an alignment strategy should include. In the following a description of the three aspects is given:
1. Modeling. All the entities involved by the alignment analysis should be modeled, so to exclude all the business and technological details that are not relevant for the study to be conducted. This phase is necessary to understand which is the information considered for analyzing the alignment, and if enough knowledge is available for performing the task. In addition, the modeled entities regarding the different aspects should be mapped, so to facilitate the next analysis [32].
2. Alignment evaluation. An alignment approach should quantitatively evaluate the alignment degree of the considered entities for objectively analyzing it and understanding if it reaches a satisfying level or improvement actions should be performed for advancing it. The quantitative evaluation could require the definition of suitable metrics easily quantifiable by using the models.
3. Evolution execution. If the alignment level does not reach a satisfying level, a misalignment in the analyzed entities exists and an alignment strategy should include activities for identifying the evolution actions to be performed for increasing the alignment level, and executes the planned actions.
Table 3. Typology of the Science Direct papers
Journal Count Industrial Survey Research Practice
Count % Count % Count %
Journal Information & Management 16 7 19.44% 8 19.51% 4 8.00%
Journal of Strategic Information Systems 7 2 5.57% 4 9.76% 2 4.00%
Industrial Marketing Management 5 1 2,78% 2 4.88 4 8.00%
Journal of Operations Management 5 0 0.00% 4 9.76% 3 6.00%
Expert Systems with Applications 5 0 0.00% 5 12.20% 4 4.00%
Int. J. Production Economics 5 0 0.00% 2 4.88% 3 8.00%
Government Information Quarterly 4 0 0.00% 2 4.88% 3 6.00%
Long Range Planning 4 0 0.00% 4 9.76% 0 0.00%
Hospitality Management 3 2 5.56% 0 0.00% 3 6.00%
Int. Journal of Information Management 3 2 5.56% 1 2.44% 1 2.00%
Journal of Business Research 3 3 8.33% 0 0.00% 3 6.00%
Information and Organization 2 2 5.56% 0 0.00% 2 4.00%
Information and Software Technology 2 1 2.78% 1 2.44% 1 2.00%
Information and Software Technology 2 2 5.56% 0 0.00% 2 4.00%
Int.l Journal of Project Management 2 1 2.78% 1 2.44% 1 2.00%
Journal of Purchasing & Supply Management 2 1 2.78% 1 2.44% 1 2.00%
Others 22 13 36.11% 6 14.64% 16 32.00%
Sum 90 36 100% 41 100% 50 100%
A first analysis of the papers showed that the main proposed strategies regarded the modelling of entities involved in the alignment management and almost none of them treated the aspect of the evolution. Table 4 shows the results of the analysis: there are some columns regarding the modelling and other ones concerning the evaluation, while the evolution aspect is not included as the related columns would have been null.
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All the approaches proposed by the analysed papers did not offer any technological support to the proposed solutions. A tool was proposed just in one of the papers published in the Int. J. Production Economics and in the one of Information and Software Technology.
Almost all the considered journals consider the modelling and more than 50% of the analysed papers treat modelling techniques and methods. On the contrary, many journals do not include papers, published in the analysed period, dealing with the alignment evaluation, and only the 27% of the papers consider this aspect. This motivate the content of the next section that analyses various aspects of the modelling strategies included in the papers of some of the journals. In particular, Table 4 highlights that the journals presenting the larger number of solutions regarding this aspect are the first two: Journal Information & Management and Journal of Strategic Information Systems. In fact, they exhibit the higher percentage of published papers. Finally, the kind of verification presented in the selected papers was analysed.
Three kinds of verifications were considered. The first kind concerned the execution of simple case studies, very often performed in-vitro in a laboratory. The second kind regarded the execution of experiences on the field with the collaboration of a working organization. Then, empirical studies were considered. Table 5 shows that the performed verifications were mainly executed on the field and in empirical study. In addition, the journals that published a higher number of papers regarding alignment, were also those that paid more attention to these kinds of experiences.
Table 4. Alignment activities treated in the Science Direct papers
Journal Count Modeling Approach Alignment Evaluation
Count % Prop. Count % Prop.
Journal Information & Management 16 12 75.0% 26.09% 5 31.3% 20.83%
Journal of Strategic Information Systems 7 6 85.7% 13.04% 1 14.3% 4.17%
Journal of Operations Management 5 3 60.0% 6.52% 2 40.0% 8.33%
Industrial Marketing Management 5 3 60.0% 6.52% 1 20.0% 4.17%
Expert Systems with Applications 5 4 80.0% 8.70% 3 60.0% 12.50%
Int. J. Production Economics 5 2 40.0% 4.35% 0 0.0% 0.00%
Long Range Planning 4 1 25.0% 2.17% 3 75.0% 12.50%
Government Information Quarterly 4 2 50.0% 4.35% 0 0.0% 0.00%
Journal of Business Research 3 0 0.0% 0.00% 1 33.3% 4.17%
Int. Journal of Information Management 3 1 33.3% 2.17% 0 0.0% 0.00%
Hospitality Management 3 2 66.7% 4.35% 2 66.7% 8.33%
Journal of Purchasing & Supply Management 2 1 50.0% 2.17% 0 0.0% 0.00%
Int. Journal of Project Management 2 1 50.0% 2.17% 0 0.0% 0.00%
Information and Software Technology 2 1 50.0% 2.17% 0 0.0% 0.00%
Information and Organization 2 0 0.0% 0.00% 0 0.0% 0.00%
Other 22 7 31.8% 15.22% 6 27.3% 25%
Sum 90 46 24
469 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
Table 5. Kind of performed experimentation
Journal Count Case
study Case
study% On the
field On the field
% Empirical
studies Empirical Studies %
Journal Information & Management 16 3 18.75% 10 62.50% 11 68.75%
Journal of Strategic Information Systems 7 2 28.57% 3 42.86% 2 28.57%
Journal of Operations Management 5 1 20.00% 3 60.00% 4 80.00%
Industrial Marketing Management 5 0 0.00% 1 20.00% 1 20.00%
Expert Systems with Applications 5 1 20.00% 1 20.00% 2 40.00%
Int. J. Production Economics 5 1 20.00% 0 0.00% 1 20.00%
Government Information Quarterly 4 2 50.00% 2 50.00% 0 0.00%
Long Range Planning 4 0 0.00% 1 25.00% 1 25.00%
Hospitality Management 3 0 0.00% 2 66.67% 2 66.67%
Int. Journal of Information Management 3 1 33.33% 1 33.33% 1 33.33%
Journal of Business Research 3 0 0.00% 2 66.67% 1 33.33%
Information and Organization 2 0 0.00% 0 0.00% 2 100.00%
Information and Software Technology 2 0 0.00% 1 50.00% 1 50.00%
Int. Journal of Project Management 2 0 0.00% 0 0.00% 1 50.00%
Journal of Purchasing & Supply Management 2 0 0.00% 0 0.00% 1 50.00%
Others 22 10 50.00% 12 54.54% 8 36.36%
Sum 90 24 26.67% 39 43.33% 39 43.33%
5. Modeling strategies in the analysed papers
The modelling phase is necessary to understand which is the information that the considered alignment approach uses for analyzing the alignment at the considered abstraction level and if enough knowledge is available for performing the task. All the entities involved by the alignment analysis should be modelled, so to exclude all the business and technological details that are not relevant for the study to be conducted.
As previously explained, the second paper of the performed literature review focused on the aspects dealing with the modelling activities. The two journals that most dealt with this aspect were Journal Information & Management and Journal of Strategic Information Systems. The aim of the analysis was to investigate the completeness of the available information regarding the existence of modeling techniques and the possibility of representing the elementary entities involved in the alignment analysis and related reciprocal relationships. Moreover, the maturity of an analyzed modeling approach was investigated by verifying if its definition depended on other approaches and if it was already applied to case studies or working contexts. In particular, the following questions were used as drivers for conducting the review: Are models to represent alignment used? Are models to represent the separate entities used? Is the proposed model based on existing research approaches? Is the modeling automatically supported? Was the proposed modeling approach applied to case studies?Was the proposed modeling approach applied on the field?
The results were obtained by analyzing the documentation related to the considered strategy and assigning as answer one of the following value to the questions above: Yes, indicating that the information required by the question was clearly and completely described; No, indicating that the analyzed documentation did not consider the specific aspect; Partially, indicating that the aspect indicated in the question was only partial addressed; Not clear, indicating that the documentation did not clearly describe the information needed.
Table 6 shows that in the large part of the considered papers, models are used to represents the alignment. But only half of the reviewed papers used specific models for representing the separate entities involved in the
470 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
alignment. What clearly emerges from Table 6 is that only S2 and S7 studies propose a modelling strategy automatically supported, while all the other strategy propose a not automated approach. Moreover, case studies are discussed just in few cases (S2, S3, S6, S14, S20, S21, S22, S23). The same happens for the application on the field. Table 6 also shows that a significant part of the approaches are based on already existing modelling approaches. Table 7 includes the distribution of the analysed papers with reference to the considered dimension. It is worth noticing that the large part of the papers considers the alignment at the strategic level and only some at the functional level. Some approaches, such as S1,S3, S15, S22 and S23, consider both levels, strategic and functional. The entities involved in the reviewed approaches, are reported in Table 8. The table shows that the large part of the approaches considers business entities, with particular reference to business strategies and processes; while, a minor part of them also considers the IT components.
Table 6. Results of the analysis of the considered papers
Model used
Separate entities
Existing approach
Automatically supported
Case studies
On the field
Information & Management Journal S1 no no no no no no S2 yes no no part yes no S3 yes yes ncl no yes yes S4 yes no no no no yes S5 yes no no no no yes S6 yes yes yes no yes yes S7 no no yes part no yes S8 no no no no no no S9 part yes yes no no yes S10 yes yes ncl no no yes S11 yes no ncl no no yes S12 no no no no no no S13 yes yes yes no no yes S14 yes no yes no yes no S15 yes no yes no no no S16 yes yes ncl no no yes
Journal of Strategic Information Systems S17 no no no no no no S18 yes yes yes no no yes S19 yes yes part no no yes S20 yes yes yes no yes no S21 yes no yes no yes no S22 yes yes yes no yes no S23 yes yes yes no yes no
Table 7. Distribution of the papers with reference to dimension
Dimension of alignment Paper
Strategic S1,S3,S4,S5,S6,S7,S8,S9,S11,S12,S13,S15, S17,S19,S20,S22,S23
Functional S1,S2,S3,S14,S15,S16,S18,S21, S22,S23
471 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
Table 8. Involved entities
Involved Entities Paper
Business Strategy S2,S5,S8,S7,S9,S10,S13, S3,S22,S20,S23,S17
IT strategy S5, S8,S10,S13, S22
IT investment S8,S13
Business performance S7, S8,S3
Business Structure S10,S20,S23
IT Structure S10,S13, S20,S23
Business process S3, S13, S15
Organization’s structure S13
Human resource S15
ERP Strategy, Time cost, Financial Benefits S9
Critical success factor S3
IT systems S3,S5
Business objectives, E-business performance, E-commerce strategy, E-commerce strength and opportunities
S4
Business rule S14,S15
Service systems S14
Environmental uncertainty, Information intensity, Business dependence on It, IT participation in Business Planning, IT Plan, Business Plan, Competitive advantage
S16, S20
IS managers, Systems development methodologies S1
Goal (enterprise level), Functional (scenario level), Data, Output misfits (activity level) S2
IS Strategy, Corporate Strategy S20,S23
Organization’s IS S7
Technical elements of IT Infrastructure, Human elements of IT Infrastructure, Process elements of IT Infrastructure
S11
IS/IT manager, Business manager S20
Infrastructure, Application S5
Organisational infrastructure and processes S22
IT infrastructure and processes S22,S18
IT Sub-Unit S18
IS Capability,IS Compentencies S19
Business and technical skills, knowledge, experience S19
Table 9 describes the modelling techniques used in the analysed papers. Many papers consider the SAM – Strategic Alignment Model – model [13]. It is useful to treat the IS strategy alignment and becomes a support for a collaborative process between the business strategy, business organisation, IS infrastructure, and IT strategy, at two different abstraction level of the alignment: functional and strategic. The Path model is used to organize different variables. In particular, in S9, hypotheses are considered, having as a starting point, the importance of the strategic alignment, and motivations and success of the ERP projects. The model captures the relationships between the degree of success of ERP projects, the associated business process changes, and subsequent internal efficiency benefits. Then, it captures the impact of internal process efficiency on customer
472 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
and financial benefits. Paper S10 adopts the gestalt research model considering a perspective of fit, and looking at a large number of variables that collectively define a meaningful and coherent slice of organizational reality. The Business rules services model is considered in S14. It provides high level services and functions that evolve during the maturity and expands the scope of the business rules deployments across an enterprise. The Business Rules Deployment Maturity Model identifies maturity along five dimensions, including organizational scope, ownership, structure, development responsibility, and implementation responsibility. In addition, many analysed papers define their own measurement approach. Finally, many papers apply the proposed approach as indicated in Table 10. In particular, they include applications on the field and empirical studies.
Table 9. Used Modelling techniques
Model Information & Management Journal Journal of Strategic Information
Systems SAM Strategic Alignment Model S6,S15 S22,S20,S23
Path model S9
Gestalt model of strategic alignment S10
Business rules deployment maturity model S14, S16
Business rules tasks/services model S14
UML model S2
Integrated Model of Alignment within IT unit - adapted from Luftman and Kempaiah (2007)
S18
A model of the IS capability(Influenced by the work of Caldeira (1998))
S19
Other S4,S3,S7,S11, S13, S21
Table 10. Kind of the application of the proposed approach
Type Information & Management Journal Journal of Strategic Information Systems
Case Study S2,S3,S14 S20,S22
On the field S4,S3,S5,S6,S7,S10, S11,S12,S16, S13 S17,S18,S23,
Empirical Study S5,S6,S7,S8,S9,S10,S11,S13, S17,S23
6. Conclusions
The alignment between business and information systems assumed a growing relevance in the last years. This research issue was addressed in several researches proposing numerous methods, techniques and tools. This paper proposes a literature review to evaluate different approaches, with aim of discovering similarity, maturity, capability to measure, to model to asses and to evolve the alignment. This kind of investigation is aimed to support and address future research concerning the alignment. Indeed, it is necessary to understand what are the aspects considered in the literature of this area with a systematic approach.
The proposed analysis was applied to the research works regarding the alignment topics published in Journal Information & Management and the Journal of Strategic Information System, and the results of the evaluation is presented. From the conducted study it emerges that the modeling, measurement and evolution phases of an alignment approach are not adequately addressed in the analyzed strategies. Obviously these results need the confirmation of a wider investigation involving more and more research approaches. Indeed, this is the main future work on which the authors are working.
473 Lerina Aversano et al. / Procedia Technology 5 ( 2012 ) 462 – 474
As future work, a survey of the studies presented in the literature can be produced to understand how to better address the research issues in the alignment area. Also whit the aim to classify different model approach, measurement methodology, and quantitative approach to address the issue of alignment at different level of abstraction. Further purpose is understand what are the methodologies, tool and technique more useful in different field of alignment. Because the field of alignment is wide and concern different aspect, this study, moreover, will help practitioner, student, Ph.D and researcher to focalize the attention on the particular interested issue.
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Appendix A. The analysed papers
Considered papers from Journal Information & Management
S1. Huisman, M., Iivari, J., 2006. Deployment of systems development methodologies: Perceptual congruence between IS managers and systems developers, 43(1), pp.29-49.
S2. Wu, J., Shin, S., Heng, M.S.H., 2007. A methodology for ERP misfit analysis, 44(8), pp.666-680. S3. Peak, D., Guynes, C.S., Kroon, V., 2005. Information technology Alignment Planning—a case study. 42(4), pp.619-633. S4. Kearns, G. S., 2005 An electronic commerce strategic typology: insights from case studies, 42(7), pp.1023-1036. S5. Cumps, B., Martens, D., De Backer, M., Haesen, R., Viaene, S., Dedene, G., Baesens, B., Snoeck, M., 2009. Inferring
comprehensible business/ICT alignment rules. 46(2), pp.116-124. S6. Chen, L., 2010. Business–IT alignment maturity of companies in China. 47(1), pp.9-16. S7. Johnson, A. M., Lederer, A. L., 2010 CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the
organization, 47(3), pp.138-149. S8. Byrd, T. A., Lewis, B. R., Bryan, R. W.,2006 The leveraging influence of strategic alignment on IT investment: An empirical
examination. 43(3), pp.308-321. S9. Velcu, O., 2004. Strategic alignment of ERP implementation stages: An empirical investigation. 47(3), pp.158-166, April 2010. S10. Bergeron, F., Raymond, L., Rivard, S.: Ideal patterns of strategic alignment and business performance. 41(8), pp.1003-1020. S11. Fink, L., Neumann, S., 2009. Exploring the perceived business value of the flexibility enabled by information technology
infrastructure, 46(2), pp.90-99. S12. Choe, J., 2003. The effect of environmental uncertainty and strategic applications of IS on a firm’s performance, 40(4), pp.257-268. S13. Newkirk, H. E., Lederer, A. L,2006. The effectiveness of strategic information systems planning under environmental uncertainty,
43(4), pp.481-501. S14. Nelson, M.L., Peterson, J., Rariden, R. L., Sen, R., 2010. Transitioning to a business rule management service model: Case studies
from the property and casualty insurance industry. 47(1), pp.30-41. S15. Aerts, A.T.M., Goossenaerts, J.B.M. , Hammer, D.K. , Wortmann, J.C.,2004. Architectures in context: on the evolution of business,
application software, and ICT platform architectures, 41(6), pp.781-794. S16. Kearns, G. S., Lederer, A. L.,2004 The impact of industry contextual factors on IT focus and the use of IT for competitive
advantage, 41(7), pp. 899-919.
Considered papers from Journal of Strategic Information Systems
S17. Mohdzaher B. Mohdzain, John M. Ward, 2007. A study of subsidiaries’ views of information systems strategic planning in multinational organizations,16 pp. 324–352.
S18. Dhaliwal, J., Onita, C., G., Poston, R., Zhang, X., P., 2011. Alignment within the software development unit: Assessing structural and relational dimensions between developers and testers, 20 pp. 323–342
S19. Peppard, J., Ward, J., 2004.Beyond strategic information systems: towards an IS capability,13 pp. 167–194 S20. Boonstra, A., Broekhuis, M., van Offenbeek, M., Wortmann, H.,2011. Strategic alternatives in telecare design Developing a value-
configuration-based alignment framework, 20 pp. 198–214 S21. Beard, J., W., Sumner, M., 2004. Seeking strategic advantage in the post-net era: viewing ERP systems from the resource-based
perspective, 13 pp. 129–150 S22. Wijnhoven, F., Spil, T., Stegwee, R., Tjang A Fa. R.,2006. Post-merger IT integration strategies: An IT alignment perspective, 15 pp.
5–28 S23. Avison, D., Jones, J., Powell, P., Wilson, D., 2004. Using and validating the strategic alignment model, 13 pp. 223–246.
Research_Papers/23015745.pdf
IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success Author(s): Jae-Nam Lee, Shaila M. Miranda and Yong-Mi Kim Source: Information Systems Research, Vol. 15, No. 2 (June 2004), pp. 110-131 Published by: INFORMS Stable URL: https://www.jstor.org/stable/23015745 Accessed: 05-06-2020 01:03 UTC
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This content downloaded from 108.66.246.112 on Fri, 05 Jun 2020 01:03:08 UTC All use subject to https://about.jstor.org/terms
Information Systems Research Vol. 15, No. 2, June 2004, pp. 110-131 issn 1047-70471 eissn 1526-55361041150210110
inf3ML doi 10.1287/isre.1040.0013
©2004 INFORMS
IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success
Jae-Nam Lee School of Business IT, Kookmin University, 861-1, Jeungreung-Dong, Songbuk-Gu, Seoul, 136-702 Korea, and
Department of Information Systems, The City University of Hong Kong, 83 Tat Chee Avenue, Kowloon, Hong Kong, [email protected]
Shaila M. Miranda, Yong-Mi Kim Management Information Systems Division, University of Oklahoma, Norman, Oklahoma 73019
[email protected], [email protected])
Focus on individual outsourcing decisions in IT research has often yielded contradictory findings and rec ommendations. To address these contradictions, we investigate a holistic, configurational approach with the prevailing universalistic or contingency perspectives in exploring the effects of IT outsourcing strategies on outsourcing success. Based on residual rights theory, we begin by identifying three dimensions of IT out sourcing strategies: degree of integration, allocation of control, and performance period. We then develop a model of fit-as-gestalt, drawing from literatures on strategy, governance, interorganizational relationships, and outsourcing.
Next, based on data from 311 firms in South Korea, we test universalistic and contingency perspectives in explaining the relationship between IT outsourcing strategies and outsourcing success. We then identify three congruent patterns, or gestalts, of IT outsourcing strategies. We term these strategies independent, arm's-length, and embedded strategies. To establish the predictive validity of these gestalts and the viability of a configurational perspective, we then explore the effects of these congruent gestalts vis-a-vis noncongruent patterns on three dimensions of outsourcing success: strategic competence, cost efficiency, and technology catalysis. We also contrast the effects of each of the three gestalts on each of the three dimensions of outsourcing success. Our findings indicate the superiority of the configurational approach over universalistic and contingency perspectives in explaining outsourcing success.
Key words: IT outsourcing; outsourcing success; fit; congruence; strategy; knowledge sharing; arm's-length; embeddedness; partnership
History. Soon Ang, Associate Editor. This paper was received on June 10, 2002, and was with the authors 9 months for 4 revisions.
Introduction
"Success is a consequence and must not be a goal." —Gustave Flaubert
Research on information technology (IT) outsourcing has identified several crucial ways in which clients relate to their IT outsourcing providers that influence outsourcing success. These have included: the extent to which IT functions are outsourced (e.g., Lacity and Willcocks 1998), the duration of the outsourcing, and the type of relationship (Nam et al. 1996). While prior research has utilized knowledge about strategic management to identify elements of an IT outsourcing strategy that lead to success, and to offer recommendations about the manner in which
an outsourcing deal should be structured, there is currently little insight into how individual elements of outsourcing strategies interplay with each other. Nor is there a clear recognition that disparate strate gies may result in different, yet equally desirable, outcomes.
Configurational approaches facilitate such explo ration of the interplay among strategic elements. This approach views organizational strategy as "coherent clusters of characteristics and behaviors" (Mintzberg and Lampel 1999, p. 25) that are related to organiza tional success (e.g., Doty et al. 1993). The notion of coherence or congruence in conditions and choices is central to configurational argument. Such congruence
110
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Lee, Miranda, and Kim: IT Outsourcing Strategies Information Systems Research 15(2), pp. 110-131, ©2004 INFORMS 111
denotes strategic "fit." This paper contrasts such a configurational approach against universalistic and contingency perspectives in explaining the effects of IT outsourcing strategies on different outsourcing outcomes, in hopes of reconciling understanding how outsourcing choices circumscribe other choices and the different nature of outcomes promoted by different strategies. The premise underlying this manuscript is that the configurational perspective explains the IT outsourcing phenomenon better than universalistic or contingency perspectives do. IT outsourcing has been defined as "the provision
of services by a vendor firm to a client" (Klepper 1995, p. 249); the "act of subcontracting a part, or all, of an organization's IS work to external vendor(s), to manage on its behalf" (Altinkemer et al. 1994, p. 252); and "managing a firm's IT infrastructure through... governance mechanisms with other firms" (Loh and Venkatraman 1992, p. 8). As such, outsourc ing entails cultivation of an interorganizational rela tionship between client and provider; it is therefore an inherently relational approach to the provision of IT services. This study focuses on outsourcing deci sions that reflect a client's strategy in its relationships with its providers, and the effects of different strate gies on different aspects of outsourcing success. In the following sections, we identify dimensions of an outsourcing strategy based on residual rights theory. Following Delery and Doty (1996), we articulate universalistic and contingency hypotheses regarding these dimensions. We then introduce the concept of "fit" among the outsourcing decisions that represent dimensions of an outsourcing strategy, and develop a model of "fit" in IT outsourcing. We explore lit erature on interorganizational relationships (IORs) for preliminary insights into how outsourcing deci sions might aggregate to define different IT outsourc ing strategies. The dataset for this study consists of Korean firms that outsourced their IT functions.
Following initial hypothesis testing of the universal istic and contingency perspectives, we identify salient outsourcing strategies and interpret them based on literatures on governance and IORs, in order to attest to their descriptive validity (Venkatraman 1989). We then explore the predictive validity of the outsourcing strategies identified: We demonstrate that "fit" strate gies outperform "misfit" strategies, and relate "fit"
strategies to distinctive patterns of outsourcing out comes (Miller 1981). We conclude by identifying the limitations of this research and offer suggestions for practice and directions for future research.
Modeling "Fit" in IT Outsourcing Strategies In developing a model of "fit" for IT outsourc ing strategies, we first need to develop several building blocks. Specifically, we require a clear under standing of what is meant by strategy. We then need to identify decisions that distinguish among alternate outsourcing strategies, i.e., outsourcing strat egy dimensions. Next, we explore alternate meanings of "fit" and choose an approach for assessing "fit" among strategy dimensions. Based on literatures on governance and IORs, we then anticipate that specific strategies will show distinctive advantages over other strategies. The ensuing model of strategic "fit" in IT outsourcing is summarized in Figure 1.
Defining Strategy Studies on strategy address determinants of firm suc cess (e.g., Porter 1991). Conventional wisdom under lying much of the research on strategy is that strategy guides organizations in their achievement of objec tives. For example, Chandler (1963) defines strategy as "determination of the basic long-term goals and objectives of an enterprise, and adoption of courses of action and the allocation of resources necessary for carrying out these goals" (p. 13). Such articulation
Figure 1 Research Model—The Constitution of "Fit" in IT Outsourcing Strategies
Dimensions of IT outsourcing strategies
Degree of integration
Allocation of control
Performance
period
J
1
Dimensions of outsourcing success
Strategic competence
Cost
efficiency Technology
catalysis
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of goals, objectives, tactics, and resource allocations serve to coordinate activities of organizational mem bers. However, Mintzberg (1978) proposes that strat egy may not always be intentional, i.e., plans that guide action, as suggested by Chandler and others; strategy may also be realized, i.e., a pattern reflected in a stream of decisions. With this notion of strategy in mind, we define an IT outsourcing strategy as the logic visible in a firm's portfolio of IT outsourcing decisions. This logic may either have served to guide decisions regarding outsourcing of specific functions or may simply be revealed in the cumulative pattern visi ble in individual outsourcing decisions. Thus, strategy need not be a single decision that is consciously made, but rather the manifestation of multiple decisions. Early research on organizational effectiveness
attended to effects of different organizational contexts,
e.g., firm size and industry type, on firm choices and performance (e.g., Pugh et al. 1969). The legacy of this early approach is still apparent today in the variables treated as "controls" in strategy research. Three distinct perspectives then emerged in the intel lectual tradition of "strategy" research. In the univer salistic perspective, researchers attempted to identify "best practices"—processes that positively affect firm performance (e.g., Delery and Doty 1996). The contin gency perspective suggests that neither structural fea tures nor firm choices directly impact performance; rather, contextual or structural features moderate the
efficacy of choices or work practices (e.g., Hofer 1975). The configurational perspective allows for mul tiple pathways to success, i.e., relative equifinality among internally congruent strategic and contextual conditions (e.g., Mintzberg and Lampel 1999).
Dimensions of IT Outsourcing Strategies Having defined strategy as the logic underlying a firm's outsourcing decisions, we now need to identify the decisions that are salient in constituting or reflect ing an IT outsourcing strategy. As a make-or-buy scenario, IT outsourcing choices may be understood within the light of theories of the firm and gover nance. In the IT literature, outsourcing decisions have frequently been regarded through the lens of transac tion cost economics (TCE) (e.g., Ang and Straub 1998). TCE is concerned with transaction costs, i.e., the costs
associated with ensuring satisfactory completion of
the transaction. In its initial formulation, TCE focuses
mainly on the issue of ownership, i.e., who owns the means of production, and behavioral and situa tional conditions that increase transaction costs with
external ownership (Williamson 1985). Consequently, it emphasizes only a single decision element in the governance of a transaction, i.e., a vertical integration decision or the decision to make or buy. However, Williamson suggests that ownership of an asset and control of its use can and should be viewed separately. In its focus on control, residual rights theory provides a valuable complement to TCE.
Residual rights theory proposes that transactions that are vertically integrated or insourced in order to minimize transaction costs may induce the integrated firm to underinvest in the transaction, while the inte
grator overinvests (Grossman and Hart 1986). In the context of an IT outsourcing decision, the integrator is the firm and the integrated is the internal IT function. The implication of the Grossman and Hart logic in this context is that an internal IT function may have fewer incentives to invest in IT development than an external IT provider. They propose that a clearer understanding of the distinction between specific and residual rights is therefore essential to sound integra tion decisions.
In contracting, specific rights are "specifically men tioned in the contract" (Grossman and Hart 1986, p. 695). Residual rights, i.e., those that cannot be spec ified in advance and are not explicitly assigned by the contract, are a function of asset ownership—the party that owns the asset has the right to exercise con trol of its use (Hart and Moore 1990). Residual rights therefore refer to the allocation of control of decisions that cannot be contractually stipulated before the start of fulfillment. Additionally, control of such residual rights may be reconsidered after a performance period, when "relevant aspects of the production allocation become clear and the parties can negotiate or recon tract over these costlessly" (Grossman and Hart 1986, p. 696). This enables one to contractually stipulate decisions that were previously noncontractible. In regard to any given set of transactions, firms therefore make decisions on the extent to which transactions
will be vertically integrated (degree of integration), the extent to which they will relinquish control of transac tion fulfillment (allocation of control), and the duration
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Table 1 Dimensions of IT Outsourcing Strategies (Outsourcing Decisions)
Transaction cost economics
Vocabulary
Residual
rights theory
IT outsourcing research
Ownership
Control
Degree of integration
Allocation of control
Performance period
Decision scope
Contract type
Contract duration
Definitions (categories)
The proportion of the IT function in- or out-sourced (minimal outsourcing,
selective outsourcing, comprehensive outsourcing) Who retains control over processes that are not contractually stipulated (buy-in,
fee-for-service, loose/partnership) The period of time to which both parties are committed to interacting with each
other (short-term, medium-term, long-term)
for which they will commit to a transaction decision (performance period). These are summarized in Table 1.
Degree of integration has been the focus of much research on IT outsourcing. This focus stems from a recognition that the integration of the IS function is not an all-or-none activity. Outsourcing initiatives may be categorized as comprehensive, selective, and minimal outsourcing (e.g., Lacity et al. 1996).1 Lacity and Willcocks (1998) found that firms predominantly engage in selective outsourcing, and that such selec tivity yielded economies of scale, and resulted in the expected cost savings more often than comprehensive or minimal levels of outsourcing.
Hypothesis 1a. Selective outsourcing will be more successful than comprehensive or minimal outsourcing.
Allocation of control in outsourcing relationships refers to the manner in which compensation or reward structures are set up and the manner in which authority is exercised in the relationship. One control structure is the buy-in contract (Lacity and Willcocks 1998). This entails the hiring of hourly workers, thereby subjecting them to the day-to-day authority of the client. Here, the client firm retains residual
rights of control because it owns the assets, including labor power, necessary for the completion of work. A second control structure is a fee-for-service contract,
which stipulates detailed bases for compensation.
1 While Lacity et al. (1996) has categories that are actually total insourcing, selective outsourcing, and total outsourcing, total insourcing and total outsourcing encompass a range of behav iors, rather than absolutely no or complete outsourcing. We there fore relabel the categories comprehensive, selective, and minimal outsourcing.
Here, residual rights of control are implicitly allo cated to the provider firm that owns resources nec essary for work completion. Finally, partnerships rely on complementary resources (Dyer and Singh 1998) and voluntary resource allocations so as to benefit the partnership (Khanna et al. 1995). Authority tends to be internalized within the relationship. Residual rights of control are therefore shared by client and provider firms. Under ideal conditions, the integrative nature of a partnership orientation minimizes prob lems stemming from equivocal contracts or uncer tainty (Ang and Beath 1993). However, as the interests of the client and provider diverge, partnerships may prove to be problematic (Lacity and Willcocks 1998).
Hypothesis Ib. Buy-in or fee-for-service controls will be more successful than partnerships.
Research on specified performance periods indicates that short-term contracts yield cost savings more often than long-term contracts (Lacity and Willcocks 1998). Short-term contracts motivate providers toward higher performance and allow clients to quickly recover from contractual mistakes (Lacity and Willcocks 1998). Furthermore, it is difficult for the client to completely anticipate long-term require ments, and client and provider interests are likely to diverge over time (Klepper 1995).
Hypothesis lc. Short-term outsourcing relationships will be more successful than medium- or long-term relationships.
The Mitigating Role of Contextual Factors The hypotheses developed above represent a univer salistic perspective, suggesting that specific strategies will consistently explain success across organizations (Delery and Doty 1996). The competing contingency
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perspective suggests that the success of a strategy will vary based on contextual variables. In addition to industry type and organization size, which are typi cally believed to be important contextual variables in the study of organization strategy (Pugh et al. 1969), we consider the size of the IT function, which has been viewed as important in the study of outsourcing practices.
Industry type is characterized in terms of Thompson's (1967) industry typology, based on three types of underlying technologies. Long-linked tech nologies focus on prescribed ordering of tasks; such technologies are visible in industries charac terized by assembly lines and in the transportation industry (Chatman and Jehn 1994). In such industries, work tends to be highly routinized and "removed from environmental contingencies" (Thompson 1967, p. 108). In other words, the nature of work is not spe cific to an organization. Mediating technologies focus on categorizing clients and inputs and standardiz ing processes for each category. Industrial exemplars include product-engineering firms, banks, insurance, and accounting. Jobs in these industries tend to be less routinized than those in industries characterized
by long-linked technologies. Finally, intensive tech nologies attempt to address project-specific demands, requiring extensive customization and problem solv ing. Archetypes of this group include R&D units, hospitals, and consulting firms.
These three industry categories represent "a con tinuum ranging from long-linked through mediating to intensive" technologies (Chatman and Jehn 1994, p. 526). Industries characterized by long-linked tech nologies will be able to articulate IT needs more completely than mediating and intensive technologies industries. This is expected to translate into more com plete, and therefore more successful, longer-term and fee-for-service outsourcing contracts. In such indus tries, long-term, comprehensive outsourcing contracts with low retention of control by the client will enable providers to transfer gains from economies of scale and learning to client firms. In industries character ized by mediating technologies, low routinization of jobs will make it difficult for providers to leverage economies of scale and learning to clients' advantage. Constant customization and problem solving required in intensive technology industries will preclude suc cessful comprehensive outsourcing.
Hypothesis 2a. Industry type will moderate the effects
of IT outsourcing strategy dimensions on outsourcing success.
Organization size, a critical factor in strategy research, will moderate the effects of IT outsourcing strategies. Larger organizations tend to have access to more resources (Pfeffer and Salancik 1978) and to engender economies of scale in comprehensive out sourcing relationships. This will facilitate the success of comprehensive outsourcing. Large organizations also have more influence over external constituencies
and enjoy greater visibility and legitimacy (Pfeffer and Salancik 1978). This will facilitate the deterrence of opportunistic provider behavior and the success ful management of long-term partnerships. Larger organizations also face greater uncertainty (Penrose 1959), complexity (Baker and Cullen 1993) and moni toring difficulties (Child 1974), and may therefore be expected to incur higher transaction costs in com prehensive outsourcing arrangements and long-term partnerships.
Hypothesis 2b. Organization size will moderate the effects of IT outsourcing strategy dimensions on outsourc ing success.
IT function size is an important contextual factor in the study of IT outsourcing. Large IT functions may enable economies of scale in-house comparable to those obtainable from a provider (Lacity and Willcocks 1998). In contrast, firms with small IT func
tions may need to structure longer-term relationships so as to attain economies of scale from the provider and motivate higher levels of provider performance.
Hypothesis 2c. The size of the IT function will mod erate the effects of IT outsourcing strategy dimensions on outsourcing success.
Fit as Gestalts
The third strategy perspective outlined by Delery and Doty (1996) is the configurational perspective, i.e., the notion of "fit" or congruence among critical strategic and structural dimensions that influence performance (Mintzberg and Lampel 1999). With more than two strategy dimensions, fit may be explored in terms of gestalts or profile deviations (Venkatraman 1989). The
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former was deemed more appropriate to our study of IT outsourcing.2 Given the mutually constraining nature of IT out
sourcing choices, incongruent patterns of choices will be less efficient and effective as the client and
provider seek to implement incompatible decisions. External forces also constrain the success of such
2 First, in defining gestalts as "feasible sets of internally consis tent" configurations, Venkatraman (1989, p. 432, emphasis added) implies that certain strategy dimensions inhere together—that strat
egy dimensions are not deliberately packaged in certain ways to induce favorable outcomes, but appear together because a choice on one strategy dimension limits the available choices on other dimensions. This is certainly true of outsourcing strategies— partnerships cannot realistically be developed by a company that largely insources, or within a short period of time. Venkatraman's definition of gestalts as feasible configurational sets also implies that gestalts are observable. In contrast, the ideal types underlying fit-as-profile-deviation are essentially "unrealistic or abstract" ana lytical entities that serve a theoretical purpose (Weber 1978, p. 21), but would not be observable. Analysis of the degree of integration and performance period data collected on a continuous scale may reveal abstract and unobservable patterns. However, outsourcing researchers, e.g., Lacity and Willcocks (1998), have typically consid ered these dimensions in terms of categories, e.g., short-, medium-, and long-term performance periods. This suggests that there is no meaningful difference between relationships structured around two- versus three-year contracts, or the outsourcing of 65% versus 68% of a firm's IT functions. Analysis based on these categories, then, reveals real, observable patterns, not abstract combinations.
Second, what constitutes "misfit," and how that "misfit" comes
about, differs. For fit-as-profile-deviation, every observable case represents varying degrees of misfit. This misfit occurs as actors apply logic that is not "purely rational and oriented to economic ends alone" (Weber 1978, p. 21). In fit-as-gestalt, we are likely to see more cases that represent gestalts than misfits, because the former are simply more feasible. Misfit occurs in actors' pursuit of incon gruent, and therefore difficult to integrate, choices—i.e., when they attempt the impossible. Here, fit and misfit represent binary events: A strategy is either one or the other—not more or less.
Finally, the connotation of predictive validity differs. Venkatraman stresses the criterion-based nature of fit-as-profile deviation. While he suggests that gestalts are criterion-free, the notion of fit implies the possibility of "misfits," which are then likely to underperform relative to "fits." Thus, the first connotation
of predictive validity in regard to fit-as-gestalt is that congruent patterns of outsourcing decisions, i.e., gestalts, will evince higher levels of overall outsourcing success than incongruent patterns, i.e., misfits. The second connotation of predictive validity for gestalts is that, with a partial description of a gestalt, one should be able to "accurately predict many of its other features" (Miller 1981, p. 9).
strategies. The density-dependence argument sug gests that since the number of firms pursuing a strat egy comprised of incompatible choices is likely to be low, such strategies will enjoy lower legitimacy in the field of outsourcers and providers, and will therefore be predisposed to failure (e.g., Carroll and Hannan 1989). This leads us to the following hypothesis.
Hypothesis 3. Gestalts (i.e., feasible sets of internally consistent configurations) will outperform non-gestalts (i.e., incongruent configurations) with respect to outsourc ing success.
Gestalts of IT Outsourcing Strategies Earlier, we highlighted three dimensions of a firm's outsourcing strategy: degree of integration, allocation of control, and performance period. However, con figurational patterns are defined not solely in terms of strategic decisions, but also in terms of conditions under which decisions are made and conditions that
the decisions generate (e.g., Miller 1981). Thus, strate gic choices represent only a partial specification of gestalts of outsourcing strategies. We can understand these gestalts more completely in terms of the desired or realized outcomes associated with each of them. In
this section, we first examine the different benefits of
IT outsourcing. We then identify gestalts of outsourc ing strategies and their respective outcomes from lit eratures on governance and IORs.
IT outsourcing benefits include enhanced efficiency and cost savings, infusion of cash, reduced capital expenditure, quicker development of applications, improved services, access to new IT knowledge and technologies, and greater flexibility in IT resource management (Weill and Broadbent 1998). Based on their observations of organizations' use of outsourc ing, Lacity and Willcocks (2001) categorize the desired benefits of IT outsourcing in terms of six strategic foci: (1) financial restructuring (or cost efficiency), (2) core competence, (3) technology catalyst, (4) busi ness transition, (5) business innovation, and (6) new market. These strategic foci may appear individually or in combination. While the last three foci represent potential benefits of outsourcing, they are also reasons why firms should insource. We therefore limit our focus to the first three benefits that may be derived from outsourcing. Strategic or core competence refers to firms' efforts at "redirecting the business and IT
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into core competencies" (Lacity and Willcocks 2001, p. 316); financial restructuring or cost efficiency refers to
"improving the business' financial position" (Lacity and Willcocks 2001, p. 315); technology catalysis refers to "strengthening resources and flexibility in technol ogy service to underpin business' strategic direction" (Lacity and Willcocks 2001, p. 317). Residual rights theory is situated in a rich liter
ature on governance. This literature has identified three forms of governance—hierarchies, markets, and networks (e.g., Williamson 1994). Based on these gov ernance forms, we anticipate the three gestalts that are summarized in Table 2.
In a hierarchy or independent approach, relationships with external providers are tenuous, with interac tions lasting only a very brief period of time. In that resources are acquired externally, but managed inter nally, firms pursuing this strategy have lower access to cost efficiency than those that acquire not only resources but also the management of resources on the market. The distinctive advantage of a hierarchy over a market arrangement, however, is the accretion of organizational routines and strategic competence (e.g., Penrose 1959). Firms provide the boundaries within which what is known can be effectively lever aged by converting specialized knowledge to habit uated action (Kogut and Zander 1996). This strategy serves to minimize dependence on an external entity for critical organizational resources and competen cies (Pfeffer and Salancik 1978). Such a strategy is therefore commensurate with the development of an indigenous strategic competency. We therefore propose:
Table 2 Strategy and Outcome Definitions of Gestalts
Distinctions
Gestalts Strategy Outcome
Independent • Minimal outsourcing • Strategic competence (hierarchy) • Buy-in contract
• Short-term duration
Arm's-length • Selective outsourcing • Cost efficiency (market) • Detailed specification of
obligations • Medium-term contract
Embedded • Comprehensive outsourcing • Technology catalysis (network) • Unspecified contract
•
Long-term relationship
Hypothesis 4a. Independent gestalts will outperform other gestalts on strategic competence.
A market or arm's-length approach is based on nonidiosyncratic relationships, i.e., sellers are inter changeable (Dyer and Singh 1998). Here, an easily measurable commodity is traded for money (Dwyer et al. 1987). While such relationships commence with a detailed specification of each party's obliga tions, control of unspecified obligations vests with the provider (Uzzi 1997). To minimize exposure to provider opportunism, such relationships are there fore loosely coupled, and long-term commitments are avoided (Baker 1990). In large markets, economies of scale and scope afford neoclassical production cost savings vis-a-vis hierarchies (Williamson 1985). The outcome of such relationships is typically cost effi ciency through competitive pricing of services (Baker 1990); in arm's-length relationships, "costs are every thing" (Uzzi 1997, p. 41). This leads to the following hypothesis:
Hypothesis 4b. Arm's-length gestalts will outperform other gestalts on cost efficiency.
Whereas hierarchies facilitate "knowledge applica tion," i.e., a firm's ability to leverage the knowledge of its employees (Kogut and Zander 1996), network or embedded arrangements are superior in their abil ity to facilitate knowledge transfer and acquisition (e.g., Liebeskind et al. 1996). Economic exchanges occur "through stable networks of exchange partners who maintain close social relationships" (Uzzi 1997, p. 36). In these relationships, "embedded actors satis fice rather than maximize on price" (Uzzi 1997, p. 37). The relationships "can be so strong that they act as functional substitutes for hierarchy" (Baker 1990, p. 594), thereby enabling firmlike knowledge transfer (Kogut and Zander 1996). The strength and stability of the relationship derives in large part from both parties being committed to a long-term relationship (Dwyer et al. 1987, Jarillo 1988). Opportunism is cur tailed by the anticipated cost of foregoing a long-term relationship. Personal ties and emergent trust provide the governance substitutes for a detailed and formal contract (Granovetter 1985). Such relationships offer some distinctive benefits. Partners undertake joint problem solving and are motivated to share informa tion and knowledge that may not be available in the
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market place (Uzzi 1997). We formalize this in the fol lowing hypothesis:
Hypothesis 4c. Embedded gestalts will outperform other gestalts on technology catalysis.
Research Methodology The sample for this study was drawn from firms in South Korea. Outsourcing providers in Korea are typ ically members of chaebols, networks of firms with close financial and operational ties (Lee and Kim 1997). These providers differ from independent IT ser vice providers in other countries in that they pro vide IT services largely to affiliated firms within the same chaebol. In fact, these IT providers were initially spin-offs of internal IT departments from affiliated firms within the chaebol (Lee and Kim 1997). These providers have therefore historically tended toward exclusive relationships with their client firms. In the late 1980s, these chaebol-based providers, recognizing their lack of accumulated IT knowledge, began part nering with non-Korean firms such as IBM and EDS. These partnerships facilitated the transfer of technical knowledge to the Korean firms and of culture-specific business knowledge to the foreign firms. In time, these foreign firms, wishing to develop markets for their services in Asian countries outside Korea, sepa rated from their Korean partners (Lee and Kim 1997). These events and business relationships define the institutional environment of IT outsourcing in Korea.
Measures
A survey instrument assessed the degree of inte gration, the allocation of control, the performance period, and outsourcing success (see Appendix A for a detailed description of each scale). It employed objective measures for the three outsourcing strategies and perceptual measures for outsourcing success. This instrument was based on constructs previously used and validated. Degree of integration was mea sured by the actual amount of outsourcing as a percentage of the total IT budget. Following Lacity and Willcocks (1998), it was subsequently coded as follows: comprehensive outsourcing—80% or more, selective outsourcing—20% to 80%, or minimal outsourcing—less than 20%.
Again following Lacity and Willcocks, the perfor mance period was classified into three categories:
less than four years for a short-term relationship, four but less than seven years for a medium-term relationship, and seven years or more for a long term relationship. Allocation of control was coded as follows: fee-for-service contracts—standard, detailed,
loose, or mixed contracts (responses one to four on the scale), partnerships (response of five), and buy-in con tracts (a response of six) (Lacity and Willcocks 1998). Finally, the degree to which firms achieved strategic, economic, and technological benefits from outsourc ing was assessed using the instrument developed by Grover et al. (1996). Following Chatman and Jehn (1994), industry
type was coded as based on long-linked technol ogy for manufacturing, distribution, construction, and transport/warehousing/communication firms; as based on mediating technology for banking/finance/ insurance; and as based on intensive technology for research and information technology firms. While research has frequently viewed organizational size in terms of both firm revenue and number of employees, due to multicollinearity stemming from the high correlation between these two variables (r = 0.916, p = 0.000), we used firm revenue alone. Consistent with prior IS research (e.g., Lacity and Willcocks 1998), the size of the MIS function was assessed in terms of the IS budget. The instrument was initially vetted via a series
of personal interviews with seven academics with significant expertise in outsourcing research. The instrument was further pilot tested on 15 Korean organizations that have outsourced their IT functions, via interviews with their CIOs and a representative in charge of the firm's IT operations. These interviews confirmed the suitability of the adopted questionnaire for studying real-world outsourcing phenomena.
Data Collection
Because larger organizations are more likely to out source, 1,000 companies covered by Maeil Business Newspaper's 1999 Annual Corporation Reports served as the target population. The CIO of each firm was then identified from the Book of Listed Firms
published by the Korea Stock Exchange. The survey questionnaire was then personally addressed to the 1,000 CIOs.
Following Dillman's (1991) Total Design Method to increase the response rate, a follow-up postcard
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was mailed one week after the original mailing, and the same questionnaire was mailed again four and seven weeks after the original mailing. After the three rounds of solicitation, a total of 390 responses were received, providing a response rate of 39%. Of these, since our focus is on outsourcing or rela tional approaches to the provision of IT services, 54 responses that did not have an IT outsourc ing arrangement were discarded; 25 surveys were also eliminated due to incomplete data. This left 311 responses for the final analysis. The high response rate notwithstanding, analyses
of nonrespondent bias were conducted. Respondents and nonrespondents were compared on two key orga nization features: total sales volume and number of
employees. Fifty companies were randomly selected from the nonrespondents and compared with all respondents, respondents to the first mailing, and respondents to the second mailing, in terms of their total sales and number of employees. The respondents to the first mailing and the second were similarly compared. A f-test showed no difference in any of the four comparisons for each variable at a 0.05 (or a 0.10) significance level.
Measurement Reliability and Sample Characteristics
Content validity of the instrument was established through the adoption of standard instruments, sug gestions in the literature, and pretesting with experts in the field of outsourcing (Kerlinger 1986). Reliability and validity tests for the metrics for the three out sourcing strategy dimensions were not applicable because of the factual nature of the data and the
concomitant use of a single item to assess the vari able. The metrics are provided in Appendix A. The factual nature of the outsourcing strategy dimensions also minimized the possibility of the common method variance problem.
Sourcing success was measured by assessing CIOs' perceptions about their outsourcing projects using a multi-item, self-report instrument developed by Grover et al. (1996). While these authors present the scale as a single-construct metric, they also suggest three underlying dimensions, i.e., strategic, economic,
and technological benefits. Other IT researchers have also alluded to these three dimensions (e.g., Scarbrough 1998). We therefore subjected the first eight items of the scale to further analysis and vali dation (omitting the ninth, which addressed general satisfaction). This analysis provided support for the anticipated three dimensions. As might be expected though, the three dimensions are highly correlated with each other.3
63.7% of responding firms were in industries characterized by long-linked technologies, 20.9% by mediating technologies, and 15.4% by intensive tech nologies. The average number of employees was 4,020, with a standard deviation (S.D.) of 8,567. The average sales revenue (in U.S. dollars) was $4,103 (S.D. = 12,591). Of the 311 companies, 88 firms had total sales of 1 billion dollars or more. The MIS
budget, as a percentage of total sales revenue, was 1.17% (S.D. = 1.85).
3 Because the success metric has previously appeared in the liter ature as a single-dimensional construct, we first contrasted the fit of one- and three-factor models using confirmatory factor analysis (CFA) on the covariance matrix (LISREL 8.51). The GFI rose from 0.86 on the one-factor model to 0.96 on the three-factor model and
the AGFI rose from 0.75 to 0.91. The difference in the model x2 was
highly significant (x^m/) = 143' V = 0-000). To assess discriminant validity, CFA was first run on pairs of
constructs where the correlation parameter (<E>/;) between each pair was unconstrained. These models were then contrasted with models where the estimated correlation parameters were con strained to 1.0. The resulting x2 difference statistics indicated that the unconstrained models were significant improvements over the
constrained models—xft) (strategic competence versus technology catalysis) = 55.15 (p < 0.001); xfg) (strategic competence versus cost efficiency) = 61.13 (p < 0.001); x2t) (cost efficiency versus technology catalysis) = 121.14 (p < 0.001) (Joreskog and Sorbom 1993). Second,
correlation strengths among the hypothetical constructs (<t>j;) were examined. The 99% confidence interval around each interconstruct
correlation did not include a perfect correlation, thereby satisfying the criterion that the 95% confidence interval excludes 1 to demon
strate distinct constructs (Bagozzi et al. 1991).
Finally, the average variance extracted by each construct and interconstruct correlations were examined as specified by Fornell and Larcker (1981). In keeping with their criteria, we noted that average variances extracted (AVEs) for each exceeded 0.50, demon strating convergent validity, and the AVEs exceeded the squared interconstruct correlation coefficients, demonstrating discriminant validity.
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Table 3 Descriptives and Correlations for Outsourcing Strategy and Outcome Dimensions
Correlation (n = 311)
Outsourcing strategy dimension Mean (S.D.) Dl AC PP SC CE TC
Degree of integration (Dl) 54.39 (30.55) 1.000 — — — — —
Allocation of control (AC) — 0.772" 1.000 — — — —
Performance period (PP) 5.16(2.56) 0.641" 0.701" 1.000 — — —
Strategic competence (SC) 4.83 (0.81) 0.209" 0.233* 0.304" 1.000 — —
Cost efficiency (CE) 4.89 (0.83) 0.126* 0.139* 0.188" 0.834" 1.000 —
Technology catalysis (TC) 4.81 (0.88) 0.158* 0.175* 0.210** 0.826" 0.798** 1.000
'p < 0.05; "p < 0.01; "*p < 0.001.
Analysis and Findings Descriptive statistics and bivariate interconstruct cor relations appear in Table 3. The premise underlying this manuscript is that the configurational perspective explains the IT outsourcing phenomenon better than universalistic or contingency perspectives. To assess the validity of this belief, three different sets of mod els, based on each of the three perspectives, were analyzed.
A multivariate general linear model4 was used to assess the hypotheses articulated. The test for homo geneity of variance on the error term was insignificant for all three dimensions of outsourcing success: strate gic competence (Levene statistic = 0.888, p = 0.747); cost efficiency (Levene statistic = 0.991, p = 0.529); technology catalysis (Levene statistic = 0.837, p = 0.837). For large samples (n > 200), goodness of-fit tests such as the Kolmogorov-Smirnov test, which assesses violation of the normality assumption, demonstrate a spurious significance (Norusis 1993). In such situations, it is recommended that probability plots be visually inspected to assess distribution normality. Such inspection indicated no violation of the normality assumption for all dependent variables.
The Baseline Case—A Structural Perspective We first tested a baseline model, exploring only the effects of the control (contextual) variables. Results of multivariate analyses, using Roy's statistic,5 indicate that IS budget had a significant effect on outsourcing
4 This approach treated each of the three success metrics as sep arate, though related, dependent variable dimensions. The GLM procedure also constructs the appropriate terms for dummy vari ables, as was necessary in this analysis.
5 When dependent variables are strongly correlated, as with our success dimensions, and group sizes on the independent variables
success (F = 3.65, p(6,258) = 0.002). The effects of Industry (F = 1.067, p — 0.363) and Revenue (F = 1.528, p(6, 258) = 0.169) were insignificant. R2 was sig nificant for all three dependent variables (SC: R2 = 0.056, p(R2) = 0.001; CE: R2 = 0.026, p(R2) = 0.044; TC: R2 = 0.062, p(R2) = 0.000).
Assessing the Universalistic Perspective To test the universalistic perspective, we modeled the effect of outsourcing degree, allocation of control, and performance period on outsourcing success. Results indicated significant increments in R2 with the addi tion of the strategy constructs for all dependent vari ables (SC: R2 = 0.180, AR2 = 0.124, p(AR2) = 0.000; CE: R2 = 0.107, AR2 = 0.081, p(AR2) = 0.000; TC: R2 = 0.147, AR2 = 0.085, p(AR2) = 0.000).
Given the anticipated interdependence among the three outsourcing strategy dimensions and the high correlations subsequently observed (see Table 3), step wise regressions were conducted to enable retention of only the constructs that contributed significantly to the success dimensions and exclusion of those
related to success primarily through other strategy dimensions. Stepwise results indicated the exclusion of degree of outsourcing and allocation of control due to multicollinearity for each of the three depen dent variables (tolerances were 0.598 for degree of outsourcing and 0.522 for allocation of control, and VIFs were 1.673 and 1.915, respectively).6 Only per formance period was retained as having a signifi cant effect on each of the three success metrics (SC:
are unequal, Roy's greatest characteristic root (GCR) is most appro priate for assessing multivariate difference, providing the variance homogeneity assumption holds (Hair et al. 1998).
6 Subsequent multicollinearity diagnostics were contrasted against criteria by Belsely et al. (1980), i.e., a conditioning index > 0.30 cou pled with at least two variance proportions for individual variables
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standardized (3 = 0.337; p = 0.000; CE: standardized j8 = 0.214; p = 0.000; TC: standardized (3 = 0.234; p = 0.000).
In follow-up analysis, long-term contracts were found to be more successful than short-term contracts
(p(Dunnett T3): for SC = 0.000; for CE = 0.021; for TC = 0.002), but not more successful than medium term contracts (p(Dunnett T3): for SC = 0.325; for CE = 1.000; for TC = 0.457). Medium-term contracts were significantly more successful than short-term contracts (p(Dunnett T3): for SC = 0.000; for CE = 0.002; for TC = 0.022).
The Contingency Perspective To test the contingency perspective, following a tech nique recommended by Aiken and West (1991), all independent variables were centered.7 We then con sidered the interaction effects between each of the
contingency variables and strategy variables via mul tivariate analysis. Results in Table 4 indicate minimal support for Hypotheses 2a and 2c, and no support for Hypothesis 2b.
In Table 4a, we see that industry has a marginal moderating effect on the degree of outsourcing. Follow-up analysis indicated significant differences in outsourcing success across degrees of outsourc ing for industries using long-linked technologies (SC: F(2/195) = 7.476, p = 0.001; CE: F(2 195) = 5.368, p = 0.005; TC: F(2 195) = 5.143, p = 0.007), but not for industries using mediating technologies (SC: F(2i 62) = 1.930, p = 0.154; CE: F(2/62) = 1.745, p = 0.183; TC: F(2,62) = 1-313, p = 0.276) or intensive technolo gies (SC: F(2/45) = 0.188, p = 0.829; CE: F(2/45) = 1.416, p = 0.253; TC: F{2 45) = 0.109, p = 0.897). Post hoc tests (Dunnett's T3) for industries using long-linked tech nologies revealed selective outsourcing to be signifi cantly more effective than minimal outsourcing in all
in excess of 0.50, confirming the existence of multicollinearity when
degree of outsourcing and allocation of control were retained, but revealing no multicollinearity when the two constructs were excluded.
7 Subsequent multicollinearity diagnostics were contrasted against criteria by Belesely et al. (1980), i.e., a conditioning index > 0.30 cou pled with at least two variance proportions for individual variables in excess of 0.50, confirming the existence of multicollinearity when the degree of outsourcing and allocation of control were retained, but revealing no multicollinearity when the two constructs were excluded.
Table 4 Incremental Effects of Interaction Terms
(a) Moderating Effects of Industry
Effect Roy's GCR F df P
INTERCEPT 16.895 1,340.333 3,238 0.000"*
Industry 0.022 1.734 3,239 0.161 Revenue 0.047 1.875 6,240 0.086
Budget 0.103 4.132 6,240 0.001*** Degree of outsourcing 0.040 3.162 3,239 0.025* Allocation of control 0.020 1.576 3,239 0.196
Performance period 0.031 2.451 3,239 0.064 Industry* Degree 0.045 2.700 4,240 0.031*
of outsourcing
Industry* Allocation 0.034 2.018 4,240 0.093 of control
Industry* Performance period 0.023 1.360 4,240 0.249
Notes. R2s: Strategic competence = 0.193, Afl2 = 0.013, p(A/?2) = 0.259; Cost efficiency = 0.132, AR2 = 0.025, p(\R2) = 0.051; Technology catalysis = 0.177, AR2 = 0.030, p(Aft2) = 0.025.
(b) Moderating Effects of Organization Size (Revenue)
Effect Roy's GCR F df P
INTERCEPT 14.524 1,040.895 3, 215 0.000*** Industry 0.017 1.240 3, 216 0.296
Revenue 0.065 2.366 6, 217 0.031*
Budget 0.091 3.287 6, 217 0.004"
Degree of outsourcing 0.015 1.048 3, 216 0.372 Allocation of control 0.026 1.877 3, 216 0.134
Performance period 0.049 3.562 3, 216 0.015*
Revenue* Degree 0.053 1.053 11, 217 0.401
of outsourcing Revenue* Allocation 0.053 1.045 11, 217 0.408
of control
Revenue* Performance period 0.057 1.023 12, 217 0.428
Notes. R2s: Strategic competence = 0.277, AR2 = 0.097, p(A/?2) = 0.000; Cost efficiency = 0.211, A/?2 = 0.104, p(\R2) = 0.000; Technology catalysis = 0.242; AR2 = 0.095, p(Afl2) = 0.000.
(c) Moderating Effects of IS Budget
Effect Roy's GCR F df P
INTERCEPT 14.555 1,043.141 3, 215 0.000***
Industry 0.014 1.038 3, 216 0.377
Revenue 0.046 1.675 6, 217 0.128
IS budget 0.068 2.464 6, 217 0.025*
Degree of outsourcing 0.023 1.642 3, 216 0.181 Allocation of control 0.015 1.085 3, 216 0.356
Performance period 0.038 2.703 3, 216 0.046*
IS budget*Degree 0.084 1.650 11, 217 0.087
of outsourcing
IS budget*Allocation 0.049 0.963 11, 217 0.481 of control
IS budget*Performance period 0.100 1.813 12, 217 0.047*
Notes. ft2s: Strategic competence = 0.294, iff2 = 0.114, p(AR2) = 0.000; Cost efficiency = 0.202, Afl2 = 0.095, p(A/?2) = 0.000; Technology catalysis = 0.288, iff2 = 0.141, p(\R2) = 0.000.
*p < 0.05; "p < 0.01; *"p < 0.001.
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regards (SC: p = 0.002; CE :p = 0.004; TC: p = 0.021). Comprehensive outsourcing outperformed minimal outsourcing with respect to strategic competence (p = 0.003) and technology catalysis (p = 0.024), but not for cost efficiency (p = 0.220). Comprehensive and selective outsourcing did not differ significantly on any dimension of outsourcing success (SC: p = 0.988; CE: p = 0.503; TC: p = 0.978). In Table 4b, we observe no moderating effects for
organizational size, i.e., revenue. In Table 4c, we note the moderating effect of IS budget on performance period. Follow-up analysis indicated differences in outsourcing success for performance period among firms with IS budgets below 0.4% of total revenue (SC: F(2/117) = 11.001, p = 0.000; CE: F(2117) = 4.156, p = 0.018; TC: F(2< 117) = 8.334, p = 0.000). Post hoc tests (Dunnett's T3) suggest that long-term contracts are more successful than short-term contracts (SC: p = 0.000; CE: p = 0.012; TC: p = 0.000) and more suc cessful than medium-term contracts with respect to strategic competence and technology catalysis (SC: p = 0.001; CE: p = 0.317; TC: p = 0.015). For firms with IS budgets above 0.7%, the effects were significant only with respect to strategic compe tence (SC: F(2i%) = 3.731, p = 0.028; CE: F(2 96) = 1.172, p — 0.314; F(2 96) = 0.318, p = 0.728). Here, post hoc tests indicated that long-term contracts heightened strategic competence in contrast to short-term con tracts (p = 0.025), though were not different than medium-term contracts (p = 0.563); nor were short and medium-term contracts different (p = 0.222).
The Configurational Perspective
Analysis of Gestalts. In contrast to fit-as-profile deviation, analysis of fit-as-gestalt requires that we first confirm prespecifications of gestalts via an anal ysis of the frequency distribution of all observed patterns. To assess the predictive validity of the con figurational patterns thus surfaced, we then need to test the difference in performance between "fit" and "misfit" patterns and assess the extent to which each gestalt distinctively predicts specific outsourcing outcomes. Despite our belief that fit-as-gestalt rep resents the appropriate configurational approach for the study of fit in IT outsourcing strategies, we also explore IT outsourcing strategies from the perspec
tive of fit-as-profile-deviation. These results, summa rized in Appendix B, indicate the following. First, clusters identified represent the three configurational patterns we expected to observe and are analogous to the three gestalts described below. Second, the results do not attest to the predictive validity of the three ideal-types. Thus, the results do not support the fit-as-profile-deviation perspective.
Identification of Gestalts. Following Lacity and Willcocks (1998), continuous scales for degree of inte gration and performance period were reduced to dis crete categories.8 Fit-as-gestalt carries an implication that portfolios of incongruent combinations of strat egy dimensions will be observed less frequently. To assess this implication, simple counts of firms uti lizing each combination of strategy dimension were obtained. Table 5 displays frequencies and percent ages for each pattern of outsourcing strategies, with their means and standard deviations. In all, 18 pat terns were observed out of a possible 27 patterns (3 degree of integration categories x 3 allocation of con trol categories x 3 performance period categories). Based on x2 tests, three of the 18 patterns were deemed to be dominant patterns or congruent gestalts, and the remaining 15 minor patterns or misfits. Minor pat terns included: selective, short-term, fee-for-service
outsourcing (n = 18); comprehensive, medium-term, partnerships (n = 17); comprehensive, medium-term, fee-for-service outsourcing (n = 13); selective, short term, buy-ins (n — 9); selective, medium-term, part nerships (n = 8); selective, medium-term, buy-ins (n = 6); minimal, medium-term, fee-for-service out sourcing (n = 5); minimal, medium-term, buy-ins (n = 4); selective, short-term, partnerships (n = 3); selective, long-term, partnerships (n = 3); comprehen sive, long-term, fee-for-service outsourcing (n = 3); minimal, short-term, fee-for-service (n— 3); selective, long-term, fee-for-service (n = 2); comprehensive, short-term, partnerships (n = 1); minimal, long-term, partnerships (n = 1). As shown in Table 5, the first congruent pattern
(minimal outsourcing, buy-in contract, and short term) accounted for 15.79% (n = 48) of total responses. The results show 91 responses (i.e., 29.93%) for the second congruent pattern (selective outsourcing, fee
8 The reduction of continuous to categorical data is appropriate when the data are not normally distributed (Kerlinger 1986).
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Table 5 Frequency and Percentage of IT Outsourcing Strategy Patterns
Pattern Degree of integration
Strategy dimensions (mean; S.D.) Frequency Percentage
Allocation of control Performance period (total /? = 311) (100%)
Gestalts
I: (Independent) II: (Arm's-length)
III: (Embedded) Minor patterns
Others (15 types)
Minimal outsourcing (8.21; 3.13) Buy-in contract Selective outsourcing (50.93; 11.86) Fee-for-service Comprehensive outsourcing (89.07; 7.01) Partnership
— (53.31;28.59) —
Short-term (1.90; 0.81) n = 48 15.79 Medium-term (4.76; 0.72) n = 91 29.93 Long-term (8.74; 1.56) n = 76 25.00
— (4.33;1.48) /7 = 96 31.58
for-service, and medium-term) and 76 responses (i.e., 25.00%) for the third congruent pattern (comprehen sive outsourcing, partnership, and long-term). The x2 test assessed whether or not the distribution
of firms' strategy preferences differed from chance.
The results indicate that they did {p{x\?27)) = 0.0000). Further, a test of the difference between the frequency for the smallest dominant pattern (n = 48) and the frequency for the largest minor pattern (n = 18) estab lished that this too was highly significant (p(Xm) = 0.0002). As per Venkatraman's (1989) criteria, these results affirm that the three dominant patterns sur faced as gestalts and provide initial support for the descriptive validity of the gestalts. Next, to examine the stability of the gestalts sur
faced, a random subsample of 100 firms was drawn from the initial sample of 311 firms. The gestalts derived from this subsample were consistent with those based on the entire sample (p(x?|8)) = 0.9999). Descriptive validity through theoretical interpretation appears in the discussion. As a final test of the stability of the gestalts, we clas
sified high and low performers based on overall suc cess scores less than 4.5 and greater than 5. We then ran an ANOVA, including the performance category and the gestalt category as the two factors. The result ing interaction term, reported in Table 6, was insignif
Table 6 Stability of Gestalts Across Performance Categories
Effect Roy's GCR F df p
INTERCEPT 84.414
Performance category 1.970 Strategy profile 0.060 Performance category * Strategy 0.022
profile
6,696.848 3,238 0.000"* 156.276 3,238 0.000"*
4.794 3,240 0.003** 1.749 3,240 0.158
Notes. R*s: Strategic competence = 0.667, p(R2) = 0.000; Cost efficiency = 0.628, p(R2) = 0.000; Technology catalysis = 0.590, p(R2) = 0.000.
'p < 0.05; "p < 0.01; "'p < 0.001.
icant, indicating the relative stability of the gestalts across performance categories.
Gestalts' Contribution to Explaining Outsourcing Success. To test the configurational perspective and the predictive validity of the gestalts, we developed profiles of dimensions of outsourcing strategies as indicated in Table 5. As per Table 5, Profiles 1-3 represented "fit" or gestalt strategies, while Profile 4 represented all the minor patterns. The results of the analysis appear in Table 7.
While the incremental R2s suggest that the addition of parameters in the earlier models, i.e., universalis tic and contingency, explain a significant amount of variance, inspecting the parameters indicates that the most significant coefficient is the Strategy Profile coef ficient in the configurational model. Thus, the hierar chical regression suggests that the gestalts identified in the configurational perspective provide a predic tion of outsourcing success superior to that of param eters in earlier models.
A second assessment of the predictive validity of our gestalts followed Hambrick's (1983) approach, testing the hypothesis that misfit patterns would occur more frequently among low performers than among high performers by segmenting the data set based on overall success levels below 4.5 and above 5
Table 7 Incremental Effects of Gestalts
Effect Roy's GCR F df P
INTERCEPT 21.572 1,819.208 3,253 0.000*" Industry 0.016 1.374 3,254 0.251 Revenue 0.032 1.373 6,255 0.226 IS budget 0.079 3.360 6,255 0.003" Strategy profile 0.142 12.100 3,255 0.000'"
Notes. ft2s: Strategic competence = 0.164, AR2 = 0.108, p{\R2) = 0.000; Cost efficiency = 0.093, AR2 = 0.067, p(\R2) = 0.000; Technology catalysis = 0.117, Aft2 = 0.055, p(Aff2) = 0.000.
'p < 0.05; "p < 0.01; '"p < 0.001.
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Table 8 Effects of "Fit"
Effect Roy's GCR
INTERCEPT 18.302
Industry 0.013 Revenue 0.024
IS budget 0.077 "Fit" (major vs. 0.052
minor pattern)
F df p
1,555.657 1.133
1.027
3.303
4.384
3.255 0.000' 3.256 0.336 6.257 0.408 6,257 0.004' 3,255 0.005'
Notes. R2s: Strategic competence = 0.093, \R2 = 0.037, p(iff2) = 0.001; Cost efficiency = 0.040, AR2 = 0.014, p(\R2) = 0.037; Technology catalysis = 0.075, iff2 = 0.013, p(Aft2) = 0.045. *p < 0.05; "p < 0.01; mp < 0.001.
on the 7-point success metric. Our analysis revealed that misfit patterns did occur more frequently among low performers than among high performers
(P(*?4)) = 0-0005).
Gestalts vs. Minor Patterns. To further assess the
predictive validity of the gestalts, we examined the extent to which the gestalts, i.e., dominant patterns, outperformed the "misfits," i.e., minor patterns, with regard to firms' outsourcing success. These results are presented in Table 8.
Table 9 Assessing the Predictive Validity of the Gestalts
(a) ANOVAs for Dimensions of Outsourcing Success Across Gestalts and Minor Patterns
Mean (S.D.)
Strategic Technology Patterns competence Cost efficiency catalysis
Gestalt strategies 4 865 (0.069) 4.915 (0.073) 4.830 (0.077) (n = 215)
"Misfit" strategies 4.534 (0.099) 4.704 (0.105) 4.629 (0.111) =3 II CD -CT)
F(P) 10.558(0.001*") 3.731 (0.055) 3.595 (0.059)
(b) ANOVAs for Dimensions of Outsourcing Success Among Gestalts
Mean (S.D.)
Strategic Technology Patterns competence Cost efficiency catalysis
I: Independent 4.440 (0.136) 4.459 (0.149) 4.426 (0.152) (n = 48)
II: Arm's-length 4.872 (0.094) 5.032 (0.103) 4.809 (0.106) (fl = 91)
III: Embedded 5.136 (0.116) 4.983 (0.127) 5 014 (0.130) (n = 76)
F(P) 11.048 (0.000**' ') 6.291 (0.000"') 5.289 (0.001"*)
*p < 0.05; "p < 0.01; *"p < 0.001.
Average scores for each of the dimensions of out sourcing success across gestalts and minor patterns or misfit strategies are reported in Table 9(a). Our next step in assessing the predictive validity of the gestalts was to explore the relative effects of each gestalt pattern on each dimension of outsourcing success. Individual ANOVAs and descriptive statistics for each gestalt are presented in Table 9(b). As expected, the second gestalt, i.e., the arm's-length pattern, man ifested the highest level of cost efficiency (supporting Hypothesis 4b), and the third gestalt, i.e., the embed ded pattern, yielded the highest benefits in terms of technology catalysis (supporting Hypothesis 4c). However, contrary to Hypothesis 4a, the embedded pattern, not the independent pattern, was also related to the highest level of strategic competence. Analy sis of differences among the minor patterns (misfits) revealed them to be insignificant (Roy's GCR = 0.389, ■F(i4,55) = 1-530, p = 0.131).
Table 10 Summary of Hypothesis Testing
Hypothesis Finding
Universalistic perspective
1a. Selective outsourcing will be more successful than minimal outsourcing or comprehensive outsourcing.
1b. Detailed fee-for-service controls will be more
successful than buy-in structures or partnerships.
1c. Short-term outsourcing relationships will be more successful than medium- or long-term relationships.
Contingency perspective
2a. Industry type will moderate the effects of IT
outsourcing strategy dimensions on outsourcing success.
2b. Organization size will moderate the effects of IT outsourcing strategy dimensions on outsourcing success.
2c. The size of the IT function will moderate the effects
of IT outsourcing strategy dimensions on outsourcing success.
Configurational perspective
3. Gestalts (i.e., feasible sets of internally consistent
configurations) will outperform nongestalts
(i.e., incongruent configurations) in regard to
outsourcing success. 4a. Independent gestalts will outperform other gestalts
in regard to strategic competence.
4b. Arm's-length gestalts will outperform other gestalts
in regard to cost efficiency.
4c. Embedded gestalts will outperform other gestalts in
regard to technology catalysis.
Not supported
Not supported
Reversed
Partially
supported
Not supported
Partially
supported
Supported
Not supported
Supported
Supported
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Discussion
The objective of this research was to determine if the configurational approach would better explain out sourcing success than did prior universalistic or con tingency models. Table 10 summarizes the results of our hypothesis testing. It indicates that our data provide little support for the universalistic and con tingency hypotheses and strong support for a config urational explanation.
Evidence from the Universalistic Perspective Hypothesis testing based on the universalistic per spective indicated significant differences in outsourc ing success with respect to performance period, although not in the anticipated direction. Longer term relationships were more successful than short term relationships. However, it may not be entirely surprising that our findings contradicted conven tional wisdom with respect to performance period of outsourcing relationships. Kavan et al. (1999) sug gest that longer-term contracts are often preferable because they enable initial set-up costs to be dis tributed over a longer period of time. A long-term contract improves financial predictability and reduces the risk and uncertainties associated with important business functions (Martinsons 1993). Time is a critical dimension in the development of relationships. While time introduces an element of risk in relationships, time also facilitates cooperation among self-interested parties and the development of trust (Coleman 1990). It enables voluntary sharing of resources, with antic ipation of deferred compensation. In recursive rela tionships, motivation to have an ongoing relationship suppresses opportunistic behavior, thereby avoiding inefficiencies of market exchanges. Repetitive interac tion over time develops a rich pool of information about the service provider, enabling more accurate assessments of future behavior (Granovetter 1985). Over time, deep social ties tend to emerge from self-interested ties, promoting heightened cooperation (Ring and Van de Ven 1994). This is reinforced by out sourcing research that suggests that clients undertake long-term outsourcing relationships with providers with whom they have had a prior favorable experi ence (Lee and Kim 1999).
Again, the sociocultural milieu of the data can not be ignored in interpreting this finding. Cultur ally, Korean people tend to place a high value on
long-term relationships, as is evinced by the preva lence of family-, region-, and alumni-based ties, and the invocation of such ties in economic activity (Han and Choe 1994). This cultural premium on long-term relationships may have contributed to the success of such client-vendor relationships.
Evidence from the Contingency Perspective Industry type weakly moderated the effects of out sourcing degree on outsourcing success. Specifically, we found outsourcing degree to be salient only within the industries using long-linked technologies. Here, selective outsourcing outperformed minimal outsourcing on all dimensions of outsourcing success. Comprehensive outsourcing outperformed minimal outsourcing with respect to strategic competence and technology catalysis. Notably, outsourcing degree was not found to have a significant effect on outsourc ing success in other industries. These results support findings by Lacity and Willcocks (1998) that selective outsourcing yields performance improvements over minimal outsourcing, but contradicts their observa tions that selective outsourcing is also better than com prehensive outsourcing. It suggests that in industries characterized by long-linked technologies, either com prehensive outsourcing or selective outsourcing may prove successful. However, the distinctive advantage of comprehensive outsourcing may be attributable to the institutionalization of relational interdependence in the Korean context (e.g., Cha 1994).
Our results supported our expectation that firms with smaller IT budgets would be more success ful with longer-term contracts. However, our results also indicate that firms with larger IT functions reap higher strategic competence benefits from outsourc ing through longer-term contracts. Again, this finding may be an artifact of the Korean legacy of chaebol based relationships, through which IT competence has historically been developed (Lee and Kim 1997).
The Configurational Perspective Before the dominant patterns identified are conclu sively regarded as congruent or "fit" patterns, they must be subjected to additional validation (e.g., Miller 1981). In addition to the two steps taken to estab lish the descriptive validity of the gestalts or con gruent patterns in the prior section, i.e., statistically affirming the number of gestalts and confirming their
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robustness via cross-validation, Venkatraman (1989) recommends the gestalts identified be interpreted based on the theory used to identify their underlying dimensions. Next, to establish the predictive valid ity of the gestalts, we discuss the results of two analyses—(1) the contrast of gestalt versus "misfit" patterns with regard to overall outsourcing success, and (2) the contrast of the three gestalts with regard to each of the three dimensions of outsourcing success.
Interpreting the Strategic Gestalts. Based on resid ual rights theory, we identified three outsourcing strategy dimensions—degree of integration, allocation of control, and performance period. Based on these dimensions, our survey results surface three domi nant patterns. Notably, both the cluster analysis and the assessment of the pattern frequency counts led to the identification of the same three patterns. These three gestalts of outsourcing strategies are entirely consistent with the patterns anticipated from the gov ernance and IOR literatures.
The Predictive Validity of Gestalts. Next, we needed to demonstrate that (1) the gestalts identi fied outperformed minor patterns, and (2) each gestalt identified was associated with a distinct outcome. Our
analysis provides support for the first position and partial support for the second.
As anticipated, the arm's-length approach was found to yield the highest cost efficiency and the embedded approach the best access to technology catalysis. However, contrary to our expectations, inde pendent gestalts were not associated with the high est level of strategic competence. In fact, the indepen dent gestalt underperformed the minor patterns on every dimension of success. There are several reasons why this may have occurred. First, firms may pur sue an independent strategy in an attempt to develop their own strategic competence. However, firms may also elect to retain their independence from external providers due to an inability to foresee advantages of alternate strategies or to allocate resources necessary to managing them. In other words, the choice of an independent strategy may stem from either a desire for strategic competence or a lack of vision or relation ship management capabilities. Thus, all firms in the independent pattern may not actually represent "fit."
A second explanation for the apparent ineffec tiveness of the independent strategy may be that
our research did not completely capture outsourc ing benefits. Researchers have suggested several ben efits not modeled in this study—enhancing the CIO's credibility and facilitating their access to internal resources (Lacity and Hirschheim 1993); enabling a business transition, innovation, or entry into a new market (Lacity and Willcocks 2001). An independent strategy may help CIOs win the necessary credibil ity and resources by enabling them to demonstrate their effectiveness at controlling externally acquired resources. Such a strategy may also be necessary for firms seeking new business or market positions (Weill and Broadbent 1998) or those wishing to innovate without a fear of newly created knowledge leaking to the competition (Kale et al. 2000).
A third explanation for this unexpected finding may lie in understanding the institutional climate in Korea. The institutional legacy of governance in Korea is visible in chaebols, networks of densely associated firms. In fact, Korean interorganizational relationships are believed to be even more embedded than rela
tionships among Japanese firms, and are certainly more embedded in comparison to U.S. firms (Dyer et al. 1998). The pursuit of interorganizational strate gies that contravene those espoused by one's institu tional environment can result in failure, even when the strategy might otherwise be consistent with the results desired (Uzzi 1997). In addition to normative pressures to conform that stem from the historically legitimized institutional environment, mimetic pres sures emerge from the information-sharing relation ships among client firms in a chaebol (e.g., Guillen 2002). Thus, the independent approach may have been doomed to underperform given the Korean institutional climate, which favors more relational approaches.
Contrasting the Three Perspectives An important contribution of this study was the con trast of universalistic, contingency, and configura tional perspectives on the outsourcing phenomenon. The support that our data provided for the configu rational explanation was entirely consistent with the ory on governance and IORs. Specifically, given the interdependence among our independent variables in constituting strategies, a configurational explanation may be most meaningful. When strategy dimensions
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independently impact outcomes, a universalistic explanation may be justified. Alternatively, if impacts of strategy dimensions on outcomes are indepen dently constrained by environmental contingencies, a contingency explanation would be called for.
Limitations of the Study Our study has some limitations within which our findings need to be interpreted. First, metrics of out sourcing success clearly need further development. While the prior instruments provide a starting point for assessing strategy dimensions and the relative benefits of alternate outsourcing strategies, stronger metrics may evince clearer distinctions across strate gies. Second, in cases where multiple providers had different contract types and contract periods, this study asked the respondent to select the dominant contract type and its period of outsourcing, which may compromise the findings of the study Third, only the CIO of each organization was surveyed. While information from the CIO should provide a high level of confidence in the quality of the infor mation gathered, selection bias could still exist due to relying on a single respondent for both the antecedent and dependent variables. Fourth, it is possible that the strategy dimensions
that we identified are inadequate in completely spec ifying gestalts. In explaining the lack of support for our hypothesized relationship between independent gestalts and strategic competence, we suggest that not all firms assigned to the independent gestalt may actually belong there. Context and process dimen sions may also be essential in order to accurately and completely specify the gestalts. Fifth, we appropriated an existing outsourcing success metric for our study. While a multidimensional perspective on outsourc ing success was essential to our conceptualization of strategic fit, the existing metric was not designed to support our conceptualization. Our results should therefore be viewed in this light. Finally, results of this study may not be completely
generalizable because the sample was restricted to Korea. While IT outsourcing in South Korea is likely to have many characteristics that are similar to U.S. and European environments, the practice of outsourc ing in Korea, and its socioeconomic environment, may indeed have played a distinctive role in the find ings of this study. In addition to the issue of culture
alluded to earlier, the nature of the IT outsourcing arena in Korea is somewhat different. For example, in the United States, while some organizations like IBM provide a variety of outsourcing services, there is a relatively high level of specialization in the services offered by other provider firms, e.g., provision of SAP integration. In contrast, firms within a Korean chaebol would tend to outsource all of their IT functions to
their affiliated IT provider. These providers tend to focus on generic systems management services rather than on providing innovative IT solutions tailored to each of their affiliated firms. Thus, what is meant by an embedded strategy would tend to differ between Korean and Western contexts: While an embedded
strategy may entail a single provider in Korea, it is more likely to imply close ties with multiple providers in Western contexts.
Implications for Management Practice With increasing attention paid to IT outsourcing, it is imperative that organizations recognize the impor tance of congruence among their actions. This study emphasized benefits of congruent outsourcing strate gies over noncongruent actions. Further, results of this study highlight distinctive outcomes that accrue from the three strategies composed of congruent actions or decisions. Specifically, our results suggest that firms desiring cost efficiency in their outsourcing relation ships may best be served by arm's-length relation ships. Those wishing to derive strategic competence or technology catalysis may need to develop network type relationships with their providers. These dis tinctive outcomes may prove valuable in guiding managerial choices in regard to outsourcing strate gies. Further, the congruent outsourcing strategies identified in this study provide organizations with a benchmark against which they can compare their own outsourcing strategies.
Suggestions for Future Research The results of this study suggest that the concept of fit is indeed viable in studying the phenomenon of IT outsourcing. While many researchers have rec ognized the importance of fit, this idea has not been adequately leveraged in examining IT outsourc ing decisions. This study is therefore a pioneering attempt to adapt the concept of fit to outsourcing research.
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This study suggests the following future research directions. First, it is apparent from our analysis of the respective benefits of different outsourcing strate gies that expectations based on governance and IOR literatures in regard to cost efficiency and technol ogy catalysis were generally supported. Expectations regarding strategic competence, however, received less support from the data. This may suggest the need for stronger metrics to assess outsourcing outcomes, alternate theory, or the study of our proposed model within an alternate institutional environment. As out
sourcing grows in complexity, researchers need to develop more sophisticated metrics to assess the suc cess of outsourcing ventures. Nonetheless, the nature of the metrics alone may not completely account for the high correlations among the dimensions of outsourcing success. Over time, technology cataly sis can enhance firms' strategic competence and spill over into improvements in cost efficiency. Longitudi nal research on outsourcing outcomes can tease apart such cumulative effects.
Second, this study concentrated on fit among three dimensions of an outsourcing strategy and three types of outcomes. However, distinctions between market and network governance forms and arm's-length and embedded relationships rest as much on differences in ongoing processes, e.g., trust, information sharing, and joint problem solving. In addition to congruent outsourcing strategies and relationship processes, the productivity of IT investments also hinges on com plementary business strategies and practices. Thus, a more complete specification of gestalts of outsourc ing strategies should entail identification of proces sual as well as business strategy distinctions among the gestalts. Additionally, focusing on downstream success metrics such as firm performance rather than CIOs' perceptions of outsourcing succession might provide further insight into gestalts of outsourcing strategies.
Third, while residual rights theory is based on the assumed difficulty of delineating specific rights in a contract, future research may wish to explic itly consider this aspect of residual rights theory in understanding IT outsourcing strategies. One mean ingful way to explicate specific rights as a dimen sion of outsourcing strategies is to consider the different types of standards specified in outsourcing contracts. Researchers have highlighted the appli cability and specification of behavior-based and outcome-based standards—benchmarks for perfor
mance and compensation—that appear in outsourcing contracts.
Fourth, we focused exclusively on strategic com petence, cost efficiency, and technology catalysis as outsourcing outcomes. IT outsourcing research sug gests additional outsourcing benefits that should be investigated: enhancement of CIO credibility, effecting a business transition, business innovation, or entry into a new market. Furthermore, careful develop ment of a multidimensional metric to assess outsourc
ing success is essential to progress in IT outsourcing research. Sixth, study data were limited to a Korean sample. Replication of this study over a more exten sive, geographically diverse sample may provide fur ther insights. Finally, this study examined the concept of fit mainly from the client's perspective. An analysis of congruence in terms of the service provider may provide interesting results.
Conclusions
Outsourcing choices represent alternate ways for organizations to leverage available resources to increase the value of IT in meeting corporate objec tives. In attempting a holistic analysis of the effects of dimensions on outsourcing outcomes, this study offers guidance to practitioners constituting outsourc ing strategies. Our findings suggest that an arm's length strategy optimizes firms' cost efficiency in IT outsourcing. An embedded strategy appears to offer the greatest advantage in terms of access to tech nological knowledge. Drawing from a broad litera ture in addition to outsourcing research, we develop and test a model of alternate outsourcing strate gies and their relative advantages. Highlighting these distinct outsourcing strategies now opens up several avenues for future outsourcing research: studying the alignment between outsourcing strategies and organizational or IT structure; exploring the align ment between outsourcing strategies and organiza tional and IT strategies. Such research will allow us to view IT outsourcing not as a decisional island, but rather as inextricably linked with other business and IT decisions.
Acknowledgments The authors gratefully acknowledge the feedback and com ments from Bob Zmud, the senior editor for this paper, and the anonymous associate editor and reviewers, particularly the reviewer who suggested Residual Rights Theory. This study was supported by the new faculty research program (2004) of Kookmin University in Korea.
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Appendix A. Details of Survey Instrument
Outsourcing definition provided to survey respondents
The term IT OUTSOURCING refers to the practice of commissioning part or all of an organization's IT assets, people, and/or activities to one or more external
providers. It includes any one or combination of the following: system planning, application analysis and design, application development, operation and maintenance, system integration, data center operation, telecommunication management and maintenance, software, hardware products, facilities management (e.g., PC management), end-user support (e.g., training), and so on.
Degree of integration scale
Definition
Instruction
Item
Categories
The total outsourcing expenditure on the basis of the IT budget in a given year.
Please answer this question considering all sorts of IT expenditure spent in the 2000 financial year, including the purchased human and technical resources and services that are controlled by in-house management or outside service providers, and any capital investment for joint ownership of an entity to do the needed IT activities.
What is the amount of IT outsourcing as a percentage of the total IT budget?
Comprehensive outsourcing (more than 80% of IT budget); selective outsourcing (20% to 80% of IT budget); minimal outsourcing (less than 20% of IT budget).
Allocation of control scale
Definition Type of contract between the service receiver and provider in an outsourcing relationship. Instruction What kind of relationship (or contract) did you set up with your service provider? Please check only one number considering the contract
type with your main outsourcing provider.
Items 1. Standard contracts: Your firm signed the service provider's standard, off-the-shelf contract. 2. Detailed contracts: The contract included special clauses for service scope, service levels, performance measures, and penalties. 3. Loose contracts: The contract did not provide comprehensive performance but specified the service providers' performance as "what
ever the customer was doing in the baseline year" for the next 5 to 10 years at 10% to 30% less than the customer's baseline budget. 4. Mixed contracts: For the first few years, requirements of the contract were fully specified (detailed contract), but the technology and
business requirements in the long run were not defined (loose contract). 5. Partnership: The relationship involved significant resources of your and your service provider(s) to create, add to, or maximize joint
value. Also, the contract included an agreement to furnish a part of the capital and labor for a business enterprise, and each shares in benefits and risks.
6. Buy-in contracts: Your firm bought some resources to supplement in-house capabilities, but the resources were managed by in-house business and IT management.
7. Other (specify).
Categories Fee-for-service contract (1,2,3, and 4); partnership (5); buy-in contract (6).
Performance period scale
Definition The duration of the outsourcing contract between the service receiver and provider. Instruction Please answer this question based on the outsourcing contract with your main IT service provider. Item How many years did you make the contract with your service provider? Categories Short-term (less than 4 years); medium-term (from 4 to 7 years); long-term (more than 7 years).
Outsourcing success scale Definition
Instruction
Items
Categories
The degree to which predefined outsourcing objectives are realized in terms of strategic, economic, and technological benefits of outsourcing.
Please check the number corresponding to the degree of achievement through IT outsourcing in conjunction with each of following
questions [scale ranges from one (lowest) to seven (highest)].
1. We have been able to refocus on core business.
2. We have enhanced our IT competence. 3. We have increased access to skilled personnel. 4. We have enhanced economies of scale in human resources.
5. We have enhanced economies of scale in technological resources.
Strategic competence: Items 1-3; Cost efficiency: Items 4-6; Technology catalysis: Items 7-8.
6. We have increased control of IT expenses.
7. We have reduced the risk of technological obsolescence. 8. We have increased access to key information technologies. 9. We are satisfied with our overall benefits from outsourcing.
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Appendix B. Analysis of IT Outsourcing Strategies from the Perspective of Fit-as-Profile Deviation
We began our identification and analysis of ideal-types with a cluster analysis. Standardized data for the degree of integration, allocation of control, and performance period were subjected to an initial cluster analysis. Rather than relying on a visual scan of the resulting dendrogram, the agglomeration schedule was consulted to determine the stage at which there was a large distance between clus ters combined. Other than for the final one-cluster solution, the agglomeration coefficient was found to increase most steeply after the three-cluster solution (i.e., by 7.24). There fore, the three-cluster solution was deemed to be the most descriptive of the data. The centers for these three clusters are provided in Table Bl.
Notably, the number of clusters and the cluster cen ters support our expectations in regard to the number and nature of distinct patterns. Analysis of variance of the clus ter centers indicated that the clusters were significantly dif ferent in regard to degree of integration (F(2,308) = 1/968.564, p = 0.000), allocation of control (F(2> 308) = 337.534, p — 0.000), and performance period (F(2/ 308) = 210.392, p = 0.000). To assess the relative stability of our cluster analysis, we reran it on a subsample of 100 randomly drawn observations. This subsample too yielded a three-cluster solution, with the cluster centers not significantly different from those of the full sample (f(8) = 0.215, p = 0.835), each observation
Table B1 Results of Cluster Analysis
Cluster centers for
Dimension Cluster 1 Cluster 2 Cluster 3
Degree of integration 11.91 47.24 86.90
Allocation of control* 1.00 2.00 3.00
Performance period 2.59 4.41 7.42 Number of observations 74.00 115.00 122.00
•Recoded as: 1 = Buy-in; 2 = Fee-for-service; 3 = Partnership.
Table B2 Effects of Distance from Cluster Center on Outsourcing Success
Effect Roy's GCR F df P
INTERCEPT 6.178 494.264 3,240 0.000"*
Industry 0.023 1.811 3,241 0.146 Revenue 0.029 1.157 6,242 0.330
IS budget 0.069 2.774 6,242 0.013 Distance from cluster center 0.095 1.436 16,242 0.126
Notes. R2s: Strategic competence = 0.093, A/?2 = 0.037, p(A/?2) = 0.001; Cost efficiency = 0.063, Afl2 = 0.037, p(Aff2) = 0.001; Technology catalysis = 0.087, A/?2 = 0.025, p(\R2) = 0.005.
*p < 0.001; "p < 0.01; "*p < 0.05.
being assigned to exactly the same cluster on the full and subsamples.
To assess the validity of the fit-as-profile-deviation approach, we investigated the relationship between obser vations' distance from cluster centers and their relative success. The effects of the distance from cluster centers on
outsourcing success are reported in Table B2. The results of our cluster analysis suggest that while the
clusters identified were distinct, stable, and theoretically consistent, distance from cluster centers did not predict performance. Thus, while the clusters appear to have descriptive validity, they lack predictive validity. Given the criterion-based nature of specifications of fit-as-profile deviation, our results do not support IT outsourcing strate gies as ideal-types from which deviations will result in underperformance.
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- Contents
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- Issue Table of Contents
- Information Systems Research, Vol. 15, No. 2 (June 2004) pp. i-ii, 109-214
- Front Matter
- Editorial Notes [pp. 109-109]
- IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success [pp. 110-131]
- Real Options and IT Platform Adoption: Implications for Theory and Practice [pp. 132-154]
- An Empirical Analysis of Network Externalities in Peer-to-Peer Music-Sharing Networks [pp. 155-174]
- Impact of Environmental Uncertainty and Task Characteristics on User Satisfaction with Data [pp. 175-193]
- Information Overload and the Message Dynamics of Online Interaction Spaces: A Theoretical Model and Empirical Exploration [pp. 194-210]
- Back Matter
Research_Papers/2640364.pdf
The Effects of Coupling IT and Work Process Strategies in Redesign Projects Author(s): Victoria L. Mitchell and Robert W. Zmud Source: Organization Science, Vol. 10, No. 4 (Jul. - Aug., 1999), pp. 424-438 Published by: INFORMS Stable URL: https://www.jstor.org/stable/2640364 Accessed: 05-06-2020 01:02 UTC
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The Effects of Coupling IT and Work Process
Strategies in Redesign Projects
Victoria L. Mitchell * Robert W. Zmud Department of Accounting and Management Information Systems, Fisher College of Business, The Ohio State
University, Columbus, Ohio 43210-1144, [email protected]
Michael F. Price College of Business, University of Oklahoma, Norman, Oklahoma 73019, [email protected]
Abstract Organizational adaptation to competition often means inventing
or adopting a process innovation and the daunting challenge of
implementing it. Increasingly, process innovations rely on the
capabilities embedded in an organization's IT infrastructure.
Successfully implementing an IT-enabled process innovation depends largely on how a project's IT and work process designs fit and evolve with this IT infrastructure. However, little em-
pirical research guides the formulation of IT and work process
strategies. This study addresses the question: How does the de-
gree of coupling between a redesign project's IT strategy and
work process strategy affect project performance? Data collec- tion utilized a multistage research design employing compre- hensive phone interviews and matched surveys among three
sets of respondents (project managers, IT managers, and process
users) across 43 process redesign projects in the health care
industry. Our findings indicate project performance improves
with tightly coupled IT and work process strategies when im- plementing process inventions, and with loosely coupled strat-
egies when implementing imitations.
(IT-Enabled Redesign; Process Innovation; Coupling; IT
Strategy; Redesign Strategy; Project Planning; Project
Uncertainty; Project Performance; User Satisfaction)
Introduction Recently, BellSouth Telecommunications, Inc. rede-
signed its internal communications around a $3.45 mil- lion electronic document management system. Before this initiative, BellSouth spent $18 million annually to create, purchase, and store paper-based documents. After implementation, employee productivity increased, form generation was reduced from 10 weeks to 24 hours, and BellSouth saved an estimated $17.5 million in annual op- erating expenses (Johnson 1996). While this case illus- trates the significant benefits that organizations can obtain
from IT-enabled process redesign, evidence suggests that BellSouth was unusually fortunate. Although recent sur-
veys indicate that 72% of North American firms have
engaged in process redesign, under 10% realized their projected payoffs (Champey 1995).
Many explanations have been offered as to why orga- nizations experience fewer benefits than anticipated from redesign initiatives. Generally, fault is traced to deficient project planning and execution. For example, unfulfilled
objectives are thought to stem from poorly articulated goals (Baker et al. 1983), inattention to critical success
factors (Boynton and Zmud 1984), or an absence of
proactive top management and stakeholder support (Pinto
and Mantel 1990, Boyle 1995, Sviokla 1996). Another explanation lies with the exclusion of users from the plan- ning process, prompting unrealistic expectations and functional misspecification (Baroudi et al. 1986, Markus and Keil 1994). Unsatisfactory outcomes also result when process users fail to receive adequate training or support
(Russell 1996, Melone 1995). Other explanatory factors include inadequate technical experience, poor project
management, and cultural conflicts (Sutherland 1995, Stephens 1996). Taken together, such explanations sup- port the tenet that the success of redesign initiatives is inextricably linked to the development of careful, appro- priate project-related strategies.
Studies in organization theory, MIS, and project man- agement consistently suggest the most effective way to
facilitate a change in process design is through compre- hensive planning. A key assumption underlying this view is that extensive coordination and tight coupling of inter- dependent organizational systems significantly improve project performance. Comprehensive planning gives or- der to vision through the articulation of goals, identifi- cation of distinctive competencies, and assessment of
strengths, weaknesses, opportunities, and threats (Hofer and Schendel 1978, Porter 1980, Foster 1988). Formal controls and other project management techniques can
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
then be introduced to create a predictable environment
for implementation (Cleland 1990, Kerzner 1992).
However, research in organization design suggests that
the loose coupling of organizational systems provides
flexibility, a project attribute desired when facing a dy-
namic environment. Those espousing loose coupling be-
lieve that task uncertainty can be mitigated through loose
structures and incremental adaptation paths. Essentially,
loose coupling enables local knowledge to be applied
when responding in a timely manner to local conditions.
Small deviations can be sensed quickly and corrective
actions quickly applied. The result is that serious prob-
lems can be anticipated and resolved before becoming
unmanageable (Weick 1988, p. 34).
Although others have explored the underlying pattern
of process change (e.g., Abernathy and Townsend 1975),
little empirical research exists about how to coordinate
planning for process change (Butler 1988, Sullivan and
Smart 1987). We do know that cooperation among busi-
ness unit and IT members is essential to understanding
mutual business objectives and developing a shared vi-
sion for IT (Lind and Zmud 1991). We do not know how
cooperative planning affects implementation or the cir-
cumstances in which coordinated planning efforts are
most effective. In particular, the extent to which redesign
and IT strategies need coupling is believed to be (1) a
key factor in redesign project success and (2) likely to
depend on the level of uncertainty surrounding a redesign
initiative. We would then expect to find uncertainty re-
duction improving project performance, which then fa-
cilitates implementation (Barki et al. 1993, Nidumolu
1995).
This study examines coordinated project planning in
the context of process redesign initiatives. We focus on
a perspective which has received little research atten-
tion-that process redesign project performance is en-
abled or constrained by an organization's IT infrastruc-
ture and how knowledge of this infrastructure and its
trajectory is incorporated within process redesign strate-
gies. Specifically, we address the question: how does the
degree of coupling between a redesign project's IT strat-
egy and work process strategy affect project perfor-
mance? To address this issue from a common perspective,
the following section provides a framework to understand
the relation between strategy coupling and project per-
formance. Then, we present our research design and in-
struments used to investigate IT-enabled process inno-
vations in 43 health care organizations. After we describe
our data analysis and results, we discuss findings and their limitations.
The Theoretical Framework Process redesign involves the physical transformation or
repatterning of assets and activities embedded in both tar-
geted business units and supporting IT infrastructures.
Ideally, such transformations are based on a "blueprint"
of the intended work system. When this "blueprint" de-
viates significantly from existing (internal or external)
work practices, the intended design represents a process
innovation. The formulation and successful implementa-
tion of this "blueprint" are guided by a redesign strategy
and an IT strategy, which together reduce project uncer-
tainty and enhance performance. These relationships are
illustrated in Figure 1 and detailed below.
Process Innovation
One approach to understanding the nature of process re-
design is to view the organization as an open system whose interdependent parts or subsystems evolve in re-
sponse to environmental conditions (Thompson 1967,
Lawrence and Lorsch 1967). In this context, process re-
design projects are organizational adaptations that meld
two distinct yet related subsystems: a new business pro-
cess and an evolving IT infrastructure. When the pattern
of work activities comprising the new work process de-
parts radically from previous practice, it resembles an or- ganizational innovation (Rowe and Boise 1974). Its ef-
fectiveness depends upon how process activities and
resources are conceived, planned, and implemented
(Damanpour and Evan 1984, Nord and Tucker 1987).
With this in mind, we categorize redesign projects as pro- cess innovations when they produce radically new con- figurations of assets and activities. When the viability of this new work system depends on IT, the process inno- vation is IT-enabled (Davenport and Short 1990).
Any organization's ability to effectively leverage its information resources depends on the capabilities and
limitations of its supporting IT infrastructure. Broadly de- fined, IT infrastructure refers to the enabling technolo- gies, sourcing arrangements, and policies which form an
intricate system of information-related activities. Each
element of the IT infrastructure has the potential to make or break a redesign project and, as a result, varies in stra- tegic potential, asset specificity, scale advantage, and market stability. These components are a significant source of project uncertainty (Clemons and Weber 1990). The scope, sophistication, and flexibility of its IT infra-
structure determines how an organization acquires and deploys needed IT resources for process innovation. Thus, knowledge of an IT infrastructure's enabling tech-
nologies, sourcing arrangements, and IT policies while planning a process innovation should significantly en-
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
Figure 1 Formulation and Implementation of Process Redesign Projects: Relationship between Strategy, Coupling, Innovation,
and Project Performance
Redesign Process
Strategy Innovation - invention - imitation
Strategy Project Coupling Performance - loose - client satisfaction
- tight - project delay
IT
Strategy
hance project performance through uncertainty reduction.
The timing of a process innovation can also heighten
or lessen the project uncertainty associated with a rede-
sign initiative (Abernathy and Utterback 1988). An or-
ganization implementing a "first-of-its-kind" process de-
sign in an industry must coordinate the activities of
interdependent subsystems in the face of uncertainty as
to where and how that interdependence actually exists.
Much project uncertainty can be alleviated by imitating a process developed elsewhere, since the organization has
some prior knowledge about the nature of subsystem in-
terdependence (Leiberman and Montgomery 1988). We
refer to first-mover process innovation as process inven-
tions and the second-movers' copied design as process
imitations (Rogers 1983, p. 176; Gilbert and Bimbaum-
More 1996).
The identification and delivery of appropriate IT re-
sources are particularly troublesome for process inven-
tions. Process inventors often bear substantial "pioneer-
ing" costs (in time, money, and learning) when
developing IT support for a redesign project and risk tech-
nological discontinuities that make newly implemented
technologies obsolete (Porter 1985). In addition, any
competitive advantage attributed to the invention quickly
dissipates as competitors acquire detailed information
about the new process (Mansfield 1985). The inventing
firm exposes itself to followers who may be able to imi-
tate the process design at a cost lower than the costs of
invention. Imitators await the resolution of uncertainties,
holding back on investments until a successful design op-
tion and technological support are revealed. Conse-
quently, risk-averse firms have a powerful incentive to
await a developed, dominant design and enjoy the free-
rider advantages accompanying imitation (Wemerfelt and
Karanani 1987).
Project Performance
Traditionally, project performance has been defined as
adherence to predictions regarding cost, schedule, and
technical specifications (Pinto and Mantel 1990). More
recently, project performance has been described subjec-
tively by measuring client satisfaction (Baker et al. 1988).
How a redesign project's clients (e.g., managers and pro-
cess users) view the manner in which a project was im-
plemented also significantly affects their satisfaction with
project outcomes (Melone 1990).
Two additional aspects of implementation can influ-
ence client satisfaction: project validity and project effec-
tiveness. Project validity indicates the extent to which the
new process design is "right" for the intended clients. A
project manager may consider the project a success be-
cause it passed prespecified cost, schedule, and technical
criteria; but, if the new design is not used by its intended
clients, it is still a failure (Schultz and Slevin 1975). Proj-
ect effectiveness is concerned with determining whether
the newly used design is having a positive impact on busi-
ness units. Are clients making good use of the new pro-
cess? Is the business unit more effective because of it
(Pinto and Slevin 1988)? Although the traditional mea-
sures of project performance may be surpassed, a rede-
sign project's viability is questionable unless these as-
pects of client satisfaction (i.e., appropriate outcomes,
project validity, and project effectiveness) are addressed.
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
Strategy Coupling Project performance depends on the project team' s ability
to predict what resources are needed and how they are
best deployed. As discussed earlier, fulfilling planned and
emerging IT requirements can be a major source of pro- ject uncertainty. With increasing project uncertainty, the
need for effective project coordination also increases (Tushman and Nadler 1978, Nord and Tucker, 1987).
Poor coordination has often been cited as the primary
reason for project failure, particularly the coordinated ex-
change of information during strategy formulation (Baker
et al. 1988). When insufficient up-front planning occurs
or when a project brings to the surface information or information processing requirements which unexpectedly
exceed the capabilities of a firm's existing IT infrastruc- ture, IT-related delays result. Then, aspects of the proj-
ect's IT design and/or the intended process design must
be modified. Such design modifications invariably de- mand new learning, budgetary, and organizational ar- rangements. If such demands are not met, the likelihood
of a successful project outcome is substantially reduced
(Bryson and Bromiley 1993).
How then does strategy coupling affect project perfor-
mance? A project's IT strategy is conceptually distinct from its redesign strategies, though these two strategies
are obviously closely related. An effective redesign strat- egy stipulates specific task and resource requirements,
their timing, and how they relate to business unit objec-
tives (Pinto and Slevin 1988). Furthermore, the redesign strategy should address the coordinated actions associated
with both work process and IT designs (Madnick 1991,
McDonald 1991). This agenda sets the context in which the IT infrastructure is enriched (if needed) and then ex- ploited. Thus, a firm's ability to successfully introduce IT-enabled work process change is a function of its in-
vestment in and management of its IT infrastructure. Such
decisions are incorporated within a project's IT strategy.
Given the reciprocal interdependence between a proj-
ect' s IT and work process designs, prior research suggests uncertainty can be reduced when IT managers are in-
volved in business unit planning and business units are involved in IT planning (Boynton and Zmud 1987, Boynton et al. 1994). The optimal level of involvement,
reflecting the degree of coordination or coupling among
strategies, remains a topic of much debate (King 1983). Tight coordination of redesign and IT strategies elimi-
nates redundant resources and effort, enabling the lever-
aging of IT investments across business units. However, tight coupling can result in an IT infrastructure that lacks flexibility in handling needs that vary from the original redesign plan. Loose coordination may, in fact, be more effective as it allows judgment at the operational level in
determining and acquiring IT resources as the redesign
project unfolds (Allen and Boynton 1991). The inconclu-
sive nature of these arguments suggests an interaction ef-
fect may be influencing project outcomes (Argote 1982,
Adler 1995).
The Coupling-Innovativeness Interaction
Loose coupling theory and the information processing
theory of organization design provide insights into how
strategy coupling affects process innovations. Loose cou-
pling theory is an extension of Ashby's (1952) concept
of coordination among parts. Ashby recognized that sys-
tems were composed of distinct or independent subsys-
tems acting in a coordinated fashion toward a purposeful
goal. In the "fully joined system" a disturbance in any one variable requires readjusting all others in the system. The more complex the system, the longer the adaptation
process. A system whose parts are less tightly coordinated
forms pockets of local stability, capable of ignoring dis- turbances elsewhere in the system, and thus adapts more
quickly.
Glassman (1973) expanded on Ashby's conceptuali- zation of coordinated parts, suggesting degrees of coor- dination or coupling whose efficiency and effectiveness vary with contextual factors. The degree of coupling in a
system represents a specific form of adaptation to envi- ronmental contingencies. Tightly coupled subsystems fa-
cilitate adaptation through negative feedback mecha-
nisms and rapid adjustments. Loosely coupled subsystems enact change through an arrangement of com- ponents that limits or delays the effect of interdependent parts (Wiemer 1961). When subsystem adjustments im- pede overall system performance, the coupling arrange- ment is considered maladaptive. Glassman attributes mal- adaptive coupling to "the loss, deterioration or malfunction of plans" guiding the organization of infor- mation and organizational design (p. 96).
Orton and Weick (1990) indicate that uncertainty is an important antecedent to loose coupling and judgment an
important consequence. Managers who find it difficult to coordinate plans and actions activate decoupling mecha- nisms to make sense in idiosyncratic ways and employ incremental strategies to cope with uncertainty. By pro- viding latitude in judgment, loose coupling allows man- agers to choose or enact a smaller, more comprehensible subset of facts to reduce uncertainty. This reinforces Glassman's basic argument that loose coupling lowers the probability that an organization will have to respond to minor environmental changes. By preserving the identity, uniqueness, and separateness of elements, loosely cou- pled strategies foster a greater number of mutations and novel solutions than would tight coupling. Weick (1976,
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
1982) also suggests loose coupling preserves more di-
versity of response to unanticipated events than does tight
coupling, while holding coordination costs to a minimum.
The information-processing theory of organizational
design supports the loose coupling argument (Galbraith 1973, Van de Ven et al. 1976). Here, project uncertainty
is substantially reduced through the gathering, interpret-
ing, and synthesis of information. Information-processing
requirements generally increase as subunits attempt to
learn more about an innovation and increase the problem-
solving and decision-making capacities of the adopting units (Tornatsky and Fleischer 1990).
Recent studies indicate effective subunits develop
communication patterns consistent with the nature of
their uncertainty. Keller's (1994) study of R&D project groups found that nonroutine (uncertain) work activities
have greater information-processing requirements than routine (known) activities. Hauptman's (1996) work on cross-functional teams suggests that projects involving interdependent subsystems need more effective coordi- nation through the frequent bidirectional flow of infor- mation. Reliance on individual expertise at the time a problem arises increases the opportunity for feedback and correction.
Coordination by feedback facilitates the mutual ad-
justment of organizational subunits as newly acquired in- formation can be integrated into the design solution (March and Simon 1958). Coordination by feedback is synonymous with loosely coupled strategies as redesign activities are not specified in advance, but rather impro- vised as a project unfolds. As project uncertainty in-
creases, organizations rely less on coordination by plan and increase their reliance on personal, horizontal chan- nels of communication (Van de Ven et al. 1976, Argote
1982). To handle the increased uncertainty associated
with process inventions, loosely coupled strategies should improve project performance by providing more flexibil- ity through coordination by feedback. Taken together, the
above arguments lead to our first research hypothesis:
HYPOTHESIS 1. When implementing a process inven-
tion, loosely coupled redesign and IT strategies result in better project performance than tightly coupled strate- gies.
For process imitations, the uncertainties are less and the risks more accurately evaluated (Marquis 1988).
Given this predictability, most project coordination can be planned in advance through tight coupling of the re- design and IT strategies. In the organization design lit- erature tight coupling is known as "coordination by plan" (March and Simon 1958), which advocates early speci-
fication of designs and schedules. How the project team
operates within this comprehensive plan depends partly
on the project uncertainty. When uncertainty is low, the difference between the knowledge required to perform a task and the present knowledge is relatively small. Con-
sequently, additional information exchange yields little new knowledge. Intensive, ongoing coordination is un-
necessary, because problems are more readily identified and can be communicated in the project's early planning
stage. Interactive approaches with loose coupling would be "wasteful overcoordination" or would "overcompli- cate the problem-solving process" as subunits are able to
copy and further develop proven work processes through formal planning mechanisms (Adler 1995, Tyre and
Hauptman 1992). Given the more certain nature of pro-
cess imitations, tightly coupled redesign and IT strategies should enhance project performance by reducing uncer- tainty, thus avoiding the cost of ongoing coordination. This leads to our second hypothesis:
HYPOTHESIS 2. When implementing a process imita-
tion, tightly coupled redesign and IT strategies result in
better project performance than loosely coupled strate- gies.
In summary, process inventions generally experience
high levels of project uncertainty because of scarce in- formation on subsystem interdependence. One means of coping with this uncertainty is to loosely couple the re- design and IT strategies for incremental adaptations based on feedback as the project unfolds. Flexibility in respond- ing to unanticipated events should enhance project per- formance because the newly acquired information can then be integrated into the design solution. However, pro- cess imitations usually have information about subsystem interdependence available, which stands to significantly
reduce project uncertainty. Moreover, formal planning can reduce ongoing coordination costs, benefiting sub- units that copy and refine proven work processes. This
greater certainty permits the tight coupling of redesign and IT strategies to coordinate activities prior to rollout. Project performance is enhanced since interdependent subunits can govern their activities based on specified de- signs and schedules. Thus, the success of IT-enabled re- design projects greatly depends on the appropriate match between strategy coupling and process innovation.
Methodology A cross-sectional, multistage research design incorporat- ing phone interviews and sets of three matched surveys (i.e., responses from IT managers, project managers, and clients) was used to collect information about the plan- ning and implementation of process redesign projects in
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
the health Lare industry. Given the absence of validated instruments, we developed scales to measure strategy
coupling and process innovation. IT managers were que-
ried regarding the extent to which redesign strategies
were coordinated with IT strategies, and project managers
were queried regarding project delays and the novelty of
newly implemented process designs. Finally, project per-
formance was assessed through three measures: two ob-
jective measures of project delay (actual duration of the
longest IT-related stoppage and overall schedule slip-
page) and the project performance section of Pinto and
Slevin's (1986) Project Implementation Profile (which
subjectively measures clients' views of project perfor- mance).
Data Collection
A pilot study was conducted to evaluate the meaning,
ordering, and representation of questions in the interview guide and survey items (provided in Appendix A). Five professionals skilled in survey construction criticized the
instruments, which we subsequently revised. The revised
instruments were then sent to four organizations for re-
view by project managers, IT managers, and process
users. They evaluated the degree to which questions and
items represented the intended issues and concepts. Upon
the return of a completed instrument, each pilot respon- dent was interviewed by phone.
Next, hospitals that had implemented IT-enabled re-
design projects between 1991 and 1993 were identified
through consulting agencies, government agencies, and health-related professional associations. In total, 82 proj- ect managers were contacted and asked to participate in
the study. Once consent was obtained, a comprehensive (one to two hour), semistructured phone interview was
conducted with each project manager to collect detailed information about the redesign project, its context, and
significant project delays. Finally, questionnaires were mailed to the project manager, an IT manager, and a pro-
cess user, all of whom were involved in the redesign ef-
fort (with the latter two respondents nominated by the
project manager). Of the project managers initially con- tacted, 63 agreed to participate in the study and were sub-
sequently interviewed. Complete sets of responses were
obtained for 43 redesign projects. The redesign projects which served as data collection
sites are characterized in Table 1. These projects focused
on both back office and customer-oriented work pro-
cesses and affected at least 50% of the workforce and
patients served by the institution. The majority of projects had at least one member with prior experience in redesign project teams.
Table 1 Project Characteristics
Characteristics Range Mean
Project Size (beds) 16-3500 665
Budget $0-72 mil. $3,766,850
Project Time 6 mo-7 yrs 2 yrs 9 mos
Capacity Impacted 2%-100% 56%
Work Force Impacted 1%-100% 57%
Customers Impacted 0%-100% 67%
Front Office Process 0%-100% 48%
Project Team 2-25 members 9 members
Prior Redesign Experience 0-13 members 3 members
Validating Measures of the Independent Variables Principal components analysis (PCA) was used to vali-
date the strategy coupling and process innovation mea-
sures (see Appendix A). Varimax rotation generated a two factor model explaining 74.4% of the variance in the
data set. As Tables 2 and 3 indicate, the absence of cor-
relation between clusters of items and the relatively clean
factor loadings suggest both convergent and discriminant validity for both measures. A relatively high degree of internal consistency among items is indicated by a Kaiser- Meyer-Olkin value of 0.79 (Kaiser 1974).
Validating Measures of the Dependent Variables Principal components analysis was also used to validate
the subjective measure of project performance from the
Project Implementation Profile. Correlation matrices and
PCA factor scores are provided in Tables 4 and 5. The
factor loadings demonstrate convergent validity, and a Kaiser-Meyer-Olkin value of 0.80 indicates a high level
of internal consistency. A composite satisfaction index was derived for each respondent by summing the scores for these ten items.
Table 2 Correlation Matrix for Strategy Coupling and
Process Innovation Items
Item A B C D E F G H I J K
A 1.00
B 0.76 1.00
C 0.74 0.70 1.00
D 0.71 0.66 0.69 1.00
E 0.72 0.87 0.63 0.69 1.00
F 0.62 0.78 0.71 0.69 0.70 1.00
G 0.08 - 0.06 0.12 - 0.08 0.02 - 0.08 1.00
H - 0.04 -0.10 -0.10 -0.14 -0.18 - 0.10 0.46 1.00
I 0.09 0.04 0.10 - 0.20 0.01 - 0.04 0.82 0.55 1.00
J - 0.03 -0.13 -0.01 - 0.25 -0.13 -0.13 0.75 0.54 0.76 1.00
K 0.19 0.10 0.17 - 0.08 0.03 0.06 0.60 0.50 0.59 0.72 1.00
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
Table 3 Principal Components Analysis of Strategy Coupling and Process Innovation Items
Item Contents Strategy Coupling Innovativeness
A IT strategy supports redesign strategy. 0.91 -0.02
B Assessed IT trends prior to implementing process redesign. 0.88 -0.05
C IT plan incorporated information needs of redesigned process. 0.87 0.09
D Company has an IT strategic plan. 0.86 0.09
E Business unit managers involved in IT planning. 0.85 - 0.06
F Redesign planners used assessment of IT strengths, weakness. 0.84 -0.18
G Process is unique to this organization. -0.11 0.90
H Process adopted is a de facto industry standard. 0.02 0.90
I Process has proven its usefulness in the industry. 0.02 0.87
J Process is a major departure from current operations. 0.12 0.82
K Process is similar to other processes used by this organization. -0.12 0.69
Table 4 Project Performance Correlation Matrix
Items 1 2 3 4 5 6 7 8 9 10
1 1.00
2 0.53 1.00
3 0.67 0.58 1.00
4 0.59 0.59 0.64 1.00
5 0.58 0.55 0.69 0.63 1.00
6 0.55 0.60 0.52 0.53 0.67 1.00
7 0.77 0.45 0.66 0.50 0.73 0.63 1.00
8 0.50 0.45 0.53 0.57 0.45 0.52 0.52 1.00
9 0.48 0.48 0.50 0.37 0.73 0.67 0.69 0.53 1.00
10 0.69 0.55 0.74 0.57 0.67 0.65 0.73 0.73 0.59 1.00
Table 5 PCA Results for Project Performance Items
User
Item Contents Satisfaction
The new process design:
1 works well 0.81742
2 is used by intended clients 0.72215
3 increased efficiency/effectiveness 0.83069
4 solved the problem 0.75657
5 is liked by clients 0.84739
6 users are satisfied with implementation 0.79791
7 is accepted by intended clients 0.84647
8 improved process performance 0.72153
9 has a positive impact on those who use it 0.76371
10 improved performance outcomes 0.87361
The objective measures, duration of IT-related stop-
page, and actual schedule slippage were obtained from
the project manager during the initial phone interview.
Table 6 indicates that these objective measures highly
correlate with the user satisfaction dimension of project performance.
Analysis Strategy
We used regression analysis to reveal how strategy cou-
pling, design innovation, or their interaction were signifi- cant predictors of implementation success. To see if the
data were better represented by an interactive model, an F-test of the AR2 between additive and interactive models was conducted. If the increase in proportion of variability explained was significant and the overall model fit was
significant, we then assessed how the effect of strategy coupling depended on process innovation to interpret the interactive effect.
Results Table 7 provides the means and standard deviations for measures of the independent and dependent variables. An
examination of the data revealed one outlier, a project that experienced a 48-month IT-related delay and a 60- month slippage in scheduled completion. This was
dropped, leaving 42 cases for analysis.
The results of the regression analysis are provided in
Table 6 Correlation Matrix for Dependent Variables
IT-Related Schedule Client
Delay Slippage Satisfaction
IT-Related Delay 1.00
Schedule Slippage 0.82 1.00
Client Satisfaction -0.58 - 0.53 1.00
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
Table 7' Means and Standard Deviations
Variable Mean S. D.
Strategy Coupling 0.04 0.98
Innovation -0.02 1.01
Satisfaction 51.45 11.00
IT-Related Delay 6.70 5.13
Schedule Slippage 9.73 9.03
Table 8. Including the interaction term significantly im-
proved model fit for each dependent variable: client per-
ceptions of satisfaction, reported IT delays, and calcu-
lated schedule slippage. Power analysis (see Appendix B)
indicates a relatively high probability that the data would
indicate significant effects if they were present. Figures
2, 3, and 4 graph the direction and magnitude of the ef-
Table 8 Regression Results
Dependent Client Actual Schedule
Variables Satisfaction IT Delay Slippage
Additive Model
Strategy Coupling 3.19* - 0.92 - 1.67
Innovation 1.88 - 0.69 - 0.68
R 2 0.11 0.05 0.04
Interactive Model
Strategy Coupling 2.43 - 0.50 -1.12
Innovation 1.96 - 0.73 0.62
Coupling x Innov. 4.00*** - 2.26*** - 2.88**
R2 0.25 0.25 0.14
AR2 0.14 0.20 0.11 F test 7.01 10.31*** 4.73**
Power at = 0.01 65.73 65.73 29.23
Power at aL = 0.05 85.64 85.64 54.00
Critical F value (0.05, 1, 38) = 4.01
***p < 0.01, **p < 0.05, *p < 0.10
Figure 2 Interaction Effect of Strategy Coupling and Process
Innovation on IT-Related Delays
14.00 - 12.00 -
10.00 - . ------ Loose coupling
s:6.00 - .-- ~- ---I\bderate
co 4.00-.' coupling 2.00 ~~~~~~~~~~~~~~~~~Tight
0 . 00 coupling
-2.00
-4.00
Irnitation Process Innovation hIvention
Note: Figures 2-4 graphs based on minimum, median, and maximum
factor scores.
Figure 3 Interaction Effect of Strategy Coupling and Process
Innovation on Schedule Slippage
25.00
20.00 ....... - Loose
15.00 - coupling 10 - _ -lbderate
1000 coupling 5.00- .- - Tqht
0.00 - coupling
-5.00
hlitation Process Innovation Invention
Figure 4 Interaction Effect of Strategy Coupling and Process
Innovation on Client Satisfaction as Perceived by
Process Users
70.00 -
@ 60.00 j3 50.00- _______ coupling 40.00- - - -- Moderate X 30.00- coupling
i 20.00- - Tight coupling
i 10.00
0.00
Imitation Invention
Process Innovation
fects of loose, moderate, and tightly coupled strategies
across levels of process innovation. Moderate levels of coupling demonstrated little variance in performance across innovation levels, while tight and loose coupling
varied significantly and in opposite directions. At high levels of uncertainty, tight coupling improved perfor- mance; at low levels of uncertainty, loose coupling im-
proved performance. Contrary to our hypothesis, project
performance was maximized when process inventions were guided by tightly coupled strategies and process im- itations were guided by loosely coupled strategies. Hy-
potheses 1 and 2, as stated, must be rejected.
Discussion While both research hypotheses were rejected, these find- ings still support our central theme: project performance
can be enhanced through strategy coupling, which in turn is contingent upon the nature of innovation being imple- mented. An interaction effect between strategy coupling
and process innovation, though contrary in direction to that hypothesized, was confirmed. Why was this contrary finding observed?
When implementing a process invention, higher levels of project performance were detected with tightly coupled
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
redesign and IT strategies. While such an observation is
contrary to that hypothesized here, it is consistent with views expressed by others (e.g., Zaltman et al. 1973, Tornatzky and Klein 1982): specifying predefined poli-
cies and programs derived from tightly coupled strategies significantly improves work performance under uncertain
conditions. The projects we studied indicate that compre- hensive planning reduces technology-related uncertainty through the extensive coordination of IT capabilities with process redesign needs. While loosely coupled strategies allow flexible planning and execution, they may fail to identify requisite IT resources. Consequently, the timely acquisition or development of those resources is delayed. Comparing projects in our sample population using dif- ferent levels of strategy coupling illustrates the impor- tance of reducing uncertainty during the planning of pro-
cess inventions.
Memorial Hospital launched a $6 million redesign project to decentralize patient services, increase patient contact, and reduce coordination costs. A cross-functional project team, including information systems personnel, planned a process design in which each nursing unit was equipped with medical and technological resources pre- viously dispatched from central supply. This process in- vention radically departed from the industry norm for re- source deployment. Guided by tightly coupled redesign and IT strategies, the project team recognized that the
change in work patterns would require changed docu- mentation and information retrieval. After a thorough as- sessment of IT capabilities and trends, bedside terminals were installed in each patient room to streamline charting, coordinate clinical order/entry, and disseminate test re-
sults on a timely basis. Given this move from a central-
ized to a decentralized pattern, the project experienced a six month IT-related delay while software was developed
to integrate the functional areas. However, the well- reasoned, preemptory IT investments enabled the project to come in on time, near cost, with a high level of client satisfaction.
By contrast, a process invention undertaken by a re- gional group of health service providers, GroupHealth, failed. They wanted an integrated delivery system offer- ing a full range (inpatient and outpatient) of services. Prior to redesign, physicians, hospitals, and clinics acted autonomously in providing care. Upon consolidation, re- dundant services were dropped, and facilities were as-
signed mutually exclusive areas of specialization. Rede- sign and IT strategies were loosely coupled as a tactic to obtain buy-in from physicians and to minimize service disruption. IT investments were made as project needs became known. GroupHealth did not anticipate the extent
to which radical changes in work design would necessi-
tate radical change in IT design. While the nature of out- patient services was understood, the nature of the IT re-
quirements. to coordinate interorganizational operations was not. IT standards were developed centrally by the IS department to guide local IT decisions, but the inconsis- tency between inpatient and outpatient information re- quirements resulted in incompatible databases and an in- ability to integrate legacy systems. This lack of an overarching IT vision resulted in a two-year delay for the necessary IT support-pushing project completion back nearly four years and doubling the project's cost, while alienating service providers and patients.
These contrary outcomes demonstrate the importance
of uncertainty reduction, particularly technology-related uncertainty, before implementing a process invention. In- novative IT-enabled redesign projects often require major overhauls of an organization's IT infrastructure. Just as
important, these new infrastructures themselves represent organizational innovations. Thus, process inventions in- volve simultaneous innovation efforts in two tightly cou-
pled domains. If problems arise in one domain, they are likely to perturb actions in the other. Thus, it does make pragmatic sense that tightly coupled IT and redesign strat- egies are associated with higher project performance for process inventions.
Why was our initial reasoning flawed? We misapplied a theoretical argument for coping with environmental change rather than recognizing the deep, interwoven bonds that exist between an organization's IT infrastruc- ture and its IT-enabled work processes. In keeping with
the preponderance of research on organizational adapta- tion (e.g., Chandler 1962, Lawrence and Lorsch 1967, Hrebiniak and Joyce 1984), we expected performance
problems to be resolved by aligning subunit strategies and structures with environmental conditions. Although ef-
forts to adapt an organization' s IT infrastructure do intro- duce technological uncertainties driven largely by exter-
nal forces (e.g., vendor capabilities, rapid technological change, dynamic markets, etc.), it is the planning for and handling of internal structural issues that often dictates whether an IT-enabled redesign project is successful.
Whether they are focused on technical infrastructures or business platforms, IT-enabled changes often require new competencies and the integration of evolving technolo- gies. The tight coupling of IT and work process strategies with process inventions means that internal technological discontinuities surface early in a project's life cycle. As a result, project decision making is based on more com-
plete information; design and/or implementation adjust- ments can be made where necessary.
However, loosely coupled redesign and IT strategies
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
were observed to improve the performance of process im- itations, where less technology-related uncertainty is likely to exist. Why was this observed? One explanation
is that the search for process imitations implicitly (or, in
some cases, explicitly) constrains the search-space to pro- cess designs that fit reasonably well with an existing IT
infrastructure. If anomalies arise, they are likely to be
minor and resolvable by investing in IT as the project unfolds. As the next description illustrates, loosely cou- pled work process and IT strategies are associated with
high project performance in process imitations because
redesign directions will not be encumbered by existing
(or absent) IT infrastructure components.
A project to redesign patient services was budgeted at
$1 million over a five-year period. It involved moving from a functional approach (i.e., lab, radiology, respira- tory therapy, etc., all operating autonomously) to a team
approach (already in place at a number of hospitals). Un- der the functional approach, care was fragmented and the same information was gathered at multiple points of care.
Under the redesigned system, an interdisciplinary team was assigned to a patient and a comprehensive interview was conducted at initial contact, generating a patient pro- file that followed the patient through the system. Initially, the absence of standardized forms and data collection
procedures hampered information dissemination. To re-
solve these difficulties, process flows were altered, which in turn mandated additional access nodes and network
adjustments. IT policies and work unit procedure manuals
had to be rewritten to provide a flexible team approach.
Since much of the technology-related uncertainty had been removed by adopting a known process design re- quiring a mostly compatible IT infrastructure, the project came in on time, was close to budget, and increased the efficiency and effectiveness of service delivery.
These findings also suggest that the degree to which
strategies should be coupled may change as a project un- folds. Tightly coupled strategies are most beneficial when uncertainty reduction dominates: typically when process inventions are being thought out. In developing a novel
process, "coordination by plan" provides the vision,
goals, and initial "blueprint" needed to guide implemen- tation. However, when actually implementing a process imitation, the vision, goals, and process design have usu-
ally already been established by the inventing organiza- tion. Thus, incremental adjustments may prove more ap- propriate in refining the task-technology fit during implementation.
An apt example involves the transfer of an IT solution
across industry boundaries. Applicability of the "blue- print" in a new environment initially resembles a process invention for the adopting organization. By leveraging IT
in a novel manner, the imitator, in effect, is the industry' s
first mover. Under these circumstances, redesign and IT
strategies initially need tight coupling to envision the de-
ployment of IT in a new manner. Once the "blueprint"
has been melded onto the new work context and
technology-related uncertainty has been sufficiently re-
duced, strategy coordination can be relaxed. A fourth pro-
ject from our study illustrates this point. A $72 million redesign project, telemedicine, replaced the traditional
practice of transporting rural patients to a regional medi-
cal center for diagnostic evaluation and treatment with a
form of interactive consulting first introduced in corpo-
rate boardrooms two decades ago. Guided by tightly cou-
pled redesign and IT strategies, the beta sites were
equipped with state-of-the-art digital equipment to permit
remote examination. As the project moved from concept
to implementation, strategy coupling became looser to
provide the flexibility needed for minor incremental ad-
justments to the technology and work practices. Although
these iterative adjustments delayed rollout by three
months, user satisfaction was high and the overall project
budget was met.
Once an appropriate technical infrastructure is in place
and adopting units understand what is to be done, work
process implementation becomes primary. The focus
shifts from identifying the desired ends to invoking the
necessary means. Uncertainty reduction in implementa-
tion is best managed through "coordination by feedback" or loose coupling, which facilitates mutual adjustment of
organizational subunits in response to unexpected cir- cumstances. This improvisation allows subunits to inte- grate newly acquired information into the design solution.
Such flexibility in resource deployment is difficult once substantial, targeted resource commitments have oc-
curred.
Limitations and Future Research This study's primary limitation is a lack of generaliza-
bility: we confined our investigation to process redesign projects in health care. Although the projects were di- verse, industry factors such as regulatory requirements and accreditation guidelines may have mandated or re-
stricted the types of projects implemented; Generaliza- bility may have been further compromised because of
convenience sampling and the exclusion of "in-progress" redesign projects. In particular, in-progress projects may
provide insights into the dynamic aspects of strategy cou-
pling. Examples of important research questions that bear
upon these dynamic aspects include the following: As a redesign project progresses and uncertainty is reduced, do project teams relax the degree to which strategies are
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
tightly coupled, relying more on coordination by feed-
back? How are such decisions made? To what extent is
inappropriate strategy coupling responsible for project
abandonment?
Other research design limitations also exist. The small
sample size limited our ability to use control variables,
such as project scope and design team redesign experi-
ence, to partition out influential effects that might be ap-
plicable to other projects. In addition, hindsight bias may
have been present as respondents were asked to recall the
details of strategy formulation and project implementa-
tion. We tried to minimize such bias by asking project
managers to describe a redesign project implemented
within the past two years.
Although the measures for strategy coupling and pro-
cess innovation appear psychometrically sound, addi-
tional refinement is certainly desirable. In particular,
items measuring the degree to which IT and business
strategies are internally consistent, and incorporating so- cial indicators of coordination (e.g., those discussed by Homer-Reich and Benbasat 1996) would more fully rep-
resent the strategy coupling construct.
Conclusion While a variety of scientifically acceptable methods exist for measuring and making inferences about change pro-
jects and their consequences (e.g., Cleland and King 1988, Kerzner 1992), the a priori selection of specific
approaches for IT-enabled process redesign has been elu-
sive. Our results strongly suggest an appropriate match
between strategy coupling and project uncertainty is criti- cal to such selection decisions. Effective planning ap-
proaches recognize that the important sources of project
uncertainty are likely to arise from internal structural ten-
sions, not external conditions. The manner in which such tensions are revealed and resolved is a pivotal factor in redesign success.
With process inventions, a project's work process and IT strategies are best coordinated in advance. Tightly cou-
pled work process and IT strategies reduce project un-
certainties when developing a radically new work system
by establishing the initial "blueprint" of the desired de-
sign. This vision forms the basis for identifying gaps be-
tween IT needs and infrastructure capabilities, leaving
room for infrastructure improvements before substantial
progress has occurred in tightly defining the new work
process. Once this vision is established, loosely coupled
redesign and IT strategies provide the flexibility needed for process change.
With process imitations, a redesign project's vision is
the "adopted" work system. Usually, substantial gaps be-
tween the organization's IT infrastructure and the IT re-
quirements of the adopted work system would be recog-
nized and dealt with before planners develop and
implement the new work system. As a result, loosely cou-
pled redesign and IT strategies provide the needed flexi-
bility for process change.
To coordinate IT-enabled change, the redesign project
team must understand the context in which IT resources
are being deployed. Given an articulated and well-
conceived vision of deployment, loosely coupled rede- sign and IT strategies give the project team room to re-
solve disturbances before they escalate into IT-related deficiencies. Without such a vision, the redesign project
team might opt for process-related design decisions
which require IT functionality beyond the capability of the existing IT infrastructure-jeopardizing project per-
formance.
Appendix A Interview Guide and Survey Instruments
Phone Interview with the Project Manager
What is the most recent redesign project you've implemented (project
name)?
What were the project's goals?
Describe the process before the redesign project was implemented.
Describe the new redesigned process.
Why is this classified as a "process redesign project"?
Prior to implementing the new process design, was the old process:
Relatively new: In a state of flux, without formal or well defined
tasks and flows.
Segmented: Tasks and flows were well defined but occasionally
modified, some manual, some automated, some outsourced.
Well institutionalized: Formal, well-defined tasks and flows that
have not been altered in the past year.
What is the size or capacity of this process (number of units pro-
cessed, customers served, etc.)?
Per time frame?
What proportion of the firm's total capacity was impacted by this
project?
What proportion of the firm's work force was impacted by this pro-
ject?
What proportion of the firm's customers were affected by this pro-
ject?
To what extent do the activities embedded in the redesigned process
require customer participation in the process (front office vs. back of-
fice activities)?
What is the project's scope:
* isolated to a functional area ... which one?
* spans across functional areas
* involves several organizational processes
* spans across regional offices
* spans across divisions
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Couipling IT
* involves several companies
* spans across international boundaries
Project Delay Information
When did this project start?
What was the initial scheduled completion date?
What was the actual completion date?
How many significant delays were experienced in implementing the
project and what were the primary causes of delay?
What was the most critical delay experienced?
How long did this delay the project?
Was this delay anticipated? (why or why not)
How was the acquisition or processing of information a problem?
Organizational Context Questions
What was the budget for this project?
What was the impetus for the project?
Does the organization's culture (attitudes, policies, cooperative
spirit, top management support) promote or support change such as the
redesign project? How so?
How was the project resisted by employees?
To what extent were the managers responsible for other functional
areas or processes resistant to the redesign project?
In your opinion, were the rewards and incentives offered appropriate
and sufficient to motivate the employees implementing the project to
engage in new or modified activities?
Who was the person that served as the driving force in executing
and implementing the redesigned process?
To implement and execute the redesign process what kind of train-
ing was required and for whom?
Project Team Questions
What is your educational background?
Do you have prior experience with redesign projects?
Are there any special skills brought to the project?
How many people were on the project team and what are their back-
grounds?
How many had prior experience in implementing redesign projects?
I would also like to ask the IT manager and an employee that per-
forms various tasks in the new process to complete a brief question-
naire. Who would you suggest?
Survey Instruments
Strategy Coupling Items*
A. IT strategy supports the redesign project's strategy.
B. An assessment was made of relevant IT trends prior to imple-
menting the redesign project.
C. The information and IT needs of the redesign project were con-
sidered when formulating the IT plan.
D. The company has an IT strategic plan.
E. Business unit managers are involved in IT planning.
F. An assessment of IT strengths and limitations was utilized by
the redesign planners.
*measured on a 7-point Likert scale, 1 = strongly disagree, 4 =
neutral, 7 = strongly agree
Process Innovation Items*
G. The redesigned process is unique to this company; no one else
is using it.
H. The process redesign chosen was a defacto industry standard.
I. This design was adopted because of its proven usefulness in the
industry.
J. The redesigned process was a major departure from previous
operations.
K. The redesigned process is similar to process designs used in
other areas of the company.
(Note: Items G, I, and K were coded in reverse)
Project Performance Items*
1. The redesigned process which has been implemented, works
well.
2. The redesigned process is used by its intended clients.
3. The redesigned process has directly benefited or will benefit the
intended users through increasing efficiency or effectiveness.
4. Given the problem for which it was developed, the redesigned
process seems to do the best job of solving the problem.
5. Important clients, directly affected by the process, like the new
design.
6. I am satisfied with the way in which the redesigned process was
implemented.
7. The redesigned process has been accepted by its intended users.
8. The redesigned process improved process performance.
9. The redesigned process had a positive impact on those who use
it.
10. Outcomes of the redesigned process represent a definite im-
provement in performance over the old business process.
Appendix B Power Analysis for Multiple Regression Models
To ascertain the probability that our regression models yielded statis-
tically significant results, we conducted several power analyses. Power
value calculations were based on the following parameters:
n = sample size.
u = degrees of freedom numerator (number of independent variables).
v = n - u - 1, degrees of freedom denominator.
Ry 4b represents squared multiple correlation between a set of indepen-
dent variables and the dependent variable of interest.
f2 = (R )2(1 - R4b), effect size represents proportion of variance in the dependent variable (y) explained by the set of independent variables
(b).
X = f2(u + v + 1), noncentrality parameter.
Sample parameters and power estimates associated with each depen-
dent variable are summarized below:
Client IT Schedule
Parameter Satisfaction Delay Slippage
n 42 42 42
u 3 3 3
v 38 38 38
R2 0.25 0.25 0.14
0.33 0.33 0.16
X 13.86 13.86 6.72
Power at cx= 0.01 65.73 65.73 29.23
Power at c = 0.05 85.64 85.64 54.00
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VICTORIA L. MITCHELL AND ROBERT W. ZMUD The Effects of Coupling IT
Power values were found for a particular A and v, where v fell be-
tween the lower and upper values (VL = 20 and vu = 60) given in the multiple regression power tables provided by Cohen (1988). These
tables were used to obtain upper and lower power values, Poweru and
PowerL, for A at VL and vu, for each level of significance (0.01 and 0.05). Using our sample data, we calculated i, v, u, and a and used the
following formula for linear interpolation of the power values:
Power = PowerL + (1/VL - 11V)I
(1IVL - 1Ivu)(POweru - PowerL)-
Power calculation for Client Satisfaction and IT Delay where a = 0.01
and A = 13.86:
Power = 57 + {(1/20 - 1/38)/(1/20 - 1/60)1(69 - 57)
= 57 + {0.727} (12) = 65.73.
Power calculation for Schedule Slippage where a = 0.01 and
X = 6; 20 + (.727) (25 - 20) = 23.64;
= 8; 29 + (0.727) (37 - 29) = 34.82;
rounding 6.72 up to 7 and interpolating,
= 7; power = (23.64 + 34.82)/2 = 29.23.
Power value calculation for Client Satisfaction and IT Delay where a
=0.05 and A = 13.86:
Power = 82 + {(1/20 - 1/38)/(1/20 - 1/60)1 (87 - 82)
= 82 + {0.727} (5) = 85.64.
Power calculation for Schedule Slippage where a = 0.05 and
X = 6; power = 44 + (0.727) (49 - 44) = 47.64;
X = 8; power = 56 + (0.727) (62 - 56) = 60.36;
rounding X = 6.72 up to 7 and interpolating,
X = 7; power = (47.34 + 60.36)/2 = 54.00.
Considering the large effect size for two of the interactive regression
models, the average statistical power at a = 0.01 is about 0.66. Con-
sequently, the regression models have a two-thirds chance of detecting
the coupling/innovation interaction effect on client satisfaction and IT
delay. At a = 0.05, the chance of detecting a medium effect on sched-
ule slippage due to this interaction increases from less than one-third
to about one-half.
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- Contents
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- Issue Table of Contents
- Organization Science, Vol. 10, No. 4, Jul. - Aug., 1999
- Front Matter
- Bridging Epistemologies: The Generative Dance between Organizational Knowledge and Organizational Knowing [pp. 381 - 400]
- The Global Configuration of a Speculative Trading Operation: An Empirical Study of Foreign Exchange Trading [pp. 401 - 423]
- The Effects of Coupling IT and Work Process Strategies in Redesign Projects [pp. 424 - 438]
- Strategic Flexibility in Information Technology Alliances: The Influence of Transaction Cost Economics and Social Exchange Theory [pp. 439 - 459]
- Buyer-Supplier Relations in Industrial Markets: When Do Buyers Risk Making Idiosyncratic Investments? [pp. 460 - 481]
- On the Edge: Heeding the Warnings of Unusual Events [pp. 482 - 499]
- Telecommuting: Justice and Control in the Virtual Organization [pp. 500 - 513]
- Erratum: Organizational Culture as a Complex System: Balance and Information in Models of Influence and Selection [pp. 514 - 515]
- Back Matter [pp. 516 - 517]
Research_Papers/309.pdf
ANUL LII 2007
S T U D I A UNIVERSITATIS BABEŞ-BOLYAI
STUDIA EUROPAEA 2
EDITORIAL OFFICE: Republicii no. 24, 400015 Cluj-Napoca ♦ Phone 0264-40.53.52
SUMAR – CONTENTS – SOMMAIRE – INHALT This special issue of Studia Europaea gathers the first group of the most relevant of the proceedings of the International Conference on “The New Frontiers of Europe. International, Inter-ethnic and Inter-confessional Relations in Central and Eastern Europe”, organized by the Faculty of European Studies (Babeş-Bolyai University) in Cluj (April 2006). The next issue of Studia Europaea (No. 3/2007) will gather the second group of papers presented within this international conference. P O L I T I C A L S C I E N C E A N D I N T E R N A T I O N A L
R E L A T I O N S
MICHAEL SHAFIR Constantin Dobrogeanu-Gherea: Wrong Time, Wrong Face, Wrong Place........5
ATTILA PÓK Remapping the Mind: East and West in Post – Communist Eastern and Central Europe...........................................................................................................49
ZOLTÁN I. BÚZÁS Constructing a Better Democratic Peace Theory...................................................63
RUXANDRA IVAN Patterns of Cooperation and Conflict: Romanian-Ukrainian Bilateral Relations, 1992-2006 ..................................................................................................99
ANNA CZYZ What is the Future of the Visegrad Group as an Example of Regional Cooperation ...........................................................................................................131
E U R O P E A N U N I O N A N D E U R O P E A N
I N T E G R A T I O N
JONATHAN MENDILOW European Identity in the Age of the Internet: A Tocquevillian Perspective ...145
FRANK DELMARTINO AND VALÉRIE PATTYN The Constitutional Debate in the European Union. A Quest for a New Paradigm ..................................................................................................................167
KATHARINA NIEMEYER AND VALENTINA PRICOPIE New and Old Frontiers of Europe – Rhetoric of Emotion in the Media ..........193 E U R O P E A N E C O N O M Y A N D I N F O R M A T I O N
S O C I E T Y
VALENTIN COJANU The Case for Competitive Areas of Integration: A Literature Review.............213
ALINA ANDREICA IT Strategies in Increasing Business Competitiveness........................................235
MONICA IOANA POP SILAGHI Exports and Growth in Romania – A Causal Relation? .....................................245
B O O K R E V I E W
MARINA PISICA Dominique Schnapper, Qu’est-ce que l’intégration ? Gallimard 2007, 240 pages .........................................................................................................................263
EMILIE CHAPULLIOT Julien Benda, Discours à la nation européenne, Gallimard, 1933. .........................267
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
CONSTANTIN DOBROGEANU-GHEREA: WRONG TIME, WRONG FACE, WRONG PLACE1
Michael Shafir*
Abstract Constantin Dobrogeanu-Gherea might have become an internationally famous socialist thinker and/or one of the founding fathers of the sociology of knowledge. He became neither, and this was largely due to his having settled in a country where socialism was regarded as a “foreign plant” and where his Jewish origins were a serious hindrance, of which he was keenly aware. Advocating assimilation, Gherea was not a Zionist. Advocating gradual socio-economic development, he was suspicious of Leninist voluntarism. There is a striking resemblance between Gherea and “young Karl Marx”, to whose writings he is unlikely to have had access. His perceptions of the role intellectuals play in society place him along such later figures as Antonio Gramsci, Karl Mannheim or Roberto Michels.
In May 1990, some six months after the toppling of the Communist regime in Romania, I paid a first visit to Bucharest, the town where I was born. In the twenty-nine years that had passed since I had emigrated from the country, a lot had certainly changed, and as far as I could tell, nothing had changed for the better. The city had doubled in size, and I would have been certainly lost in any of the new typical communist neighborhoods that had sprung up like mushrooms after rain and, just like them, looked exactly the same: some larger, some smaller, and all full of mud. The city- center, on the other hand, looked quite familiar, but triggered in me a strange, oneiric feeling: I knew I had been there before, but faces were different; I understood the language people were using, yet pronunciation
1 This article uses, amends and updates Shafir, 1984b, 1985a, and 1985b. * Michael Shafir is a PhD Professor of International Relations and Political Science at the Babes-Bolyai University, Faculty of European Studies
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seemed to have changed and linguistic violence somehow lingered in the air. The buildings around the seat of the Central Committee of the former Romanian Communist Party (PCR) were bearing the scars of the still- unclarified events that followed the flight from the Central Committee roof of communist dictator Nicolae Ceauşescu, executed after a sham-trial on 25 December 1989, three-days after his ignoble departure. The shooting had been attributed to “terrorists” faithful to the former PCR leader, but, strangely enough, the Central Committee building, where the new leadership had gathered, was nearly untouched. Right across, at the corner of what was now called Revolution Square and the Dem I. Dobrescu street, laid one of the most affected buildings. I was told the building used to serve as a Securitate (communist secret police) citadel for Ceauşescu personal guard. The street’s name had been recently altered, and it now bore the name of a former Bucharest mayor. When the events that brought about Ceauşescu dismissal were taking place, the street used to be called Oneşti. The word has a double meaning: on one hand, it designates a town in eastern Romania; on the other hand, it also means “the honest ones.”
The reader is probably wondering by now what could possibly be the connection between this article’s title and its author’s autobiographical and geographical reminiscences. It is time to clarify this point: on Dobrescu street, at that time, was the main office of the historical Social Democratic Party of Romania (PSDR). I was heading at the time I fist came into contact with these geographical marks to interview Constantin Avramescu, first PSDR deputy chairman (I was then working on an article on Romania’s post-communist political parties). Both the PSDR and Avramescu are since dead. The latter of age, the former of impotence, leading to its being swallowed up by for the second time in history by a much larger political “fish.” Whereas in 1948 the PSDR was forced to merge with the PCR (at that time called Romanian Workers’ Party [PMR]), on 15 June 2001 the PSDR was merged into the main leftist political formation, the Party of Social Democracy in Romania (Stoica, 2004, p. 87), a chief-inheritor of the PCR’s outlook, wealth and personnel. But unlike in 1948, when the PSDR had been deprived of its name, in 2001 it was “merely” deprived of its identity: instead of joining the larger “sister-party” under a new name as in 1948, in 2001 it was the “sister-party” that took up the denomination of the PSDR. Times had certainly changed: in 1948, Romania was embracing the Stalinist Soviet model, in 2001 it was “chic” to pose as a western
Constantin Dobrogeanu-Gerea : Wrong Time, Wrong Face, Wrong Place
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democracy. Or had they? In the interior courtyard of the reborn PSDR headquarters in Bucharest I passed by a bust of a bald, goateed gentleman. I asked Avramescu whom did the bust represent, “Oh, he replied, it is Dobrogeanu-Gherea. We saved it from destruction. Many people believed it represented Lenin and wanted to smash it.”
While Gherea’s physical traits might have reminded one of Lenin, the resemblance certainly stopped there. The posthumous socialist thinker’s fate is to a great extent a repetition of the story of his life. He was, and continues to be, the wrong person, at the wrong time, in the wrong place, as a famous Ella Fitzgerald tune would have described him. Who was Constantin Dobrogeanu-Gherea? Why were his person, work and legacy subjected to so many ordeals and misinterpretations, and why do they continue to be so are among the main questions that this article attempts to clarify. To do so, it first briefly reviews some biographical details and it raises the question of the importance for Gherea of his Jewish roots. Second, it reviews the isolation of Dobrogeanu-Gherea as reflected in his approach to literary criticism and the political premises of his literary production, while at the same time pointing out that this isolation was by no means a matter of simplistic anti-Semitism among his ideational opponents. Finally, the article reviews the pioneering contributions of Gherea to the sociology of knowledge, which remain to this day practically unknown. A Jew and a Country in Search of Identity
Born as Solomon Katz in the Ukrainian village of Slavinka (Ekaterionoslavsk district) in 1855, Gherea first set foot in Romania when he was twenty years of age. By that time, he was on the run from the Czarist secret police, the okhrana. Already during his high-school times in Kharkov, he had become involved in the narodnik movement. In 1875, when he first arrived in what was to become his country of adoption Gherea was totally unfamiliar with the country’s language, culture or traditions. Yet he would eventually become the head of a school of literary criticism, produce one of the most incisive analyses of the country’s social and historical evolution, and even earn a decoration for cultural merits from the
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authorities, which he refused to accept as a matter of principle.2 He did not intend in 1875 to settle down in what were still called the Romanian Principalities. Gherea traveled on to Switzerland, but was entrusted by the movement in which he was active with smuggling revolutionary literature into neighboring Russia and had to soon return. The 1877-8 Russian- Turkish war marked a traumatic experience, for the okhrana’s “long arm,” now present in the principalities alongside Czarist troops, finally reached him. Although he then carried a false American passport under the name of Robert Jinks, the Czarist secret police abducted him and Solomon Katz landed in the notorious Petropavlovsk fortress, being later banished to Menzen, on the shores of the White Sea. One year later, he managed to escape via Norway, London, Paris and Vienna, and by September 1879 he was back to Romania.3 His wife, Sonia, was at that time expecting their second child, Alexandru (Sasha) (Ornea, 1982, p. 142). It is very probable that Solomon Katz’s encounter with Sonia Parchevska, the sixteen-years-old daughter of a Jewish-Polish refugee but a Romanian citizen by birth, greatly influenced his decision to make Romania his adopted home-country, as witnessed by the petition addressed by Sonia to the local authorities following his abduction, in which the core argument was based on her citizenship (Dobrogeanu-Gherea, 1972, pp. 339-40). The petition apparently had some effect, for when the Norwegian authorities inquired about the identity of their unexpected guest”, the authorities’ reply was sympathetic (Ornea, 1982, pp. 141-2). In view of these personal experiences, it is hardly surprising that Gherea turned into a bitter foe of “Europe’s gendarme,” as Karl Marx and many others called Russia.4 Indeed, when in 1916 Romania once more found herself allied with Russia,
2 Cf, his interview on the occasion in Dobrogeanu-Gherea, 1976-83, Vol. III, p. 513. 3 Gherea described this experience in an article first published in 1907, as well as in letters addressed to poet Dimitrie Anghel, as well as in letters addressed to his daughter and son- in-law, Ştefania and Paul Zarifopol. Cf. “Amintiri din trecutul îndepărtat” in Dobrogeanu- Gherea, 1956, Vol. II, pp. 388-400 and Dobrogeanu-Gherea, 1972, pp.3-4, 109. 4 Cf. his articles “Politica externă” in Gherea, 1976-83, Vol. II (pp. 396-409), “Un semn bun,” Vol. III, pp. 90-4, “Asupra socialismului în ţările înapoiate,” Vol. V, pp. 43-75, “Conflictul româno-bulgar,” ibid., pp.83-118, “Social-democraţia şi epoca cadrilateră,” ibid, pp.119-158, “Despre oligarhia română,” ibid., pp. 176-231, “Război sau neutralitate,” ibid., pp. 237-76 and Neoiobăgia: Opere complete, ibid. Vol. IV, pp. 40-2.
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Gherea thought it wiser to leave the country temporarily, for, as he put it in a letter in 1909, by then he had learned that an involuntary visit to Russia was easy enough, but the return home was a lot more difficult (Dobrogeanu-Gherea, 1972, p. 4). Indeed, other refugees from Russia, such as Dr. Nicolae Russel (Nicolae K. Sudzilovski)5 or Dr. Nicolae Zubcu Codreanu6 shared the same sentiment and apprehensions (Shafir, 1984b, p. 298). Foremost among these was Constantin Stere, who shared with Gherea a narodnicist past and enforced banishment in Russia, but unlike him, would travel ideologically to other shades of the Romanian political spectrum. Stere went as far as to oppose Romania’s entry into the Great War on the side of the Entente, advocating instead an alliance with Germany, as he believed Russia was, and would for ever remain, Romania’s arch-enemy (Ornea, 1989, pp. 21-129, 1991, pp. 7-138). The outbreak of the 1917 revolution and the victory of the Bolsheviks produced no radical change in Gherea’s attitude towards Russia. Unlike his Bulgarian-born friend and disciple Christian Rakovski—who in 1913 had condemned the Romanian bourgeois oligarchy for having “remained impassive before the annexation of Bessarabia” by Russia, but who, six years later, as a Bolshevik official, would deliver an ultimatum to Romania demanding the evacuation of Bessarabia and Bukovina, and plan the
5 Russel’s life could easily make the subject of a Hollywood motion picture. Expelled from Romania in 1881, he settled down in Sofia as a general practitioner. He later emigrated to France, from whence he proceeded to the United States. By 1891, carrying now the name of Kauka Luchini, he was in Hawaii, where he became president of the Senate in a rebel-led armed insurrection. Following defeat, Sudzilovski-Russel-Luchini was once more on the run, and after a short spell during which he became the owner of a large sugar-plantation in a Pacific island, this unrepentant rebel arrived in Japan, where he became engaged in revolutionary propaganda among Russian prisoners of war. He met his death in China in 1930, at the age of 83, not before having re-married a Japanese of noble birth. Cf. Ornea, 1982, pp. 208-209 n. On Russel see also Petrescu, 1944, pp. 53-5, 63-9, 71, 177, 200, 343-4 and Hitchins, 1994, pp. 128-9. 6 No kin of Romania’s Iron Guard leader, Corneliu Zelea Codreanu. Cf. on him Ornea, 1982, pp. 27, 85, 87, 93-5, 97-101, 106-7, 110, 113, 115-7, 120-23, 125-7, 131,133, 180-8, 194,197,206, 384, as well as Petrescu, pp. 52-4, 67, 71, 343-4 and Hitchins, pp. 128-9.
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country’s invasion for joining-up with Béla Kún’s forces7—Gherea ventured no sign of changed national loyalties. The difference most likely stemmed from the two leaders’ opposite orientation on the side of the emerging socialist barricade. Having evolved from vaguely Bakuninist positions to Marxism, Gherea was essentially a Plekhanovist. He always insisted on the indispensability of the bourgeois revolution and of industrialization as prerequisites of socialism. Rakovski, of course, was first a Leninist and then a Trotskyite, for which he would pay with his life under Stalinist rule. The same fate would await Sasha Dobrogeanu-Gherea, one of the founders of the RCP, who met his death in the Stalinist Gulag in 1938 (Tismăneanu, 2003, p. 283, n.71). Unlike either of them, Constantin Dobrogeanu-Gherea seemed to have a remarkable vision on what revolution would bring about in the absence of its prerequisites. Socialism, he wrote in November 1919, was not supposed to “organize starvation and a glistening poverty.” Shortly before his death in 1920, he warned—in a manner reminiscent of Marx’s Early Writings and of the Critique of the Gotha Program—that, should the endeavor be attempted before such evolution had been brought into fruitition, society might “develop regressively, towards medieval society, towards primitive communism.”8 It is not difficult, therefore, to understand why, upon coming to power, the then Soviet-orientated Romanian communist leadership castigated the “Menshevik” orientation of Gherea and of the early Romanian socialists (Gheorghiu-Dej, 1952, pp. 518-19). Although Gherea-the-literary-critic was used in the 1950s in juxtaposition to “bourgeois” literary criticism, Gherea- the-socialist-theoretician was denounced as late as 1961 (Gheorghiu-Dej, 1961, pp.426-27). It was only in late 1970s and early 1980s that the official PCR publishing house Editura Politică would release an 8-volume edition of Gherea’s complete works. By then, national communism required that Romania demonstrate that socialist thought had ample roots in the country’s tradition. But this, of course, was precisely what socialist thought
7 România muncitoare, 3 February 1913, as quoted in Clark, 1927, p. 185; Degras, 1983, pp. 155-7; Conte, 1975, Vol. I, pp. 240-243. On Rakovski cf. also Shafir, 1985a, pp. 9, 11, 14-21, 23, and Tismăneanu, 2003, pp. pp. 42-5, 50, 61-2, 74, 124. 8 Dobrogeanu-Gherea, 1976-83, “Dezorientare: Tot in chestiunea interviului meu” Vol. V, p. 326. Compare with Marx, 1963, p.153, as well as Marx, Engels, 1969, pp. 323-5.
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lacked in Romania. Rather than being an exemplification of the rule, Dobrogeanu-Gherea was an outstanding exception. These positions are all the more remarkable, as Gherea is unlikely to have had access to “young Marx’s” writings. As David McLellan notes, the essays published in 1844 in the Deutsch-Französische Jahrbücher “were long out of print and forgotten”, and the 1845-published Holy Family (on which the Romanian thinker could hypothetically draw) was such a rarity that Marx himself did not posses a copy till 1867 (McLellan, 1972, pp. 266, 269). It was not until 1927-32 that D. Rjazanov edited a complete edition of Marx’s Early Writings (a partial reprint was produced by Marx’s biographer Franz Mehring in 1902), and by then Gherea had been dead for several years. It is therefore natural to wonder whether the Romanian Marxist thinker did not make the wrong choice when the returned to Romania from Switzerland. He apparently chose the wrong place, at the wrong time. Had he stayed in the West, his name might have become widely known among socialist circles. It was not to be. As Gherea wrote shortly after the death of his friend, playwright Ion Luca Caragiale, “Poor and unfortunate are our small, underdeveloped countries, but poorer and more unfortunate the great men born there” (Dobrogeanu-Gherea, 1972, p. 419). Caragiale had moved to Berlin in 1904, having left Romania in disgust, but the words could stand as an epitaph on Gherea’s own grave. Just like Caragiale, who died in 1912, Gherea was still pondering in 1905-1906 whether to move to Germany (Ornea, 1982, pp. 408-10). One would, indeed, search in vain for even a single paragraph dedicated to Romania in Leszek Kolakowski’s seminal three-volume (1978) work on Marxism’s main currents. For Romanians, who were just beginning to forge their national identity and lacked a proletariat in the Western sense of the word, a doctrine preaching the withering away of the state had little chance of gaining popularity. When Gherea first came to Romania, the principalities had hardly been united for less than two decades and 9 The letter (addressed to V. G. Korolenko) refers to Russia and Romania as belonging to the same category.
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Transylvania was still part of the Austrian-Hungarian Empire. By the time of his death, the nation-building process was just in the throngs of birth. This meant that options other than those based on nationalism stood little chance (Livezeanu, 1995). The Romanian intellectual elite - unavoidably functioning as chief socializer into the new national identity—perceived socialism, as Gherea would put it, as an “imported exotic plant” (Dobrogeanu-Gherea, 1956, Vol. I, pp. 216-7; 1976-83, Vol. I, pp. 369-74, 386- 94, 404-7 and Vol. II, pp. 60-61). The émigré from Russia born as Solomon Katz was considered by many to be its chief prophet. The accusation was not without foundation, for, as Gherea confessed in a letter to Karl Kautsky in 1894, when he had “first arrived in Romania as a Russian refugee, not even the word ‘socialism’ was known” there (Dobrogeanu-Gherea, 1972, p. 35). After some time spent in the country in Gherea’s company, Pavel Axelrod had predicted that “not even the greatest optimist would dare entertain hopes that modern socialist ideas could take root” here (cited in Haupt, 1967, p. 31). Yet Gherea did not lack notoriety among international socialist personalities. He had met in person Engels, Axelrod, Georgi Plekhanov, Trotsky and Vera Zasulich, and regularly corresponded with others, among them Karl Kautsky. In vain did Gherea attempt to demonstrate that the accusations of “cosmopolitanism” or “rootlessness” were irrelevant, pointing out in one of his articles that their proponents belonged to the bourgeoisie, which “wears foreign suits, studies with foreign books…convalesces at foreign health- resorts and in exchange, exports…the national nutrition to the cosmopolitan market, while the national producer, the peasant, is starving (Dobrogeanu- Gherea, 1976-83, Vol. III, p. 41. Emphasis in original). In the absence of any real proletarian electorate, and both unable and unwilling to cope with the stigma of “rootlessness”, the handful of intellectuals who in 1893 had constituted the backbone of the Romanian Social-Democratic Workers’ Party (PSDMR) joined the National Liberal Party in 1899, in an act later to be known as the “treason of the Generous”. Significantly, this splinter group originally decided to change the party’s name into National Democratic and was opposing demands to extend suffrage rights to Jews (Institutul de Studiistorice, 1969, pp. 684, 689, 701-7). The rebirth of a socialist party in Romania had to await a decade.
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What chiefly made Gherea’s views unacceptable among the bulk of Romania’s intelligentsia and political class of his time were his views on the nation. The “family-nation”—a concept he attributed in 1886 to the Romanian Liberal revolutionaries of 1848— was in his eyes but a “sentimental ideological utopian fallacy” which “never existed, does not exists and never will exist” (Dobrogeanu-Gherea, 1976-83, Vol. II, p. 134). These differences were not only a matter of ideological options. They had immediate consequences for practical politics too, and particularly led to clashes concerning the most important issue of the times—the feasibility of a “Greater Romania” and its envisaged ethnic and geographical borders. Gherea opposed Romania’s entry into the Second Balkan War in 1913, seeing it as an imperialist reflection of the ruling oligarchy’s internal policies; instead, he supported the Rakovski plan for a Balkan federation, as a possible solution to the region’s border conflicts. In the wake of the war, Gherea condemned the incorporation of the “Cadrilater” into Romania, warning that the conflict with Bulgaria would only play in the hands of the Czarist and—at various stages and for a variety of reasons, all somehow connected with his anti-Russian views—advocated either neutrality or an alliance with Austria-Hungary against the “Eastern menace.” Although a supporter of the Romanian claims in Transylvania, once the hostilities of the First World War had broken out, he rebuked the voices calling for an immediate march on Transylvania, warning that, at worst, the Habsburg Empire’s designs on Romania could lead to a temporary loss of state independence, whereas an alliance with Russia would endanger Romanian nationhood. Although both the Russian and the Austrian-Hungarian empires were multinational, he wrote, Transylvanian Romanians had been capable of safeguarding national rights and a separate identity, whereas an eventual incorporation into the Czarist empire - as demonstrated by the 1878 Bessarabian, and by other precedents—would be followed by enforced Russification (Dobrogeanu-Gherea, 1976-83, Vol. V, pp.237-76). Once more, it is quite obvious why Romania’s Stalinist rulers of the late 1940s-early 1960s, subservient as they were to the “Great Friend from the East” could not possibly allow Gherea’s political writings to circulate. What is remarkable, however, is also Gherea’s anticipation of the difference social science would make later that century between the processes of “nation
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building” and “state building” and his warning that both processes could be “unbuilt”. Such stances led to an interpellation in Parliament, where deputy Gheorghe D. Dobrescu accused Gherea of lack of loyalty towards the host-nation (and of personal corruption as well), demanding the revocation of the citizenship he had acquired in 1890 (Ornea, 1982, p. 449). Though without further repercussions (after all, such foremost “genuine” Romanians as Titu Maiorescu and Stere had also advocated an alliance with the Central Powers), the incident was symptomatic. Already in 1888 he had been forced to request an audience with Maiorescu, at that time a minister in the Conservative government, fearing expulsion on grounds of socialist agitation. Remarkably, Maiorescu, who had been the target of Gherea’s attacks in polemics that would become a milestone in Romanian literary criticism, assured him that there was no intention to expel Gherea from the country (Ornea, 1982, p. 359). Yet the legal mechanism for such steps was not lacking: a “Law on the status of foreigners,” adopted in 1881 in the wake of socialist demonstrations commemorating the Paris Commune, had already been applied to Axelrod and Dr. Russel, and would be invoked against Rakovski in 1907 (Ornea, 1982, p. 207, Haupt and Marie, 1974, pp. 393-5, Conte, 1975, Vol. I, pp. 93-97). Furthermore, Gherea had grounds to fear that he might be expelled just because he was Jewish. His reputation as man of letters would not have stopped such intentions: In 1885, the authorities had expelled Moses Gaster, a reputed pioneer of comparative ethnography10, alongside a plethora of Jewish journalists. And while Gaster (like Gherea) was engaged in the struggle for the naturalization of Jews— though not as a socialist—other prominent Jewish intellectuals would soon follow suit despite of having opted for baptism. This, for instance, was the case of philologists Haiman Tiktin—the author of the first Romanian etymological dictionary— and Lazăr Şăineanu, winner of an important prize of the Romanian Academy of Sciences (Iancu, 1996, pp. 214-15, 277; Voicu, 2003, pp. 139-41). Against this background, it is all the more remarkable that though Gherea had polemized against Maiorescu’s views of aesthetics (vulgarly later presented by the communists as “Art for Art’s Sake”), he supported Gherea’s naturalization in the Chamber of Deputies 10 On Gaster cf. Eskenasy, 1998, Stanciu, 2003 and 2004.
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— to the dismay of its anti-Semitic opponents (Ornea, 1982, pp. 31-33, 338- 340). Incidents involving attempts to establish a connection between Gherea’s Jewish origins and his socialist outlooks repeatedly occurred during his lifetime. In one of the more ostentatious instances, poet Alexandru Vlahuţă, who once had been close to socialist circles, wrote in winter 1904 that he “found consolation” in the sentience which had enabled him to “abandon” the [socialist] ship in time, before she had sailed for the ocean’s wilderness, for the shore was still in sight and I could jump into the first life-saving boat.”11 In May that year, Vlahuţă distributed a ferociously anti-Semitic pamphlet directed against Gherea, with pornographic inscriptions in Yiddish added as ornament (Drimer, 1923, pp. 51-53). Gherea did not react. In fact, he seemed to be scared. Likewise, when in 1911 his Jewish socialist friend Emmanuel Socor attempted to enroll his expertise on behalf of the defense, in a libel suit brought before the courts by the “founding father” of modern Romanian anti-Semitism, A. C. Cuza, whose opus magnum Socor had revealed as crude plagiarism, Gherea did his utmost to eschew the assignment (Socor, 1911; Dobrogeanu-Gherea, 1972, pp. 83, 85, 13912). In his own literary work, Gherea occasionally made use of the Jewish stereotype, and at times such use also slid into other productions. It was crystal-clear to him, for example, that Jews were—and should be depicted as—cowards. In 1890, he found unsatisfactory a finale of a short story written by his friend I. L. Caragiale because, instead of being molested or killed, a Jew turns into a torturer of his would-be executioner. “It goes without saying,” he explained, “that all nations have their cowards, but surely nowhere is the sentiment as common as among Jews” (Dobrogeanu- Gherea, 1956, Vol. I, pp. 92-8). Nearly twenty years later, the European powers were reminding him of “the Jew in that anecdote who, finding himself at loss…provokes and threatens everyone, because he is so terribly
11 Cited by literary critic Horia Bratu in his notes to Dobrogeanu-Gherea, 1956, Vol. II, p. 469n. 12 Socor was eventually cleared of the libel. This was not the only instance in which Cuza’s “scholastic” work proved to be a forgery. One of his more famous anti-Semitic pamphlets was plagiarized after Édouard Drumont.
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scared” (Dobrogeanu-Gherea, 1976-83, Vol. III, p. 155). Were instances such as these a typical case of self-projection triggered by the thinker’s own personal situation? Gherea appears to have been indeed inhibited by his ethnic origins. Occasionally, he was even willing to make what must have been humiliating efforts to hide them. It is not irrelevant that the adopted name that was to make him famous in Romania—Gherea— derived from the Hebrew Ger, i.e. stranger, or foreigner, as revealed by his close assistant and collaborator Barbu Lăzăreanu (Haupt, 1967, p. 31). His Romanian biographer, Zigu Ornea (1982, p. 29), seems to have been unaware of Lăzăreanu’s testimony, but reaches the same conclusion. In 1892, Gherea wrote to historian, politician and literary critic Nicolae Iorga (founder of the so-called “sowist” — Sămănătorism —school) that his name at birth had been Constantin Cass—thus clearly indulging into an attempt to efface the genealogically obvious Katz (Dobrogeanu-Gherea, 1972, p. 33). In his application for citizenship, on the other hand, the literary critic indicated his name was Constantin Cassu Dobrogeanu. According to historian Georges Haupt, in the naturalization papers submitted to the authorities Gherea gave his name as “Cass” to conceal his Jewish identity; but his biographer writes that “Cassu” was a Romanianized formulation of Katz and that Gherea was aware it would be useless to hide it, as his record was well-known by the okhrana and at the Russian diplomatic representation in Bucharest. That information was leaked to opponents of his naturalization, and the newspaper Poporul [The People] was revealing on 27-28 June 1890 that the name under which naturalization had been requested was “nothing but the pseudonym of a kike raised in Bessarabia, namely Nukim Katz.” The source of the information was disclosed to be the Russian legation, and Poporul wondered why should “yet another side-curled” citizen on whose loyalty to the Romanian nation one could not count, and who on top had a nihilist past, be received in its midst (Ornea, 1982, p. 31). The Commissar, the Lotus and the Latke: The Social Democrat, the Literary Critic, the Jew In 1945, Arthur Koestler published in London a book that juxtaposed the “Yogi” and the “Commissar.” The book was divided into three parts. The first two, “Meanderings” and “Exhortations”, were essays
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on literature, politics and problems of his time. The third part, “Explanations,” was a well-documented survey of the Soviet intellectual experiment by the author of Darkness at Noon. The first essay began by imagining “an instrument which would enable us to break up patterns of social behavior as the physicist breaks up a beam of rays.” Such a “sociological spectroscope” would “spread out under the diffraction- granting the rainbow-colored spectrum of all possible attitudes of life.” According to Koestler, on “one end of the spectrum, obviously the infra-red end, we would see the Commissar”. He is the one who “believed in Change from Without,” who is persuaded that “all the pests of humanity, including constipation and the Oedipus complex, can and will be cured by Revolution”, by “a radical reorganization of the system of production and distribution of goods.” The Commissar is also convinced that “this end justifies the use of all means, including violence, ruse, treachery and poison;” He is no less persuaded “that logical reasoning is an unfailing compass and the universe a kind of very large clockwork in which a very large number of electrons once set into motion will forever revolve in their predictable orbit.” In other words, Koestler’s Commissar is a strict determinist and in the writer’s imaginary “sociological spectroscope” the end at which the Commissar stands “has the lowest frequency of vibrations…but it conveys the maximum amount of heat” (Koestler, 1971, p. 9). At the other end of the spectrum, however, “the waves become so short and of such high-frequency that the eye no longer sees them, colorless, warmthless but all-penetrating.” It is at this end that the Yogi “crouches” as it melts away in the ultra-violet. The Yogi “has no objection to calling the universe a clockwork, but he thinks that it could be called, with about the same amount of truth, a musical box or a fishpond” (Koestler, 1971, pp. 9-10). One learns from Koestler that “All attempts to change the nature of man by Commissar methods have so far failed” but also that “The attempts to produce Change from Within on a mass-scale were equally unsuccessful” (Koestler, 1971, pp. 10, 11). “Obviously,” he concludes, “the prospects for the masses of common people are not brighter under this inverted Machiavellianism [Yogi] than under the leadership of the Commissars.” Koestler’s way out of a dilemma in which
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the two adversaries “may call it quit” (p. 12) need not preoccupy us beyond this point. For Gherea never acted like Koestler’s Commissar, nor has he ever dovened [prayed] while murmuring to himself some exotic socialist mantra. A skilled pamphleteer, nay, even a musketeer always ready for turning words into swords, he was as far as can be imagined from those who “organize saintliness by exterior means,” —to use once more Koestler’s depiction of the Yogi. And he insisted that what Koestler calls Commissar action would lead to counter-Utopias. So who was Constantin Dobrogeanu-Gherea? If one were to stick to Koestler’s oriental metaphor, I believe the Romanian socialist thinker’s specter was bipolar, though not necessarily polarized. At one end there was Gherea-the-Lotus-man, and at the other Gherea-the Lotke-eater. The Lotus embodies both preoccupation with aesthetics and with social justice. The Lotke (a potato pancake served at Hanukah feasts) was the main hinder Gherea encountered on his way to rejoicing the Lotus. Gherea definitely did not like Lotkes. But as a Man-of-Lotus he had to stand up for the rights of those who believed they could eat lotkes and matzoth and still be loyal citizens of Romania. This subchapter illustrates some aspects of the clash triggered by the two spectral poles of Gherea’s personality. In the realm of aesthetics, Gherea’s main divergences emerged in opposition to both those who were either inclined to universalize rabble patriotism (and who were just one contingent among the day’s Romanian literati) or to those who would appraise his analytical work. Yet it was not just anti-Semitism as such that triggered adversity towards Gherea, but also his refusal to forego his socialist credo. The relationship with Stere was emblematic. The Generous, to which Stere belonged, would therefore gradually turn into victimizers of their former friend. Albeit never formally a member of the Romanian Social Democratic Workers’ Party (RSDWP), Stere had been close to the party’s leadership and to Gherea, sharing with many RSDWP founding members narodnik influences brought from Bessarabia. However, Stere would gradually evolve in nationalist directions. Attempting to justify this transformation, he explained that young intellectuals who arrived in Romania with noble
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socialist ideas valid for other environments had founded the RSDWP, only to realize after a while that they had been militating for a practically nonexistent social class. Such intellectuals, he wrote, were “spiritually foreign” to the people in the midst of whom they lived. They followed the “tyranny of abstract formulas” while the peasant “in vain keeps waiting for the liquidation of ancient debts.” While narodnicist ideas were still powerfully present in Stere, he faulted the “tyranny of abstract formulas” with another cardinal sin, namely the disregard of “national essence” — a leit motif later to be embraced by Romanian extreme right thought:
I do not understand a socialist…if he feels no…compassion for genuine people around him; I do not believe in the sincerity of a fighter for a juster and more humane a social structure if he tells me “let the whole Romanian nation perish, as long as socialism is victorious,” if he does not comprehend…that people do not exist for socialism, but rather socialism for the people…I do not admit the identification of internationalism with nationalism, as this disregards the people’s vital political, economic and cultural interests (cited in Ornea, 1972, p. 42. Emphasis in original).
The solution, according to Stere’s “poporanist” (populist) doctrines, rested in avoiding the evils of capitalist industrialization and in creating a society with institutions corresponding to the peasant national character, and serving rural interests. Little wonder, then, that Stere would eventually land in the National Peasant Party. Such disputes as that in which the socialists confronted the “poporanists” had an echo larger than one would expect, for, just as Gherea, who launched in 1881 a socio-cultural review called Contemporanul (a translation of the Russian Sovremelnik), his ideological adversaries were also combining politics with literature and an interest in the arts. Gherea antagonized not only the “poporanists”, but even more so the nascent (yet increasingly powerful) Volkish-oriented “sowists”. In his opinion, the partisans of this literary current were drawing inspiration
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from an imaginary idyllic past and evincing a falsified perception of patriotism:
When in our national and patriotic dramas of the last [1877- 1878] war, soldiers…peasants in the Griviţa fortifications, utter patriotic speeches, these, of course, are not art but a parody of art, because they are lies. The Romanian peasant is not in the habit of pronouncing patriotic speeches anywhere, least of all when he dies of hunger and bullets. Similarly, in our historic- patriotic national dramas, the heroes utter a plethora of patriotic words, such as “our country”, “Romania,” “Romanian bravery,” which seemingly never stop flowing. But such types are not real, they are talking engines…Their speeches could have been pronounced by phonographs [and with an equal measure of verisimilitude] (Dobrogeanu-Gherea, 1956, Vol. I, p. 30).
He dubbed “reactionary democratism” the idealization of the “organic” unity of peasantry and gentry, typical of the “sowists,” and criticized the Weltanschauung of Romania’s national poet, Mihai Eminescu, precisely on those grounds that had determined the “sowists” to idolize the writer. Eventually, this stance would provoke one of the foremost literary historians of the interwar period, George Călinescu, into writing that “like many Jews,” Gherea was “incapable of contemplating ideas” and hence unable to “overcome his foreignness” (Călinescu, 1941, pp. 485- 6). Gherea was and remained painfully sensitive to the accusation of “foreignness,” which apparently influenced to no little extent his political activity. In a letter addressed in 1902 to his daughter and son-in-law, Ştefania and Paul Zarifopol, he complained “in our country I am, and always was, in a false situation, for I am not a native Romanian, and after all, I remain but a foreigner.” (Emphasis mine). He went on explaining:
To be capable of standing up alone, against everyone else, one must by all means be a native, one must enjoy secure civic and
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national rights. Otherwise, any ne’er-do-well [secătură], who nonetheless was lucky enough to be born a native, has the right to ask you “But who invited you to mingle in our affairs? If you don’t like it here, go back to wherever you came from”…Consequently, I sense perfectly well what should be done in this country, what should be said, and how important it would be to speak up, but I cannot do it myself. I must be silent and squash that which I should be…shouting from the top of my lungs in the middle of the street (Dobrogeanu-Gherea, 1972, p. 113).
Ten years on, in a letter addressed to Russian narodnicist writer V.G. Korolenko, Gherea complained that the Romanian government and the ruling classes were keeping the bulk of the Jewish population “in a state of total political slavery.” While the Jews “fulfill all the civic and political duties of the Romanian citizen”, they “have absolutely no political rights.” With but a few exceptions, he added, Romania’s intellectuals were just as anti-Semitic as the Russian intelligentsia, and possibly even more so. As political leaders, these intellectuals were guilty of bad faith, he said, for, following Western pressure, Romania had undertaken to enfranchise its Jewish population in exchange for recognition of its independence. In practice, however, citizenship had been extended at a rate of three Jews every year, which meant that the obligation “shall be fulfilled in the course of the forthcoming one hundred thousand years” (Dobrogeanu-Gherea, 1972, pp. 41-2). Obviously, Gherea was referring to the famous Article 7 in the 1866 Constitution, which stipulated that only foreigners of the Christian faith could be naturalized in Romania. The article was amended in October 1879, in the wake of the Berlin Congress, which made recognition of Romanian independence conditional on granting civil rights to foreigners regardless of confessional belonging; yet instead of granting the naturalization right collectively, it did so only individually, provided the applicant could prove residence in the country for at least 10 years, as well as “demonstrate by deeds his activities are useful to the country.” Furthermore, each individual application required the approval by parliament by special law, which practically meant the 1866 Constitution amendment’s many opponents could procrastinate
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endlessly (Iancu, 1996, pp. 173-205, text of amended Article 7 on p. 200). As Gherea put it in 1913, right after the Second Balkan War and the annexation of Dobrudja by Romania, the government wished to enforce the “Romanianization” of some 300,000 Bulgarians, while a quarter of million Jews, otherwise fully integrated in the country’s social and economic life, had to make desperate efforts to acquire Romanian citizenship. The situation was of “such inconceivable absurdity,” he added in a sarcastic note, that one was tempted into concluding that the entire affair was “nothing but a malicious invention of international Jewry” (Dobrogeanu-Gherea, 1976-83, Vol. V, pp.168-9). 13 Apart from Maiorescu, Gherea’s naturalization request was also backed in parliament by Petre P. Carp and by Theodor Rosetti (Ornea, 1982, pp. 30-31). All three belonged to the “Junimist” school, most of whose members were also political pillars of the Conservative Party. Ideologically, they all shared mistrust in the attempts of the Liberals— and, of course, the Socialists— to emulate Western models to Romanian realities. Maiorescu spoke in this sense of “forms without essence”. According to the memoirs of Junimea member Gheorghe Panu, with the exception of Carp, all these prominent Romanians shared one more thing: anti-Semitism (G. Panu, Amintiri de la “Junimea” din Iași, as quoted in Petreu, 2006, pp. 72-3). As Marta Petreu demonstrates, the generalization was grossly exaggerated. While Maiorescu— in a display of what I call “utilitarian anti-Semitism” (Shafir, 2001b, pp. 419-20, 2002, p. 57)—in 1879 backed legislation taking the wind out of Jewish emancipation’s sails14 (Cf. supra), his gentleman-like support of Gherea’s naturalization, as well as numerous other instances in which he (like Carp) supported gradual Jewish emancipation and integration, hardly put him in the category of economic anti-Semites of the likes of Mihai Eminescu and Vasile
13 Between 1879 and 1900, Parliament approved the naturalization of only 85 persons; 104 were naturalized between 1901 and 1911 (Iancu, 1996, p. 212). 14 He did so, as Petreu shows, under the pressure of street demonstrations against the Berlin Treaty provisions mandating the amending of Article 7 in the 1866 Constitution. In his memoirs, Maiorescu (1994, p. 112) nonetheless called the wording of that article by the 1866 Constitutional Assembly “thoughtless” and “bound to be punished at some point ” [nechibzuita redactare a articolului 7 trebuia să se pedepsească odată].
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Alecsandri, not to speak of Romania’s first racial anti-Semite, the philosopher and historian Vasile Conta (Petreu, 2006). In his major work, Neo-Serfdom [Neoiobăgia], Gherea refuted both the poporanist and the Junimist argument of “forms without essence”. To do this, however, he proceeded in a Marxist manner, i.e., adopting the Junimist epistemology and producing its critique “from inside out.” Gherea’s theory concerning the evolution towards capitalism in underdeveloped nations, which constitutes the backbone of his argument in Neo-Serfdom, had been outlined as early as 1896, in his first theoretical pamphlet, “What Do Romania’s Socialists Want”. The Liberal revolutionaries of 1848, he claimed, had indeed imported from the West ideas which were “foreign” to local conditions, but, far from having committed a “crime,” they had actually acted as the (mostly unconscious) tools of social evolution. History’s List der Vernunft, to use Hegel’s term, of necessity required that advanced capitalism should spread its influence in search of markets, whereby smaller, less-developed nations would benefit by being pushed into the modern world (Dobrogeanu-Gherea, 1976-83, Vol. II, pp. 7-126). Without claiming that the underdeveloped nations of Europe had vegetated in a state of “oriental despotism”, as Marx did in his critique of colonialism in Asia, Gherea’s argument nonetheless stemmed from similar premises concerning modernization (Avineri, 1969). And from these premises Gherea was to prophesy in Neo-Serfdom that socialism would be brought to the underdeveloped countries of Eastern Europe on western wings. Gherea’s theory, however, is closer to Immanuel Wallerstein’s “World System” approach than is to Marx’s views on the paradoxical benefits of colonialism (Wallerstein, 1974, 1979, 198015). The introduction of contemporary capitalist models in the Romanian principalities, indicated Gherea, had not been accompanied by corresponding social transformations. Whereas in Western Europe the introduction of a capitalist superstructure had in fact been an outcome of the process of economic growth, in states such as Romania, Bulgaria, Serbia, the process had begun at the level of the superstructure, as a result
15 This is implicitly indicated in Chirot, 1976, pp. 132-6.
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of the influence of the more developed nations. But it had also stopped there. The situation, he believed, was dissimilar to that of Russia, where the feudal superstructure, i.e. authoritarian rule, had not yet disappeared. Its special characteristic consisted in the gap between the pays légal and the pays réel. What is striking in this analysis is not merely its relevance for the past, but—one dares say—for the present. All one has to do to grasp this relevance is to substitute the protocapitalist superstructure of late 19th-early 20th century with the postcommunist superstructure of early 21st century. Was Gherea the first Romanian “analyst” of postcommunism? Moreover, was he the fist “analyst” of Russian postcommunism, as one might conclude by juxtaposing Gherea’s pays légal vs. pays réel and Richard Pipes’ concept of “patrimonialism” (2005)? Having outlined these historical developments, “What Do Romania’s Socialists Want” proceeded to lay down the future tasks of socialists at the local level, in a section unmistakably inspired by Nikolai Chernyshevsky’s What Is To Be Done?, and bearing the same title. But if the title was identical to Lenin’s book of similar inspiration (published, nevertheless, sixteen years later), the solution envisaged was totally different. Rather than planning Leninist tactics, the Romanian socialists copied the Erfurt Program of German social democracy (Ghelerter, 1980, p. 246), which Gherea had transposed to local conditions. Socialist activity, according to Gherea, should be directed at “pouring content” into empty “forms”; the “content,” should be bourgeois, however, though this would eventually further socialist aims as well. Romania’s socialists, as he put it in several articles in 1894-5, must be “legalists,” for strict adherence to the letter of bourgeois law meant universal suffrage, the extension of other civil rights, and land reform bringing capitalist forms of production to the countryside as soon as possible, all of which would hasten the approach of a socialist order (Dobrogeanu-Gherea, 1976-83, Vol. III, pp. 183-5, 186-210, 249-56). In other words, before the socialist order could be envisaged, the bourgeois order of things had to be universalized. Once more: the wrong face, at the wrong time, at the wrong place. Gherea was preaching universalism in a place obsessed with its emergent particularism; what is more, he was writing his own sentence for the first decade of communist rule, when the emulation of the Leninist
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model would constitute the sine qua non of pseudo-Marxist Stalinist “political correctness.” Intellectual Sociology in the Bud
Applying to Gherea the Leninist formula of “two cultures in one” (“we take from each national culture only its democratic and socialist elements; we take them only and absolutely in opposition to the bourgeois culture and the bourgeois nationalism of each nation”16) but doing precisely the opposite of what was claimed by the formula, Gherea’s legacy in the early communist period was subjected to selective exploitation. His polemics with Maiorescu on literature were blown out of proportion, aiming to justify Zhdanovist “socialist realism,17” while his social-democratic legacy was either criticized (cf. supra) or (as more often was the case) ignored. Yet at closer examination, Gherea-the-literary-critic18 is just as surprisingly innovative for his times as Gherea the socialist-theoretician is. It is within this latter framework that in 1891, in the second volume of his Studies in Criticism, that he published an article purposing to analyze the causes of pessimism in literature.19 Arguing against those who assumed pessimism to be basically an inborn inclination, the literary critic attributed the somber tones of such artistic output to socially determined conditions. Thus far, no Zhdanovist would raise objections. But one is immediately struck by Gherea’s echoing of “young Marx,” as well as by his pioneering of an academic discipline that was non-existent at the times he put his thoughts on paper. I have in mind the sociology of knowledge, of which, I dare claim, Constantin Dobrogeanu-Gherea is the still-unacknowledged
16 Lenin, 1970, pp. 43-4, citation from “Critical Remarks on the National Question”, 1913. Emphasis in original. 17 As Ion Ianoşi (1996, p. 106) shows, Maiorescu, who was gradually leaving behind preoccupation with literature and the arts, hardly responded to Gherea at all and left this task to his many disciples. 18 This literary activity practically ceased in 1897, when Gherea began concentrating his publicist activities exclusively on social and political aspects. 19 “Cauza pesimismului în literatură şi viaţă,” in Dobrogeanu-Gherea, 1956, Vol. I., pp. 129- 61.
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founding father. If there ever has been justification for the so-called Romanian “protochronism,”20 it is Gherea that best provides it. Modern (capitalist) society, according to Gherea, is above all characterized by de-personification. This affects the entire gist of human relationships and is the direct consequence of universal mercantilism. Modern man lives under a constant sense of dependency, of being unable to cast his own part in life, for, as all other things, his fate hinges on the division of labor and on the requirements of the market. Capitalist dependence is, however, qualitatively different from the master-servant relationship which characterizes medieval society, for under feudalism dependence was personal: “Medieval man dependent on the person of the feudal baron, on king or emperor.” Even God, wrote Gherea, echoing Ludwig Feuerbach with whose writings he was familiar21, was “severe, punishing, powerful, and at the same time good and just.” Deity was therefore a “combination of the real master, which any man could see before his [own] eyes, and the ideal master, which he wished he had.” On the other hand, modern man’s dependency is wholly impersonal:
He does not depend on a cruel master, who nonetheless would be a person, a human being. He depends on the social circumstances, on something undefined, very vague, faceless. And this dependency manifests itself throughout his life, step by step, and in most cases, man does not even understand on whom he depends or why.22
To be sure, such faceless dependence does not affect the creative artist alone. “In any merchandize-producing society,” Gherea wrote in 1892, “once produced, the goods escape the control of producers.” Since the product “is destined for selling, for exchange, and not for the producer’s 20 A Romanian approach to universal culture reminiscent of the Stalinist attempt to transform all mankind’s major achievements into Russian inventions. The protochronist school was based on the use and abuse of an article written in 1974 by literary critic Edgar Papu (ironically enough, a converted Jew!). Cf. Verdery, 1971, pp. 167-214. 21 Cf. his citation of, and elaboration on, Feuerbach’s Das Wesen der Christentums in Dobrogeanu-Gherea, 1956, Vol. I, pp. 137, 142 and “A. Vlahuţă” in ibid., Vol. II, pp.162-3. 22 Dobrogeanu-Gherea, 1956, Vol. I, pp. 141-2.
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own use, it leaves him and enters the world of merchandize” (Dobrogeanu- Gherea, 1956, pp.18-9). This can have quite unexpected results for capitalist and worker alike. The former, for instance, might find the guns he has produced turned against himself. The latter might produce a highly sophisticated engine which would make him superfluous as producer. Capitalist division of labor, in any case, “transforms modern civilized man into a wheel of the enormous social machinery. The whole life of this wheel-individual depends on the totality of the social machinery: the individual himself is but a small screw in it, thereby depending on, but unable to control, it” (Dobrogeanu-Gherea, 1956, Vol. I., p. 251). Modern man, in other words, is alienated man. Though Gherea never employed the term, the similarity to Marx’s Early Writings—which, one must repeat, he could not possible have read— is striking since it does not stop here. From whence the Romanian thinker drew his inspiration is impossible to establish. One possible source might have been the writings of the British romanticists and their echoes in the British labor movement.23 Gherea’s “faceless dependency” and his “wheel individuum” recall Thomas Carlyle’s “universe,” which is “all void of life, or purpose, of volition, even of hostility,” that “huge, dead, immeasurable Steam-engine, rolling out on its dead indifference” (Carlyle, 1907, p. 133). Yet, again, Carlyle is never mentioned in Gherea’s writings. On the other hand, the same esprit du temps, in one variation or another, was present in the writings of Shelley and of Thomas Hardy, whom he greatly admired, and mutatis mutandis, in positions adopted by Carlyle’s disciple, the Labor leader James Keir Hardie, whose pacifist stances Gherea applauded.24 It is possible (though by no means certain) that via his readings of these, and perhaps other sources, Gherea managed to bridge between Feuerbach and
23 Cf. I am grateful to my friend Professor Jonathan Mendilow, Rider University, for drawing my attention to this source. 24 Cf. Dobrogeanu-Gherea, 1956, Vol. I, pp.301, 305 for Shelley and ibid., p. 344 for Hardy. For Hardie cf. Dobrogeanu-Gherea, 1976-83, Vol. V., p. 82. Although the British Labor leader is mentioned only in his pacifist stance, it is almost unconceivable that Gherea, who was familiar with practically every line written by Western socialist contemporaries, would not be acquainted with the British socialist’s views on capitalism-induced alienatory phenomena.
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“late” Marx’s “fetishism of commodities (cf. Marx, n.d., pp.81-96), reconstructing Marx’s own philosophical evolution. Proceeding to apply these premises to an analysis of intellectuals and of creative activity under capitalist conditions, the Romanian Marxist indicated that this social stratum, through its training and education, was naturally more sensitive than other categories to social injustice (Dobrogeanu Gherea, 1956, Vol. I, pp. 246-7). While narodnicist echoes are unmistakable here, Gherea is at the same time innovating. As Antonio Gramsci would eventually put it25, out of its own needs the capitalist system generates a social stratum that is both articulate and trained to be critical and raise questions. But such questioning is not altruistic. Being dominated by demand and supply fluctuations, the capitalist system is often unable to satisfy the social needs of the stratum it has produced out of its own needs. In other words, the ideational “market” is periodically overflowed, due to a “crisis of intellectual and scientific overproduction” (Dobrogeanu-Gherea, 1956, Vol. I, pp. 139, 352-6). Intellectual propensities to pessimism are therefore rooted in that foremost aspect of modern society which is “lack of security” derived from a constant “struggle for existence”. This struggle “is not regulated through any form of intelligence, human consciousness or a rational plan, but by a blind and unconscious form which is called free competition”:
Let us exemplify, not by taking the case of a person, but that of the whole class which gives pessimism its greatest contingent…the so-called liberal professions: lawyers, physicians, professors, architects, musicians, journalists, etc. In a merchandize-producing society, such as ours, intellectual work becomes also merchandize, subject to buying and selling…it is dependent on the market, on the economic law of supply and demand, on competition; and if the supply is greater than the demand, then any offer of merchandize, in our case of intellectual produce, loses its value; its owner, the
25 Cf. “The Formation of Intellectuals” in Gramsci, 1971, pp. 10-12 and Davidson, 1978, p. 49. On the centrality of Gramsci’s views on the intellectuals cf. Cammett, 1967, pp. 201-3, 206-9; Merrington, 1968, pp. 160-9; Boggs, 1976, pp. 75-9; Davidson, 1977, pp. 256-9.
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physician, the professor, the engineer, the musician, the journalist, the book-keeper, is free to starve as much as he likes…
Consequently, “just as under the present social conditions, man does not dominate social living conditions but is dominated by them, so the intellectual does not dominate modern science, but is dominated by it” (Dobrogeanu-Gherea, 1956, Vol. I, p. 139. Emphasis in original). Gherea thus anticipates Gramsci, according to whom modern society entrenches “the possibility of vast crises of unemployment for the middle intellectual strata,” as a result of “competition” and of ”overproduction in the schools” (Gramsci, 1971, pp. 13-14). The Romanian socialist thinker precedes not only Gramsci, however, but also Robert Michels. According to Michels’ 1932-published article, the oversupply of intellectuals, stemmed by critical reductions in job opportunities, creates an “intellectual proletariat.” But this is precisely the terminology Gherea employed in his 1891-written article on pessimism, and on which he further elaborated two years later. It is often, he indicated, that one encounters the unwanted association of “proletariat” and “poor.” Yet the brawler who makes a living out of “electoral operations” is “as much of a proletarian as a shopkeeper, no matter how poor.” What determines one’s being or not a proletarian is one’s position vis-à-vis capital. If one’s sole means of existence is acquired through the sale of one’s labor, then he belongs to the proletariat. Viewed from this vantage-point, there are two categories of proletars: “the manual proletariat, who earns its living through manual labor, and the intellectual proletariat, or the cultured proletariat, who earns it through intellectual labor” (Dobrogeanu-Gherea, 1956, Vol. I, pp. 245-6n.). Marx would have approved of the distinction, for he defined himself as “a head-worker, not a hand-worker” (cited in Shafir, 1985b, p. 326). At first sight, this might read as reflecting the basic premises of dichotomist polarization in the social stratification process. Not only would such reading be consistent with the Communist Manifesto’s “precipitation” of the intellectuals into the proletariat, but it would also fit neatly into Paul
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Lafargue’s prediction that the “swarming and famishing throng of intellectuals whose lot grows worse in proportion to the increase in their numbers…belongs to socialism” (cited in Brym, 1980, p. 14). However, Gherea’s elaboration on the issue is considerably richer and many-faceted. To begin with, the social stratification process as viewed by him refutes a simplistic grasp of class antagonism. In every class, he indicates, “there are elements which have something in common with several classes at one and the same time.” Such multi-class affiliation creates a mosaic which complicates and even pre-empts a dichotomist polarization analysis. Not only the intellectuals, but even the manual proletariat “have their own aristocracy, which in its upper-strata—economically speaking—touch on the privileged classes” (Dobrogeanu-Gherea, 1956, Vol. I, p. 246n). As Gramsci (1971, pp.13-14), then, Gherea was aware of the fact that some intellectuals are close to the ruling elite, while others are less so. Moreover, social stratification in capitalist society was also affected by the process of social mobility. The “intellectual proletariat,” he deemed it necessary to specify, was neither the elite-supporting intelligentsia nor the aristocracy of the manual proletariat. The term referred only to those affected by the “struggle for existence.” This was a necessary, yet by no means sufficient condition for the intellectual to become a potential ally of the manual proletariat. Protest against social conditions, Gherea indicated in 1894, could also generate self- introspection and detachment from society as such. He called this the “reflexive propensity” (Dobrogeanu-Gherea, 1956, Vol. I., p. 269). Some forty years later, Karl Mannheim would write in Ideology and Utopia (first published in 1935) that one of the alternatives open to the intelligentsia in modern society was to “shut [itself] off from the world” and consciously renounce “direct participation in the historical process.” Faced with the same problems, according to Mannheim, another group of intellectuals “takes refuge in the past and attempts to find there an epoch or society in which an extinct form of reality-transcendence dominated the world, and through this romantic reconstruction it seeks to spiritualize the present.” A similar function, according to the Hungarian-born sociologist, “is fulfilled by attempts to revive religious feelings, idealism, symbols and myth”
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(Mannheim, 1968, p. 233). In other words, the intellectual proletariat may also turn itself into the chief socializer of a reactionary ideology26, a point also stressed by yet another prominent sociologist of knowledge, Edward Shills (1974). On his part, Gherea was indicating in 1894 that empathy for the declining classes under capitalism (the peasantry and the landed gentry), sometimes led the intellectual proletariat into postures of “reactionary democracy,” by which he meant the attempt to advocate return to an idealized image of social harmony, unrealistically attributed to past society (Dobrogeanu Gherea, 1956, Vol. I., pp.248-9). In a manner similar to Mannheim, then27, Gherea implies that the division of labor in capitalist society, on one hand does affect the intellectuals as a group, but that, on the other hand, this impact is of less deterministic a nature than in the case of other social categories. To emphasize this aspect, which encompasses a certain measure of “freedom of choice,” Mannheim is reputed to have innovated the sociology of intellectuals by introducing the concept of the “relatively classless stratum” or the “socially unattached intelligentsia” (relative freischwebende Intelligenz). But the concept’s primogenitor is, once more, Gherea—though in all likelihood Mannheim, who borrowed it from Max Weber’s discussion of bureaucracy (Mannheim, 1968, pp. 136-46. Emphasis in original), was not aware of it. The “relatively independent” intellect (Emphasis mine), albeit surrounded by wretchedness and by pain, is capable of discerning history’s true course. Consequently, “the same social conditions that provoke pessimism in some, may trigger optimism in others. The struggle for existence, which creates a large majority of vanquished, creates also a small minority of victors.” These “optimists” understand that “in its evolution, a social organization produces, on one hand, the conditions for its self- disintegration, but on the other hand, in its very bosom germinates a superior social organization,” Thus capitalism itself produces “ a class which represents the interests of future society, which comprehends that today’s society will give birth to another, by far its superior, that today’s
26 One wonders whether Mircea Eliade was familiar with Mannheim’s work. 27 This point is incisively discussed in Brym, 1980, pp. 57-8. He emphasizes that Mannheim’s “classlessness thesis” concerning the intellectuals has been often exaggerated and distorted.
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pain is the condition of tomorrow’s happiness” (Dobrogeanu-Gherea, 1956, pp. 159-61). Obviously, the “class” Gherea was mentioning was the proletariat, but it should be noted that membership in that class was not, in his eyes, a sufficient guarantee for sharing such “optimism.” One should also be capable of comprehending history’s List der Vernunft and, as we shall eventually observe, it was the intelligentsia’s task to help bring about such comprehension to the proletariat, and thereby contribute to universal liberation—one that can be achieved by none else but a conscious working class. In other words, the intelligentsia’s “social being”—understood in the sense originally envisaged by Marx—put it in the unique position of being capable of choosing its future path. As we remarked, that choice was by no means a matter of determinism. Even the intellectual proletariat could opt for the road of salaried alienation (as did the professor who “teaches the required hour of his course only because he is paid—and only when he cannot eschew it,” or the student who “studies because…he must make a career, marry a girl with a dowry, all of which require a diploma”) (Dobrogeanu-Gherea, 1956, Vol. I, p. 237). He could opt for dropping out or for taking refuge in an imaginary past. Yet, as Gherea put it in Neo-Serfdom, the intellectual was also in the unmatched position of being able to “liberate himself from the original sin of petite bourgeoisie origin and feel the true interest of the oppressed working masses” (Dobrogeanu-Gherea, 1976- 83, Vol. IV, p. 177). In this optional sense, Marxism was to Gherea not merely an economic or social doctrine, but also a code of ethics, and ethics are always a matter of conscious choice. Addressing his intellectual contemporaries in 1907, he stressed that at any given stage in social development, ethics, as indeed society itself, were never homogenous. Roughly, ethical attitudes corresponded to class divisions. “In each historical epoch there are…superior ethics and inferior ethics; the firmer represent precisely the ethical aspects of that epoch’s strive towards light.” Consequently, once he had understood history’s course, it was up to the intellectual to choose sides. And if persuaded he had cast his part on the side of progress, the intellectual could “follow…[his] course undisturbed and let people talk.”
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The citation (segui il tuo corso, e lascia dir le genti) was from Dante and — certainly not by coincidence—it had served Marx in his closing words of Das Kapital’s first edition (Dobrogeanu-Gherea, 1956, Vol. I, pp. 415-6 and Marx, n.d., p. 16). The argument, to be sure, is both tautological and self-defeating for, once history’s course “understood” (provided there is only one possible course) there is hardly any room left for choice. Moreover, ideological adversaries are either supposed to be incapable of “understanding”—and therefore of “choosing”—or to have chosen the side which they know to be “regressive”, which makes even less sense. However, to impute such fallacies to Gherea is tantamount to imputing him his Marxism, and it is not Marxism as a belief-system that is the subject of scrutiny in this section of my article, but rather a sociology of knowledge constructed from Marxist premises. That Gherea should attribute to the intellectual the quality of lonely visionary, implied in the segui il tuo corso plea, is nonetheless surprising for (to employ George Konrád and Ivan Szelényi’s distinction) his analysis of intellectuals as hither unfold reflects a genetic rather than a generic approach. The former “entails a description of the functions their cultural mission serves and the interests it articulates in specific social contexts;” the latter emphasizes “the intellectuals’ tendency toward transcendence” viewing it as the “essence of their function…quite independently of historic ages and modes of production” (Konrád and Szelényi, 1979, pp.11-12). Yet there can be little doubt that Gherea’s grasp of the intellectual combines both these approaches. To him, the intellectual was not only a member of a potentially progressive stratum, but also an individual distinguished from others precisely by his timeless quality of homme révolté. As such, the intellectual acquires a symbolic essence, present in human history from its dawn. He is the “demon”, sometimes called Prometheus, other times Faust or Mephistopheles, who, revolting against his condition and against fatality, opens new roads for others to follow (Dobrogeanu-Gherea, 1956, Vol. II, p. 9). Gherea’s admiration for Shelley, for example, went far beyond mere appreciation of his poetry. Above all, he saw in the author of
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“Mount Blanc” the mountain-like solitary genius that could be judged only by “akin spirits” (Dobrogeanu-Gherea, 1956, Vol. I, p. 315). Intellectual activities were consequently viewed in hierarchic perspective. The ingenious revolutionizer of human scientific knowledge, or the artist, were to be evaluated by a different yardstick than that employed for measuring the high school teacher or the journalist. He was to be subjected to qualitative, rather than to quantitative criteria. This “category within a category” constituted the creative workers. Just as Raymond Aron (1955, pp. 213-16), in the 1950s, would distinguish between qualitatively different intellectuals (scribe—expert—lettré), so Gherea in 1894 visualized “creative work” as a superior form of intellectual performance. Set apart from what he termed as [intellectual] exercise-work. The latter, nonetheless, was not to be frowned at, for no “creative work” could emerge without earlier accumulation of existing knowledge and its diffusion, both of which fell in the realm of “exercise.” In a similar manner, Shills would make a distinction between “productive” and “reproductive” intellectuals, specifying that all “production” (Gherea’s “creative work”) was conditioned by “reproduction” (“exercise-work”) (Shills, 1972, pp. 21-22). The Romanian socialist thinker, it should be added, was not the only Marxist to indulge into such differentiation, but was the first Marxist to do so.28 Of these latter days theoreticians, it is naturally with Gramsci that Gherea’s affinity is strongest, for, as Marxists, both were preoccupied not merely by a “theory” of intellectuals, but also—and mainly—by questions concerning the revolutionary praxis. As Gramsci put it in “The Study of Philosophy and Historical Materialism,”
Critical self-consciousness signifies historically and politically the creation of intellectual cadres: a human mass does not
28 According to Gramsci, “intellectual activity must…be distinguished…according to levels which…represent a real qualitative difference—at the highest level would be the creators of the various sciences, philosophy, art, etc, at the lowest level the most humble ‘administrators’ and divulgators of pre-existing, traditional, accumulated intellectual wealth” (Gramsci, 1971, p. 13).
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“distinguish” itself and does not become independent “by itself,” without organizing itself (in a broad sense), and there is no organization without intellectuals, that is, without organizers and leaders, without the theoretical aspect of the theory-practice nexus distinguishing itself concretely in a stratum of people who “specialize” in its conceptual and philosophical elaboration (Gramsci, 1970, p. 67).
On his part, Gherea pointed out in 1892 that European literature had hitherto “exaggerated the insignificance of the cultured stratum in social transformations;” that scientific socialism would be inconceivable without the foundations laid by Marx and Engels, who were hardly proletars; that German social-democracy would be much poorer without the leadership of Karl Liebknecht or Augustin Bebel; and that French socialism had been retarded by the liquidation or banishment of its intellectual leaders in the wake of the defeat of the Paris Commune. Yet, “it was sufficient that a number of cultured and conscious organizers, such as Deville, Guesde, Lafargue, etc., appeared or returned from exile, for the organization of the proletariat to advance with gigantic steps.” It was thus the task of the intelligentsia to “organize the proletariat and make it conscious” (Dobrogeanu-Gherea, 1976-83, vol. II, p. 444. Emphasis mine). This may sound as an earlier version of Ilich’s What Is to Be Done, the more so as Gherea was not only acquainted with the works of the spiritual fathers of Leninism (Haupt, 1967, p. 34), but also mentioned the need of a “strong enough core, conscious of its aim” (Dobrogeanu-Gherea, 1976-83, Vol. II, pp. 439-40). However, Gherea was no more of a “Leninist” than Gramsci. In fact, Carl Boggs’ words (1976, p. 75) concerning the latter could perfectly well suit the former: “While the intellectual stratum articulates a new conception of the world by guiding, teaching and inspiring, it does not—in the strict Leninist sense—become the final repository of revolutionary ideas or the vehicle for constructing socialism.” Time and again, Gherea stressed that socialism could not conquer the “state” before it had triumphed in “society,” i.e., before it had become victorious in the minds of the masses. No intellectual leadership could substitute itself for the proletariat, and no
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lofty ideas could deliver the world—or the proletariat intellectual—from capitalist conditions except via a conscious proletariat. Already in his first pamphlet of some theoretical proportions, published in 1886, Gherea warned his fellow-socialists:
…[We] cannot organize, we cannot impose such organization on the people, we cannot raise demands for it and in its name— that would be a sure recipe for failure. Not by constituting ourselves into a supreme court of judgment, not by taking over the government shall we be capable of organizing production, not by decree—that would be utopia; not we, but the working people themselves must demand land, for [setting up] rural communities; not we, but the workers’ societies must demand credits for organizing [self-managing] factories; our activity is perhaps less glistening, but no less beautiful: on the contrary, it is moral and useful, we must enlighten the people on the country’s real situation, on the demands it must make, how to make them and how to organize itself; our activity must be directed at organizing the working people, at lifting its moral and intellectual powers, at building up its political and economic strength, and all these through the people and by the people (Dobrogeanu-Gherea, 1976-83, Vol. II, p, 113).
Social transformation, Gherea argued in 1901 against the anarchists, must precede the final act of revolutionary takeover, because “society does not evolve from morals, but vice-versa.” Should the attempt be made to implement change without having first brought about an alteration of societal values, it would either fail completely or generate “empty forms” (Dobrogeanu-Gherea, 1976-83, Vol. III, pp. 353-4). Under post- communism, of course, this sounds very much as a debate about the angels’ sex, only after the fall of the Byzantium. But is it really so? Gherea’s argument sounds very much as Gramsci’s theory concerning the intellectual’s mission to bring about social change by “hegemonic” transformation, i.e., a persuasion that change cannot be imposed by “state” on “society”, but rather springs from, and is conditioned by, the institution of an earlier “hegemony” of the values pursued (cf. Gramsci,
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1971, pp.52, 57, 211-76, as well as Davidson, 1968, pp. 44-53 and Boggs, 1976, pp. 36-54 and passim). Dares one assume that neither Gherea nor Gramsci figure on the list of “required readings” that US President George W. Bush received from his aids before deciding to “bring democracy” to Iraq? Conclusion: A Dialectical Post-communist Tragicomedy My memorable 1990 visit of the late PSDR headquarters in Bucharest ended with Avramescu’s embarrassed admission that his political formations had ties to neither workers nor intellectuals—the electoral backbone of socialist parties anywhere in the world. The former, he said, were “Ceauşescu’s animals”, whereas the latter were “allergic to the word socialism.” Besides, “socialism” was still associated with the Soviet Union (at that time still in existence) and with “Judeo-Bolshevism.” In a generation or two, things might change, he said; but till then, all his party could hope for was to survive. It did not. Dobrogeanu-Gherea would recognize the circumstances. Whether or not he would have agreed with Avramescu is open to debate. It never occurred to Gherea that socialist thinkers elsewhere were envisaging a different solution for the identity dilemma he was torn by. Or, if it did, he was careful never to mention it in writing. This well-informed observer of international turmoil—including the plight of Russian Jewry, which he indicted in most unambiguous language (cf. Dobrogeanu-Gherea, 1956, Vol. II, pp. 348-50) makes no mention of the Zionist movement. One must conclude that for Gherea there was no solution to the “Jewish problem” other than assimilation. The “Jewish problem” was quite extensively dealt with by Gherea in 1910, in Neo-Serfdom, where, among others, he rebuked Stere for laying the blame for the 1907 peasant uprising at the door of Jewish lease- holders (arendași). Much of the same line of thought, however, could be distinguished in earlier writings. In 1887, and again in 1901, he requested his opponents to provide an explanation for the wretched state of the peasant in those parts of the country where there was hardly any land
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leasing to Jews (Dobrogenu-Gherea, 1976-83, Vol. IV, Neoiobăgia, pp. 161, 181-2; 1956, Vol. II, pp. 248-72 and 368). Romanian anti-Semitic publications which raised these—or related—arguments were repeatedly ridiculed in his articles, one of which stated that Jews would gladly devour their victimizers, were they not prohibited from doing so by dietary laws (Dobrogeanu-Gherea, 1956, Vol. I, p. 385). That Jewish exploitation of “native” labor existed in Romania was not denied. According to Gherea’s views, however, such exploitation was nothing but an essential feature of emerging capitalist forms of production. In other words, it was part and parcel of the process of giving real “content” to hitherto empty “forms.” It is, however, pertinent to remark that Gherea’s argument bore a striking resemblance to that developed by “young Marx” in his two articles on the Judenfrage. Marx, as is well known, had identified Judaism with the practice of selling and buying, and consequently viewed bourgeois society as the embodiment of the Jewish spirit (Avineri, 1964). Distinguishing “human” from “political” emancipation, Marx rejected Bruno Bauer’s argument against the emancipation of Jews, arguing that the latter, which was basically a recognition of political rights, can and should be achieved by the bourgeois polity, which is basically the “civil society” dominated by the “profane basis of Judaism,” i.e., practical need, self-interest, huckstering and money:
The Jew has emancipated himself in a Jewish manner, not only by acquiring the power of money, but also because money had become through him and also apart from him, a world power, while the practical Jewish spirit has become the practical spirit of the Christian nations. The Jews have emancipated themselves in so far as the Christians become Jews (Marx, 1963, pp. 34-5. Emphasis in original).
In the aforementioned “What Do Romania’s Socialists Want,” Gherea pursues a similar argument. For Marx, bourgeois society has “Judaized” even family relations, for “the relation between man and woman becomes an object of commerce. Woman is bartered away” (Marx,
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1963, p. 37). For Gherea, the bourgeois family is “family transformed into a business affair, accompanied by prostitution and adultery” (Dobrogeanu-Gherea, 1976-83, Vol. II, p. 66). It is perfectly true that such lines could have been inspired by Marxist literature of great circulation, such as “The Communist Manifesto” or “The Origins of the Family, Private Property and the State” (cf. Marx, Engels, 1969, pp. 49-51, 504-8). But it should be noticed that in writing of the family which turns into a “business affair,” Gherea employs the word “gesheft” [gheșeft]—which in Romania is solely and unmistakably associated with Jews—an association absent from the “Manifesto” or “The Origins of the Family,” but one which forms the backbone of Marx’s argumentation against Bauer. Furthermore, describing the process leading to what Gherea would eventually label as “Neo-Serfdom,” he notes that the old aristocracy leased its lands to “kikes [jidani] of Mosaic or Christian rites,” plunging into a life of pleasure and gluttony on the income provided by the lease (Dobrogeanu-Gherea, 1976-83, Vol. II, p. 76. Emphasis mine). As a Russian native, Gherea was certainly aware of the distinction between evrey and zhidy and of the fact that—in both languages—only the latter carries a pejorative connection—one he did not hesitate to employ. But he extended the pejorative to the entire Romanian land-leasing gentry. In other words, exploitation by private entrepreneurship, and not the religious faith of the exploiter, is the essential feature of the phenomenon, one in which, as Marx put it. “The Christians have become Jews.” One year later, arguing once more against the attribution of rural Romania’s plunder to Jews alone, Gherea wrote: “According to Mr. Gherghel, it would seem that all Moldovan fields are in the hands of kikes, that all big Moldavian landlords are kikes. We are inclined to believe him, but they are kikes of Christian rite, with Moldovan blood running in their veins” (Dobrogeanu-Gherea, 1956, Vol. II, p. 250. Emphasis mine). And if for Marx the “politically free inhabitant of New England” had made Mammon into “his idol which he adores not only with his lips, but with the whole force of his body and mind” (Marx, 1963, p.135), in Gherea’s eyes the entrepreneurial Liberals, who had launched the country’s industrialization, served “God and Mammon at one and the same time” (Dobrogeanu-Gherea, 1956, Vol. II, pp. 138, 141).
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Just as for Marx mere political emancipation was to be loathed—and yet to be viewed as a prerequisite stage for capitalist transcendence (Aufhebung) of the system’s inherent alienatory features, for Gherea, the universalization of rights—including Jewish emancipation—was a sine qua non of future transition into socialism, and precisely for the same reasons. Gherea, as noted, described the capitalization of the countryside in the darkest colors—and yet it was the task of the socialists to work for land reform, which would induce such capitalization, as a transitionary stage to socialism. In a similar manner, Gherea (and indeed Marx) denounced bourgeois democracy, yet regarded Jewish emancipation as part and parcel of its necessary universalization. In Romania’s case, where the Jewish minority played an important part in the country’s industrialization, the necessity of giving “content” to “form,” according to Gherea, was of a twofold nature: it was required by the infrastructural prerequisite of capitalist development, and it had to be reflected in the superstructural order. “We demand the irrevocable amalgamation of the Jewish masses into the organism of the Romanian lands,” he stated in an interview on the “Jewish question,” “both because it is of great necessity and of great utility for the entire future development of the country” (Dobrogeanu-Gherea, 1976-83, Vol. V, p. 170). In other words, not only should Jews be granted civic rights, but, as agents of modernization, they should be encouraged to take an active part in the process. This was precisely the position adopted in parliament in 1879 by P. P. Carp. Unfortunately, Carp’s was a voice in the wilderness. Enough, I believe, has been said to convince the reader that Constantin Dobrogeanu-Gherea’s thought was strikingly similar to that of “young Marx” at a time when he was more than unlikely to have been familiar with Marx’s early writings. It is an old saying among historians that research in the discipline should never be undertaken using the “as if” approach; and there is probably no rule other than the Seventh Commandment that has been broken more often. “Counterfactuals” have actually squeezed into history, political science and the discipline of international relations (Nye, 2003, pp. 50-1). Avoiding “iffy” questions remains a virtue, but it endangers virtuosity. I do not believe Gherea’s “wrong face, at the wrong time and in the wrong place” would have
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changed history if he were to land in the West at the turn of the last century. But I incline to believe it might have changed Gherea’s personal story. In the field of literary criticism and in the sociology of knowledge Gherea might have made a difference. After all, such East European Hungarian-born Marxist Jews as György Lukács and Karl Mannheim made a name for themselves, and so did in later years Gherea’s compatriot and coreligionist Lucien Goldman. In the last year of his life, at least, Gherea saw one of his dreams come true. Had he (another “if”!) lived twenty years longer, he would have witnessed the same dream crumble, for as of 1938, Romanian Jews began losing first civil, then property, and finally citizenship and life rights. As a “Judeo-Bolshevik” Gherea would have been a prime candidate, no matter he rejected Bolshevism from its earliest days. The Yad Vashem Memorial Institute’s archives are in possession of a document issued in autumn 1940 by the Iron Guard authorities ordering the exhumation of Gherea’s bones from the Christian cemetery where he had been laid to rest in 1920. In a supposedly transcendental world, the thinker was not to be allowed to transcend his Jewishness. Now—from transcendence to “transition”: I never visited again the headquarters of the PSDR after 1990. Passing by, however, I noticed that the building was taken over by the larger party that captured the name (PSD) after their 2001 merger. I wonder whether Gherea’s bust is still in the courtyard. Many former PCR members are leading figures in the new PSD. If the bust survived, they must find Lenin’s face quite familiar. Does Gherea’s story have morale? I cannot speak for the reader. But is has one for me. Although a “veteran Romanianologist,” I am also a “comparatist.” I believe one learns precious little if one’s interests exclude reasonable similitudes, and I am certain exceptions may only be explained in comparative parameters. In an article published back in 1984, and in a book published the next year I was noting that under communist rule “revisionism” and political reform were conditioned by the presence of a Marxist intellectual core capable of formulating demands for change in “an elite-penetrative”
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Marxist jargon. While this was not a sufficient condition for launching a reform process, I was stressing, it was a strictly necessary one. In both works I emphasized that this condition was “totally absent in Romania, where Marxist tradition was all but non-existent.” The notable exception was Constantin Dobrogeanu-Gherea. Consequently, I wrote, “even assuming that a revisionist faction had come into existence ex nihilo within the Romanian PCR national leadership” in the 1950s, 1960s or later, “its prospects of success would probably have equaled those of an officer corps without an army” (Shafir, 1984a, p. 457, 1985a, p. 20). The article was based on a comparison of Romania with Poland, Hungary and Czechoslovakia. My conclusions were challenged by Vladimir Tismăneanu (1989, pp. 336-7, 1995, p. 25), among other places in an article titled “The Tragicomedy of Romanian Communism”. They were, however, wholly embraced by Tismăneanu in his life-long opus on Romanian communism (2003), which I am glad to note. I am, however, less happy to observe that he forgot to mention his change of opinion, while making my insight into one of the main pillars of his otherwise exceptional tome. The tragicomedy of pays réel vs. pays légal has definitely spilled over the ocean. One wonders whether in Washington there is a street called Oneşti.
Sources:
1. Aron, Raymond, 1955, L’Opium des intellectuels, Paris, Calman-Levy. 2. Avineri, Shlomo, 1964, “Marx and Jewish Emancipation,” in Journal
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STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2 2007
REMAPPING THE MIND: EAST AND WEST IN POST - COMMUNIST EASTERN AND
CENTRAL EUROPE
Attila Pók*
Abstract The world of academia is on the move in science just as much as in social sciences and humanities. Borders, at least in this sphere of life, seem to be vanishing. One semester here, another there, joining project teams paralelly in various parts of the world, talking to publishers via Internet, submitting manuscripts without paper from a distant hideaway are natural elemts of contemporary academic life - East and West alike. For my generation of East Central European intellectuals, when we, the so called 1968-er generation1, started our careers in the first half of the 1970s, the probability of this way of life was identical with having week-end houses on the Moon or the Mars. From a purely technical-scientific point of view, even life on these distant planets seemed to be feasible-sooner or later. The real question was what kind of a passport and visas shall we need in order to get there, to what an extent the political tensions of the bipolar Cold War world will allow us to travel there. The two decisive political experiences that basically shaped our minds took place in 1968: the student revolts in the West and the Soviet invasion of Czechoslovakia. In this paper I would like to address a seemingly simple issue that, however, like a drop of the seawater reflects the composition of the ocean, mirrors the remapping of the minds of numerous intellectuals in Eastern and Central Europe during the last nearly four decades: the changing contents of the concepts of East and West in these minds.
* Attila Pok is the president of the Institute of History of the Hungarian Academy of Sciences 1 Cf. the website: www.single-generation.de/kohorten/68er.htm that gives an interesting list of some better known, mainly German members (writers and scholars) of this generation and hosts a debate on their achievements.
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A Homogeneous East vs. A Homogeneous West During the time of our high school and college education both
culturally and politically we were thinking in terms of a bipolar world: East and West. America was generally considered to be the avantgarde, the leader, the decisive force of the West, be it in political and military confrontation with the Soviet Union, in economic, technological development, in all fields of culture, everywhere. That was the case in the anti-Western official communist propaganda as well, but, of course, with a negative connotation: American imperialism was presented as the quintessence of the Western enemy. Early anti-Stalinist and reform- communist dissent did not care about differences between Western Europe and the US either. A number of its representatives were looking for spiritual stimulation in the West at large, because the Marxist-Leninist- Stalinist official New Faith (as Cz. Milos called the official Communist ideology) was incapable of fully satisfying these needs. In the 1950s and 1960s the US-led West for many reform-communists just as much as for the dissidents of the 1970s and 1980s was not a social-political model based on private property but a source of vibrant intellectual stimulation. The West meant primarily not IBM, GE, big multinational corporations, not so much Adeneauer, De Gaulle, Nixon, not even Kennedy but moch more Polanski, Hemingway, Sartre, Simone de Beauvoir, Pasolini, Amerigo Tot, students of Adorno, the Frankfurt School, Marcuse, Fellini, Brigitte Bardot, Sophia Loren, Lawrence Olivier, Kerouac, Salingerʹs Catcher in the Rye, Steinbeck, Stanley Kubrick (especially his Clockwork Orange), the Nobel Prize for Pasternakʹs Doctor Zhivago, famous musicals as the Hair, West Side Story, David Ojstrah, Leonard Bernstein etc. 2
On a non-intellectual level the rhetoric of Radio Free Europe appealed to lots of people who developed a far from realistic image of a way of life in the free and prosperous West where everything is of much better quality than in the East, where everything always perfectly functions. Top quality equalled Western quality. Those average citizens of the Soviet Bloc countries, who were not interested in culture, when defining the WEST,
2 Cf. Gábor Klaniczay (2003), Ellenkultúra a hetvenes-nyolcvanas években (Counter-Culture during the Seventies and Eighties), Budapest: Noran.
Remapping the Mind : East and West in Post …
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focused on consumption from Coca Cola and blue jeans to western made cars and not on the political or economic system.
Throughout the period of the Cold War in official Moscow or local Communist Party foreign policy strategies just as much as in most reform communist and anti-communist dissident rhetoric it was basically assumed that in spite of all regional peculiarities the US stood for and represented on the highest level the West and the SU the East.3 US-SU summits were by far the most important events of international politics and experience showed that the decisions taken on this level were indeed crucial for the fate of the whole world. The SU-led East was the OTHER for the US-led West and the other way round. This was true in spite of the pretty fast emerging other fault lines: following the acceleration of the decolonisation process, the Third World appeared on the stage of world politics and the Chinese- Russian rift seemed to be weakening the Soviet position.
Eastern Reservations about the West in the Bipolar World On the other hand, numerous reform-communist or anti-communist
Eastern intellectuals of the Cold War were also quite suspicious of the West that in spite of the great human and material losses of the wars never experienced the level of destruction that Eastern Europe had to face. For many of them, many of us parallel with the tribute paid to the West there existed also a longing for the Marxist-Leninist Method, the dialectical comprehensive understanding of the complex phenomena of he world.
This is the starting point of my argument that tries to explain how this bipolarity gave way to a gradual remapping of the mind. When Cz. Milos published his Captive Mind in 1951, he was 40 years old and has just broken with the communist system. The Method, he argued, ʺ exerts a magnetic influence on contemporary man because it alone emphasizes, as has never been before done, the fluidity and interdependence of phenomena….ʺ.4 The Method also has some mystery about it, but this ʺonly enhances its magic powerʺ 5- Milos argued. When I went to university in
3 John Lewis Gaddis (1997), We Now Know. Rethinking Cold War History, Oxford: Clarendon Press, 1-53. 4 Czeslav Milosz (1990), The Captive Mind, New York: Vintage International Edition, 51. 5 idem
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Budapest during the late 1960s and early 1970s, there was a loud call for going back to the ʺrealʺ non-Leninist, even less Stalinist Marx (we were frequently quoting Marx defining himself as a ʺnon-Marxistʺ and wanted to read only the pre-Communist Manifesto, early Marx) and made an effort at understanding György Lukács and Gramsci. With all our tribute to the culture of the West, we liked Che Guevara, rediscovered Rosa Luxemburg and organized demonstrations against the dictatorship in Greece and the American imperialists in Viet Nam. At the same time we certainly loved recordings from the performances of the Metropolitan Opera in New York as much as the Beatles, the Rolling Stones, Tom Jones songs or reports from Woodstock. Works by Djilas and Marcuse together with Pasternak, Solschenicin, Orwell and Koestler were being circulated. Under the spell of the events of 1968 many of us started to believe that the real front lines in the modern world were not so much between East and West but among generations, between North and South, in general between those inside and those outside power. We, the ʺ1968-er generation of intellectualsʺ, sincerely believed that by the time we are ʺSixty-Fourʺ6 we shall have created a New World.
Terminating Eternity Most influential minds on both sides of the bipolar worldʹs ʺfront-
lineʺ were captivated by the assumed eternity of this ʺbalance of powerʺ until 1968. The Hungarian Revolution in 1956 was, of course, also a crucial factor in shaping the thinking of Eastern and Central European intellectuals, freeing numerous captivated minds, but by the early sixties anger and disappointment gave way to hope. The Hungarian party leader, János Kádár at a party congress in 1962 declared that ʺ whoever is not against us, is with usʺ.7 As 1956 had clearly shown that the Eisenhower slogan of the liberation of the captive nations is just campaign rhetoric and not a political action programme, Central European intellectuals got more interested in reforming than dismantling the forcefully imported Soviet system. Most of these hopes vanished with the Soviet-led invasion of Czechoslovakia in 1968. In my part of the world this event shaped our 6 As the famous Beatles song put it. 7 VIIIth Congress of the Hungarian Socialist Workersʹ Party, November 20-24, 1962.
Remapping the Mind : East and West in Post …
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thought just as much as the news of the ʺWesternʺ student movements. The next wave of hopes was attached to Poland but the declaration of martial law on 13 December, 1981, to say the least, cooled down great expectations.
Still, the atmosphere of detente, especially the new German Eastern policy seemed to be promising. Promising what?
The Promise of Modernization One of the most important preoccupations of many outstanding and
not so outstanding Eastern and Central European minds has - since the early 19th century - been backwardness, underdevelopment, lagging behind of their homeland, of their historical region. The great hope attached to changes was to get impetus, help to this catching up process.
The backwardness was perceived in terms of political culture (representative democracy, secularization), various economic indicators (level of industrialization, per capita GDP, energy efficiency, overall efficacy of labour, transportation and communication network etc.), culture (number of functioning cultural institutions, level of illiteracy, per centage of respective age groups in institutions of primary, secondary and higher education etc.). One of the most fundamental dilemmas for patriotic politicians and political thinkers of partitioned Poland, Habsburg controlled Bohemia and Hungary, the Ottoman-ruled Balkans was the relationship between the implementation of the aims of national self- determination and modernization. After all, from a merely pragmatic point of view, larger territorial-political units can better deal with the construction of modern systems of transportation and communication, with modernization in every field of life than competing small sovereign states. On the other hand, it was frequently argued, the antiquated, pre- modern structures of political and economic rule, petrified social structures of conservative empires lacking mobility can also be major obstacles to modernization.
But even if the program of dismantling the outlived empires is successfully implemented and the incoming new national states prefer cooperation to rivalry, another dilemma might still stay on the agenda: will the import of modern Western institutions not endanger the integrity and cohesion of smaller Eastern nations? All these issues are brilliantly
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summarized in a most insightful book by the outstanding Polish historian, Jerzy Jedlicky.8 What he writes about 19th century Polish intelligentsia, applies in a chronologically and geographically much wider Eastern and Central European circle: ʺ/19th century Polish intelligentsia/ regarded its own country as a poor and neglected suburb of Europe, a suburb that looked at the metropolis with contradictory feelings of envy, admiration and distrustʺ.9
For many captive minds socialism - communism promised (and at a terrible price but seemed to implement) fast, comprehensive modernization: industrialization, urbanization, easy access to education and medical care as parts of some kind of an overall redemption. 1956, 1968, 1981 but also the news about Soviet domestic politics, domestic social life (via anti-Communist dissidents and occasionally anti-dogmatic reform- minded communists) helped to get out of the magic spell but the discard of the official communist ideas and program was not always coupled with the elaboration of feasible alternatives. The Politics of the Concept of Central Europe
Another major intellectual historical development of in the course of the history of the historical-political interpretations of East and West during the 1980s was the fast spread of the concept of Central Europe. The concept that emerged long before Kunderaʹs famous 1984 article on the tragedy of Central Europe defined a region by transgressing Cold War political and mental borders: it included ʺEasternʺ (Czech, Polish, Hungarian) territories together with ʺWesternʺ (Austrian, North Italian) regions and parts of the non-aligned Yugoslavia (Croatia, Slovenia). The discourses on and with the help of this concept directly, indirectly addressed one of the most important problems of our 68-er generation, the responsibility for communism.10 What is the proportion of external and internal factors in the gaining ground of authoritarian regimes, especially communism, in our countries? Was communism imposed on our country
8 Jerzy Jedlicki (1999), The Suburb of Europe. Nineteenth Century Polish Approaches to WesternCivilization, Budapest: CEU Press. 9 Jerzy Jedlicki, op. cit. 10 László Péter (1999), “Central Europe and Its Readings into the Past” in European Review of History 6, No, 1, 101-111.
Remapping the Mind : East and West in Post …
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only by Soviet imperialism or it had internal roots as well? In other words and from a broader perspective: do the societies of the countries of the Soviet Bloc show any structural, historically determined similarities? Is it a pure coincidence as Jenő Szűcs put it in 1979 that the Iron Curtain was drawn almost exactly along the line that after 1500 divided off the eastern part of Europe as the scene of the second serfdom? He also pointed out, on the basis of the spread of dioceses, architectural styles, legal institutions etc. that ʺthe line of the old Roman limes would show up on Europeʹs morphological map, thus presaging right from the start the birth of a ʺCentral Europeʺ within the notion of the West.ʺ 11
Euphory and Disappointment, 1989-90 and the Aftermath The euphory of 1989-90 temporarily vieled the complexity and the
difficulties of the transition. Ralf Dahrendorfʹs insightful forecast (you can build up democratic political institutions in six months, market economy in six years but to change deep-rooted attitudes, mentalities calls for at least sixty years)12 was not taken very seriously.
ʺWhere are we headingʺ? was the great question in the aftermath of the demise of the Soviet Block. If I now look back, the first major item on the post-communist Central European agenda was the problem of the fast proliferation of new national states (successor states of the Soviet Union, the dissolution of Czechoslovakia, and primarily the Yugoslav disintegration process). It was believed that the removal of unwanted bonds, the gaining ground of national self-determination goes hand in hand with the democratization of the societies/countries concerned. To the most shocking extent Yugoslavia but to a lesser extent, the experiences of all the East Central European post-communist countries showed that this was not the case, xenophobia and the emergence of authoritarian leaders, the lack of a fair ruling of the position of national minorities ranked high on most of the new national agendas.
It was clear that in order to prevent greater disasters direct or indirect external intervention could not be avoided. Experience had quickly
11 Jenő Szűcs (1983) ”The Three Historical Regions of Europeʺ in Acta Historica Academiae Scientarium Hungaricae 29, Nos 2-4. 12 Ralf Dahrendorf (1990), Reflections on the Revolution, New York: Crown.
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shown that consolidation, peace and security could be implemented only if the EU and NATO made substantial financial, political and military efforts in the region. Numerous influential politicians inside and outside East Central Europe assumed that ultimately this was to be achieved only if all the countries of the former Soviet Bloc were integrated into these two organizations. This became an axiom for the political leaders and most of the leading intellectuals of these countries.
The EU was most appealing as it preached and seemed to truly establish unity in diversity, creating a cohesive unity without destructing particular identities. Being no melting pot, its political philosophy well fitted into the broader post-modern understanding of the world. It was assumed that in contemporary America this view was shared, Richard Rortyʹs pragmatic but humanitarian philosophy was frequently quoted. Rortyʹs post-modern, anti-Platonic philosophy accepts solidarity as a basis of ethical norms but denies the existence of a reason-guided Kantian overall axiomatic transcendent truth. It was exactly this approach that appealed to intellectuals disappointed in comprehensive Methods based on class, race, nation or religion. 13
There was, however, a wide-spread worry: Just the same way as 19th century intellectuals of and with an interest in the region, their late 20th century followers feared chaos and anarchy if the West leaves the East alone.
A Divided West Faces a Divided East The first stage of the NATO-US intervention on the Balkans was
promising, led to the November 1995 Dayton agreement. Dayton had the message that you can intervene from outside efficiently in the interest of saving human rights and human lives without imposing an alien political system on the perpatrators and victims. Later developments, however, gave food for more worries than hope. From the perspective of changing mental borders, the changing historical-political content of East and West,
13 Béla Bíró: “A ʺnagy történetʺ feltámadása? (Resurrection of the Grand Narrative?)” Egyenlítő, 2003/I/ 27-30. For a good insight into Rortyʹs debates with Jürgen Habermas and some other outstanding contemporary thinkers cf.: Józef Niznik and John T. Sanders (eds.) (1996), Debating the State of Philosophy, Westport, Conn.: Praeger.
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four events can be pointed out: the air-raids against Yugoslavia in the spring of 1999, 9/11, the beginning of the Iraq war and the accession of the 10 new EU member states in May 2004.
In philosophical terms, for many of us the war on terrorism seemed to signal the termination of the so much desired pluralism, it gave an inspiration for the resurrection of a protestant-messianistic ʺGrand Narrativeʺ that many of us feared. Let me explain! NATO Enlargement, 1999 Air Raids against Yugoslavia
Hungary, together with Poland, the Czech Republic, Slovakia, Roumania, Bulgaria joined NATO in order to fill a security gap, to find safety under a protective umbrella. A few weeks after the festivities in Washington NATO planes were dropping bombs on Yugoslavia, destroying among others one of the most important bridges over the Danube, a few miles away from the Hungarian border. Refugee Serbs from Kosovo started flooding into this region with a substantial Hungarian minority, adding ethnic tension to material suffering. Intellectuals of the region were divided on the issue. One of the most prestigious Hungarian intellectuals, György Konrád wrote numerous articles in German and Hungarian papers arguing that although there was clear evidence on the crimes committed by the Milosevic regime, external interference into the conflicts of radical nationalisms could only worsen the situation and would support radical Albanian nationalists. In a most passionate way did he refuse arguments that supported the intervention as a preventive action to avoid prospective greater disasters. 14Others praised the intervention going as far as saying that just the same way as in both World Wars, again it was only America that could help freedom-loving Europeans in times of crisis.
9/11 9/11 had a great intellectual echo in my part of the world.
Numerous East Central European minds thought that a most promising time period, starting with the fall of the Berlin wall, with free elections in the countries of the former Soviet Bloc, came now to an end. During the 14 E. g. in the most widely read Hungarian daily, Népszabadság on July 12, 1999.Quoted by Béla Bíró: op. cit. 29.
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1990s the democratic changes in Eastern and Central Europe together with similar Latin-American developments, with the new waves of international NGO movements that tried to increase the awareness of the worldʹs decision makers of health, social and environmental hazards in what used to be called the Third World, seemed to offer a chance to make our globe a better place to live in. In the aftermath of 9/11 fear, worry, strategies of self- defence with all kinds of preventive actions came into the foreground. 15 When dealing with this situation Europe both on a political and an NGO or social level turned out to be very much divided. In the course of trying to look into the deeper lying causes of the Fall of the Towers, much political and scholarly interest was devoted to looking for structural differences betweeen the US and Europe.
Iraq War
This tendency continued after the beginning of the Iraq war in the spring of 2003. Some outstanding minds, however, have changed their views concerning the legitimacy of external intervention. For example, György Konrád who four years earlier, as I have mentioned, powerfully criticized the air raids against Yugoslavia, now argued as follows: ʺ We, Central European dissidents are interested in decreasing the number of dictatorships in the world. That is why we do not like the renewed anti- imperialist propaganda…that - just as much as during the Cold War - shows a grotesque understanding for murderous dictatorships. That is why we do not support the despot of Iraq against his own country and the neighbouring peoples… Just as much as cities, the world also needs policemen. We demand security and not rhetorics from the policeman.ʺ16 He also added that hostility towards America was a new kind of Anti- Semitism. He was here arguing not only against those who were against the war by definition but also against those who demanded UN 15 Miklós Tamás Gáspár: “A katasztrófa. (The Catastrophy)”, Magyar Hírlap, September 13, 2001. A good survey of reactions to 9/11: László Andor: “Nekünk New York kell” (We Need A New York, in Hungarian this is reference to a great Hungarian historical tragedy in 1526, when Ottoman Turks defeated the Hungarian army at a place called Mohács. We need a Mohács in Hungarian means that it is only after a great disaster that we can seriously face our problems!). Eszmélet, 52 (2001) 16 Népszabadság, March 1, 2003. Quoted by Béla Bíró: op. cit. 29-30.
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authorization on the basis of clear evidence on arms of mass destruction in Iraq, as, for example, Günter Grass and numerous former East Central European dissidents.
EU Enlargement The splits further increased after May 1, 2004, a day we had been
looking forward to for so many years. The restraints on sovereignty resulting from EU membership turned out to be conspicuous, the help, support came with a tremendeous bureucratic burden and great delays. Still, and this is already taking us up to our days, in the course of debates about medium and longer terms perspectives of our regionʹs social and and economic development, most recently on the occasion of the 25th anniversary of the creation of the Polish system-changing trade union, the Solidarnosc and the 15th anniversary of the 1989-90 changes gave food for much public debate about the post-communist transition.
In these debates America frequently appears as the encorporation of the worst and most disgusting features of capitalism: imperialist expansion, lack of sensitivity for social, especially welfare problems, disregard of human rights. Much less attention is paid to impressive American indicators of economic efficiency, culural diversity combined with cultural and scholarly success. The European West, the EU of the 15 is generally perceived as a tamed form of capitalism where social solidarity is still a much more important issue than in the US: This point played an important role in the official pro-EU campaigns before accession. Mutatis mutandis, this evaluation, this approach could be compared to the debate on socialism with a human face in the 1970s17, in comparison with the harshness of ʺrealʺ socialism in pre-perestroika SU and Eastern Germany. Now the US presents the brutal aspect of capitalism, the EU capitalism with a human face. For numerous leading politicians (both right and left) in East Central Europe the rising stars are China, India, smaller Far East and South East Asian countries and strangely enough the lack of social care is rarely referred to when praising these small and larger tigers. 17. Cf. the works by Rudolf Bahro, especially Die Alternative, Köln, 1977.
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The Multiplication of the West in Eastern Eyes Whereas even 15 years earlier it was widely believed that capitalism
is basically the same in the US and Western Europe with the US politically and economically taking the lead, now, as Tony Judt put it a recent New York Review of Books article: ʺIt is becoming clear that America and Europe are not way stations on a historical production line, such that Europeans must expect to inherit or replicate the American experience after an appropriate time lag.ʺ18
An important question is what similarities and differences with foreign cultures shape European and American identities? Generally defining what one does not share is more important than a normative list of the ingridients of this identity. Jürgen Habermas suggests19 that focusing on transatlantic value differences could be of great use in generating cohesion in Europe but this could hardly be a successful scenerio in the time of global threats of all kind. Strangely enough from an East Central European angle the US in some ways shows more resemblance to Russia than Western Europe. Tony Judt summarized these assumed similarities in his above-mentioned New York Review of Books article as follows: ʺ… its suspicion of dissent, its fear of foreign influence, its unfamiliarity with alien lands and its reliance upon military strength when dealing with themʺ. In some other argumentations on US-Europe basic value differences the large scale use of the death penalty in the US (not tolerated in EU member countries) and what in the longer run seems to be especially significant, the role of God and religion in American politics are given prominence. For numerous East Central Europeans, however, the US is still the country of the Jeffersonian compromise (in Richard Rortyʹs words: trading a guarantee of religious freedom for the willingness of religious believers not to bring religion into discussion of political questions), we learnt about the civil rights, civil society, anti-racism, feminism, the idea of self-government, protection of environment and the consumer ) from the US.20 I think that some of our great debt to America could be repaid if in the spirit of Timothy Garton Ashʹs ʺDeclaration of Interdependenceʺ, i.e. ʺAmerica
18 New York Review of Books, vol.52., No. 2.( February 10, 2005) 19 Quoted by Tony Judt in the article referred to in footnote 18. 20 Miklós Tamás Gáspár, “A katasztrófa” in Magyar Hírlap, September 13, 2001.
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should want Europe to be a benign check and balance on its own solitary superpowerʺ21
In addition to that in the recent East Central European debates, the West is differentiated not only along the very marked US-Western Europe divide but also along the lines of clashing political, economic and military interests within the European Union as well.
Conclusions
An obvious consequence of the fall of the Soviet Bloc was the total vanishing of the homogeneous concept of the East as well. The first major step along the line of redrawing the mental borders in this respect was the spread of the concept of Central Europe during the 1980s that I have already referred to. After 1989-90 the very differing paces of postcommunist transition, the differing schedules of EU and NATO accession, the differences and similarities of party political landscapes present the Eastern part of the continent much more colourful, much more heterogeneous than in the early times of the Cold War.
East Central European enlarged minds are now perhaps more perplexed than ever. They are no more captivated by Milosʹ Method but by the idea and achievements of European integration. No more a vague West, but the concept of Europe became the democratic counterpoint to authoritarian or in some cases despotic communist rule that in the longer run led to economic decline and at best to overall stagnation in the countries of the former Soviet Bloc. It is, however, clear that without the economic and military strength, political influence, the immense cultural potential of the US, hardly any global problem can be tackled. The concept of an abstract, homogeneous West gave way to a much more realistic picture of differences and competition. During the last decade and a half it was not only the political maps of Eastern and Central Europe that were redrawn but the mental, intelllectual landscape of the region did undergo an equally substantial change as well. We can no more think in terms of clearly defined homogeneous poles: a culturally or politically attractive West and an authoritarian, anti- 21 Tony Judt: op.cit.
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democratic East. The redrawal of this mental landscape of my generation of East and Central European intellectuals started long before 1989-90 but it certainly speeded up after the ʺYear of Miraclesʺ and we are still looking for the new compass that helps us in finding our way on this map.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
CONSTRUCTING A BETTER DEMOCRATIC PEACE THEORY
Zoltán I. Búzás*
Abstract At the risk of oversimplification we can distinguish between pessimist and optimist research programs on European security. In the present paper I focus on the optimistic democratic peace theory, since the empirical evidence seems more supportive of it. After reviewing the democratic peace literature, I find that the normative/cultural strand provides most of the explanatory power of this research program. I suggest that constructivism has the potential to improve this component because it is specialized to deal with norms. Finally, I draw hypotheses based on this social constructivist interpretation of the normative/cultural strand, and specify a test for it regarding European enlargement. As a caveat, the paper is a first draft and as such a work in progress, and thus it certainly needs further work to overcome its present limitations.
I. Introduction
As we look back to the past, we can easily notice that Europe hosted the most and most intense armed conflicts.1 However, since the end of the Second World War the European Union seems to be peaceful. While realist theories explain the Long Peace2 of the Cold War with the existence of a common enemy (the Soviet Union), from this perspective it is not so clear why the post-Cold War EU remains peaceful. As we look at the literature on the European security, two categories of answers become clear: optimistic and pessimistic ones. In the former we primarily find (neo)realist
* PhD student in Political Science and International Relations at the University of Delaware since 2004. 1 Gleditsch, N. P., “Democracy and the Future of European Peace,” European Journal of International Relations, No. 4, Vol. 1, pp. 539-572. 2 John L. Gaddis, (1987), The Long Peace: Inquiries into the History of the Cold War, New York: Oxford University Press.
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theories, while in the latter we find mainly (neo)liberal and constructivist theories. The structure of the paper is the following: first, I take a brief look at the empirical evidence about conflicts in the EU, and I claim that the pessimistic approaches offer unsatisfactory explanations for it. Second, I review the democratic peace literature, which seems to be able to better account for the post-Cold War EU security outcomes. I also find that the normative/cultural approach provides most of the explanatory power of the democratic peace thesis. Therefore, in order to improve the theory and through it our understanding of empirics I suggest a social constructivist approach to it since this latter is better able to handle normative analyses (where normative means based on norms). Finally, I propose hypotheses and a test geared to European enlargement for this constructivist democratic peace approach.
II. The Pessimistic Research Program and the Empirical Record
1) The Pessimistic Research Program
After the end of the Cold War, several neorealists expected a return to the conflictual Europe of the past. This was a logical consequence of their reasoning which located sources of the Long Peace in Europe in the equality of military force, nuclear weapons, and the bipolar structure of the international system including a common enemy (USSR). Since these factors evaporated, many of them in the front with Mearsheimer expected that the post-Cold War period in Europe “would probably be substantially more prone to violence than the past 45 years.”3 It is certainly true that offensive realism is not the only realist strand, and others can better account for the post-Cold War European security outcomes. For instance the defensive realist Waltz claims that Europe moved so far toward unity that probably cannot progress more, but it also cannot go back.4 Similarly,
3 John J. Mearsheimer (1995), “Back to the Future: Instability in Europe After the Cold War”, Michael E. Brown, Sean M. Lynn-Jones, Steven E. Miller, (eds.), The Perils of Anarchy: Contemporary Realism and International Security, Cambridge, Massachusetts: The MIT Press, p. 79. 4 Kenneth N. Waltz (1995), “The Emerging Structure of International Politics,” in ibidem, p. 68.
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based on Walt’s balance of threat5 theory one could reach a more optimistic prediction about European security. Since states balance not against power per se, but against threat, there is no good reason for an intra-European conflict. Next, Schweller’s balance of interest6 approach could serve as a basis for the deductive statement that European peace can be explained by the fact that member states bandwagon for additional gains rather than balance. Wohlforth, as a supporter of the Gilpin-type hegemonic transition version of neorealism would probably explain European peace by the presence of a powerful hegemon with 100000 troops.7 Finally, optimist realists sharing Glaser’s “contingent realism,” would argue that structural realism “properly understood predicts that, under a wide range of conditions, adversaries can best achieve their security goals through cooperative policies, not competitive ones, and should, therefore, choose cooperation when these conditions prevail.”8
While for these latter approaches the post-Cold War peaceful Europe is not as anomalous as for Mearsheimer, they usually do not give satisfactory answers to the following questions. It is not enough to say that European states did not have an interest in fighting each other, or that they did not perceive each other as threatening. The real question is why this was the case. Why is it that European states do not perceive each other as threatening and have similar interests so they can bandwagon? Why can they cooperate under a wide range of conditions if the international system is anarchic, relative gains matter? Rather than answering the question regarding the lack of intra-European conflict, these approaches merely push it back with one step. In order to discover these deeper causes I will turn to democratic peace theory. Until then, let us briefly look at the empirical record.
5 Stephen M. Walt (1995), “Alliance Formation and the Balance of World Power,” in ibidem. 6 Randall Schweller (1995), “Bandwagoning for Profit: Bringing the Revisionist State Back In,” in ibidem, p. 251. 7 William C. Wohlforth (1995), “Realism and the End of the Cold War,” in ibiudem, pp. 3-41. 8 Charles L. Glaser (1995), “Realists as Optimists,” in ibidem, p. 378.
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2) The Empirical Record
On the 1st of May 2004 the European Union had its biggest enlargement ever, with ten new member states included in the EU. Throughout the past fifteen years there was a considerable effort not only to widen, but also to deepen the EU. For instance the Maastricht Treaty, The Treaty of Amsterdam all arguably contained important steps in this direction; the Treaty of Nice is especially relevant in this regard, providing for instance new rules on closer co-operation. While in 1999 Hungary, the Czech Republic and Poland joined the NATO, on 29th of March 2004, seven more countries formally joined. This was the fifth, and the largest, round of enlargement in the Alliance’s history. Thus, if one takes a look at the European map, Kant’s enlarging zone of peace comes into mind.
Of course, this is only half of the story. Let us now look at the post- Cold War conflicts, focusing on Europe. I use Eriksson and Wallensteen’s data, who count armed conflict those situations where the number of battle-related casualties reaches 25 per year, and count as war those with minimum 1000 casualties.9
Looking at the data below, at the first glance it seems that the realist were at least partly right, since Europe is the third most conflictual region after Asia and Africa in terms of number of conflicts. However, if we take an intra-European look, Appendix 1 below shows us that most of these conflicts occurred outside the EU. While there was some conflict in Spain and Northern Ireland, both of these were intra-state ones (not the interstate one anticipated by realists) and they did not reach the level of war. The other conflicts occurred mostly at the periphery of Europe and were mostly intra-state ones, not the conflicts for regional hegemony anticipated by realists.10 This is clearly not to say that there were no conflicts of interest among states in the EU, but these were solved at the table of negotiations. Indeed, war between European states seems unthinkable to most people today. One has to ask why this is the case, if the world is indeed anarchic and based on self-help.
9 Mikael Eriksson and Peter Wallensteen (2004), “Armed Conflict, 1989-2003”, Journal of Peace Research, vol. 41, no. 5, pp. 625-636. 10 See Appendix 1 in Peter Wallensteen an Margareta Sollenberg, (2001), “Armed Conflict, 1989-2000”, Journal of Peace Research, vol. 38, no. 5, p. 637.
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In conclusion, it seems that pessimistic approaches do not give a satisfactory explanation of the post-Cold War EU peace. As mentioned above, wars are unthinkable, or, as Bourdieu would put it, EU peace is part of doxa (of that which is taken for granted).11 I turn now to the democratic peace explanations, which not only better fit the empirical evidence, but have the potential to shed light on its deeper causes.
11 Pierre Bourdieu, (1977), Outline of a Theory of Practice, New York: Cambridge University Press, p. 166.
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II. A Review of Democratic Peace Theory
According to Jack Levy “the absence of war between democracies comes
as close as anything we have to an empirical law in international relations,”12 while Bruce Russett states that democratic peace contains “one of the strongest nontrivial and nontautological generalizations that can be made about international relations.”13 This research program challenges realism’s pessimism and its systemic level approach. In this subsection I first turn to the roots of the democratic peace thesis. Next, I look at the definition problematique and I continue with discussing the different strands of explanations. Finally, I review critiques of democratic peace and I conclude with the argument that the normative/cultural strand provides most of the explanatory power of the democratic peace research program.
1) The Roots of the Democratic Peace Thesis
The roots of the democratic peace thesis date back to the Kantian idea of perpetual peace.14 The growing zone of peace mentioned by several supporters of the democratic peace is quite similar to Kant’s “foedus pacificum.” Although at the individual level Kant seems a pessimist like Hobbes, at the supra-individual level he is more optimistic, believing in the progress of humanity toward perfection and peace. According to the Kantian idea republics are more cautious to declare war because the people who decide have also have to support to burden, an also it is difficult to justify war against other republics.15 However, most supporters of 12 Jack S. Levy, (1989), “Domestic Politics and War,” in Robert I. Rotberg and Theodore K. Rabb (eds.), The Origin and Prevention of Major Wars, Cambridge: Cambridge University Press,, p. 88. 13 Bruce Russett (1990), Controlling the Sword: The Democratic Governance of National Security, Cambridge, Mass: Harvard University Press, p. 123. 14 Immanuel Kant (1972), Perpetual Peace: A Philosophical Essay, New York: Garland Publishing Inc.; see also Kant’s Definitive and Permissive Articles for instance in Howard Williams (1992), International Relations in Political Theory, Milton Keynes, PA: Open University Press, p. 87. Although Kant clearly distinguishes between democracy and republicanism, today’s democracy fits his definition of republicanism. 15 Immanuel Kant (1991), “Perpetual Peace. A Philosophical Sketch,” in H. Reiss, (ed.), Kant. Political Writings, 2nd edition, Cambridge: Cambridge University Press, 1991, p. 100.
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democratic peace are skeptical about the restraint the cost-benefit analysis suggests to democratic citizens, because it seems not to work against nondemocracies. Most of the contemporary theoreticians draw on the second section of Perpetual Peace, containing the Definitive Articles of a Perpetual Peace16 according to which:
1. The civil constitution of each state shall be republican (constitutional law): this constitution includes equality of citizens, common legislation for all subjects, freedom, and the consent of citizen to wage wars.
2. The law of nations shall be founded on a federation of free states (international law): this refers to an alliance of a particular kind, foedus pacificum, which differs from a peace treaty (pactum pacis) in that the latter is meant to end one war, the former is meant to gradually end all wars.
3. The rights of men, as citizens of the world, shall be limited to the conditions of universal hospitality (cosmopolitan law).
As an increasing number of states accept Kant’s three definitive articles, the pacific union is enlarging and Perpetual Peace gets closer.
Closer to our times, starting with the behavioralist revolution in political science, several quantitative studies found that democracies seem to be more peaceful with each other. Thus, Dean Babst argued that democratic states did not fight interstate wars.17 Similarly, in a very comprehensive study Rummel has reached the same conclusion that democratic states do not fight each other.18 Subsequently, a large body of literature was produced on this phenomenon. Maoz and Abdolali find that although democracies seem to be as war-prone as other regime types, “the proportion of disputes in which [democracies] participate that escalate to war is significantly lower than that of nondemocratic polities.”19 This result is supported by the findings of Bueno de Mesquita and Lalman, who look 16 Kant, op. cit., pp. 120-140. 17 Dean V. Babst, “A Force for Peace,” Industrial Research, Vol. 14 (April), pp. 55-58. 18 Rummel, R.J., (1975-1981), Understanding Conflict and War: Vols. 1-5, Los Angeles: Sage Publishing. 19 Zeev Maoz and Nasrin Abdolali, “Regime Tpyes and International Conflict, 1817-1976,” Journal of Conflict Resolution , Vol. 33, (March, 1989), p. 18.
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at European militarized conflicts and find that regime type of both the target or the initiator state independently increases the chances of avoiding escalation of conflict; even if only one of the states is democratic, the chances of peaceful conflict resolution significantly increase.20 Also, Bremer’s analysis focused on all dyads of the international system from 1816 to 1956 indicates that war between nondemocratic regimes is approximately four times as likely as between democratic and nondemocratic or only between democratic regimes.21
2) The Definition Problematique
A key component on which the validity of democratic peace depends is the definition of democracy and interstate war. Based on these one can dismiss or accept the alleged exceptions to the democratic peace proposition. A detailed discussion of this issue is beyond the scope of the paper, but I will briefly provide the main definitions on which the theory builds. Russett defines democracy in terms of elected government, voting rights of the majority of the adult citizens, popularly elected executive or one which is accountable to elected legislature.22 According to Owen, liberal democratic countries are states “where liberalism is the dominant ideology and citizens have leverage over war decisions.”23 Free speech and election of the representatives who are competent in declaring war are important features of these democratic regimes. This type of liberalism values self- preservation, considers material well-being as the universal goal of all peoples, and perceives freedom and tolerance as the best way to achieve it. According to Ray democracy is defined as a “form of government in which the identities of the leaders of the executive branch and the members of the
20 Bruce Bueno de Mesquita and David Lalman, “Empirical Support for Systemic and Dyadic Explanations of International Conflict,” World Politics, Vol. 41, pp. 1-20. 21 Stuart A. Bremer, “Dangerous Dyads: Conditions Affecting the Likelihood of Interstate War, 1816-1965,” Journal of Conflict Resolution, Vol. 36 (June), pp. 309-341. 22 Bruce Russett (1993) Grasping the Democratic Peace: Principles for a Post-Cold War World, Princeton, NJ: Princeton University Press, pp. 11-16. 23 John M. Owen (1996), “How Liberalism Produces Democratic Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, p. 118.
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national legislature are determined in fair, competitive elections.”24 A regime is sufficiently democratic if at least two formally independent political parties compete for votes, at least 50% of the adult population exercises voting rights, and there is precedent of peaceful power transfer from one party to another. Another variable often introduced is perception. It is argued that it is not enough that a state is democratic, but it must also be perceived as such by the fellow democracies (see Owen or Russett below).
Regarding the definition of war, usually the Correlates of War project is followed by the supporters of the democratic peace proposition.25 According to this, only those armed conflicts qualify as wars which involve at least 1000 battle casualties. Parties at war can be considered those with at least 1000 troops committed to battle, or with 100 battle fatalities. Finally, to be considered interstate wars, these conflicts must take place between sovereign states.26
Based on these and similar definitions, supporters of democratic peace based the main thesis of the research program: mature democracies of the right type, which also perceived each other as such, do not fight interstate wars against each other. But what are the explanations? What causal mechanisms underlie this phenomenon? The next subsection deals with these questions.
3) Explaining Democratic Peace
Since the thesis itself establishes only a correlation between democratic regimes and the lack of war between them, theories are needed which can explain this correlation, or can specify causal mechanisms which underlie this phenomenon. Although there are several possibilities to categorize the different attempts of democratic peace approaches, there are three widely recognized strands: (1) the structural/institutional, (2) the normative/cultural, and (3) the economic interdependency variants. Their arguments are briefly the following:
24 James Lee Ray (1995), Democracy and International Conflict: An Evaluation of the Democratic Peace Proposition, Columbia: South Carolina Press, p. 97. 25 See for instance the acceptance of the COW definitions in ibidem and Russett, op.cit. 26 Melvin Small and J. David Singer, (1982), Resort to Arms, Beverly Hills: Sage Publishing.
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1. The institutions of democratic regimes constrain the ability of leaders to wage wars. Institutional constraints in democracy such as checks and balances, separation of powers, and public debate slow down or block ways to war. Democratic leaders perceive each other as being constrained, and they do not fear surprise attacks.27
2. The shared domestic norms of democracies cause a peaceful perception about each other. According to the cultural/normative model the ideas and norms of democracy lead to peaceful conflict resolution between democracies, but not necessarily between democracies and nondemocracies. Democratic decision makers tend to externalize domestic norms of peaceful conflict resolution when dealing with other democracies since they expect reciprocation, but they are suspicious of nondemocracies and use nondemocratic norms of conflict resolution with these latter.
3. Democracies are characterized by economic interdependence, which in turn lowers the probability of wars between democracies since war is not profitable.
In the following I will try to present the arguments on democratic peace organized around the most important authors. After reviewing their works, I will summarize the causal mechanisms of the three strands.
Reviving Democratic Peace-Doyle’s Kantian Mixture
The contemporary father of democratic peace is Michael W. Doyle, who, drawing on Kant’s ideas, analyzed the influence of liberalism on the conduct of foreign affairs.28 Doyle argues that liberalism can at least partly disrupt the realist balance-of-power type international relations, producing
27 Russett, op. cit., pp. 38-40. 28 Michael W. Doyle, (1996), “Kant, Liberal Legacies, and Foreign Affairs,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller, op. cit., pp. 3-58.
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a qualitative change in international relations among democratic states.29 He is cautious enough to assert that while democratic war is not impossible, it is highly unlikely.30 While liberal states are as war-prone as any other regime (or even more so) in their relations with nonliberal states, liberal democracies are peaceful among each other. His explanation for democratic peace is almost identical to that of Kant, because it involves the constitutional guarantee of caution, the international law’s guarantee of respect, and the cosmopolitan law’s material incentives (rights to hospitality is conducive to free trade). These three sources together connect in Doyle’s vision democracy with peace. An important component of his explanation is the normative/cultural strand, which emphasizes the externalization of domestic democratic norms and importance of perception: “In short, domestically just republics, which rest on consent, presume foreign republics to be also consensual, just, and therefore deserving of accommodation.”31 Thus, it seems that the trust between democracies mitigates the power of security dilemma and promotes friendly relations between democracies. In contrast, while nonliberal states indeed act sometimes again democracies, at least “part of the atmosphere of suspicion can be attributed to the perception by liberal states that nonliberal states are in a permanent state of aggression against their own people.”32 The Normative Strand is the Best-Russett
Russett shares Doyle’s claim that while democracies are peaceful with each other, they are not necessarily so with non-democratic regimes. He nicely breaks down his interpretation of democratic peace to its components: “(a) Democracies rarely fight each other (an empirical statement) because (b) they have other means of resolving conflicts between them and therefore do not need to fight each other (a prudential statement), and (c) they perceive that democracies should not fight each other (a normative
29 Doyle in ibidem, p. 4. 30 Doyle in ibidem, p. 10. 31 Doyle in ibidem p. 26. 32 Doyle in ibidem p.32.
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statement about principles of right behavior), which reinforces the empirical statement.”33 He analyses several “alleged exceptions” to the democratic peace thesis from Athens versus Syracuse to conflicts in the post-Communist world (Armenia-Azerbaijan, Serbia versus Croatia etc.) and using his definitions of interstate war and democracy he finds that none of them constitutes an exception to democratic peace.34
Russett argues that democracies adopted an anti-war norm among each other at the end of the nineteenth century, as the 1895-96 Venezuelan Crisis demonstrates when American and English leaders appealed to shared liberal values. After that as the number of democracies grew, democratic peace became increasingly important and statistically significant. This argument is in conformity with his analysis of the imperfect democratic peace of Ancient Greece, where he finds 14 wars between democracies.35 Russett explains this with weak democratic constitution and ideology. Institutions provided weak constraints on war, perceptions about each other were very varied, in the sense that the political entities did not always perceived each other as democracies. He considers that the democratic peace thesis that democracies do not fight each other was just being born by that time, and its infantilism and misperceptions about each other reduced its efficiency.36 Russett also discusses the two models which offer explanations regarding democracy’s pacifying effect: the cultural/normative model and the structural/institutional model. He regards them as complementary and competing at the same time. It is hard to distinguish between them because norms shape institutions, and also all depends on whether democracies perceive each other as democracies. But he still thinks that we can devise tests which tell us which model is better. Such a test is carried out by Russett and Maoz.37 They formulate three distinct hypotheses and analyze them through multivariate statistical methods. The hypotheses are the following: “1. The more democratic are both members of a pair of states 33 Russett, op. cit., p. 4. 34 Ray, op. cit., pp. 86-125. See also Russett, op. cit., pp. 16-19. 35 Bruce Russett and William Antholis, “The Imperfect Democratic Peace of Ancient Athens,” in ibidem, pp. 43-62. 36 Ibidem, p. 62. 37 Bruce Russett and Zeev Maoz, “The Democratic Peace since World War II,” in ibidem, pp. 72-98.
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(dyad), the less likely it is that a militarized dispute will break out between them, and the less likely it is that any disputes that do break out will escalate. This effect will operate independently of other attributes such as wealth, economic growth, contiguity, alliance, or capability ratio of the countries. 2. The more deeply rooted are democratic norms in the political processes operating in the two states, the lower the likelihood that disputes will break out or escalate. (Normative/cultural model) 3. The higher the institutional constraints on the two states, the lower the likelihood that disputes will break out or escalate. (Structural/institutional model)”38 They look at all dyads of independent states from 1946-86, the unit of analysis being pairs of countries per year (dyad-year). The degree of institutional restraint is measured on a scale from 4 to 22, composed of degree of concentration of power, degree of executive constraint, centralization, and scope of government action. The measure of normative influence on conflict behavior is seen as the persistence of the regime in years. The other independent variables are wealth, economic growth, alliance, contiguity, and military capability ratio. Russett and Maoz use logistic regression to analyze the data, since the dependent variable is dichotomous (war/ no war; dispute/no dispute). Their findings indicate that democracy is an important predictor of the dependent variable even when one controls for the alternative independent variables. These findings are consistent with those of Bremer, and a previous study of Maoz and Russett.39 The more democratic the countries of the dyad are, the less likely a crisis between them or its escalation. Further, the results indicate that the normative/cultural model is superior to the structural/institutional one. Normative restraints are conducive to avoiding both the occurrence of disputes and the outbreak of war, whereas institutional constraints seem to prevent the outbreak of war, but do not prevent states from involvement in lower-level disputes.40 Overall, all three hypotheses are supported, but 2 is
38 Russett and Maoz, “The Democratic Peace since World War II,” in ibidem, pp. 72-73. 39 Stuart Bremer, “Democracy and Militarized Interstate Conflict, 1816-1965,” International Interactions, Vol. 18, No. 3 (Spring 1993), pp. 231-249; Zeev Maoz and Bruce Russett, “Alliances, Contiguity, Wealth, and Political Stability: Is the Lack of Conflict between Democracies a Statistical Artifact?” International Interactions, Vol. 17, No. 3 (Spring 1992), pp. 245-267. 40 Russett and Maoz, “The Democratic Peace since World War II,” in Russet, op. cit., pp. 86- 90.
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more significant than 3. Reflecting on the future of democratic peace Russett thinks that “[t]he spread of democratic norms and practices in the world, if consolidated, should reduce the frequency of violent conflict and war.”41 Thus, he clearly claims that the normative/cultural strand is superior within the democratic peace theory.
An important point made by Russett is that “[r]epeating the proposition that democracies should not fight each other helps reinforce the probability that democracies will not fight each other.”42 Refining the Causal Logic-Owen An important contribution to the democratic peace argument is provided by John Owen, who refines its causal mechanism.43 Since one of the main vulnerabilities of democratic peace is the lack of theoretical foundation which clearly explains why democracies do not fight each other, Owen tries to rectify this. In his opinion liberal ideology and democratic institutions “work in tandem to bring about democratic peace.”44 Echoing one of Russett’s points, Owen agrees that perceptions are crucial for the democratic peace argument: democracies must perceive each other as democratic. He points out that the normative strand is very important, but if the countries do not consider each other democratic, the normative check on war will be absent.45 Neither structures nor norms alone account for democratic peace, but together they can, such as a car cannot run separately on gasoline and engine, but needs both.46 In his research design liberal
41 ibidem, p. 120. 42 Ibidem, p. 136. 43 John M. Owen (1996), “How Liberalism Produces Democratic Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller, (eds.), op. cit., pp. 116-154. 44 Owen (1996) in ibidem, p. 118. 45Owen (1996) in ibidem, p. 120. Owen tests 7 hypotheses in four cases of crisis: the Franco- American crisis of 1796-98, and the Anglo-American crises of 1803-1812, 1861-1863, and 1895-1896. The examination of four cases of crisis between liberals shows that when they perceived each other as democracies, war was avoided. However, in the second Anglo- American crisis, when England was not perceived liberal democracy, war broke out. 46 Owen (1996) in ibidem, p. 121.
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ideas figure as the independent variable, which produces liberal ideology and domestic democratic institutions (intervening variables), which in turn push for democratic peace. The mechanism is the following:47
Ideologically, liberal democracies trust liberal democracies. Institutionally, citizen’s leverage on government’s decisions is important. Another argument added to the institutional stand of the democratic peace is that democratic leaders want to be reelected, and thus they are concerned about policy failures.48 As a consequence, they are more cautious about engaging in war. If they do, they fight in wars which they think thy can win, and they also fight harder to avoid defeat.
Owen introduces another qualification of his argument: illiberal democracies. Those states which have a democratic regime in the sense of a popularly-governed polity, but do not follow liberal ideology or define
47 See figure 1: Causal Pathways of Liberal Democratic Peace in Owen (1996) in ibidem, p. 131. 48 Bruce Bueno de Mesquita, James D. Morrow, Randolph M. Siverson, and Alastair Smith, “An Institutional Explanation of the Democratic Peace,” American Political Science Review, Vol. 93, No. 4, (Dec., 1999), pp. 791-807.
Liberal ideas
Ideology
Institution s
No wars against democracie s
Free debate
Constraints on government
Democrat ic Peace
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themselves not as abstract individuals but parts of a cultural-religious community, will not necessarily enter the zone of peace, and the democratic peace thesis does not necessarily apply to them.49 Economic Interdependence-Weede and Co.
These arguments follow Kant’s idea that the cosmopolitan law of hospitality favors commerce between democracies. As a consequence, trade between democracies will be more intense than between other regimes, and war will be more costly for them, since it disrupts the profit making through trade. Such an argument was made by Russett and Oneal, who analyze the politically relevant dyads for the Cold War era, and find that the pacific effects of trade were very significant.50 In a similar argument stressing the importance of trade, Weede argues that democratic peace is actually part of something broader: the “capitalist peace.”51 He shows how the promotion of prosperity reinforces democracy, and argues that peace rests on prosperity, capitalism, free trade, and democracy.52 His empirical case is the Marshall plan’s role in reinforcing democracy in post-World War II Europe. The causal chain is that trade creates prosperity, prosperity creates democracy, and democracy creates peace. Bliss and Russett test the hypothesis that democratic states will trade more with each other. According to some arguments, international trade seems to reduce conflict.53 Their results are consistent with this argument: they find that trade promotes peace and in turn peace promotes trade.
Morrow, Siverson, and Tabares however, try to answer the question whether trade between two states reduces the likelihood of conflict
49 Owen (1996) in ibidem, p.127. 50 See for instance John R. Oneal and Bruce M. Russett, “The Classical Liberals Were Right: Democracy, Interdependence, and Conflict, 1950-1985,” International Studies Quarterly, Vol. 41, No. 2, pp. 267-293. 51 Erich Weede, “Capitalism, Democracy, and Peace,” in Gustaaf Geeraerts and Patrick Stouthuysen, eds., Democratic Peace for Europe: Myth or Reality? (Brussels: VUB University Press, 1999), p. 67. 52 Weede, “Capitalism, Democracy, and Peace,” in ibidem, pp. 61-73. 53 Bruce Russett and J. Oneal (1998), “The Third Leg of the Kantian Tripod for Peace: International Organizations also Matter,” in Zeev Maoz and A. Gat (eds.), War in a Changing World, New York: Columbia University Press.
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between them.54 Their conclusion is that conflict is the result of the interests of states and joint characteristics of their institutions, rather than trade.
4) Criticizing the Theories
In this subsection I briefly discuss some of the major criticisms. The most frequent criticisms refer to the arbitrary definitions used by supporters of the democratic peace theory, to its statistical insignificance, to alternative causes of democratic peace, and that democracies are not that stable and can regress to totalitarianism.
Probably one of the strongest attacks on inside out explanations of peace can be found in Waltz’s Man, the State and War.55 According to Waltz the second image idea that domestic characteristics of states cause wars is wrong.56 In the neorealist vision inside-out explanations cannot be correct, since war has important systemic/third image causes. Thus, the democratic peace theory would be correct only if all the causes of war were dependent on the regime type of the state.
Mearsheimer also often criticized the democratic peace arguments.57 According to him the economic interdependence argument is not convincing because states are primarily concerned with survival not prosperity, and in the anarchical international system relative gains matter. Further, interdependence can lead to conflict as well as to cooperation, and it means vulnerability. The democratic peace argument is also weak because the mass of democratic citizens can easily support aggression. One of the sharpest critiques of democratic peace is Layne.58 He tests realism and democratic peace on four “near misses,” that is “crises where
54 James D. Morrow, Randolph M. Siverson, and Tressa E. Tabares, “The Wages of Peace: Trade, Democracy, Interests and International Conflict Among the Major Powers, 1907- 1965,” in Geeraerts and Stouthuysen, op. cit., pp. 91-105. 55 Kenneth N. Waltz (1959), Man, the State and War, New York: Columbia University Press. 56 Ibidem, p. 83. 57 John J. Mearsheimer, (1995), “Back to the Future: Instability in Europe After the Cold War”, in Brown, Lynn-Jones, Miller (eds.), The Perils of Anarchy: Contemporary Realism and International Security,(Cambridge, Massachusetts: The MIT Press ,pp. 78-129. 58 Christopher Layne (1996), “Kant or Cant: The Myth of Democratic Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), op. cit., pp. 157-201.
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two democratic states almost went to war with each other:”59 the Anglo- American Crisis I-the Trent Affair, 1861; Anglo-American Crisis II: Venezuela, 1895-96; The Anglo-French Struggle for Control of the Nile: Fashoda, 1898; Franco-German Crisis: The Ruhr, 1923. He deduces testable propositions from realism and the normative/cultural democratic model. His dependent variable is how democracies behaved in diplomatic interactions in crisis. Layne examines the crises by process-tracing method, and finds that realism is a better predictor of international outcomes. While democracies avoid wars, they do so not because of shared democratic norms, but based on calculated national interest, which is well predicted by realism. Layne concludes that the causal logic of democratic peace has small explanatory power. The problem with this critique is that it assumes a benefit-calculating state acting according to the logic of consequences, and this might not always be the case. Also, even if the state acts based on calculated national interest, this does not exclude the influence of the normative component of democratic peace. Since there is no objective national interest,60 what states perceive as their national interest and how they go about achieving it depends on what is included in their utility function. They might not perceive that it is in their interest to fight other democracies not because for instance materially it would not be advantageous, but because their utility function contains the normative check on war with other democracies.
While Layne uses small N study to disprove democratic peace, Spiro takes look at large N quantitative studies, and tries to show that the 0% of democratic wars is actually statistically insignificant.61 Before 1945 there were very few democracies, and so a low chance of war between them. Thus democratic peace might well be the result of random chance. Ray argues that is actually it is statistically unlikely that democracies would have avoided wars with each other, had they not been more peaceful towards each other.62 Spiro thinks that supportive evidence for democratic
59 Ibidem, p. 158. 60 Martha Finnemore (1996), National Interests in International Society, Ithaca: Cornell University Press. 61 David E. Spiro (1996), “The Insignificance of the Liberal Peace,” in Brown, Lynn-Jones and Miller (eds.), op. cit., pp. 202-233. 62 Ray, op. cit., p. 203.
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peace theory is based on the manipulation of definitions of war and democracy, and specific statistical methods. He speculates that democratic peace rests not on the peacefulness of democracies, but rather on the interest of democracies.63 However, this does not answer the question of why democracies have similar interests, and thus avoid wars with each other. Russett’s reply is that Spiro takes year-by-year approach and since he slices up the data to too small elements, no wonder that he finds democratic peace insignificant. He shows that a pooled-time series analysis or one which takes regime-dyad as unit of analysis shows that democratic peace is statistically significant.64 Another problem with statistical analyses trying to prove the significance of democratic peace is the interdependency of the annual observation of dyads, which means that the number of cases on which the significance tests are made is not really the N the authors put forth. Also, if the difference between wars involving other regimes, and those involving democracies is very low, the small numbers of exceptions to democratic peace, if proven to be right, might make this difference insignificant. Finally, democracies can becomes nondemocracies, so “all interactions among states involve states that are potentially autocratic.”65 This might mean that democracies cannot really mitigate security dilemma.
Faber and Gowa find both the normative and the structural explanations of democratic peace unconvincing. 66 The norm on which democratic peace is based, the norm of peaceful conflict resolution, is characteristic to all types of states since wars are expensive. The structural/institutional explanation is undermined by democracies’ propensity to fight with nondemocracies. They find democratic peace statistically significant only since 1945, and explain it as the product of Cold War. Systemic variables explain peace and war better than regime type. However, Gowa and Faber cannot explain why the norm of peaceful resolution is not used by democracies when dealing with nondemocracies, if it would be rational to do so. Also, not all democratic wars would be 63 David E. Spiro (1996) “The Insignificance of the Liberal Peace,” in in Brown, Lynn-Jones and Miller (eds.), op. cit., p. 233. 64 Bruce Russett (1996), “The Democratic Peace-And Yet It Moves,” in Brown, Lynn-Jones and Miller (eds.), op. cit., pp. 337-350. 65 Ray, op. cit., p. 204. 66 Henry Faber and Joanne Gowa (1996), “Polities and Peace,” in Brown, Lynn-Jones and Miller (eds.), op. cit., pp. 239-263.
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expensive, in fact some might be profitable: why is that strong democracies do not take weak ones over? Finally, if the democratic peace was a product of the Cold War, why does it persist in the post-Cold War period? These questions can be answered referring to the normative strand of democratic peace theory.
Ido Oren has an interesting argument against democratic peace.67 It is not that countries which consider each other democratic do not go to war with each other, but countries which have interest in avoiding conflict define each other as democracies. Coding and judging regime type is always dependent on political relations. However, as discussed above, Owen showed that changing democratic labels of counterparts according to momentary interests does not work. These labels are not as manipulative as Oren thinks they are.
A widely cited finding is that although “mature democracies” usually do not fight each other, countries in the process of democratization are much more war-prone.68 Their examples include Britain in the Crimean War, Napoleon III’s France, Wilhelmine Germany’s lead to WWI, and Japan’s democratization in the 1920s. Some of the reasons they give is the new and old elite’s appeal to nationalism when competing for power in the new domestic arena, the newly mobilized public is hard to control, and if new democracies collapse their return to autocracy increases chances of going to war. New democracies do not have stable and stabilizing institutions. Since promoting democracy might cause wars, the authors propose alleviating measures.
A sharp criticism is put forth by Denny Roy, who argues that democratic peace supporters (he refers specially to Sorensen) often mix three weak arguments (normative/cultural, structural/institutional, and economic interdependence) in a supposedly stronger united one to support their thesis.69 After showing how each of these separate arguments is vulnerable, he questions the strength of their united explanatory power.
67 Ido Oren (1996), “The Subjectivity of the ‘Democratic’ Peace: Changing U.S. Perceptions of Imperial Germany,” in Brown, Lynn-Jones and Miller (eds.), op. cit., pp. 263-301. 68 Edward D. Mansfield and Jack Snyder (1996), “Democratization and the Danger of War,” in Brown, Lynn-Jones and Miller (eds.), op. cit., p. 302. 69 Denny Roy, “Neorealism and Kant: No Pacific Union,” Journal of Peace Research, Vol. 30, No. 4 (Nov., 1993), pp. 451-453.
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Based on the overview above I argue that these three strands are not weak, and as the overview discussion shows they have explanatory power not only together, but also independent from one another.
5) Summing Up the Causal Mechanisms
The following graphs70 (see Figures C1, C2 and C3 below) nicely depict the comprehensive mechanisms of these different approaches.
First, the institutional/structural strand has two main components. On the one hand, liberal ideas materialize in checks and balances type of institutional restraints, and in free public debate, both of which constrain the government. Thus, there is longer time to peacefully solve the conflicts, and lower chances for surprise attacks or misperceptions, which contribute to democratic peace. On the other hand, one of the main goals of democratic leaders is to be reelected, and thus they are less likely to engage in wars, or if they do, they engage in wars with weaker adversaries, to win quickly, without major material losses and casualties. The problem with the institutional argument is that it does not explain why the institutional restraints would function against democracies, but not against nondemocracies. As we have seen in the literature review, democracies are as war-prone (if not more) against nondemocracies than any other regime. The argument could be that since democracies are tougher adversaries in war, and is more difficult to defeat them,71 democracies avoid fighting with each other. The problem is that not all democracies are strong, and there are several asymmetric relations between democracies. Why do strong democracies avoid taking over weaker ones? Also, the institutional argument in itself is unconvincing, because it superficially excludes the normative component. Since institutions cannot function without being embedded in a normative context which gives meaning to them, this strand is weak without the normative component. In conclusion the institutional argument is unconvincing because it excludes norms, and thus cannot
70 For the graphs see www.rand.org/publications/MR/MR1346/MR1346.appc.pdf. 71 David A. Lake, “Powerful Pacifists: Democratic States and War,” The American Political Science Review, Vol. 86, No. 1 (Mar., 1992), pp. 24-37.
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explain why sometimes democratic leaders can mobilize and pursue war fast against autocracies, but not against democracies. It also does not address the security dilemma problem properly, and thus cannot explain well why rational leaders would not try to benefit from the fact that other democratic leaders are institutionally constrained and take them over.
Second, economic interdependence arguments emphasize that democracies tend to trade more with each other than with other regimes, and thus want to avoid war which means losses, and try to gain through commerce. However, economic interdependence can also increase the chances of conflict between two nations, since there are more things to argue on. Further, it is not clear whether this interdependence is cause or effect of peace. Also, if relative gains matter more and states value survival
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more than economic benefits, then countries which gain less from the trade than their counterparts, but have a stronger army, might be tempted to take over the other country. Finally, very often we can see that interest is regime-blind. China for instance is a major trading partner of today’s democracies. Democracies trade with those who by what they sell, or sell what these democracies want. Thus, the economic interdependence argument might not be satisfying, as Norman Angell for instance could testify.
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Third, according to the normative/cultural argument democracies externalize their domestic norms of peaceful conflict resolution when dealing with each other. They also trust each other, and assume that they have peaceful intentions. The shared norms provide a common understanding of the situations, are conducive to communication, and restrain the options available for decision-makers. Thus, there is no fear of surprise attacks, and there is more openness to solve conflicts peacefully. Finally, institutions are based on norms, and cannot function without them.
Based on our literature review, we can state that the cultural/normative strand provides most of the explanatory power: for instance, Doyle shows the importance of externalization of domestic norms with other democracies; Owen and Russett emhpasize the importance of perceptions for the democratic peace argument; Russett demonstrates that the normative/cultural constraint against war is much stronger than the institutional one etc. Without looking at the normative/cultural component, we cannot explain why democracies exercise constraint with each other, but not with autocracies; we cannot understand why weak democracies do not go to war against infinitely weaker ones; we cannot understand why and how the security dilemma between democracies is mitigated; and we cannot see the previous two strands in context.
If we accept that the normative/cultural explanation offers most of the explanatory power to the democratic peace, then the next step should be to understand its practical implications and to improve it. One possibility could be to use a constructivism for this purpose, since it is better equipped to deal with norms and principled beliefs.
IV. Constructing a Better Normative/Cultural Approach 1) Theoretical Improvement A normative/cultural democratic peace argument which focuses only on the inherent peacefulness of democracies could not challenge the realist security dilemma, and its structural constraints. Thus, a proper normative explanation must show how democracies can substantially mitigate the
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security dilemma; it also must include the level of international interactions, and not only unit-level analysis.72 Thus, it must show not only that democracies are peaceful with each other, but also that they can modify the logic of anarchy through their interaction. The constructivist interpretation seems very useful in this respect and improves the normative/cultural approach at least in three respects:
First, the main argument of constructivism is that the entire international political system is a social construction which shapes and is shaped by the (inter)actions of the agents. As a consequence, “anarchy is what states make of it,”73 and so, it must be problematized, and not just taken as given and objective. This means that democratic states could modify the logic of anarchy (however, this does not imply that such change would b easy). Constructivism can well show why at the third image level interactions among democracies do not follow the Hobbesian logic of anarchy, but instead are closer to a Lockean anarchy.74 Also, besides constructing the environment of interaction, democracies also construct their friends and enemies by inferring friendly or aggressive intentions from the domestic structures of their counterparts. When dealing with democracies they externalize their peaceful conflict resolution norms, and expect reciprocation, but with nondemocracies they do not. Attribution theory’s claim that there is a tendency to judge others’ behavior in dispositional and own behavior in situational terms is also useful to understand this phenomenon. Thus, cooperative behavior is associated with fellow democracies, and competitive one with nondemocracies. The presumption that the other fellow democracy is essentially peaceful leads to trust, the mitigation of security dilemma, is reinforced by interactions, so is a self-fulfilling prophecy. Fears of cheating are reduced, relative gains lose preeminence. Both democratic peace and aggressiveness towards nondemocracies is the result of learning the rule from previous interactions that external behavior and aggressiveness of the counterpart can be
72 Thomas Risse, “Democratic Peace-Warlike Democracies? A Social Constructivist Interpretation of the Liberal Argument,” in Geeraerts and Stouthuysen (eds.), op. cit., p. 24. 73 Alexander Wendt, “Anarchy is What States Make of It,” International Organization, Vol. 46, No. 2, 1992. 74 For different cultures of anarchy see Alexander Wendt (1999), Social Theory of International Politics, New York: Cambridge University Press, esp. pp. 246-308.
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inferred from the degree of violence from the domestic structure of the counterpart.
Second, besides letting the analysts to see better how the interaction environment and the perceptions about the others is constructed and changing, a constructivist approach deals better with norms. Norms are very difficult to study, because they are hard to operationalize, measure, “see,” know when they matter and where do they come from etc.75 However, recent constructivist approaches such as the Norm Life Cycle help us to better grasp how norms come into being, become stronger, are internalized by the international actors, and then disappear.76 This approach might help us to understand when the normative/cultural constraints against war are strong or weak,77 what we can do to strengthen them, how we can socialize an increasing number of states in these norms, and how we can persuade them to internalize them.
Finally, Drawing on Dessler I think that the ontology (substantive entities and configurations of the approach) is the basis of explanatory power of theories.78 Thus, the more comprehensive the ontological basis of an approach is, the higher its ability to reduce independent phenomena, the better the theory is. While traditional IR theories see a constraining international structure which is material and is the unintended consequence of the interaction of units, constructivism sees an international structure which is also ideational and the result of both intended and unintended consequences. Thus, I argue that constructivism can extend the ontological basis of democratic peace, and thus serve as the basis of a progressive more successful research program.
75 For a representative constructivist study on international security see Peter J. Katzenstein, (1996) (ed.), The Culture of National Security: Norms and Identity in World Politics, New York: Columbia University Press. 76 Martha Finnemore and Kathryn Sikkink, “International Norms and Political Change,” International Organization, Vol. 52, No. 4, Autumn 1998, pp. 887-917. 77 For a representative work on conditions when international norms are adopted in the domestic context see Andrew P. Cortell and James W. Davis, “Understanding the Domestic Impact of International Relations: A Research Agenda,” International Studies Review, Vol. 2, No. 1, 2000, pp. 65-87. 78 David Dessler (1989). “Whatʹs At Stake in the Agent-Structure Debate?,” International Organization, Vol. 43, No. 3
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2) Practical Implications and Test If the normative approach is indeed the one which provides the explanatory power of the democratic peace theory, then we have to look at what can it tell us about the European peace. One important development in Europe is the inclusion of most Central and Eastern European countries in the EU. If it is true that normative constraints matter more than institutional ones, than one should pay more attention to the former in order to avoid armed conflicts. These new members have strong enough institutional constraints against war, and they adopted the “acquis communautaire,” so it is reasonable to say that the institutional dimension of the democratic constraints is fulfilled by them. However, it is not equally clear that they fully internalized the normative constraints. It is doubtful whether they are fully socialized in “good countries do X.” And as the literature review suggests, countries with strong institutional restraints, but weak normative ones might go to wars easier. Also, these countries can be perceived by fellow democracies as not fully democratic or even unstable, and thus wage war against them. While this possibility seems unrealistic now, it cannot be ruled out on the long run. This especially is the case if we think about future enlargement possibilities towards Turkey, Serbia and Montenegro, Bosnia and Herzegovina etc. To diminish the chances of potential armed conflict (both inter- and intrastate), one should work to strengthen the normative constraints in these new EU members.
In this regard, a modified “spiral model” could be useful.79 The model basically “serves to operationalize the theoretical framework of norm socialization, to identify the dominant mode of social interaction in each phase (adaptation, arguing, institutionalization), and, ultimately, to specify the causal mechanisms by which international norms affect domestic structural change.”80 It consists of five phases through which states evolve (but not necessarily in a linear fashion): repression and activation of socialization network, denial of norm validity, tactical
79 Thomas Risse, Stephen C. Ropp, and Kathryn Sikkink (1999) (eds.), The Power of Human Rights: International Norms and Domestic Change, New York: Cambridge University Press. 80 Thomas Risse and Kathryn Sikkink, “The socialization of international human rights norms into domestic practices: introduction,” in ibidem, p. 19.
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concession (followed by self entrapment), prescription, and rule-consistent behavior. Of course, in our case the first two phases are not needed. However, the others are useful, because we might suspect for instance that some of the new members made only tactical concessions to get into the European Union without internalizing the respective norms of peaceful conflict resolution. In the last phase of the spiral model norms become constitutive of the collective identity of the state, and “cause” behavior in the sense that “good states do X.” This kind of causality might provide better explanatory power than the traditional ones, based on cost-benefit analysis. Instead of calculating the costs and benefits of a war with another democracy, democracies might simply not see it as an option, if they internalize the norm which prohibits war with other democracies. At different stages different socialization processes are dominant, although they always appear combined: in early phases strategic bargaining, later persuasion, argumentation, and finally institutionalization. The model involves activity at four levels: international-transnational interactions among INGOs, international regimes and organizations, and Western states; the domestic society of the target (norm-violating) state; links between domestic opposition and transnational networks, the national government of the norm-violating state.81
To relate the spiral model to European security, we could focus on the normative status of the new members: In which phase of the model are they? How can we get them to the final phase which involves not only institutionalization and internalization? After assessing their status, the appropriate socialization process can be used, depending on how advanced a country is in internalizing the norms.
My hypotheses would be the following:
1. The more/less a new member state internalizes the normative constraints, the more/less likely that it will avoid armed conflict. More specifically, as a country advances in the stages of the spiral model, the less war-prone it becomes.
2. The more/less a new member state internalizes the normative constraints, the less/more likely that fellow democracies will consider it an unstable
81 Thomas Risse and Kathryn Sikkink, “The socialization of international human rights norms into domestic practices: introduction,” in ibidem, p. 17.
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democracy, and thus it is less/more likely that their normative check against waging war will not work when dealing with it. More specifically, as a country advances in the stages of the spiral model, the less war-prone others (who already internalized the norm) become towards it.
3. The more/less member states completely internalize these norms, the less/more likely an intra-European interstate war is. More specifically, the more countries reach the final stage of the spiral model, the less likely a war among them will be.
In terms of a test, the independent variable would be degree of
norm internalization (or stage in the spiral model), while the dependent variable would be presence/absence of conflict. If we choose a quantitative study, we could use multivariate logistic regression since our dependent variable is dichotomous. However, process tracing case study seems more appropriate, since it is more difficult to quantify the factors we are dealing with. To analyze in which stage of the spiral model a country is, one could use process tracing method, with special attention to discourse analysis. The indicators could be the following: Are the actions and utterances of a state consistent with each other? Do the discourses in the country suggest that the norm is an organic part of the collective identity of the state? Does the state follow norms even when it is more costly for it than alternative actions? We also need to set up more specific criteria for putting a country in a stage or another. The case of the new Central and Eastern European states could be a test for these hypotheses, because most of them are not yet in the final stage of the spiral model. As they evolve, we should be able to see an increasing tendency toward peaceful conflict solving. One problem we might have is that at present we do not have too much variation in our dependent variable. However, we could still see (based on discourses, public opinion, negotiations) an increased tendency in these countries towards avoiding conflict with other democracies. A good indicator of internalization of the norm is when in the crisis situation s country does not even consider a non-peaceful resolution option.
An improvement in our understanding about how the norm works not only helps us improve the normative/cultural strand of the democratic peace argument, but it can also be conducive for the preservation on the long term of the European peace. After briefly outlining the hypotheses, the
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next step of this project will be to test them on the case of European enlargement to new member states, most of which do not belong to the narrowly defined Western core which center on Western Europe.
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6. Dessler, David ʺWhatʹs At Stake in the Agent-Structure Debate?,ʺ International Organization, Vol. 43, No. 3 (1989).
7. Doyle, Michael W. (1996), “Kant, Liberal Legacies, and Foreign Affairs”, in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge, Mass.: The MIT Press, pp. 3-58
8. Eriksson, Mikael and Peter Wallensteen, “Armed Conflict, 1989- 2003”, Journal of Peace Research, vol. 41, no. 5, 2004, pp. 625-636.
9. Faber, Henry and Joanne Gowa, (1996), “Polities and Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, pp. 239- 263.
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10. Finnemore, Martha and Kathryn Sikkink, “International Norms and Political Change,” International Organization, Vol. 52, No. 4, Autumn 1998, pp. 887-917.
11. Fukuyama, Francis (2002), The End of History and the Last Man, The Free Press, 1992-first edition; I use New York: Perennial-Harper Collins, p. 245.
12. Fukuyama, Francis, “The End of History?”, in The National Interest, no. 16 (Summer 1989);
13. Gaddis, John L. (1987), The Long Peace: Inquiries into the History of the Cold War New York: Oxford University Press.
14. Glaser, Charles L. (1995), “Realists as Optimists,” in Michael E. Brown, Sean M. Lynn-Jones, Steven E. Miller (eds.) The Perils of Anarchy: Contemporary Realism and International Security, Cambridge, Massachusetts: The MIT Press, p. 378.
15. Gleditsch, N.P., “Democracy and the Future of European Peace,” European Journal of International Relations, Vol. 1, No. 4, pp. 539-572.
16. Huntley, Wade L., “Kant’s Third Image: Systemic Sources of the Liberal Peace”, International Studies Quarterly, Vol. 40, No. 1 (Mar., 1996), p. 56.
17. Katzenstein, Peter J.(ed.) (1996), The Culture of National Security: Norms and Identity in World Politics, New York: Columbia University Press.
18. Kant, Immanuel, (1972), Perpetual Peace: A Philosophical Essay, New York: Garland Publishing Inc.
19. Lake, David A. “Powerful Pacifists: Democratic States and War,” The American Political Science Review, Vol. 86, No. 1 (Mar., 1992), pp. 24-37.
20. Layne, Christopher (1996), “Kant or Cant: The Myth of Democratic Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, pp. 157-201.
21. Levy, Jack S. (1989), “Domestic Politics and War,” in Robert I. Rotberg and Theodore K. Rabb, (eds.), The Origin and Prevention of Major Wars, Cambridge: Cambridge University Press.
22. Mansfield, Edward D. and Jack Snyder (1996), “Democratization and the Danger of War,” in Michael E. Brown, Sean M. Lynn-Jones,
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and Steven E. Miller, (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, p. 302.
23. Maoz, Zeev and Nasrin Abdolali, “Regime Types and International Conflict, 1817-1976,” Journal of Conflict Resolution, Vol. 33, (March, 1989), p. 18.
24. Mearsheimer, John J., “Back to the Future: Instability in Europe after the Cold War”, International Security, Vol. 15, No. 1 (Summer 1990), pp. 5-56;
25. Mearsheimer, John J., “Why We Will Soon Miss the Cold War”, The Atlantic Monthly, August 1990, Volume 266, No. 2, pages 35-50, see at www.theatlantic.com/politics/foreign/mearsh.htm;
26. Mearsheimer, John J. (2001), The Tragedy of Great Power Politics, New York: W. W. Norton.
27. Oren, Ido (1996), “The Subjectivity of the ‘Democratic’ Peace: Changing U.S. Perceptions of Imperial Germany,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, pp. 263-301.
28. Owen, John M. (1996), “How Liberalism Produces Democratic Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, p. 118.
29. Ray, James Lee (1995), Democracy and International Conflict: An Evaluation of the Democratic Peace Proposition, Columbia: South Carolina Press, p. 97.
30. Ray, James L. (1999), “Anarchy versus Democracy in Post-Col War Europe,” in Gustaaf Geeraerts and Patrick Stouthuysen (eds.), Democratic Peace for Europe: Myth or Reality?, Brussels: VUB University Press, pp. 149-170.
31. Risse, Thomas (1999), “Democratic Peace-Warlike Democracies? A Social Constructivist Interpretation of the Liberal Argument,” in Gustaaf Geeraerts and Patrick Stouthuysen (eds.), Democratic Peace for Europe: Myth or Reality? Brussels: VUB University Press, p. 24.
32. Risse, Thomas, Stephen C. Ropp, and Kathryn Sikkink (eds.) (1999), The Power of Human Rights: International Norms and Domestic Change, New York: Cambridge University Press.
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33. Roy, Denny “Neorealism and Kant: No Pacific Union,” Journal of Peace Research, Vol. 30, No. 4 (Nov., 1993), pp. 451-453.
34. Russett, Bruce (1996), “The Democratic Peace-And Yet It Moves,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller (eds.), Debating the Democratic Peace, Cambridge: The MIT Press, pp. 337- 350.
35. Russett, Bruce (1990), Controlling the Sword: The Democratic Governance of National Security Cambridge, Mass: Harvard University Press, p. 123.
36. Russett, Bruce (1993), Grasping the Democratic Peace: Principles for a Post-Cold War World, Princeton, NJ: Princeton University Press, pp. 11-16.
37. Schweller, Randall (1995), “Bandwagoning for Profit: Bringing the Revisionist State Back In,” in Michael E. Brown, Sean M. Lynn- Jones, Steven E. Miller (eds.), The Perils of Anarchy: Contemporary Realism and International Security, Cambridge, Massachusetts: The MIT Press, p. 251.
38. Spiro, David E., (1996), “The Insignificance of the Liberal Peace,” in Michael E. Brown, Sean M. Lynn-Jones, and Steven E. Miller, eds., Debating the Democratic Peace, Cambridge: The MIT Press, pp. 202- 233.
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41. Walt, Stephen M. (1995), “Alliance Formation and the Balance of World Power,” in Michael E. Brown, Sean M. Lynn-Jones, Steven E. Miller (eds.), The Perils of Anarchy: Contemporary Realism and International Security, Cambridge, Massachusetts: The MIT Press.
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44. Wendt, Alexander (1992), “Anarchy is What States Make of It,” International Organization, Vol. 46, No. 2.
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STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
PATTERNS OF COOPERATION AND CONFLICT:
ROMANIAN-UKRAINIAN BILATERAL RELATIONS, 1992-2006
Ruxandra Ivan* Abstract The Eastern European space proves itself full of instable spots and old disputes between States, regions, populations. The peaceful relations are constructed here by overcoming these legacies of the past, and through cooperation on multilateral levels. The relations between Romania and Ukraine are an example of this twofold trend. Inheriting a disputed border since the Ribbentrop – Molotov pact, and large minorities on their territories, the two States signed a Treaty of friendship and good neighborhood in 1997, when Romania was under pressure to fulfill the NATO accession criteria. After that, disputes re-emerged concerning the delimitation of the continental shelf in the Black Sea, and the question was brought before the International Court of Justice in 2004. On the other hand, Romania and Ukraine were partners in the attempts to give a solution to the Transnistrean conflict or in the Black Sea Economic Cooperation.
Observing the development of the relations between Romania and Ukraine since 1992, when the two countries established diplomatic relations, to 2004, we will argue that these relations follow a pattern of cooperation when conducted in a multilateral framework or when pressured by international organizations, while they are more prone to conflict when no other international actors are directly involved. These empirical findings support a liberal institutionalist approach to international relations in Eastern Europe, which will be the main theoretical approach adopted in our paper.
The empirical research will be based upon interviews with former Romanian Ministers of Foreign Affairs and secretaries of State, official documents, and press articles.
* PhD candidate in Political Science, Free University of Brussels and University of Bucharest. Teaching Assistant, Department of Political Sciences, University of Bucharest.
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The purpose of this paper is to examine the evolution of the relation
between two neighbor countries in Eastern Europe: Romania and Ukraine, in order to understand the patterns of conflict and co-operation that emerged between them in the last fourteen years. While both States can be said geographically belonging to Europe, the political aspects of their positioning are not very obvious. Romania is a former communist country, placed in the sphere of influence of the Soviet Union after the Second World War, but having had a “non-conventional” foreign policy during the communist regime. In 2006, as we speak, Romania is a NATO member country, and is expecting an answer from the EU as to the date of its accession. Ukraine, on the other hand, is a former Soviet Republic which is undergoing a rather recent process of democratization which authentically started only with the Orange Revolution in 2004. Both countries are, in a certain way, placed in a peripheral area, a “buffer zone”1 between Western Europe and the Russian Federation. This is why their relationship is important for international stability from several points of view. First, by entering the EU, Romania will have to manage one of the Union’s external borders, comprising the border with Ukraine, too2. Secondly, both countries are gateways to Central Asia and the Russian Federation, be it for pipelines, trade, or trafficking. Finally, they have a common interest and a common foreign policy purpose: getting closer to the Western international organizations and, especially for Ukraine (but for Romania too in the first years after 1989), emancipating from dependency on Russia. In spite of this common interest, the relations between them have not always been smooth in the last fourteen years. As we will try to demonstrate in this paper, historical legacies that hinder this relationship were very difficult to overcome. If this finally happened, it is due, on the one hand, to the pressures of international organizations, and on the other hand, more recently, to very strong national interest issues, as perceived by the decision-makers.
1 Martin Wight (1978), Power Politics, London: Leicester University Press, p. 25. 2 In this context, V. G. Baleanu is wondering: “To what extent will Romania’s north-eastern border become the new line of inclusion-exclusion for the new Europe?”, in “In the Shadow of Russia: Romania’s Relations with Moldova and Ukraine”, Conflict Studies Research Centre Working Paper, G85, August 2000, p. 16.
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Thus, we will try to understand the way in which the relations
between the two countries evolved from a mutual distrust marked by their historical legacies to a more cooperative stance. We will start from the hypothesis that the external environment was a very strong factor in influencing the foreign policies of the two States towards each other. On the one hand, the external factor will be examined from a liberal institutionalist point of view, and we will show that international organizations have put strong incentives on both States to cooperate. On the other hand, we will argue that the external factor can also be addressed from a realist point of view, especially in times of crisis, and the case in point will be the energy crisis in Ukraine, in January 2006, when the two States were pushed into cooperation out of fear of Russia. The external factor that influences decision-making is doubled by two other variables: historical legacies, which in Central and Eastern Europe have an overwhelming weight, and domestic regimes.
The paper will be organized as follows. In the first part, we will draw a theoretical framework which will guide our research into the subject. Then, we will analyze the historical legacies that weight on the relationship between Romania and Ukraine, and the reasons why it proved rather ambiguous, and even conflicting, in a first phase. Then, we will try to assess the way in which different forms of co-operation emerged, and why this happened, insisting on the role of the international organizations and the need for survival in an anarchical system. The final part of our paper will be dedicated to a general assessment of the impact of the different variables that we took into consideration on the bilateral relations.
1. Theoretical framework The main theoretical framework at our disposal in order to study bilateral relations between Romania and Ukraine is foreign policy analysis (FPA). Various branches of FPA propose a number of variables which can go to more that 50, in certain cases. In an effort to simplify the framework proposed by traditional foreign policy analysis, we chose to limit the number of variables that we will take into consideration to three.
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An aspect which we consider very important – as in all Central and Eastern Europe – is the historical heritage, which, for these countries has not yet been overcome, like in the case of Franco - German relations. The historical heritage models the attitudes of one country to the other, especially in the first years after independence, when the two governments do not have any experience on bilateral relations and must start from a zero point. For the case of Romania and Ukraine, we will see that historical heritage was an important factor that hindered cooperation in a first stage of bilateral relations. If decision-makers have managed to overcome it, it is surprising to still see in the Romanian media allegations based on the ‘historical enmity’ between the two peoples. Thus, we chose not to insist too much on the public opinion as a variable in Romanian and Ukrainian foreign policy decision-making, as we will briefly assess its minor impact.
What we took instead into account was the variable of the domestic regime – which is, the political color of the different governments that were in power after 1991. The political color is of interest here inasmuch as it models foreign policy decisions, and not in what concerns internal reforms. This is why we will try to assess whether the different governments had a rather pro-Western, neutral or pro-Russian general orientation. Then, we will see whether there exists a correspondence between this general orientation and bilateral relations between the two countries.
Finally, a variable that always intervenes in foreign policy-making concerns external factors that influence decision-making. In our case, we took into consideration the main orientation of the important powers in the system. We did not treat separately the USA and the EU member countries, because they share a set of common values and norms of international conduct that channels the behavior of Romania and Ukraine in the same direction. Thus, even if they were treated separately, they would have certainly converged, as both the USA and the EU are interested in stability, cooperation and good relations among the countries in the East European region.
The other main power in the system that impacts on both countries’ foreign policy is Russia. For Romania, Russia is a very powerful State in its not very far abroad, whose past imperial tendencies have had a great impact on the country’s internal regime. In the case of Ukraine, we cannot speak of a simple calculus of power: Ukraine is part of Russia’s ‘near
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abroad’ and, during the last decade, it managed to get into the most important zones of Ukrainian internal politics3.
2. Patterns of conflict: the weight of historical legacies as national interest
The end of bipolarity brought about instability and allowed old historical legacies to spring out to surface. The relations between Central and Eastern European countries and former Soviet Republics are not framed by the Warsaw Pact and the strong hold of the USSR anymore. After 1991, they are to be re-built. But the issue here is how to find a foundation on which to build the relationship between Romania and Ukraine. Where to start over? The 1945 situation? But Ukraine did not exist as a State then. Actually, the two countries do not have a history of bi-lateral relations before 1991 at all. This is why it was very difficult to create such a relationship out of nothing.
Moreover, after 1991, each of the two countries strived for gaining a distinctive foreign policy identity. The issue is even more complicated in the case of Ukraine, whose problem was one of national identity building tout court, as it existed as an independent modern State only between 1918 and 1919. Perceived by everyone as naturally belonging to Russia’s sphere of influence4, Ukraine had to fight for its own statehood. As for Romania, it was rather reluctant to engage in cooperation with its Eastern neighbors5, fearing a resurgence of Russian imperialism.
This mutual fear comes on the background of historically unstable borders between Romania and the territory of nowadays Ukraine. Ukraine has inherited from the USSR some territories that were part of the “Greater Romania” in 1918. The Union of 1918 is one of the foundational myths of the Romanian State; the yearly commemoration of the Union is celebrated as Romania’s national day. These territories are northern Bukovina, the Hertza county, which seems to have been given to the Soviets because, at
3 See Janusz Bugajski (2004), Cold Peace. Russia’s New Imperialism, Westport, Connecticut, London: Palgrave, pp. 79-95. 4 Anne de Tinguy, «L’Ukraine, la Russie et l’Occident, de nouveaux équilibres dans une nouvelle Europe », in IDEM (ed.) (2000), L’Ukraine, nouvel acteur du jeu international, Bruxelles, L.G.D.J., Paris: Bruylant, p. 10. 5 Moldova is, here, a case of its own.
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Yalta, when they drew the frontiers, the pencil of Molotov had a bold top, which went over this county, initially not included in the negotiations; the Khotyn county, and the South of Bessarabia. All these territories belonged to Romania between 1918 and 19406. These territories were mentioned in the Ribbentrop-Molotov Pact, as desired by the USSR. They were given to the USSR in 1940, along with the rest of Bessarabia, which forms now the territory of the Republic of Moldova. The Paris peace Treaty, in 1947, establishing the responsibility of Romania as an aggressor State, left them to the USSR. Thus, nowadays Ukraine has more than 40% of the territories lost by Romania to the USSR in 1940.
But the most controversial issue here is probably less territorial than economic. It’s that of the Serpents’ Island, a very small island (only 17 ha, not inhabited and with no water sources) situated near the Romanian town of Sulina, where the Danube flows into the Black Sea.
The Island belongs to the Romanian state since the Berlin Congress in 1878, being taken into consideration among the dobrudjan territories that Romania was entitled to in exchange for the southern Bessarabia (given to the Russian empire). It continued to be Romanian till 1948. The island got to the Soviets in very ambiguous circumstances. It was neither part of the discussion at the moment of the Ribbentrop-Molotov Pact, nor in the Paris Treaty, and it was never mentioned as belonging to the USSR until the moment of 1948. But in 1948, a team of Romanian and Soviet engineers went on the field in order to establish the exact configuration of the border, which was to be traced according to the Paris Treaty. It seems that the Soviets claimed that the Serpents’ Island should be theirs, and the communist Romanian government of Petru Groza signed the Protocol on the trajectory of the State frontier between Romania and the USSR, the 4th of February 1948, which foresaw that the island was to be part of the USSR. The Romanian or the Soviet Parliaments never ratified this Protocol, and this is the basis on which, after 1991, the Romanian Government contested the legality of this act.
6 We only took into consideration historical events after the creation of the Romanian modern State in 1859, as before, the Romanian Principalities were either under Ottoman, Habsburg or Russian rule.
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Being very small, not inhabited and with no water sources, the island did not have great importance at the time. But it acquired it after the fall of the Soviet Empire, from several points of view. First, resources of oil and gas were discovered in the sea, around the island7. Being located between Romania and Ukraine, the island counts for the delimitation of the territorial waters of each of the two countries, and by way of consequence, for the exploitation of the underwater resources. Moreover, it is significant for the delimitation of the exclusive economic zones whether the island is inhabited or not; this is why Ukraine sustains it is. And indeed it is, in a way, because the Soviets established a strong military basis there, which surveyed the naval and aerial traffic in the Black Sea all through the Mediterranean. Now, the military facilities belong to Ukraine. But with the 1997 bilateral Treaty, an agreement was reached as to their disaffection.
Meanwhile, the local mythology went so far as to link (especially by way of etymology) the name of the Serpents’ Island to Atlantis and to trace a history of the island which goes as far as the Trojan war: it seems that Achilles had built some temples on the island8. Fortunately, this mythology does not have a very large audience in Romania; what can be striking is the fact that a Romanian author who writes on the international law takes it over when writing about the legal status of the island9.
In 1961 was signed the “Treaty between the Government of the Popular Republic of Romania and the Government of the Union of the Soviet Socialist Republics concerning the regime of the Romanian-Soviet State frontiers, collaboration and mutual assistance in problems regarding frontiers”, but this Treaty did not contain provisions on the delimitation of the territorial waters, exclusive economic areas and continental shelf. During the communist regime, starting with 1967, there were several attempts at the delimitation of the territorial waters, the continental plateau and the exclusive economic areas. The negotiations did not lead to an agreement, and they were abandoned in 1987. Thus, there was no bilateral
7 Stefan Deaconu (2005), Principiul bunei vecinatati in dreptul romanesc, Bucuresti: Ed. All Beck, p. 92. For a lengthy overview of the resources in the continental shelf, see George Damian, “Insula Serpilor, piatra de incercare a diplomatiei romanesti”, in Victor Roncea (ed.), Axa. Noua Romanie la Marea Neagra, (2005), Bucuresti: ed. Ziua, pp. 206-209. 8 www.tomrad.ro/iserpi. 9 Stefan Deaconu, op. cit., pp. 93-94.
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treaty between Romania and the USSR concerning the delimitation of the continental shelf in the Black Sea.
As showed by the declaration of the Romanian government on the occasion of the Ukrainian independence, Romania tried to found the relations with Ukraine on the recognition of the injustice done through the Ribbentrop-Molotov Pact, thus trying to make possible the retrocession of its former territories. Negotiations for a political basic Treaty between the two countries were blocked until 1995 mainly because of the Romanian request for the inclusion of a condemnation of the Pact, which would imply the recognition of the injustice of the border. The initial position of Romania towards Ukraine demanded the denouncement of the Ribbentrop-Molotov Pact, and a solution to the problem of the Serpents’ Island, which, according to the Romanian part, did not legally belong to Ukraine. This radical position slowly changed in time, and one should look for the causes of the change. On the other hand, Romania was interested in not having a direct border with the Russian Federation, and, by way of consequence, in a real independence of Ukraine. This interest develops in the middle of the 1990’s, along with an interest of all the Western countries in having a democratic Ukraine between the European Union and Russia.
But during these first years, the stake was greater for Ukraine, which was struggling for its own survival as a State. The position of Ukraine towards Romania can only be understood in the broader context of regional relations among Russia, the Republic of Moldova, Ukraine and Romania.
Firstly, Ukraine has a problem of national identity. Medieval historiography calls Ukrainians “the little Russians” (along with “white Russians” – the population of nowadays Belarus, and Russians), since the XIth century, while the name Ukraine seems to signify, etymologically, “border land”, “periphery”10. Moreover, just like the majority of former Soviet Republics, it had on its territory a very large Russian minority: around 22%, while the percentage of Russian native speakers was even
10 See Alain Ruze, (1999), Ukrainiens et Roumains, IXe – XXe siecle. Rivalites carpato-pontiques, Paris: L’Harmattan, p. 9.
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bigger: 33%11. The Russian minority is concentrated in the industrialized East, while ethnic Ukrainians populate the agrarian West, where there are also important Romanian, Hungarian and Slovakian minorities. At the moment of the declaration of independency, the Western countries manifested a lot of skepticism as to its possibilities of real autonomy12. This is why Ukraine had to prove, first of all, its capacity to be a real player in the regional system.
Secondly, there were territorial disputes with the Russian Federation, too13: mostly, the statute of Crimea. Crimea was transferred from the Russian Soviet Socialist Republic to the Ukrainian Soviet Socialist Republic in 1954, on the occasion of the 300th anniversary of the ‘reunification’ between Russians and Ukrainians. The peninsula, in which the majority of the population is ethnically Russian, attempted at declaring independence in 1992, but the Crimean Parliament withdrew the decision in a few days. One year later, the 9th of July 1993, the State Duma in Moscow declared in unanimity Sebastopol, a “Russian city”. Russia also maintains its XIVth army in Transnistria, at the border between Moldova and Ukraine, thus having means of military pressure from both East and West. This is especially useful in the context of the Russian foreign policy doctrine of the “near abroad”, which is another way to assert the Russian sphere of influence on the former Soviet Republics. It is not difficult to see that territorial claims from both Russia and Romania, along with the lack of confidence and support from the West, made Ukraine feel very threatened in the first years after independence, and to adopt a realist approach of international relation relying on self-help14.
11 According to a 1989 counting of the population, quoted in Rainer Munz and Rainer Ohliger, «L’Ukraine post-soviétique: une nation en formation entre l’est et l’ouest », in Anne de TInguy(ed.), op.cit., pp. 79 – 107. 12 Anne de Tinguy, art. cit., pp. 12 - 15. 13 Roman Wiolczuk thinks that the main controversial issues in Ukrainian-Russian relations can be synthesized as follows: the recognition of borders (the problem of Crimea), the military balance between the two countries (the problem of the nuclear arsenal), the economic relations, the energy relations and the CIS integration. See his book 2003 Ukraine’s Foreign and Security Policy, 1991 – 2000, London and New York: Routledge Curzon, pp. 29 - 45. 14 Ibidem, p. 51.
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Under these conditions, Ukraine tries to distance itself from Russia, firstly by a policy of non-alignment. Some authors even say that “Ukraine’s drive to escape Russian domination was one of the single most important factors behind the collapse of the USSR”15. The newly independent Republic is very reluctant to advance with the integration into the Community of Independent States, especially in the field of security. Instead, it engages in regional cooperation with other former Soviet Republics willing to emancipate from Russia, by participating at the informal union of GUAM (Georgia – Ukraine – Azerbaijan – Moldova), founded in 1997. It also enhances cooperation with Poland and Germany, in an attempt to gain an identity of central European country: “it made the policy of a ‘return to Europe’, from which it says was artificially separated, the central element of an approach that allowed it to distance from the USSR and to get closer to the USA and the Western European countries”16. Nevertheless, the Russian Federation is and remains, during these years, the main economic partner of Ukraine. In 1993-1994, Russia raises the price of the oil delivered to Ukraine in order to align to the market prices17. In 1996, a new tax of 20% is imposed by Eltsin to all importations coming from Ukraine. Russian takeovers of Ukrainian economic assets were an important trend in 2000-2004. The latest development of the energy relation between Russia and Ukraine is the major crisis in January 2006, which, as we shall see, has an impact on the Romanian – Ukrainian relations as well.
Ukraine also used its nuclear arsenal as a means of pressure for both Russia and the Western countries. In 1991, Ukraine made a real breakthrough when, two days after the Moscow putsch (August 24, 1991), it placed under its jurisdiction all military facilities on its territory, which comprised 30% of the Soviet tanks, 25% of the aviation, the Black Sea fleet and 176 ICBMs and 1180 warheads18. Having accepted at first to give up its
15 Kathleen Mihalisko, « Security Issues in Ukraine and Belarus », in Regina Cowen Karp (ed.), (1993), Central and Eastern Europe: The Challenge of Transition, New York=: Oxford University Press, pp. 225-257, p. 237. 16 Anne de Tinguy, art. cit., p. 10. 17 About energy dependency, also see Margarita Mercedes Balmaceda, “Gas, Oil and the Linkages between Domestic and Foreign Policies: The Case of Ukraine”, in Europe-Asia Studies, vol. 50, no. 2, Mar. 1998, pp. 257-286. 18 Cf. Roman Wolczuk, op. cit., p. 35. Kathleen Mihalisko confirms the number of missiles, but she raises the number of warheads to 1240 (see art. cit., p. 243).
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nuclear facilities, it comes back on the decision when it realizes that it can use them as a strong instrument of negotiation.
This new assertive position of Ukraine determined the Western countries to take it into account as a possible balancer for Russian imperialism in the region. This is why the relations between Ukraine and the Western countries went smoother and smoother; in 1994, the USA even offered security guarantees in exchange for the signature of the Non- Proliferation Treaty, by which Ukraine gave up its nuclear capabilities.
This overview of the Ukrainian position in the region in the very first years of independence allows us to make several remarks concerning its situation. Ukraine had all the reasons to feel insecure from several points of view. First, by being seen rather as an appendix of Russia, than as a country of its own, it had to strive for a distinctive national identity and statehood. Secondly, it had to confront territorial claims from its neighbors – let us remember that, besides Russia and Romania, Poland could have had such claims, too. Third, it had to emancipate from the Russian sphere of influence. Last, but not least, economic and energetic dependence on Russia was, and still is, an important threat.
All these legacies, be they more ancient, as the territorial or minorities questions, or more recent, like the economic dependency, deeply modeled the international and regional behavior of Ukraine since 1991. Consequently, they also affected its relations with Romania.
3. Some facts in bilateral relations One can reconstitute several important moments in the bilateral relations between Romania and Ukraine, which we shall consider turning points for our analysis. The first stage of the relationship is marked by rather cool relations and mutual distrust. This might be considered normal, given the declaration of the Romanian government on the occasion of the independence of Ukraine: “The recognition of Ukraine’s independence and the desire to develop mutually beneficial Romanian-Ukrainian relations do not entail the recognition of the inclusion in the territory of the newly independent Ukrainian state of northern Bukovina, the Hertza region, the Khotyn region or the region of southern Bessarabia, which were forcibly
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annexed by the USSR and thereafter incorporated into the territorial structure of Ukraine on the basis of the Ribbentrop-Molotov pact”19. This declaration is followed by a similar one adopted in the Parliament.
The bilateral diplomatic relations were established on February 2, 1992, and during the first year in office, the Ukrainian foreign Minister visited Bucharest (September 1992). It’s an occasion for the official start of negotiations of a basic political treaty. The visit was not returned by his homologue until 1997, when the Treaty was finally signed. The two Parliaments sent visiting delegations to each other in 1992-1993. Nevertheless, the first forms of cooperation between the two countries appeared at a multi-lateral level, in June 1992, when both were founding members of the Black Sea Economic Cooperation, an initiative launched by Turkey and joined, besides Romania and Ukraine, by Bulgaria, Russia, the Republic of Moldova, Greece, Georgia, Armenia, Azerbaijan and Albania.
Both countries were also involved in the four-sided framework of talks concerning the situation in Transnistria, where the conflict had erupted on the 3rd of March, 1992. But Romania renounced to participate at these talks since 1993.
While Ukraine manages to set up very good relations with Hungary and especially Poland20, negotiations for the Treaty with Romania are deadlocked during the period 1992-1995, mainly because the Ukrainian side does not accept the inclusion in the basic Treaty of a condemnation of the Molotov-Ribbentrop Pact. It is only in 1995 that the two sides agree on the general form of the bilateral agreements: they were to be formed by a Treaty of good neighborliness and cooperation, a common Declaration of the two Heads of State which was to condemn the Ribbentrop-Molotov Pact, and a document containing guidelines for the establishment of the regime of common frontiers, which was to touch the issue of the Serpents’ Island, too. Negotiations are speeded up with the coming into office of the Romanian President Constantinescu. Having political basic Treaties with all the neighbors was one of the preconditions for NATO accession; or, NATO was to take a decision on this issue in 1997, at the Madrid summit (7-9 July). The Treaty was signed a few weeks before the NATO summit, on
19 Declaration of the Romanian Government, 29 November 1991. 20 The Treaty of Good Neighborliness with Poland was signed in May 1992, only a few months after Ukrainian independence.
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the 2nd of June, and it comes into force, after ratification in the Parliaments, on the 22 of October 1997. It was heavily criticized by a significant part of the Romanian public opinion. While Romanians usually agree on foreign policy goals, it seems that this Treaty split the public opinion into those in favor of the overcoming of the past, who also sustained the Treaty as a means of showing our good will to NATO, and those who consider it as a historical treason of the Romanian ideal of re-unification and of the Romanians that live in nowadays Ukraine.
The provisions of the Treaty were rather ambiguous concerning the disputed issues. The reference to the Ribbentrop-Molotov Pact is replaced by a very vague allusion, in the Preamble, to the “condemnation of the unjust acts of totalitarian regimes and military dictatorship”21. The Parts agree that their common border is inviolable (art. 2) and that their relations are founded on the respect, among others, of the Helsinki Final Act (which is the last international agreement mentioning that borders in Europe are recognized by all signatory parties and cannot be changed forcefully) (art. 1). Some vital issues are postponed: the regime of the common frontier is not decided upon, and the Treaty specifies in article 1.2 that it will be set by an ulterior Treaty (which has only been signed six years after, in 2003). This also involves the issue of the delimitation of territorial waters and the Serpents’ island. The article 5 states that the Parts “will sustain each other in their efforts for integration into the European and Euro-Atlantic structures”. The most significant provisions are those concerning the statute of minorities, set out in art. 13. The Romanian side obtained an important victory through the inclusion of a reference to the Recommendation 1201 of the Council of Europe, which enhances the rights of minorities. Nevertheless, the Treaty specifies that “this recommendation does not refer to collective rights and does not oblige the contracting Parties to grant to the respective persons the right to a special territorial autonomy status based upon ethnic criteria” (art. 13.1).
Most of the Romanian foreign policy decision-makers are rather optimist about the Treaty, especially for the article 13 concerning
21 “Treaty concerning the good neighborliness and cooperation between Romania and Ukraine”, Monitorul Oficial, partea I, nr. 157/16. 07. 1997, Preamble.
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minorities22. Nevertheless, former foreign minister Melescanu (1992-1996) thinks that, although in general the Treaty reflects the Romanian position, the way in which it is applied by the Ukrainian party is discriminating for the Romanian minority: “Ukraine applies it on a reciprocal basis: the rights that you grant to the Ukrainian minority in Romania will be hold by us to the Romanian minority: they will have as many schools as ours have etc, thus ignoring the huge difference that exists between the two minorities, in terms of numbers as well as in terms of its creation through political decisions that have nothing to do with the right to self-determination…”23.
The first bilateral visit at Presidents’ level took place on the occasion of the signing of the Treaty, when Leonid Kutchma came to Bucharest. The first Romanian President to visit Kiev was Emil Constantinescu, in May 1999. Later, Ion Iliescu went to Kiev, Odessa (2002) and Tchernautsi (2003). Traian Basescu visited Kiev in December 2004 and in February 2006.
The border question was not completely set up until now. In 2003 was signed a “Treaty concerning the regime of the Romanian – Ukrainian State frontier, collaboration and mutual assistance on border issues”, which entered into force in May 2004. The Treaty foresees the recognition of the borders agreed upon in the Romanian – Soviet Treaty in 1961. But the issue of the territorial waters remains unsolved. Between 1998 and 2004, there were 24 rounds of negotiations. Romania has given up the idea of getting back the Serpents’ Island; the only issue that separates now the two sides is the delimitation of the continental shelf, which depends on whether the island is considered as inhabited or not. Romania brought the case before of the International Court of Justice in Hague, on the 16th of September 2004. It is the first case involving Romania before the ICJ.
2004 is also the year of the construction, by Ukraine, of the Bastroe channel (begun on May 11). Before, the Ukrainian ships transiting the Danube had to use the Romanian channel of Sulina. It seems that this was bringing important losses to the Ukrainian economy, so it tried to find alternative solutions for navigation through the Danube Delta. But it also
22 Interview with former Romanian Foreign Minister Adrian Severin, Bruxelles, March 23, 2006; interview with former Romanian President Emil Constantinescu, Bucharest, January 2005. 23 Interview with former Romanian foreign Minister Teodor Melescanu, Bucharest, October 7, 2005.
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seems that the construction of the Bastroe channel brings about very important ecological consequences for the Danube Delta, underlined by various ecologist organizations24 and by the Romanian government, who protested against the channel. The Ukrainian part infringed the Treaty signed in 1997 and other international conventions25 by not consulting the Romanian part before the construction of the channel, which affects the Romanian portion of the Delta, sustains the Romanian government. Meanwhile, the Ukrainian part considers that, the works taking place on its territory, it should not have done so.
The issue had an important international impact. Among the states, the governmental and non-governmental organizations which mobilized against the construction of the channel, because of its apparently disastrous ecological consequences, are the USA, Germany, the EU, Ramsar-UNESCO, the Environmental Danube Forum, etc26. The international media also gave accounts of the story27. After numerous requests from the Romanian part, bilateral talks on the issue began on July 20, 2004, at experts’ level. But they did not lead to significant evolutions. 24 The reports of several NGOs are quoted on the official site of the Romanian Foreign Ministry, www.mae.ro. 25 These are: “The Convention on the conservation of wild life and natural habitats in Europe”, Berna, 19 September 1979, under the aegis of the Council of Europe; “The Convention on internationally significant wet areas, especially as habitat for the aquatic birds”, Ramsar, 1971; “The Convention on the evaluation of trans-border impact on the environment”, Espoo, 1991; “The Convention on the cooperation for the protection and sustainable utilization of the Danube river”, signed in Sofia, 1994; “The Convention on the access to information, public participation in decision-making and access to justice concerning environmental issues”, Bonn, 1979; “The Convention on the protection of the world cultural and natural patrimony”, Paris, 1972; “The Agreement between the Ministry of environment and territorial management of the Republic of Moldova, the Ministry of waters, forests and environmental protection in Romania and the Ministry of the environment and natural resources in Ukraine concerning the cooperation in the protected areas of Danube Delta and Lowe Prut”, Bucharest, 2000; “The Agreement between the Romanian and Ukrainian governments concerning the cooperation in the field of trans- border waters management”, Galati, 1997, and last, but not least, “The Treaty between Romania and Ukraine on the regime of the Romanian-Ukrainian State frontier, collaboration and mutual assistance in border issues”, Cernauti, 2003. Cf. the Romanian Ministry of Foreign Affairs, www.mae.ro. 26 Cf. the official site of the Romanian Ministry of Foreign Affairs, www.mae.ro 27 See, for example, L’Express, 28 June 2004; Berliner Zeitung, 31 August 2004; Der Tagesspiegel, 31 August 2004; Le Figaro, 27 September 2004.
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In order to solve this type of problems, in 2005 was created the Joint Presidential Commission Basescu – Yushchenko: the two Presidents thought that a direct high-level relation would smooth bilateral relations. And indeed it did: they met three times in 2005 and Basescu paid a visit to Kiev in February 2006, right after the energy crisis in Ukraine. They talked about setting up joint energy projects that would allow both countries not to depend on energy from Russia anymore, while Yushchenko declared that “The enhancement of our dialogue [with Romania] is the most characteristic feature of the year 2005”28.
Thus, if we were to trace some distinct periods of bilateral relations between Romania and Ukraine, we find the following:
1. 1992-1995: divergent initial positions, when negotiations do not lead to any result, as none of the two countries wants to distance itself from the initial position.
2. 1995-1997: negotiations are unblocked by a more pronounced tendency to compromise
3. 1997-2003: the most important Treaties are signed and several high-level visits take place.
4. 2003-2005: the issues of the Bastroe channel and the delimitation of the continental shelf divide the two countries.
5. since the end of 2005, new peak of cooperation, based on joint energy projects and Black Sea Cooperation.
4. Domestic factors and foreign policy
We will now move on to examine the second variable that we took into account in order to analyze the relations between Romania and Ukraine: the internal political regime. In applying this variable, we must look into the interaction between the domestic regimes of the two States, paying attention to the changes in the internal political configuration in each case. This is why a brief overview of the different governments and their foreign policies is necessary. Then, we will try to mirror the changes of governmental majority in the two countries with the periods of ups and downs in the bilateral relation. 28 Cf. Ukrainian Presidential site, ww7.president.gov.ua/en/news/data/print/5817.html
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In Romania, the first years after 1989 were of confusion about foreign policy. The turn towards West was not yet very obvious under Iliescu, who had a very bad external image, being considered a neo- communist. The decisive move that he makes towards a Western orientation of foreign policy comes with the signing of the Partnership for Peace, in 1994, and the Snagov Declaration in 1995, by which the entire Romanian political class (represented by all the parliamentary parties) affirms its intention to support the objective of the European integration for Romania.
The change of government in 1996 brings in Emil Constantinescu, a known intellectual (former President of the Bucharest University) and member of the “democratic opposition”. He has a very good image with the Western countries. He speeds up the negotiations for the Basic Political Treaty with Ukraine – observers say that in order to get a positive answer about Romania’s accession to NATO membership, which was to be decided in 199729, but the former President denies it30. The Treaty is finally signed in 1997. The way in which Romania accepted, in 1997, to sign the Treaty in its present form is significantly due to the change of government in 1996. While former Minister of Foreign Affairs Melescanu thinks that maybe we could have obtained more31, which means that he would have continued negotiating, for the new President in office it was important to show determination in overcoming legacies from the past and showing good will to the international community. So, firstly, the new President had to prove his commitment to international norms of cooperation and good neighborliness. Second, he had to prove that he was able to sign a Treaty that was not very popular among Romanian public opinion. The former President says that it was only possible to conclude this Treaty in his first year in office, because the great capital of trust he was enjoying in the country, and because he was known for his anti-communist orientation and thus would not be perceived as selling his country to the Russians32. The
29 Among others: V. G. BALEANU, loc. cit., p. 24; Roman WORONOWYCZ, “Romania, Ukraine settle territorial dispute”, in The Ukrainian Weekly, June 8, 1997, vol. LXV, no. 23 etc. 30 Interview with Emil Constantinescu, former President of Romania, January 2006. 31 Interview with former Romanian Foreign Minister Teodor Melescanu, Bucharest, October 7, 2005 32 Interview with former Romanian President Emil Constantinescu, Bucharest, January 2006.
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former President seems to be ready to forget the past and found bilateral relations on new bases, on the model of Poland which, he says, had much more to lose than Romania if we think in terms of historical borders, and yet signed a treaty with Ukraine some time earlier33. He is also the one who came up with the idea of a network of tri-lateral cooperations around Romania, the first of which was Poland-Romania-Ukraine.
The debates around the Treaty can also tell us more about the way foreign policy decisions are made in Romania and the weight of different internal factors, such as the relations between the responsible institutions or the public opinion. The former Minister of Foreign Affairs, Adrian Severin, seems to have had some disagreements with the President on the way negotiations were run: “The fact that M. Ceausu34 almost constantly made declarations in the media about the negotiations before telling me what was happening, or the way in which he tried to take his mandate directly from the President, did not serve the cause too well”35. Moreover, the Minister even reversed some of the decisions of the chief negotiator appointed by the President36. As for the influence of the public opinion, we can say that the Treaty was signed in its present form in spite of vociferous protests of mass-media or civic associations, a fact that even confirmed by the former Minister37. Several critics were brought to the Treaty, beginning with the « historical treason » of leaving behind Romanian territories. Dominut Padurean, Professor of History at the Romanian Naval Academy and author of the single monograph of the Serpent’s Island38, thinks that the Treaty is “the worst and the most criminal Treaty signed by Romania in the last decades”39. Paul Nistor points out that all the public debate around the Treaty only emphasized the problematic historical heritage, instead of revealing the positive aspects of the bilateral relations40. The attitude of the
33 Ibidem. 34 The chief negotiator of the Treaty, appointed by the President. 35 Adrian Severin, Gabriel Andreescu, (2000), Locurile unde se construieste Europa, Iasi : Polirom, p. 49. 36 Ibidem, p. 50. 37 Ibidem, p. 54. 38 Dominut Padurean (2002), Insula Serpilor, Constanta: Ed. Muntenia. 39 Mircea Lungu, interview with Dominut Padurean, in Victor Roncea (ed.), op. cit., p. 215. 40 Paul Nistor, “Problema memoriei in relatiile internationale. Tratatul romano-ucrainean (1997)”, in Xenopoliana, X, 2002.
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public opinion towards Ukraine is also showed by a recent opinion poll. Measuring the “temperature” of the sentiments of the Romanian population towards foreign countries, the poll placed Ukraine in the “rather cold” zone, followed only by Russia and the Arab States41.
We should not look for the impact of public opinion on decision- making in Ukraine either, where observers say that “as the civil society is weak, the State defines by its own the country’s national interests”42.
The next legislature brought back Ion Iliescu as a President and a very strong government who had to deal with the issue of the Bastroe channel. Since 2004, the new president, Traian Basescu, continuously asserts his role in foreign policy and his strong orientation towards the strategic partnership with the USA, while having a rather cold relation with Russia. This stance, combined with the new orientation of Ukrainian foreign policy brought about by the Orange Revolution, led to a rapprochement between the two countries.
As for the Ukrainian part, the first elections after the independence were won by the incumbent President, Leonid Kravtchuk. He is a former communist party leader who managed to take power by taking advantage of the 1991 coup d’Etat in Moscow, and who tried to gain legitimacy by playing the independence card. His orientation in foreign policy was towards distancing Ukraine from Russia, by avoiding to be attracted into a reconstruction of the former USSR through the CIS; in order to do this, he sought alliances with Central European states, such as those of the Visegrad Group and Germany. In a documented study about foreign policy during the Kravtchuk regime, Charles Furtado shows that nationalism was certainly not an important determinant of Ukraine’s foreign policy43. On the contrary, Ilya Prizel sustains that Kravchuk’s foreign policy was nationalistic, following a post-colonial pattern in which leaders try to legitimize themselves through foreign policy. Thus, Kravchuk’s pro-
41 Institutul pentru Politici Publice (Institute for Public Policies), Percepţia opiniei publice din România asupra politicii externe şi a relaţiilor internaţionale, October 2005. 42 Oleksandr Dergatchev, “L’Ukraine entre l’Europe et l’Eurasie, une voie semée d’embûches», in Anne de Tinguy (ed.), op. cit., pp. 111 – 125, p. 121. 43 Charles F. Furtado, Jr, “Nationalism and Foreign Policy in Ukraine”, in Political Science Quarterly, vol. 109, no. 1, Spring 1994, pp. 81-104.
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Westernism is a mere instrumentalization of foreign policy for electoral purposes. But it didn’t pay, as he lost the 1994 elections44.
They were won by Leonid Kutchma, originating from the Eastern part of Ukraine and former director of the biggest nuclear missile plant in the world. Kutchma became Prime Minister of Ukraine in 1992, under Kravtchuk, and ever since there was a marked rivalry between the two leaders in order to gain support from the population. While Kutchma was seen as rather pro-Russian, predicating an Eurasianist doctrine that linked Ukraine to the former Soviet space45, he managed to pursue some important economic reforms which made him popular. A marked pro- Russian orientation in foreign policy is characteristic of his first term in office, while beginning with 1997, he becomes a virulent critic of the CIS and he pushes for alternative forms of regional integration, such as GUAM. Another shift intervenes in 2000, when Kutchma has to face an internal scandal that might have costed him his position; he is now supported by the Russians, with whom he is obliged to make important compromises.
Both countries changed government in 2004. While in Ukraine, that was the result of violent mass protest against the falsified elections that tried to impose the pro-Russian Yanukovitch as a winner, the Romanian President Basescu adopted the orange as the official color of his electoral campaign, with a direct reference to the Ukrainian Orange Revolution. He also went to Kiev in order to assist to the confirmation of Yushchenko as a President. Thus, the relation between the two Presidents debuted under very promising auspices. Yushchenko, the new Ukrainian President, is well-known for his anti-Russian and pro-American orientation, as well as President Basescu. In spite of this, during 2005, there were several confrontational declarations from the two Ministries of Foreign Affairs linked to the Bastroe Channel and to the negotiations for the settlement of the Transdnistrean problem46. But the personal relation established between Basescu and Yushchenko seems to contribute to a better relation 44 Ilya Prizel (1998), National Identity and Foreign Policy. Nationalism and Leadership in Poland, Russia, and Ukraine, Cambridge: Cambridge University Press, p. 374. 45 See Kuchma’s inaugural Presidency speech, quoted in Stephen R. Burant, “Foreign Policy and National Identity: A Comparison of Ukraine and Belarus”, in Europe-Asia Studies, vol. 47, no. 7, November 1995, p. 1138. 46 See especially the Romanian newspaper Ziua, 13 and 14 June, 2005, but also Victor Roncea (ed.), op. cit., pp. 45-51.
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between the two countries. Ukraine and Romania are new partners in the framework of the Black Sea Cooperation (we should not forget that the Black Sea area is the main foreign policy preoccupation of Basescu’s administration), along with Georgia; it is with these two countries that Romania is trying to build a strategic partnership, and we must also note that these are the most pro-American countries in the Black Sea region. President Yushchenko announced, after Basescu’s visit to Kiev in February, that Ukrainian bilateral priorities in 2006 are agreements with USA, Poland, and Romania47. As for Poland, it is the country that had best relations with Ukraine since 1992.
Period Romanian domestic
regime Ukrainian domestic regime
Bilateral relations
1991-1992 Iliescu, undecided Kravchuk – pro-Westerner
Beginning of diplomatic relations and negotiations on the Treaty
1992-1994 Iliescu, undecided then becomes lightly pro-Westerner
Kravchuk, pro-Westerner
Transnistrean issue Beginning of cooperation in multilateral framework (BSEC)
1994-1996 Iliescu, rather pro- Westerner
Kutchma - Eurasianist
Unblocking of negotiations
1996-1999 Constantinescu, markedly pro- Westerner
Kutchma – pro-Westerner
1997: Basic Treaty First bilateral Presidential level visits
1999-2000 Constantinescu Kutchma 2000-2004 Iliescu, pro-
Westerner Kutchma forced by the Russians into
2003: Treaty on State frontier 2004: construction
47 ww7.president.gov.ua/en/news/data/print/6045.html
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their camp of Bastroe channel Romanian case to the ICJ on the delimitation of the continental shelf
2004-2006 Basescu, pro- American
Yushchenko, pro-Westerner
ICJ and Bastroe issues, then Joint Presidential Commission High-level visits Energy cooperation Black Sea Cooperation
The comparative table shows no superposition between the mandates of the different legislatures in the two countries and the evolution of bilateral relations. It is very difficult to find a linkage between domestic regime and foreign policy especially in the first years of bilateral relations between Romania and Ukraine. Both countries were in transition; both were rather preoccupied with internal reforms, economic and social problems. It is true that the basic political Treaty was signed once the democratic opposition gained power in Romania, but the Treaty was being negotiated for a very long time already. Moreover, the fact that Ukraine had no problem in finding agreements on basic Treaties with her other Eastern European neighbors in the first years after independence (like Poland or Hungary) does not point to any reluctance of its domestic regime in strengthening ties with neighboring countries, in spite of the existing problems of minorities or borders. The only regularity that we can notice is that relations were better between Romania and Ukraine when both Presidents had a pronounced, almost emphatic, pro-Western orientation and a very marked reticence to Russia: Constantinescu with Kutchma in his anti-Russian period (1996-2000), and Basescu with Yushchenko (2005-2006).
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5. External factors: distribution of power and/or institutional pressures
For almost 50 years, the international system could only be thought in bipolar terms. There were the two superpowers and their allies, while very few countries in the world were genuinely neutral. The end of the Cold War was followed by a rather brief period of euphoria, which led some analysts to consider that the ‘end of history’ was approaching48. In time, States began to re-define their national interests, by re-considering the international distribution of power. The relations between Romania and Ukraine can also be viewed through the lens of national interest, defined, as in Morgenthau, in terms of power49. Meanwhile, if we look at the international distribution of power, this will not tell us much in terms of variables: power as such is not a variable in our case, since we cannot assess whether the power of the USA, for example, increased or decreased since 1991. Moreover, if measured in absolute terms, the power of Ukraine was greater in the first years of the 1990s, when it had control over the nuclear weapons and over the Black Sea Fleet. Nonetheless, with no allies, it was rather isolated on the international arena. Thus, we can say that Ukraine is a more powerful state nowadays, through the good relations that it maintains with her Western neighbors and with Western powers in general.
So, instead of taking power, measured quantitatively, as a variable, we should rather consider the attitude of the significant powers in the system towards the international arena and towards the two countries that we study.
If Romania starts with a great capital of international sympathy after 1989, it loses it soon because of internal unrest (the events of June 1990, student’s manifestations in Piata Universitatii and the arrival of the minors), and because the new government in Bucharest is seen as a neo- communist50. As for Ukraine, the Western States are rather skeptical about 48 Francis Fukuyama (1992), The End of History and the Last Man, New York, The Free Press. 49 Hans Morgenthau (1948), Politics Among Nations, New York: Alfred A. Knopf. 50 Former Minister of Foreign Affairs Teodor Melescanu (1992 – 1996) complains about the very bad image of the government in international for a, which was the most important challenge that he had to fight (Interview with Teodor Melescanu, former MAE of Romania, October 2005). We should nevertheless place his statement in the context: he changed party and is now member of the PNL, the main challenger of his former party.
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its capacity to be an independent State51. Moreover, the refusal of Ukraine to give up its nuclear arsenal attracted the mistrust of the West, at a time when relations between USA and Russia went rather smoothly: “This only brought a great amount of Western criticism of Ukraine’s policy as short- sighted, irresponsible, and dangerous. Kravchuk’s intransigence and misplaced assertiveness created a perception of Ukraine as a spoiler state bent on obstructing the emergence of a new security system stretching from Vancouver to Vladivostok”52.
Both Romania and Ukraine had a cautious start in foreign policy orientations. Geographical proximity and historical ties with Russia prompted the two countries not to be very audacious in their orientation towards the West. This is why, in a first stage, both tried to keep their options open. Moreover, for Romania, the dismantling of the USSR was an opportunity to try to re-gain the territories lost after the Second World War: this is why its relations with Moldova were very romantic in a first period. Northern Bukovina and southern Bessarabia were also concerned. This is why, taking into account national interest, Romania pressed for the recognition of the historical injustices done through the Ribbentrop- Molotov Pact. On the contrary, Ukrainian national interest went in the opposite sense: as we showed in the fist section, this country had to consolidate its statehood, being threatened by minorities and territorial claims from several of its neighbors53. As documented by John Dunne in 1994, “Ukraine still lacks a consistent and detailed security policy. This lack of a detailed policy is evidenced in the mutability of policies such as Ukraine’s ‘block free’ status and its ‘non-nuclear’ identity. As it struggled to take account of domestic and international circumstances, Ukrainian policy has been reactive rather than pro-active”54. Under these circumstances, the relation between the two States can be seen as a zero-
51 Jean-Yves Haine, «La politique occidentale vis-à-vis de l’Ukraine», in L’Ukraine et la stabilité en Europe, Actes du Colloque organisé par l’Institut Royal Supérieur de défense, Bruxelles, 1994, pp. 15-27, p. 19-20. He also says that “All through 1992 and 1993, it was only the nuclear aspect that interested the West” (p. 24). 52 Ilya Prizel, op. cit., p. 383. 53 Kathleen Mihalisko, art. cit., p. 246. 54 John F. Dunne, «Ukraine’s Continuing Security Dilemma.A Summary Update», in L’Ukraine et la stabilité en Europe, Actes du Colloque organisé par l’Institut Royal Supérieur de défense, Bruxelles, 1994, pp. 29-41, p. 29.
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sum game: what is lost by one of them is gained by the other: mutual gains are not possible. Thus, a cooperative logic cannot be reached in the bilateral relation.
By 1995, Romania manages to define its two most important foreign policy objectives: accession to NATO and integration into the EU. As these organizations impose very strict membership political criteria, revision of the existing frontiers cannot go hand in hand with the Romanian objective of integration. This is why getting back the territories in question is not a viable perspective anymore. Once having renounced to territorial claims, the relations with Ukraine can start afresh.
By this time, Ukraine too settles to a policy of non-alignment with Russia and gains recognition from the USA and Western European countries. It manages to stay away from deepened integration with the CIS and signs the Non-Proliferation Treaty and START I, in 1994: both treaties are mediated by the USA, which in turn offer security guarantees and financial aid to Ukraine. Western countries now overcome their doubts as to Ukraine’s capacity to become an independent State; moreover, they are more and more interested in having a democratic country bordering both the EU (in the perspective of enlargement) and Russia55. In 1994, Ukraine signs the Partnership for Peace; in 1995, it becomes a member of the Council of Europe; in 1996, it sets as a long-term foreign policy objective the integration into the EU. Thus, the second stage of Romanian-Ukrainian relations coincides with the rapprochement of both countries to Western organizations, while the third stage – signing of the bilateral treaties and high-level visits – intervenes while Romania hopes for accession to NATO – and finally gets it in 2002, and Ukraine tries to find alternative options to CIS integration.
It is interesting to note that both countries are preoccupied by the way in which they are seen at the international level, by submitting their position to international forums. The account of former President Constantinescu about the way in which the issue of the basic Treaty was settled is very relevant in this sense: “It all took place at the OSCE meeting56 (…). Before going to Lisbon, I received a report from the SIE (Foreign Intelligence Service) on the position that Ukraine was to take at the OSCE. 55 Cf. Anne de Tinguy, art. cit., p. 12. 56 In Lisbon, December 1996.
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They were prepared for an attack against Romania, which was presented as a neo-imperialist State who does not want to sign the Treaty, maintains a situation of instability and does not recognize Ukrainian frontiers, unlike Poland (…) In the context of the change of government [in Romania], Kutchma, who had enough experience, postponed the manifestation of force in order to see our reaction in Lisbon (…) Having this report, I asked for a meeting with vice-President Al Gore and I insisted that this meeting should take place before Gore’s meeting with Kutchma. And my meeting with Kuthcma was fixed after his meeting with the Americans (…) I told Gore that we will solve the problem of the Treaty with Ukraine on the Polish model (…) and he told this to Kutchma (…) But I told him that the condition was a privileged attention in this Treaty to the Romanian minorities. And here, we would need American pressures (…). This was the basis of the Treaty”57. The European Union and the USA seem both interested in the development of Romanian-Ukrainian relation, as they congratulated the two governments for the signing of the Treaty58.
Meanwhile, the foreign policy orientations of Russia are an important determinant, especially for Ukraine, but for Romania too. But, unlike Romania, Ukraine is part of the geopolitical space considered by Russia to be its “near abroad”, with which it pretends a very special relationship. Immediately after the dismantling of the Soviet empire, Russia had a period of internal instability which did not allow it to be too assertive in foreign policy. It was the period when the “new thinking” of the Gorbatchev - Shevarnadze couple still survived, while Moscow also depended on the foreign aid for survival. This changed beginning with 1993: “Key policy documents adopted in the spring and fall of 1993, including the foreign policy concept and the new military doctrine, were characterized by marked suspicion of Western intentions, resentment against Russia’s apparent subordination, complaints about painful economic reforms allegedly imposed by the West, and a resolve to restore
57 Interview with former Romanian President Emil Constantinescu, January 2006. The story is confirmed by former Minister of Foreign Affairs Adrian Severin, in Adrian Severin, Gabriel Andreescu, op. cit., pp. 47-48. 58 For the EU, see the statement of the Presidency, the Hague, 2 June 1997; for the USA, “Bill Clinton felicita presedintii Romaniei si Ucrainei pentru semnarea Tratatului de baza”, in Adevarul, 4 June 1997, p. 9.
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the country’s global position”59. Thus, at the end of 1993, the main objective of Russia’s foreign policy becomes the re-integration of the former Soviet republics, including, of course, Ukraine60. This line becomes even harder after the appointment of Evgheny Primakov as a Foreign Minister in 1996: he wishes to restore Russia as a great power and does not consider the former Soviet republics as sovereign States, but as Russia’s ‘near abroad’61. Relations with Ukraine are paid a special attention: in 1997, the two countries sign a basic political Treaty through which the irreversibility of the dismantling of the USSR is recognized. Thus, Russia tries to get closer to Ukraine so that the latter does not seek accession to NATO or the EU, while Ukraine accepts this, hoping to soften Russia’s position on these issues. Meanwhile, it also tries to escape Russian influence by taking the initiative of the GUAM in 1997. In 2000, Russia elaborates a new military doctrine and national security concept that depicts NATO expansion as a threat62, and Russia’s foreign policy becomes even more assertive. Thus, Russia manages to re-impose itself on the international arena. After the terrorist attacks of September 11, it softens its position on NATO enlargement, while still maintaining its claims to ‘peace-keeping’ in its ‘near abroad’. Since 2003, through bilateral agreements and investments, Ukraine becomes more and more dependent on Russian state-controlled energy sector, as well as trade.
In the context of the need to integrate with the West ant of the perceived threat from Russia, the relation between the two countries we study is not to be thought in terms of a zero-sum game anymore. If we are to put it in realist terms, Romania and Ukraine are balancing Russia on the issue of the energy. But we can also think of the latest evolutions of the bilateral relations in liberal institutionalist terms: by getting in touch with international institutions, the two States better understood and defined their interests and thus they came to cooperate for absolute gains, and not for relative ones, that is, by measuring whether the other has more to gain
59 Janusz Bugajski, op. cit., p. 8. 60 Ibidem. 61 Ibidem, p. 11. 62 Ibidem, p. 14.
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from the cooperation63. This change of perspective might also be linked to the socialization of decision-makers in international organizations: Adrian Severin, the Foreign Minister that signed the basic Treaty, appears to think in these terms: “I tried to convince the Ukrainian partners that this Treaty must not be seen as a trade contract (…), but as an association contract; not as a contract in which one side tries to sell the merchandise at its greatest price and the other to offer the smallest price, but a Treaty in which we must put together all that we have best in order to get something superior”64.
Period Attitude of
Western powers to Romania
Attitude of Western powers to Ukraine
Russian foreign policy
Bilateral relations
1992- 1995
Uncertainty as to Romania’s foreign policy orientation
Lack of confidence and interest
Internal weakness leads Russia to seek cooperation with the West; Search for a new sphere of influence since early 1994
Divergent initial positions; Beginning of negotiations on the Treaty, but no compromise
1995- 1997
Perspective of integration into NATO and the EU
Change of position: acknowledged need for the democratization of Ukraine
Harder line on former satellites; seeks equality with the Western bloc
Tendency to compromise; smooth negotiations
63 For a theoretical account of the absolute/relative gains, see the debate between John Mearsheimer, “The False Promise of International Institutions”, in Michael E. Brown et al. (eds.), (1998), Theories of War and Peace, Cambridge, Massachusetts, London: The MIT Press, pp. 329-383, and Robert O. Keohane, Lisa Martin, “The Promise of Institutionalist Theory”, in IDEM, pp. 384-396. 64 Adrian Severin, Gabriel Andreescu, op. cit., p. 52.
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as a ‘great power’
1997- 2003
NATO accession Preparation for EU integration
Western countries are increasing cooperation with Ukraine
Increasing assertiveness in foreign policy; Seeks good relations with Ukraine After 9.11, softens position on USA, but not on the ‘near abroad’
Signature of the Treaties; bilateral visits
2003- 2005
Romania continues to prepare for EU accession; Better relations with USA than the EU
Stress on the democratization of Ukraine
Russia enhances Ukrainian dependence on energy
Tensions on Bastroe channel and the continental shelf
2005- now
American military bases in Romania
Assertiveness in foreign policy; hardening of the position towards Ukraine
Joint energy projects Joint Presidential Commission
This overview of the complex relations established among the
important powers in the international system allows us to seize some regularities that link the attitude of these powers to the two countries that we analyze and their bilateral relations. Thus, we can see that in the absence
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of a marked interest from either Russia or the Western powers to the region (the period 1992-1995), the bilateral relations do not have a promising evolution. The two States are more preoccupied by survival and hard national interest than by cooperation. The situation changes in a second period, when, on the one hand, Western organizations are more and more interested in consolidating democracy in both Romania and Ukraine, and on the other hand, Russia begins to re-assert its sphere of influence. Better relations are thus supported by both the pressures from the West to democratize and to have good bilateral relations in the region (institutional pressures), and the danger that represents for both countries the re- emergence of Russia as a great power. The consensus reached by Romania and Ukraine can thus be explained following two paradigms of the International Relations theory: a liberal paradigm would stress the influence of the Western powers, exerted through institutions, while a realist explanation would purport to the need to balance Russia’s increasing power.
After September 11, the two tendencies that we signaled soften: the West is more preoccupied by containing terrorism, especially in the Middle East, than by the democratization of Eastern Europe. Russia, in turn, seizes the opportunity of the fight against terrorism in order to deal with separatist tendencies at its borders, and seeks an understanding with the USA. Immediately after, in 2003-2005, problems appear in the bilateral relation between Romania and Ukraine. It is true nevertheless that, while the link between international pressure and the signing of the Basic Treaty is rather obvious, we cannot establish a direct link between these later events and the bilateral problems. What we can do is point to a regularity that appears in the superposition of the international evolution and the bilateral relations, which might prove significant.
Beginning with 2005, it seems that the region becomes more and more polarized: not only the position of Russia hardens, but also that of the USA, Romania and Ukraine. Now, we can almost see the creation of two camps which, if they are not yet in conflict, launch rather confrontational declarations. USA creates military camps on the Romanian territory; Russia cuts energy supplies to countries with pro-American regimes in its ‘near abroad’ (Ukraine, Georgia) and promotes internal legislation in order to stop foreign (i. e., European and American) funding for Russian civic associations. In the context of this polarization, Romania and Ukraine
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cooperate for balancing Russia, whose rise is seen by the two countries as the most dangerous development in the region.
So, if the pattern of cooperation created by institutional pressures from Western powers and organization is more visible in the 1997-2003 phase, the recent polarization of the regional environment enhances a pattern of cooperation out of fear and points to a balancing behavior of the two States.
The analysis of our three major variables – historical legacies, domestic regime and international environment – leads us to several conclusions as to the impact of each variable on the relations between Romania and Ukraine. First, we can notice that historical legacies have more impact in the absence of other types of incentives. In the zero-point of bilateral relations, as well as in the absence of international pressures or external threat, the historical legacies are perceived as a hindering factor of cooperation.
Second, as far as the domestic regime is concerned, its impact seems rather low, as the changes of governmental majority does not superpose on the ups and downs of the bilateral relation. But we should stress an important aspect concerning the internal factor: when the two governments are markedly Western-oriented, the relations between them are smoother, like the periods 1996-2000 and 2005-2006. This does not happen when only one of the two is pro-Western (1992-1994 and 2000-2004).
Finally, the international and regional environments appear as very important factors that shape bilateral relations in our case. These can be interpreted from both a liberal institutionalist perspective and a realist one: in our case, the interpretations converge, even though they offer different explanations. From a liberal institutionalist perspective, we would say that the politics of different international organizations (such as the Council of Europe, the EU, or NATO) to consolidate democracy and good relations of neighborliness in the region managed to export rules of cooperation that were taken over by the two countries in question. From a realist point of view, it is rather the fear of Russia that determined the two countries to create ties that would help both of them to emancipate from their powerful regional neighbor.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
WHAT IS THE FUTURE OF THE VISEGRAD GROUP AS AN
EXAMPLE OF REGIONAL COOPERATION
Anna Czyż*
Abstract After the fall of communism in 1989 Central and Eastern European countries started to change their political systems towards democracy. They also had to define their main aims in foreign policy. In 1991 Czechoslovakia, Hungary and Poland decided to create the Visegrad Triangle to be able to develop and to become members of the North Atlantic Treaty Organization and European Union. After dissolution of Czechoslovakia their mutual initiative was called the Visegrad Group. During nineties XX century this regional co-operation between Czech Republic, Hungary, Poland and Slovakia experienced different vicissitudes. Finally their dream about integration came true- they became the part of Western organizations. So now when they reached their most important goals they have to determine the direction of mutual co-operation. As neighbouring countries with similar historical tradition and thinking they can search together for the solution of current problems in Europe.
In Central Europe the centrally planned economic and socialist system collapsed at the end of the 1980s and the process of regaining of independence has started. As a first step, the Warsaw Pact and the Council for Mutual Economic Assistance (CMEA) had to be dismantled. By the summer of 1991 both the CMEA and the Warsaw Pact had disintegrated. Moreover the Soviet Union collapsed too and the withdrawal of Soviet troops from Czechoslovakia’s, Hungary’s and Poland’s territory became a fact. For the countries of this region the most obvious and logical choice in their foreign policy was a new political and economic orientation towards the West. The main aim was the process of NATO enlargement and integration with the European Union as a more developed and more dynamic group of countries. The president of Czechoslovakia Vaclav Havel was the first person who has presented a proposal concerning the
* PhD candidate, Silesian University of Katowice, Poland
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establishment of closer connections between Central European countries. It was his idea to carry out such a concept after the Velvet Revolution. The formal foundation of the Visegrad Triangle (V3- Czechoslovakia, Hungary and Poland, later after the separation of Czechoslovakia on 1st January, 1993 Visegrad Group- V4) came with the adoption of the Declaration on Cooperation at the first summit held on 15th February 1991 at Visegrad, the site of a medieval royal summit in 1335. The participants (Polish president Lech Walesa, Czechoslovak president Vaclav Havel and Hungarian prime minister Jozsef Antall) pointed out that the Triangle was not aimed at forming any new block and was not directed against any other country or a group of countries. The aim of the tripartite cooperation was to become full members of the European Union and North Atlantic Treaty Organisation but as Czechoslovak foreign minister Jiri Dienstbier said: ‘the participants were not in a race to get there ahead of each other; the optimal solution would be to arrive there together’1.
It was written down in the Visegrad Declaration that ‘the similarity of the situation has determined for these three countries convergent basic objectives: full restitution of state independence, democracy and freedom, elimination of all existing social, economic and spiritual aspects of the totalitarian system, construction of a parliamentary democracy, a modern state of law, respect for human rights and freedoms, creation of a modern free market economy, full involvement in the European political and economic system as well as the system of security and legislation’2.The development of cooperation is ensured by the community of historical experiences, cultural identity, spiritual heritage, common roots of religious traditions, geographical nearness.
The cooperation was not always smooth because there were controversial issues between the member countries such as situation and rights of the Hungarian minority in Slovakia, conflict over Gabcikovo- Nagymaros dam project. The new Czech prime minister Vacalv Klaus underscored that Visegrad is an artificial entity created at the request of the West and that the establishment of subregional structures has not
1 Magyar Nemzet, July 2, 1991, J.C.Kun (1993), Hungarian Foreign Policy. The experience of a New Democracy, London. 2 Visegrad Declaration 1991, http:// www.visegradgroup.org
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accelerated the process of integration with the EU and NATO3. In the first years following the collapse of the communist system when the primary challenge was to do away with its remnants (the Warsaw Pact, CMEA and the Soviet Union) the countries of the region had common interests and could act jointly. But it turned out that their commitment was diverse and insufficient to coordinate their actions in the process of integration with the EU.
In the V4 some worried that regional integration might slow down their progress towards becoming member of the EU. The Czech Republic and Hungary made it clear on various occasions that each state should be evaluated separately in compliance with the membership criteria. The break-up of Czechoslovakia, the arrival in power of Vaclav Klaus in the new Czech Republic and Vladimir Meciar in Slovakia and other problems in bilateral relations have slowed down the Visegrad cooperation in political area- the meetings were irregular and without any results. The only real results in the economic area was liberalising trade which brought Central European Free Trade Agreement (CEFTA) signed in Cracow on 21st December 1992. In 1995 the Agreement on Accession of the Republic of Slovenia to the CEFTA was signed, in 1997 similar agreement was signed with Romania and in 1998 with Bulgaria4.
From the mid-1990s the Visegrad Group has never been able to ‘speak as one’ especially when it turned out that each state of V4 will be attended with their accession negotiations individually. The revival of the Visegrad cooperation began in 1998 thanks to two important factors which had a positive impact on the prospects of regional cooperation of the V4 countries. The first factor was the NATO’s decision in July 1997 to invite three countries of the V4 (the Czech Republic, Hungary and Poland) to join the alliance. The second one was the EU decision to start the accession negotiations with six countries among them with three ones from V4. An additional factor was the results of parliamentary elections in Slovakia in 1998. Because of some delay in political development Slovakia as the only one from V4 countries wasn’t invited by the NATO and the EU into the first wave of their enlargement. The new Dzurinda’s government has
3 M. Gwiazdowski, “Possibilities and Constrains of the Visegrad Countries Cooperation within the EU”, Foreign Policy Review, Volume 3, Nos. 1-2/2005 4 http://www.cefta.org
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changed the direction of Slovakia’s domestic and foreign policy. This positive development was acknowledged by the decision of the European Council in Helsinki in December 1999 which opened up the possibility of accession negotiations for Slovakia5.
Visegrad countries re-established their cooperation at the Bratislava 1999 meeting of the prime ministers and at the presidential summit attended by Aleksander Kwaśniewski, Vaclav Havel, Arpad Goncz and Rudolf Schuster held in the Slovak town of Gerlachovo. In the so called Tatra Declaration the presidents confirmed their satisfaction with the renewed cooperation within the Visegrad Group. Since then the political objectives of this cooperation have focused on the promotion of the Visegrad countries’ readiness for European integration and support each other in the preparation for EU membership. The Czech Republic, Hungary and Poland started to support Slovakia’s efforts and aspirations to join NATO. Then the aim of the group was to ensure the West that the Visegrad region is characterized by political stability, economic prosperity and open to cooperate with other countries of Central and Eastern Europe. The idea of ‘Return to Europe’ after the iron curtain era in Visegrad countries was one of the objectives to achieve.
However, since the beginning of the 1990s the NATO countries were very reserved towards the Eastern declarations of joining the alliance. They feared that this might worsen its relations with Russia. The first proposal of cooperation was the North Atlantic Cooperation Council (NACC) functioning since December 1991. Next instead of offering enlargement in respect of the repeated requests in 1994 NATO answered with a proposal to take part in the ‘Partnership for Peace’ programme as a platform of military and political cooperation. Bill Clinton, the president of the United States, emphasized that the question was not whether NATO will enlarge but when it will happen6.
On May 1997 the Euro-Atlantic Partnership Council (EAPC) replaced the NACC and after that at the Madrid conference of NATO heads of state and government on 8-9 July 1997 a decision was made to invite the
5 K. Dezseri, “Is it Feasible to Enhance the cooperation among the V4 countries within the EU? The economic aspects”, Foreign Policy Review, 1-2/2005 6 F.Gazdag: “From Alliance to Alliance: Hungary’s Path from the Warsaw Pact to NATO”, Foreign Policy Review, Volume 1, no. 1/2004.
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three states (the Czech Republic, Hungary and Poland) to the first round of enlargement. Finally, on 12th March 1999 those three Visegrad countries became members of a military-political alliance that proved the most successful in preserving peace during the last half century and in assuring the security of its members. During the NATO summit in Prague in November 2002 seven states received invitations to start negotiations. Slovakia was among them and its accession to NATO became a fact in 20047.
The breakthrough of 1989 was the beginning of the new era in East- West relations. Western countries started to treat Central European countries as partners and support their economic and politic reforms by PHARE program. On 16th December 1991 the European Agreement was signed as a basis of association stage with Czechoslovakia, Hungary and Poland. During the EU summit in Kopenhagen (21-22 June 1993) the EU membership criteria were adopted. To become EU member each country is obliged to fulfill the following conditions:’ be able to take on member’s duties, stability of democratic institutions, modern state of law, respect for human rights and minority rights, free market economy, economic capacity to face up the trade competition within the framework of European Union’8.
The next step on the way to the EU was to put in formal application for EU membership. Hungary applied on 31st March 1994, Poland on 8th April 1994, Slovakia on 27th June 1995, the Czech Republic on 17th January 1996. Those events have forced EU to set in motion the process of enlargement. Until now the EU was refraining from tightening the cooperation with Visegrad countries. The reason was the fear that enlargement will inhibit the European integration and EU efficiency. The EU was also afraid of the influx of immigrants from Central Europe which will increase the group of receivers of regional help. During the EU summit in Luxembourg (12-13 December 1997) on the basis of the European Commission recommendation six candidates were invited to start the accession negotiations in 1998. They were: the Czech Republic, Hungary,
7 H.Binkowski (2002),Visegrad Group Countries’ security and defence cooperation. Transformation in Central European Security Environment, Warsaw. 8 M. Szczepaniak (1994), Grupa Wyszehradzka w polityce Zachodu. W: M. Szczepaniak: Świat i Polska u progu XXI wieku. Toruń.
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Poland, Estonia, Slovenia and Cyprus. Slovakia was invited to negotiations during the European Council session in Helsinki (10-11 December 1999) together with Lithuania, Latvia, Bulgaria, Romania and Malta.
In 2002 the European Council in Kopenhagen decided to close 31 negotiation areas with ten among twelve candidates (without Bulgaria and Romania). The solemn act of signing the accession treaty had taken place in Athens on 16th April 20039. After that event the process of ratification according to national procedures has started. In Visegrad countries the national referendums were needed to accept the treaty- they had taken place one by one- firstly on 12th April 2003 in Hungary, then on 16th and 17th May 2003 in Slovakia, on 7th and 8th June in Poland, on 13th and 14th June 2003 in the Czech Republic. Finally, on 1st May 2004 Visegrad countries became the EU members.
Following the accession to the European Union some predicted the natural death of the Visegrad Group because the process of integration has come to an end. It turned out to be premature. Many issues like infrastructure, natural environment, tourism, migration, culture, education may be solved more efficiently within the framework of quadrilateral rather than bilateral cooperation. At the V4 summit in Kromeriz held on 13th May 2004 the New Visegrad Declaration was adopted and superseded the document adopted in 1991 upon the formation of the Group. Representatives of V4 decided that the originally set objectives were achieved and declared their readiness to develop cooperation between the four countries, already EU and NATO members. Among the areas of cooperation within the V4 there are such as: culture, education, youth exchange, science, continuation of the strengthening of the civic dimension of the Visegrad cooperation within the International Visegrad Fund and its structures, cross-border cooperation, infrastructure, environment, fight against terrorism, organised crime and illegal migration, Schengen cooperation, disaster management, exchange of views on possible cooperation in the field of labour and social policy, defense and arms industries.
In the Kromeriz Declaration it is also said that the future cooperation will be developed in the area of cooperation within the EU, with other partners and within NATO and other international 9 B. Płonka (2003), Polityka Unii Europejskiej wobec Europy Środkowej, Kraków.
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organisations. As to the cooperation within the EU it will concern the consultations on current issues of common interest:’ active contribution to the development of the New Neighbourhood Policy and the EU strategy towards Western Balkans, consultations, cooperation and exchange of experience in the area of Justice and Home Affairs, Schengen cooperation including protection and management of the EU external borders, visa policy, creating new possibilities and forms of economic cooperation within the European Economic Area, consultation on national preparations for joining the EMU (European Monetary Union),active participation in the development of the European Security and Defense Policy as a contribution to the strengthening of relations between the EU and NATO and deepening of substantive dialogue between both organisations’10.
Visegrad Group was always the forum of consultations without any institutional form. The only V4 institution is the International Visegrad Fund based in Bratislava which has been operated successfully for years starting in 2000. According to relevant decision of the prime ministers the Fund disposes of an annual budget of 3 million euros from 2005 onwards (the budget is created by V4 countries’ payments). From this amount can be financed small and standard grants, the Visegrad Strategic Programme, scholarships, also the Ukrainian scholarship programme launched in 2005 as well as the Visegrad Award11.
The mechanism of cooperation is based on meetings at various levels- meetings of Presidents of V4 countries, of Prime Ministers and Foreign Affairs Ministers, with National Coordinators at Ministries of Foreign Affairs taking the crucial role of initiators and rotating one-year presidency with its own presidency programme. Each presidency is closed in June by organising Visegrad summit to sum up all the activities and to set new challenges and to contribute to the achievement of the common goals of the V4 countries. At the beginning of July 2004 Poland had taken over the presidency of the V4 from the Czech Republic and after a year Hungary became a visegrad leader for the period of 2005/2006. As it can be read in the programme of the Hungarian presidency ‘the first new months passed since accession have confirmed that close cooperation among the four member countries will continue to be of outstanding importance also 10 Declaration in Kromeriz on 12th May 2004, http://www.visegradgroup.org 11 http://www.visegradfund.org
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in the framework of the European Union’12. It is said in the Document that the priorities are:’ Strengthening the V4 identity and developing a V4 communication strategy with a view to bringing the V4 even closer to citizens. Enhancing the V4 cohesion, capacity of consultation and cooperation on issues figuring on the EU agenda and on major international issues in other fora; consistent representation of adopted common positions on issues of common interest.
Promoting transformation and modernisation efforts in Central and Eastern Europe; contributing to efforts to improve the EU’s competitiveness, particularly in infrastructure development’13. Within the V4 framework the area in which the V4 states decided to strengthen their cooperation is culture (folklore festivals, plans for launching a joint TV channel focused on culture), education (youth exchange), tourism (preparation of thematic brochures, maps, updating and development of the www.european-quartet.com webpage). The civil dimension of the Visegrad is supported and it will be supported by the International Visegrad Fund especially by Visegrad Scholarship Programme. The increase of the number of applicants show a growing interest and need to continue the incoming, intra-Visegrad and outgoing scholarships. For youth exchange within V4 the most important are intra type scholarships which promote greater mobility and willingness to get to know each other within the group. In addition small and standard grants for joint projects realized by non-governmental organizations can be also financed by the Fund.
It seems that sectoral dimension of Visegrad cooperation, local initiatives in different fields aimed at promoting modernisation in Central Europe and development of regions can be the most essential part of the Visegrad regional cooperation. Meetings and consultations at various levels are important to initiate joint ventures. It can be cross-border cooperation within euroregions focused on environmental protection, public transportation (the harmonisation of the timetables of international trains and buses), coordination of regional infrastructural development- the main transport lines traversing the Visegrad countries connect the Western
12 Programme of the Hungarian V4 presidency, http://www.visegradgroup.org 13 ibidem
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Europe to the former Soviet Republics but there is still much to do on North-South directions14.
Within the EU national and regional interests can be better represented and implemented by each regional country group. The Visegrad countries could use their bargaining power to protect their common national priorities. The overriding priorities of the Polish presidency were the consultations on the New Financial Perspective of the EU for 2007-2013. The remaining priorities were the cooperation on the road to Schengen, participation in forming and implementation of the European Neighbourhood Policy, cooperation in energy, infrastructure and scientific research. The V4 states sent their first clear message of cooperation in EU budget negotiations during the V4 prime ministers meeting in Warsaw in December 2004. The shared interest of all Visegrad states was to support the budget proposal of the European Commission which provided that within 2007-2013 at least half of the structural funds would be absorbed by the new EU members15. Later on Luxembourg proposal was offered- the majority of aid would be lost by the reach members but the Czech Republic would lose 15 percent while the loss of Hungary would come to 6,5 percent, Poland’s would be 4 percent, Slovakia would lose the least portion so it would bring the Czech Republic closer to Spain and Italy than to its V4 partners16.
During the EU summit in Brussels (16-17 June 2005) V4 countries one by one were joining the Poland’s appeal which declared its readiness to reduce the absorption of funds in the name of rescuing the EU budget. The work on the EU budget perspective for 2007-2013 showed that cooperation among the V4 countries was possible in case of a failure to adopt the budget which could pose threat to the new EU members. After budgetary negotiations’ fiasco in June 2005 during British presidency the discrepancies within EU seemed to deepen due to budget cuts which were proposed by Tony Blair. To bring the compromise closer the meeting between Visegrad representatives and British prime minister was organised in Budapest (2nd December 2005). Finally the EU budget for 2007-
14 K. Dezseri, “Is it Feasible to Enhance the Cooperation among the Visegrad Countries within the EU?”, Foreign Policy Review, Volume 3, Nos. 1-2/2005 15 http://www.visegradgroup.org-joint press release 16 A. Słojewska, J. Bielecki, Polska straci najmniej, ‘Rzeczpospolita’ 11.06.2005
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2013 was adopted but it wasn’t the only EU problem. Another issue is the future of the treaty establishing the Constitution for Europe after rejecting it by France and the Netherlands. At first Visegrad countries had taken the position that the process of ratification of the treaty should be continue because its adoption is the best way for the Union to be ready to face up to future local and global challenges. Currently this topic faded into the background partly because of negative attitude of the visegrad leaders. Presidents of the Czech Republic Vaclav Klaus and Poland Lech Kaczyński openly admit there’s no need to adopt the European Constitution. Following its enlargement on 1st May 2004 the European Union faced a completely new situation at its eastern borders- its direct neighbours became such former Soviet Republics as Belarus, Ukraine, Russia (the Kaliningrad Oblast) as well as Moldova following the planned accession of Romania in 2007. This new situation requires to prepare the new Eastern Policy.
It seems obvious that part of the responsibility for shaping this sphere of the EU external activity should rest with the new Central European members states. Among Visegrad countries the eastern border of Hungary, Poland and Slovakia became the European Union’s eastern borders and this border is the most important dividing line in Europe. Beyond this line there are three countries- including the two largest European non-EU states in terms of size and population being Russia and Ukraine- they will remain on the EU visa list17. Visegrad countries are particularly interested in formulating the EU Eastern Policy and they should be the co-makers of this policy. Ukraine, Belarus and Russia have established ties which stem for cultural, linguistic, historical closeness and geographical proximity.
Above that Visegrad countries are strongly economically linked to their eastern neighbours, especially to Russia. The position of Russian enterprises in the energy sector is dominant in Central Europe. This area is particularly attractive for Russian investors because of the most important transport corridors (road transport routes, railway lines, oil and gas pipelines) that connect Ukraine, Belarus, Slovakia and the Czech Republic. The new Russian project includes building the pipeline under the Baltic Sea 17 K. Pełczyńska-Nałęcz, Polityka Wschodnia Unii Europejskiej: perspektywa krajów wyszehradzkich, Warszawa 2003.
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to avoid crossing the Polish territory and eliminate transit dependency18. The energy dialogue between EU and Moscow plays very important role in bilateral relations because Russia has become one of the major players on the world energy market. EU members could notice how significant issue it is at the beginning of 2006. As a result of Russia-Ukraine conflict gas supplies were reduced in Visegrad countries. This fact has reminded them how dependent on Russia’s energy they are and how urgent the necessity of supply diversification is. The Visegrad states should focus on inventing a more resolute energy procurement policy but as it can be observed these countries are not able to take a common stand on this matter and to exercise effective influence on EU policy towards Russia.
All Visegrad states were components of the Soviet block with historical experiences (Soviet invasion in 1968 in Czechoslovakia, the events of 1956 in Hungary). Russia’s veto on NATO enlargement and the obstacle in building friendly relations was still alive memory of historical past (second world war crimes) In respect of the V4 Eastern policy, Poland is the most committed country but due to historical reasons also the one with the most problematic bilateral relationships with Russia which can be confirmed by last political event. The Russian president Vladimir Putin decided to visit two Visegrad capitals- Budapest and Prague in March 2006 but by excepting Warsaw he had given a strong signal that there’s still no political will to improve mutual relations especially after Polish commitment in Orange Revolution in Ukraine (named so after the colours of Viktor Yushchenko’s campaign). Ukraine bordering on three out of four V4 states is a neighbouring country with special significance. Since the beginning of nineties Poland has underscored that strengthening of the Ukrainian state is an important factor in greater stability in Europe19. Poland was perceived as a Ukrainian ally and advocate on the West. When demonstrators gathered in Kiev fighting for democracy proved their attachment to Western values, Polish representatives with president Aleksander Kwaśniewski expressed their support for Ukrainian aspirations and became mediators between two sides of Orange Revolution- Viktor Yanukovich and Viktor Yushchenko. Common Visegrad initiative was
18 K. Pełczyńska-Nałęcz (2003), Eastern Policy of the Enlarged European Union. Bratislava. 19 E. Wyszkiewicz, „Ukraina w polityce zagranicznej państw Grupy Wyszehradzkiej- podobieństwa i różnice”, Biuletyn (PISM) 2003, No. 41 (145)
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sending a joint team of observers to the presidential elections and inviting the Ukrainian prime minister Yulia Timoshenko as a guest at the V4 summit in Kazimierz Dolny (June 10, 2005) and launching in 2005 Ukrainian Scholarship Programme by the International Visegrad Fund for Ukrainian applicants. Within V4 a counterbalance for the Eastern direction of Visegrad Group efforts is the increased interest in the Western Balkans. Hungary supports the inclusion of Austria and Slovenia into Visegrad and was active advocate of Croatia’s aspirations towards the EU and NATO.
The split within the V4 emerged over the disputes on the commencement of accession negotiations with Zagreb-Poland did not opt for the commencement of negotiations20. From the standpoint of the future of the Visegrad Group within the EU the enhanced cooperation in implementing the Schengen remains a great challenge. The most favourable solution would be the removal of border check-points for passenger traffic by all states at the same time. Otherwise this could entail negative social and psychological consequences, discredit the idea of Visegrad within V4 societies. The fifteenth anniversary of the formation of the Visegrad group gives the opportunity to sum up its accomplishments.
The Visegrad Group reflects the efforts of the countries of the Central European region to work together in a number of fields of common interest. The formation of the Visegrad Group was motivated by four factors: the desire of eliminate the remnants of the communist bloc in Central Europe,the desire to overcome historic animosities between Central European countries,the belief that through joint efforts it will be easier to achieve the set goals, i.e. to successfully accomplish social transformation and join in the European integration process, the proximity of ideas of the then ruling political elites. It was especially in the initial period of its existence (1991-1993) when this regional group played its most important role during talks with NATO and EU. In the following years the intensity of cooperation between the V4 countries began to slow down due to the prevalence of the idea that individual efforts towards accession to the Euro- Atlantic structures will be more efficient. Visegrad Group was resumed in 1998 and since then closer contacts and meetings on various levels have been intensified. In 1999 the Czech Republic, Hungary and Poland became 20 Rocznik Strategiczny 2004/2005
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NATO members, in 2004 Slovakia joint the same organisation. All the V4 states together reached their mutual aim- EU membership on 1st May 2004. Their integration is another step forward in the process of overcoming artificial dividing lines in Europe because they’ve always been part of one civilization sharing cultural, intellectual values and common roots of religious traditions. It seems that the potential for political cooperation of the Visegrad countries on the EU forum is not massive but it can be useful in certain situations as a platform for articulation and implementation regional political interests.
The regional cooperation of V4 states can be effective and useful even despite the fact that these countries form other temporary coalitions from time to time depending on the issue concerned. As neighbours they can focus on enhancing the civil dimension of V4 cooperation by the International Visegrad Fund. As an example of regional cooperation it can develop on the lower level based on contacts between local governments and national departments to coordinate common initiatives.
Bibliography
1. Binkowski (2002): Visegrad Group Countries’ security and defence cooperation. Transformation in Central European Security Environment.
2. Deszczyński, Szczepaniak (1995): Grupa Wyszehradzka. 3. Dezseri (2005): “Is it feasible to enhance the cooperation among the
Visegrad countries within the EU?”, Foreign PolicyReview, Volume 3, Nos.1-2/2005.
4. Gazdag (2004): “From Alliance to Alliance:Hungary’s Path from the Warsaw Pact to NATO”, Foreign Policy Review, Volume 1, no.1/2004.
5. Gołembski (1994): „Grupa Wyszehradzka-próba realizacji koncepcji wielostronnej współpracy”, ‘Sprawy Międzynarodowe’,no. 3/1994.
6. Góralczyk (1999): Współpraca wyszehradzka. Geneza, doświadczenia, perspektywy.
7. Grajewski (1996): „Grupa Wyszehradzka-narodziny i zmierzch”, ‘Przegląd Polityczny’, no.32/1996.
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8. Gwiazdowski (2005): “Possibilities and constrains of the Visegrad countries cooperation within the EU”, Foreign Policy Review, Volume 3, Nos.1-2/2005.
9. Kupiecki (2000): NATO u progu XXI wieku.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
EUROPEAN IDENTITY IN THE AGE OF THE INTERNET: A TOCQUEVILLIAN PERSPECTIVE
Jonathan Mendilow*
Abstract The recent rejection of the proposed EU constitution gives credence to the conclusion that the goal of “ever closer union” will not be achieved by legal or economic means alone, and that the forging of a community (as against a common market) requires the promotion of a widespread sense of “Europeanness” among the citizens of the member states. The expansion of Union to include countries not traditionally associated with “Western Europe” rendered such project ever more necessary yet complex. The question has been examined from several vantage points: the horizontal (the impact of tourism, and the closer meshing of political and economic systems), bottom-up (the contribution of local level experiences to wider concepts of community), and top to –bottom (the effect of common institutions on the way people understand their identity).It seems odd that a dimension critical to all these perspectives has hitherto been neglected: the impact of the Internet on the production and communication of knowledge and symbols that could serve as basis for a projected pan European “imagined community” (Benedict Anderson) . The appeal of de Tocqueville in this regard lies in the connection he had made in Democracy in America between space and community building. Despite the obvious difference between the cyberspace and the geographical dimensions he had in mind, his ideas can be applied to the modern situation. A less well-known thesis advanced in The Old Regime and the French Revolution is however no less relevant. There he argued that underlying the sense of community is a narrative that directs the citizen’s understanding and hence behavior in the ‘real world’. Because it operates on the ‘here and now’ such a narrative is in constant flux. Old premises are discarded and new ones incorporated to become part of the general consciousness. What causes legitimacy crises is lack of synchronization between such shared narratives and the world of the here and now. The Internet extends the range while shortening the process of communication. Global in reach, it recreates the multi directional one on one * Professor of Political science at Rider University, Lawrenceville, N.J.
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communications that defines groups of people who link up with one another to pursue common interests. This may be conducive to the European project. Yet such communities may well be built on specialized interests, establishing spheres in which the broader public has little say. From the temporal perspective, this may lead to growing disjunction between two measures of time: one marking the tempo of change in the realm of individuals, the other the tempo of change in the operation of publics structures. Collective Narratives take time to establish themselves, percolate though society, become translated into symbols and activities, and eventually change. Yet a situation may develop where the growing rapidity of the production and assimilation of knowledge will create a situation where it is only assimilable by limited groups. The impact on social norms and identity may increasingly vary, reflecting a plethora of narratives gradually nibbling away at the common one. Should such conditions develop, the public may well be defined by its individuals primarily in terms of the consumption of the same services and the ability to produce an imagined territorially based community will be hampered.
If, as Carl Hilty asserted, failure is “unsurpassed as a means to self– knowledge and therefore to regeneration”, then the defeat of the referenda on the European constitutional treaty in France and the Netherlands may prove highly instructive to disappointed advocates of greater European unity. Prior to the two plebiscites, the constitution had been ratified by overwhelming Parliamentary majorities (59 to 3 in the Austrian upper house with almost unanimous vote in the lower, 304 to 9 in Hungary, etc.) in nine EU constituent members. Yet in eight the issue was barely debated in public, and the vote was guaranteed by strong party discipline. Spain conducted a consultative referendum in which almost 77 percent voted in favor, but the turnout was the lowest since the restoration of democracy, a mere 42 percent. In contrast, France and the Netherlands witnessed vigorous public debates and relatively high rates of participation (roughly 70 and 63 percent respectively). The rejection of the draft constitution by large majorities in two of the founding EU members (close to 55 percent in the one, 61.6 percent in the other) despite the support of both governments and main oppositions is therefore of special significance.
This is not the place to examine the reasons that account for this result. Suffice it to state the obvious, namely, that the EU had failed to
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generate a sense of belonging sufficiently strong to counter whatever domestic and pan - European reasons may have been at play1. Six months after the referenda Bernard Henri Levi could explain to American audiences that there is a European identity that resembles that of the USA, so that he identifies himself as a European of French origins, just as his listeners would describe themselves as Americans from Carolina or New Jersey2. But the fact that the proposed constitution comprised mainly of existing EU treaties, and that its rejection could hence be interpreted as widespread recoil from the commitment to a full fledged Union, indicates that such a feeling is largely restricted to political and cultural elites. It was precisely general dissatisfaction “with the fact that Europe is a project of the elite, not the ordinary people” that the ballot in both countries reflected, according to senior Dutch Socialist and leader in the ‘yes’ campaign Michiel van Hulten3.
1It is important to note that at least some of the reasons cited by critics are country specific. Among the most common are unemployment and the state of the economy, repudiation of unpopular governments, questions of immigration, concerns about Turkish accession, and, especially in the Neverlands, fear that the country would be overwhelmed by an emerging European super- state and that a strong Europe would force the scrapping of liberal policies such as those concerning prostitution and euthanasia. Overarching European reasons critics mention include the rejection of the ‘one size fits all’ approach, especially in such spheres as foreign and defense policies, concerns about bureaucracy and lack of democracy in Brussels, and the inaccessibility and complexity of the draft constitution. See, among others, John C. Hulsman, “Cataclysm: The Rejection of the European Constitution and what it Means for Transatlantic Relations”, Research Europe, June 20, 2005; Michael Radu, “ Europe : The Breaks Are On”, Foreign Policy Research Institute, http://fpri.org/ww/0604200506.radu.europebrakeson.html. (Downloaded 13 March, 2006).An especially insightful analysis may be found in Alberta Sbragia, ʺAn American Perspective On the European Unionʹs Constitutional Treaty ʺ , Politics 27 (February , 2007) pp. 2-7. The argument is that the EU constitution is a mirror image of the American one . The latter gave the federal government the right to regulate foreign affairs and interstate markets , but to this day the states have a good deal of independence in all that relates to domestic affairs. By contrast, the logic of the proposed EU constitution was of gradual pooling of sovereignty in the domestic areas while leaving the members their external sovereignty. Under such conditions, the addition of new, poorer member states , was resisted by many Europeans as elite interference in their own economic wellbeing . 2 Interview with Charlie Rose, NPR, 28 January, 2006. 3 Interview, BBC I News hour, 1 June 2005. See also his BBC interview 5 May, 2005.
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All this casts doubts on some of the basic assumptions made since the early 1950’s4 by the architects of the European unity. Despite a long tradition of cross-national exchanges and various versions of an ‘idea of Europe’5, it was clear to them that no accepted understanding of what it means to be a ‘European’ exists. It was likewise clear that support of European integration will be contingent on widespread pan –European attachments. To become a reality, the European project required therefore the emergence of an identity based on common historical, cultural, and ideological contents. In the forceful words of Robert Schuman, “Europe …must have a soul, recognition of its historical affinities, present and future responsibilities, and political fortitude in the service of a single ideal.”6 The novel nature of what was envisaged rendered such attachments all the more crucial, for the new entity was not expected to substitute current national and cultural affiliations. Nor did it aim at the maintenance of territorial distinctiveness and boundary delineations required by federative arrangements; nor yet did it seek, in light of its expansive character7, to establish clear distinctions between ‘us’ and ‘them’. The answer lay in the conception of European identity as an emergent quality. Growing coordination and common institutions were expected to create an optimistic horizon and gradual change in the perceptions of the nations involved, so that increasing economic prosperity and interdependence would lay, in the famous words of the Rome Treaty, “the foundations of an ever closer union among the peoples of Europe”8 . This was elaborated and further clarified in the Document on the European
4 The assumptions discussed below were already adumbrated in the Schuman Declaration of 9 May, 1950. “Europe”, Schuman stated, “will not be made all at once, or according to a single plan. It will be built through concrete achievements.” http://europa.eu/abc/symbols/9- may/decl_ en.htm. (Downloaded 17 May, 2006). 5 For a recent excellent collection of papers discussing the question see Anthony Pagden (ed.), (2002), The Idea of Europe, Washington, D.C.: Woodrow Wilson Center Press. Of special interest are G.P.A. Pocock, “Some Europes in Their History,” pp. 55-71 and Arian Chebel d’Appollonia, “European Nationalism and European Union”, pp. 171-190. 6 Robert Schuman (1963), Pour L’Europe, Paris: Les Editions Nagel, p. 48. 7 The signatories of the Treaty Establishing the European Community (Rome, 25 March 1957) expressed in the preamble the determination to “confirm the solidarity which binds Europe and the overseas countries” and “ to lay the foundations of an ever closer union among the peoples of Europe.” 8 Ibid.
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Identity (1993). The signatories, it proclaimed, “have established institutions, common policies and machinery for co-operation. All these are an essential part of the European identity. [that] will evolve as a function of the dynamic construction of a United Europe”9. In the meantime, they had to make do with the glue of common allegiance to the procedural and substantive principles of democracy (general, abstract and diversely interpreted as they may be) and reciprocal respect to “the rich variety of their national cultures”, what the draft Constitution for Europe was to call ‘unity in diversity’10.
Research into the results of some fifty years of experimentation with such conceptions has produced mixed assessments. Optimists point to surveys in which a majority of young respondents (below 25 years of age) stated that they feel “European to some extent” as a sign that “the European polity… [is able] to coexist and co-evolve with a growing sense of European identity” 11 . Pessimists point to the widespread tendency to prioritize local, national and European identities, and to the fact that large majorities view the two former as paramount while ranking the latter last and far behind12. Still other critics emphasize the absence of unanimity as to what exactly “Europeanness” means. In the cautionary words of Thomas Risse13, if European identity means quite different things to different people
9 Document on the European Identity, Copenhagen, 14 December, 1993, clauses 1,22. 10 Ibid, clause 1. See the Treaty Establishing a Constitution for Europe, preamble: “[the signatories are] convinced that, while remaining proud of their own identities and history, the peoples of Europe are determined to transcend their former divisions and, united evermore closely, to forge a common destiny…thus ‘united in diversity’, Europe offers them the best chance of pursuing …the great venture which makes of it a special area of the human race.” 11 Pippa Norris (2005) cited in Walter van Gerven, The European Union: A Polity of States and Peoples, Stanford, CA: Stanford University Press, pp. 48-9; Thomas Risse, “European Institutions and Identity Change: What Have We Learned ?” , Richard K. Herrmann et .al. (2004), Transnational Identities :Becoming European in the EU, Oxford :Roman and Littlefield, p. 270. 12 Loek Halman (2001), The European Values Study: A Third Wave, Source Book of the 199/2000 European Values Study Surveys (Tilburg: Tilburg University Press, pp 252-4; Jack Citrin, John Sides ,“More than Nationals :How Identity Choice Matters in the New Europe” , Herrmann et. al. , pp. 161-185. 13 Risse, p. 253. For the ‘emptiness’ of ‘Europe’ as an identity category see Glynis M. Breakwell, “Identity Change in the Context of the Growing Influence of European Union Institutions”, Herrmann et al., pp. 25-39.
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it does not mean much if we find in survey data that people identify with ‘Europe’, at least we should not draw any major conclusions for the European polity.
The two ‘no’ votes on the constitutional treaty offer the opportunity to put such interpretations to test. It seems undeniable however that what especially requires reevaluation is a tacit postulation that the founding fathers shared with most 19th and early 20th century political thinkers : that if the right principles would be discovered and carried out, smooth uninterrupted progress would ensue. This was equally true of the Liberal’s hidden hand of the market, the Socialist advancement towards the classless society, or the conservative seamless development of the values and forms inherited from the past. In the same vein, the architects of the European project believed in the inevitable spillover from economic cooperation and institution building to perceptual change and the formation of identity 14. If indeed it is this that has been proven faulty, then there may be more than a grain of truth in Jose Maria Aznar’s comment, that the French and Dutch ballots were the price of “attempting to build a new Europe without providing people with sufficient explanation”15. What is needed, then, is an examination of European identity formation as a process. And yet, most research has focused on the measurement of its results. Relatively neglected were precisely the kinds of questions we need to look into: what propels and what hinders the translation of common interest into a sense of community, what factors influence the tempo and direction of such processes, and to what extent is it possible to fine-tune them.
Since what is under consideration are contacts among members of a society whose members do not share national frameworks, it is appropriate to begin by taking note of the changes in the way people communicate and perceive one another since the architects of European Unity made their
14 In the words of the Treaty on European Union ( Maastricht 29 July, 1992 ) , “to implement policies ensuring that advances in economic integration are accompanied by parallel progress in other fields [including the spheres of foreign and defense policies … is to ] thereby reinforce the European identity” 15 Cited in Radu, “Europe the Breaks are On” .See also the Charta on European Identity http://www.europa-web.de/europa/02wwswww/203chart/chart_gb.htm : “ the driving force behind European Unification was economic, though at the same time it had become clear that achievement in this field alone is insufficient for the development of European identity. Despite economic success, something is obviously missing at present.”
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assumptions. A term commonly associated with the space –time compression affected by the “digital revolution” is ‘globalization’, indicating interactions across boundaries and beyond the control of territorial governments. This immediately brings to mind Marshal McLuhan’s notion of “global village”. To some extent it is a valid association. And yet, the notion hinged on the unidirectional potentialities of the previous generation of mass communication media, mainly the radio and TV. The Internet differs from these in that it is interactive, creating nodes where like-minded individuals can come together in the oxymoron of a global-intimate village. Another famous saying, “the medium is the message”, may help to clarify this. McLuhan meant that the medium determines the type of organization by which it is employed. Thus, the modern nation state would be unthinkable in the absence of mass media that spatially extended the range of communication. But the Internet recreates the multi- directional, one- on -one communication that defines the intimate community, on a global scale. The possibilities this opens up are of special significance in light of the fact that Internet penetration among the members of the European Union (49.8 % of the inhabitants) is among the highest in the world. The combined EU population (in June, 2006, 7.1% of the world inhabitants) account for 22.5% of the global Internet usage16. Sweden (f 74.9%) and Denmark (69.4%) surpass the USA (68.6%), falling only behind Iceland and New Zealand, whereas Holland (65.9%) is a close competitor. Germany (59.0%) and France (43.0% in early 200617) lag behind the other original founders, but the removal of regulatory barriers and governmental investment in promoting Internet access resulted in yearly double digit growth (in France 10% in 2004, 14% in 200518 ). Thus, in spite of the persistence of socio economic and educational discrepancies between Internet users and non- users, diffusion has reached a level where the changes it has brought about had irrevocably permeated society as a whole. 16 Internet World Statistics, Usage and Population statistics http://www.internetworldstats.com/stats9.htm. , accessed 4 June 4, 2006. 17 Ibid. 18 See especially European Travel Commission, New Media Review, http//www.etcewmedia.com, accessed 2 May, 2006. See also, Index Online Research newsroom, http://www.idexonline.com//protal_FullNews.asp?id=25534, accessed 1 May, 2006.
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As with all explorations, the inquiry into the implications of cyberspace for the process of European identity formation could benefit from the casting of a fresh look at preceding investigations that could either add to our empirical knowledge or heuristically direct our thought. Alexis de Tocqueville is among the few 19th century thinkers who did not subscribe to the deterministic beliefs mentioned above. Rather, what fascinated him was the impact of space on the process by which disparate individuals form meaningful associations without surrendering what sets them apart, and the impact of change on the sense of identity that underlies communities. This paper aims to draw attention to some of his conclusions that are readily applicable to our time, in the hope that they may suggest some useful directions to pursue in the effort to better our understanding of the European project in the digital age.
II
Tocqueville’s theory of voluntary associations was propounded in Democracy in America as an optimistic counterweight to his forebodings about the threats to liberty attendant on democratization and the spread of political equality in Europe of his day. Such trends, he believed, were inescapable; but whereas egoism in the Old World was liable to render them a vehicle of “servitude …barbarism … [and] wretchedness”, individualism in the New World could make them usher in “freedom …knowledge … [and] prosperity”19. The key to this difference lay in the territorial vastness of America. An expanding and seemingly unlimited frontier allowed enterprising persons to leave the places where fate caused them to be born, and roam until they come across like –minded individuals with whom they can collaborate in getting things done . The outcome was decentralized communities that truly represented the dispositions and concerns of their members. Contractual relations and local freedom “perpetually bring men together and forces them to help one another in spite of the propensities that sever them”. Irrespective of the fact that members “think of their fellow men from ambitious motives”, the growth of a communal identity is inevitable, for where the selfish good of the member coincides with the good of all, people “frequently find it, in a 19 Alexis de Tocqueville (1945), Democracy in America, N.Y: Vintage Books, vol. II, p. 352.
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manner, their interest to forget themselves”20. The limitation of nationwide authority to overarching issues such as defense, thereby forges a federative relationship among communities, and relations between them and the central government , that parallel those between each and their members. Simultaneous and mutually supportive identities are thus formed, with each individual’s advantage lies in seeking the good of the whole and participating in its affairs without foregoing local affinities or the fountainhead of personal interest. The drawing of an analogy between cyberspace and the geographical extent of the New World entails online associations that resemble the offline communities Tocqueville had in mind. It likewise implies the crystallization of a nexus between individuals, online networks, and the largest territorial political unit (in our case, the European Union) akin to that he discerned in the U.S.A. According to such a view, the Internet’s inherent tendency to loosen political attachments to local territorial communities would be balanced by the formation of online networks whose limits are set by the ability to collectively pursue goals bound by cross national frameworks and policy making institutions. The possibilities of moving the process ahead in time are obvious. European institutions and cooperation at the supranational level could be enhanced by forms of horizontal (perhaps Internet based) participation and symbolic means, and be made to serve as ‘turf’ upon which the formation of online networks could be encouraged. Cross European groups dedicated to the furthering of specific policies or more general ideologies, boundary- escaping art and entertainment networks, socio-occupational pressure groups, and even associational groups are among the most evident mechanisms that suggest themselves. Such a parallel between space and cyberspace, and the sunny conclusions it leads to, could raise doubts. Tocqueville spoke about the actual terrain and the structure of society in the phenomenal world. Internet users, by contrast, do not converse with the network in the ‘real world’, and even in chat rooms they do not meet their partners nor necessarily know who they really are. These are communities that exist only in the mind, and they cannot replace actual organizations. Moreover,
20 Ibid, pp. 111, 110.
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it could be argued21 that much of the Internet traffic consists of personal communications (emails), entertainment, and commercial utilizations such as advertising and shopping. These tend to enhance individualism and be egoistically motivated. In this sense, the Internet is frequently cited among the reasons for the growing provincialism and disengagement from politics in most Western democracies22. Nevertheless, recent national surveys of political discursive participation23 reveal that at least in the USA, where commercialism is widely perceived as having reached its peak, the Internet affords a growingly important outlet for civic discussions that counter the erosion of what Putnam called “social capital”24. Within the year prior to answering the questionnaire, only 25% of the respondents participated in either formal or informal face- to- face deliberation of socio political questions. However, 24% reported talking about politics several times a month, either through the email or through Internet networks, and additional 4% participated in Internet deliberations (chat room discussions, message boards, or online discussion groups) dedicated to such issues. Such contacts afford the users opportunities to locate like- minded partners, to articulate , negotiate and collectively build up shared ideas , and thereby become incorporated into online social networks. The similarity to what so impressed Tocqueville in America is unmistakable, and the fact that such groups are cyberspace-
21 See e.g. Mary .J. Cronin,(1996) Global Advantage on the Internet: From Corporate Connectivity to International Competitiveness, N.Y. : Van Nostrand Reinhold, and her Doing Business on the Internet: How the Electronic Highway is Transforming American Companies, Van Nostrand Reinhold, second edition, 1995. 22 See, e.g., an interesting analysis (influenced by Herbert Marcuse) reminiscent of Tocqueville’s warnings of the leveling trends and weakening of communal bonds attendant on such commercially based globalization in Benjamin Barber, “Democracy at Risk: American Culture in a Global Culture,” World Policy Journal 15 (Summer 1998) pp. 29–41. See also his “Can Democracy Survive Globalism.” Government and Opposition 35 (Summer 2000) pp. 275–301. 23 Fay Lomax Cook et. al. “Who Deliberates? Discursive Participation in America,” Shawn Rosenberg (ed.), Can the People Decide? Theory and Empirical Research on Democratic Deliberation (in press) .See also , among others, Roza Tsagarousianoa, Damian Tambini, Cathy Bryan (eds.) (1998), Cyber democracy: Technologies, Cities and Civic Networks, London: Rutledge. 24 Robert Putnam (2000), Bowling Alone: The Collapse and Revival of American Community, N.Y.: Simon &Schuster, esp. chapter 1.
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based does not account for much since all large scale human groupings are, in Anderson’s famous phrase, “imagined communities”25 Interestingly, Tocqueville himself foresaw the formation of non- territorial communities created and held together by the mass communication media. The penchant to form voluntary associations, he argued, leads to the situation where
“as soon as several of the inhabitants of the United States have taken up an opinion or a feeling which they wish to promote in the world , they look out for mutual assistance ;and as soon as they have found one another out , they combine26 . Newspapers thus serve as beacons, uniting “wandering minds which
had long sought each other at darkness. The newspaper brought them together, and the newspaper is still necessary to keep them united”27 . One reason why phenomena that Tocqueville noted over 176 years ago escaped attention in America of today could be that the Internet, much more than the newspaper of yesteryear, brings about the diminution of the meaning of geographical propinquity. Networks established through it tend consequently to break out of the close territoriality of the American federal political system28 , focusing instead on issues such as the environment, the morality of abortions, or the US involvement in Iraq. And yet, it is precisely such issues that are likely to enhance the importance of the Internet as a venue for the articulation of interests and symbolic forms of linkage among members of communities that lie outside of the centers of European decision making.
Of special importance in this context is the demographic profile of those who reported participating in sociopolitical Internet discourses29. 22% of those who took part in email discussions belong to the 16% of college graduates, and additional 17% belong to the 9% with terminal 25 B. Anderson (1994), Imagined Communities: Reflections on the Origins and Spread of Nationalism, London: Verso, revised edition. 26 Democracy in America, vol. II p. 117 27 Ibid, pp. 119-20. 28 See Roger Gibbino, “Federalism in a Digital world”, Canadian Journal of Political Science, vol 33 (December 2000) pp. 667-689. 29 Lomax Cook, et al.
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degrees. Discrepancies are even more marked once the more intensive forms of Internet deliberations are concerned: 19% of the chat room users are collage graduates, and 23% of them have terminal degrees. No less significant are the findings relating to age. It is common to bemoan the paucity of political involvement among young adults. At the same time, research consistently points to the high level of participation among the elderly. Yet young adults (18 to 29 years old) engage in Internet sociopolitical conversations at a rate far exceeding their portion of the general population. Of the email talkers, 32% were of the young group (as against 22% of citizens between the ages of 50-64, and 14% of the 65 plus group). Among the users of the intensive (deliberative ) category, 31% were 18-29 years of age as against 20 % of the 50 -64 group and a mere 4% of those over 64 years of age. In short, the use of the Internet for socio - political networking is especially prevalent among the young and well educated, who are expected in the future to carry a progressively increasing weight in the shaping of public opinion. Studies of Internet sociopolitical discursive participation in Europe are much in need, yet comparable demographic figures lead one to expect broadly similar results. Since it is still behind the major European countries in Internet penetration, France offers an especially interesting example. As in the US, there are marked differences in Internet usage along generational lines. Although their share of the general population does not exceed 28%, 52% of the Internet users are under 35 years of age, and no less than 93% of French adolescents (ages 12-17) are familiar with the PC30. Class distinctions are still noticeable, but less marked than in the US. Thus, 40% of Internet users belong to the ‘cadre superior’ whose share in the overall population is roughly 22%. Yet 80 % of the children (ages 12-17) of blue-collar workers are computer savvy, virtually equal to the 81% of White collar workers31. At first blush, then, one tends to adopt the optimistic view that the French and Dutch referendums reflect a transitional stage that would be overcome as the primary and secondary effects of the Internet spread across the European societies in ripple effects.
30 European Travel Commission, New Media Review; studies by CREDOC,http;//strategis.ic.go.ca/epic/intenet/inimir-ri.nsf/pr/gr124521f.html. Accessed 6 June, 2006. 31 Ibid.
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Up to this point, however, the discussion of telecommunications was limited to their capacity to establish networks in the midrange stretching beyond the local but within the overall supranational framework. Yet the Internet could well serve to forge truly global political ties. This can be illustrated by the NGO phenomenon, but also by the activities of multinational corporations. Even before the advent of the Internet, these established spheres where states had little say as to the circulation of information, capital, and even investment decisions. One could raise the question, then, whether the fate of local identities could await cross-national frameworks such as those of the European Union. Even should we ignore such questions as relevant only to the few, and to spheres that lie beyond the immediate day to day life, one should still inquire about the political ramifications of non directly political networks. At this point one could refer to a less widely known theory springing from the same source that may offset our optimistic diagnosis. In the Old Regime and the French Revolution, Tocqueville advanced the view that “in all human institutes, as in the human body, there is a hidden source of energy, the life principle itself “32. This permeates formal institutions, lending them their distinct character and distinguishing the particular societies from others on the one hand, and from mere aggregations of unrelated individuals, on the other. Such ‘sources’ are nevertheless “independent of the organs which perform the various functions [of society]” and do not inhere only in the political dimension. Reminiscent of Burke’s notion of ‘prejudices’, Hegel’s sittlichkeit, or Carlyle’s “Soul of the state”33, what Tocqueville had in mind were bodies of tacit, axiomatic premises, regarding the permanent features of the collective and its environment, and what Edward Shils called “the center”34, that is, the broad ethical standards that determine the distribution of resources, the permissible range of disagreements, the unarticulated understandings of what society should strive for, and the benchmarks for the evaluation of the 32 Alexis de Tocqueville (1955), The Old Regime and the French Revolution, N.Y.: Garden City, p. 79. See also Alexis de Tocqueville (1962), Memoirs, Letters, and Remains of Alexis de Tocqueville: Translated by the translator of Napoleon’s Correspondence with King Joseph, Boston: Ticknor and Fields : vol . II, p. 336. 33 See Jonathan Mendilow, “Waiting for the Axe to Fall: Carlyle’s place in the Study of Crises of Authority” Political Research Quarterly 46 (Sept. 1993), pp. 1–18. 34 Edward Shils (1972),.Center and Periphery, N.Y: Random House.
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workings of authoritative institutions. Such bodies are sufficiently expansive and flexible to allow considerable variation, and the range of institutions and behaviors they permit is similarly wide. But whatever the differences, to enjoy longevity institutions must be firmly rooted in the ‘life principles’ of their society, and to meet social approval individuals must behave in the predictable manners they prescribe. When writing about America, for instance, Tocqueville could assert that what made it stable irrespective of its dynamism was the fact that its institutions were firmly anchored in “the practical experience, the habits, the opinions, in short the customs” of its founding populations35. Because what is referred to is not a logically structured construct but a meta-logical world picture, Tocqueville often employed the term “passion” for the political sentiments deriving directly from this ‘life principle’ –a sense of collective identity in which “general goods immaterial to a certain degree, are in sight; [but even more importantly] an ideal of society a picture that raises souls above contemplation of private interest and carries them away”36.
A brief comparison with Gramsci’s notion of hegemony may lend the issue greater clarity. For him, this meant the legitimacy conferred upon a class whose philosophy has been absorbed by society at large to become the people’s “common sense”, or “philosophy of non –philosophers”: a worldview compounded of the accumulated experiences, opinions, beliefs, and assumptions that are “uncritically absorbed by the various social and cultural environments in which the moral individuality of the average man is developed”. Language, popular religion, customs, and ways of life in which the common sense is embedded thus become instruments of hegemony. As the “‘folklore’ of philosophy” such a worldview gives society its coherence and directs the activity of its members37. If the similarity to Tocqueville’s notions is striking, so are the differences between the two thinkers. Both held the ‘common sense’ or ‘life principle’ to be dynamic composites. Yet, writing from within the Marxist tradition, Gramsci devoted his analysis to class conflict .His ‘common sense’ comes
35 Democracy in America, I, 47. 36 Alexis de Tocqueville (1985), Selected Letters on Politics and Society, ed. R. Boesch, trans. J. Toupin, R. Boesch, Berkeley: University of California Press, p. 192. 37 Antonio Gramsci (1971) Selections From the Prison Notebooks, ed. Quintin Hoare, Geoffrey Nowell Smith, N.Y.: International Publishers, p. 419.
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from class ideology and serves to justify class interests. The failure of a class- based government in some major political undertaking, or the rise of a powerful contending class, may terminate the hegemony of the ruling ideology and bring about an upheaval that would only end in the advent of a new hegemony. Since the pursuit of class interests brings about the conditions for the rise of the rival class, he held such processes inevitable. For Tocqueville, in contrast, the very fact that the “life principle” underlies and is embedded in diverse institutions and practices means that none of its manifestations can be absolute and that change constitutes the very condition of its existence. All behavior is defined by the reality in which it is situated. But realities are human constructs, formed in time by societies as they give meaning to their world. What is involved is not “the thing in itself” but what we make of it, and what we make of it is a function of what we bring to it. This is not to say that individuals give identical meanings to changing realities, or that the construction of meaning is a onetime affair. Rather, it is a dynamic process that works itself out on several interrelated levels, reflecting the changes in each on the one hand and the synchronization among them on the other.
Under normal circumstances, then, the principles underlying social identity gradually change as conditions alter and new realities come into being. Such modifications ensure the viability and continuity of the ‘life principle’, as well as the institutions and behaviors it supports. If England escaped the revolution experienced by France, it was precisely because adjustments were “gradually and adroitly introduced into the old order …without impairing its stability or demolishing ancient forms, [thereby giving] it a new lease on life and a new energy”38. Not that perpetual consensus prevailed, but “that certain organs may be faulty matters little when the life force of the body politic has vigor”39. In contrast, the fermentation that led to the explosive end of the ancient regime resulted from the attempt of those in power to prevent change. The retaining of structures, laws, and customs irrespective of shifts in their contexts rendered them “meaningless anachronisms …emptied of substance”. An inverse relation was thereby established between the antiquity of institutions and customs and their credibility: “the older they grew, the 38 The Old Regime and the French Revolution, p. 18. 39 Ibid, p. 175.
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more they were discredited [and]...the weaker they became”40. Growing detachment from institutions and codes that had lost their justification loosened the bonds that tied the citizen to them, and the glue that held society together in its common apprehension of reality and in the values and goals deriving from it dissolved.
Every Frenchman was dissatisfied with his lot and quite decided to better it. And this ranking discontent made him at once impatient and fiercely hostile to the past; nothing would content him but a new world utterly different from the world around him41 A potential danger inherent in the digital revolution is that a
disjunction would once more build up between two measures of time: the one marking the tempo of change in the realia of individuals, the other the tempo of change in the institutions, government outputs, and codes of social behavior. The culprit however is not likely to be resistance to change, but lack of correspondence between the pace of knowledge production and expansion and the pace of changes in what Tocqueville called the “life principle” of society. A basic common denominator between him and Gramsci , and for that matter Burke , Hegel , or Carlyle, was the supposition that Shifts in our comprehension of reality, and consequently in our basic assumptions and sets of socially constitutive general principles, though varying in rate , nevertheless proceed at a more or less moderate , or at least comprehensible , speed . Tocqueville’s “life principle”, Gramsci’s “hegemony”, Burke’s “prejudices”, or Carlyle’s “idea of the state”, all require time to establish themselves, percolate through society, become translated into the language of action, and eventually change. Yet the characteristic of the Internet age is a revolution in the acquisition, transmission and indeed the very nature of information and knowledge, all leading to new and constantly changing social linkages. A situation is foreseeable where specialized branches of knowledge will become assailable only by limited groups within a society stretched to global dimensions, and at different rates according to needs and interests. 40 Ibid, pp. 30, 17. 41 Ibid, p. 171.
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Examples of specialized “realities” and “languages” to treat them are not necessarily limited to particularized bodies of scientific knowledge. They may already be discerned, for instance, in the ‘hate.com’ phenomena (not to mention Jihadist and other terrorist networks)42 or even in entertainment networks where entire universes cyberspace come into being, One can stipulate that the unconscious impact of such bodies of knowledge on perceptions of reality, social values, norms, and attitudes will increasingly vary, resulting in a plethora of “life principles” replacing any common one. At the same time, as Lyotard already observed more than thirty years ago, “the increasing strength of the principle that society exists and progresses only if the messages circulating within it are rich in information and easy to decode” gives rise to a situation in which the general political framework is progressively perceived as a mere “factor of opacity and ‘noise’”43.
This, of course, does not mean that an explosion akin to that of the French revolution is about to tear us all apart, and that the wisest course of action is to head to the hills. Over and above the obvious dissimilarities in the situations, Tocqueville, unlike Gramsci, did not perceive social cohesion in terms of ‘either /or’. Instead he regarded it as a continuum stretching between the poles of what one may call active and passive identification. The former obtains where people identify with the community to the point where their private interest and that of the collectivity merge. The latter is when a growing number of people become alienated from the collective, its government and codes, but nevertheless persists in old behaviors and obedience to institutions that have grown outdated in their eyes, mainly because of habit and the unavailability of choice. In Tocqueville’s words, this is where the “vital flame burns low, the whole organism languishes and wastes away, and though the organs seem to function as before, they serve no useful purpose”. To use another, almost modern, metaphor of his, society becomes like “a vehicle still moving with the motor shut off”44. In such situations, whatever social solidarity existed is lost. As the common apprehension of reality and the values deriving from it wear away, society
42 See e.g. Nadya Labi “Jihad 2.0”, Atlantic Monthly 298 (July/August 2006) pp. 102–9. 43 Jean F. Lyotard, (1984), The Post Modern Condition: A Report on Knowledge, trans. G. Bennington, B. Nasswin, Minneapolis: University of Minneapolis Press, p. 5. 44 Alexis de Tocqueville (1959), The European Revolution and Correspondence With Gobineau, trans. J. Lukas, N.Y. Doubleday, p. 164.
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itself splits into “thousands of small groups”, each “living only for itself and, quite literally, minding its own business”45. It is then that the state becomes susceptible to revolution. As governments lose their moorings in accepted principles, and are seen as serving narrow elite interests, a “state of unstable equilibrium”46 prevails. The critical moment comes when already weakened authorities encounter problems of serious magnitude. It is then that they find themselves unable to count on the support of their citizens, and may even encounter active hostility.
That at least in the democratic world of today there is little fear of a final “crunch”, does not mean that contemporary society is immune to the situation of passive identification described above. It simply means that this may be restricted to specific segments of the population, and even if it becomes widespread no massive disruptions are likely. To elucidate the point it is worth noting the Tocqueville’s central thesis in both Democracy in America and the Old Regime and the French Revolution. It is that the sense of belonging to society hinges on a balance between centrifugal and centripetal forces: the interests of individuals and particular publics defined by the pursuit of their gain, and the interests of the community that justify behaviors that override such immediate individual and group interests. Where the two clash, the preservation of social cohesion becomes a function of the priority given to the latter as individuals identify their long term interest with the prosperity of the whole. Should this not be the case, society must rely on specific interests to support its institutions and codes and on the imposition or threat of sanctions on nonbeneficiaries. It is in this situation that affinities to society are eroded and society fragments into unrelated and interest-based groups.
At both individual and collective levels, identity derives its meaning through the exclusion of the self from the nonself, the ‘us’ from the ‘other’. The unique capabilities of the Internet present us with an ever deepening problem of collective identity: how does one define the ‘us’ where the user can join in a global network, literally in real time and with only the aid of a mouse and modem? One answer lies in the voluntary association model that Tocqueville identified in the America of his day. The rapid expansion of the technologies of knowledge and the fragmentation of 45 The Old Regime and the French Revolution, p. 96. 46 Ibid, p. 203.
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the community of users into specific groups renders the alternative no less possible. The closer online groups are united by common knowledge and realities that set them apart, the more they acquire concreteness and meaning at the expense of the territorial ones . It is then that we may expect the spread of general apathy and persistent demands to strip central authorities of as much power as possible, so as to allow powerful members within the European Union, and powerful individuals and groups within these members, to pursue selfish interests. Rather than a vehicle for a closer union, the Internet will then drain existing affinities away.
. III
This paper is highly speculative and hence it is appropriate to
conclude it with some “down to earth” comments. The point of departure was the need raised by the failure of the referenda in France and the Netherlands to examine European identity in terms of process rather than of telos. We have noted that such a consideration requires placing the question in the context of the here and now, especially as it relates to cross- boundary communications. This in turn means the necessity to raise the more general question regarding the future of territorial identities in the age of the Internet. The barrier-eroding and time compressing proclivities of the new media and their homogenizing effects are widely discussed in the literature. The convergence in consumer patterns, modes of work and entertainment, and in norms, is likewise well documented. It is easy however to exaggerate. As Barber already showed in the mid-1990s (and as news headlines tell us virtually every day), such standardization may ignite a “Jihad vs. McWorld”47 and defensive efforts to reestablish barriers against encroaching “others”. Beyond this, however, linkages outside the cyberspace are still critical to the conduct of life: roads, schools, or simply the satisfaction of the craving for social (offline) contact are among the needs that immediately come to mind. The question should not be cast therefore in absolute terms. Rather, it relates to the balance that could be struck between the territorial and cyberspace networks. Tocqueville’s reflections on what he had witnessed in America as well as on the past and future of his own France helps to discern two opposing tendencies. One is 47 Benjamin Barber (1995), Jihad vs. McWorld, N.Y.: Ballantine.
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to recreate the kind of setup that so impressed him in the US of the early 19th century. This is directly linked to the permeability of local and state boundaries and the loosening of constraints on individual mobility under the impact of the new technologies. It is easier for enterprising individuals to move their ideas, assets, and even actual bodies across territorial space than ever before. Moreover, at the same time as the Internet facilitates the migration of minds and bodies to places that they regard as fitting them best, it also loosens the barriers to horizontal participation. While this may constitute ‘bad news’ for federal systems, Democracy in America shows that the effect could actually be the strengthening of overarching decision making frameworks in entities such as the European Union. The other, counter tendency that could be gleaned from The Old Regime and the French Revolution is towards the fragmentation of territorial entities and downgrading of authorities into transmission belts whose job is to facilitate the flow of services to individuals who can afford them without commitment to any but their online partners and the limited circles of family and friends.
What will determine the balance between the tendency to support the institutional and political visions of the current political and cultural elites, and the tendency to render them progressively more detached from realities? At this juncture, it is worth recalling the cautionary note made by Christine Bellamy and John Taylor, that we should not be mesmerized by the technologies that had so changed our life. These will inevitably be eclipsed by new machineries, and are therefore of mere ephemeral importance. Of greater consequence are the general patterns that underlie social and political realities. Like any other age, that of the digital revolution, “is being shaped as much by the economic, social and political arrangements ….as it is by the technological innovations on which so much emphasis is placed” 48. Much will depend on policies taken by governments, at the national as well as supranational levels, to strengthen the one tendency and limit the other. Much will also hinge on causes from within and without Europe that lie beyond the power of authorities. In this context one should perhaps only mention the recent furor about the publication of cartoons depicting the prophet Muhammad in European 48 Christine Bellamy, John Taylor (1998), Governing in the Information Age, Buckingham, Open University Press, p. 19.
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press. The fact that the Danes and Norwegians, of all people, were vilified in places as far away as South East Asia, and the publication of the offensive cartoons by European newspapers in sympathetic outrage, forgettable occurrences as they surely are, illustrate forces that may turn the Internet into a tool fostering the sense of a European ‘us’ versus the non European ‘them’.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
THE CONSTITUTIONAL DEBATE IN THE EUROPEAN UNION.
A QUEST FOR A NEW PARADIGM
Frank Delmartino and Valérie Pattyn*
Abstract The first quinquennium of the 21st century started in a promising way for the EU’s institutional development, but is ending in uncertainty regarding its future. After the Nice- (2000) and Laeken (2001) declarations and the innovative and successful Convention (2002-2003), finally an agreement on a Constitutional Treaty was reached in the Intergovernmental Conference.
In October 2004 this Treaty was solemnly signed by all member states and the candidate countries. Despite this apparent breakthrough, during the ratification process all demons of the past re-emerged. The nicely formulated parts 1 and 2 of the draft Constitution could not dissimulate the fundamental lack of clarity in the ‘finalité politique’ of the Union.
Is the EU in ‘crisis’ (Juncker, Delors), or is this just a setback as there have been many in the 55 years of European integration? Can we go on with ‘business as usual’, neglecting the signal of so many citizens, especially if one takes into account the very probable ‘no’ in the rather eurosceptic countries where a referendum was on the agenda?
The political class has learned to live with rather vague definitions as “an ever closer union” that dissimulate the lack of consensus among the member states on the very nature of the project and its institutional development. The problem is not new: exactly 30 years ago, the Belgian Prime Minister Leo Tindemans formally raised the issue in the newly born European Council (1975). His colleagues were most embarrassed and found a way-out by commissioning a report that, although well elaborated and very much to the point, was never seriously discussed. This time the debate no longer takes place behind closed doors or in academia. By organizing referenda, the general public has been invited to participate in a decisive
* Both authors are staff members of the Institute for International and European Policy of Leuven University (Belgium). Prof. Frank Delmartino holds the Jean Monnet Chair and teaches as well at the College of Europe in Bruges. Valérie Pattyn is coordinating the ‘Master of European Politics and Policies’ programme.
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way. Although in depth sociological studies on the negative response are not available yet, it is clear that for some voters the EU is perceived as a threat to national identity and sovereignty. For others, it paves the way to an ongoing process of enlargement that jeopardizes the existing welfare state model. A few groups, on the contrary, have regretted the lack of a ‘social model’, of a ‘projet de société’.
Whatever the arguments might have been for the citizens’ negative reactions and whatever our opinion might be on their validity, one cannot deny the serious clash between the ‘inner circle’ of European policy-and decision-makers- both at the national and European level- and the general public, even in strongholds of ‘believers’ such as Luxembourg. The European Commission announced a period of reflection and launched its Plan-D for Democracy, Dialogue and Debate.
It this contribution we would like to embark on a more structural approach. In our view the fundamental problem lies with the refusal by some member states of clarifying the state concept behind the Union. Of course, the European experience is a unique feature and its structures are ‘sui generis’. However, an unbiased analysis of the EU’s institutions, its decision-making processes and its policy formation, reveals quite a number of federal-type arrangements. Far from expecting any solution from an explicit qualification of the Union as a European Federation, we nevertheless start from the assumption that a more transparent and constitutionally entrenched division of tasks between member states and Union would contribute to clarifying the issue. Reference could be made to well-established federations, such as Germany, however without taking it as a model.
In this article, we would firstly like to enumerate the many federal-type arrangements that can be observed in the EU’s present-day functioning. Confronted with the theories on federalism and federation developed in literature (M. Burgess e.a.), the EU appears as a quasi-federation, lacking the political philosophy of federalism. This imperfection should not prevent us from presenting the EU as a federal arrangement, since this model is widely appreciated for its clear division of competences and the constitutional guarantees it offers to the (hard core of) national sovereignty.
Belgium is known for the strong federalist views of its political leadership and most of its citizens. Since Tindemans and Martens, prime-ministers as J.-L. Dehaene and, presently, Guy Verhofstadt, have played a pro-active role in
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promoting the process of constitutionalisation of the Union. Recently, M. Verhofstadt published an essay with the somewhat provocative title “The United States of Europe”. Those countries that would be unwilling to join the ongoing process of integration, should, in his eyes, be left out from the ‘avant-garde’ (Delors) and just take part in a free trade zone, called ‘Organization of European States’.
Our contribution is not aiming at defending and propagating any particular Belgian view or position. However, in the current period of ‘reflection’ it may be interesting to notice the benefits of a structural approach, trying to elucidate the weaknesses of the present model instead of blaming the uninformed citizens.
It was Robert Schuman who already had a federation in mind when presenting his Coal-and Steel Community. After realizing a ‘Pax Belgica’ in their highly complex country, many Belgians think that a federal solution would indeed be meaningful for Europe as a whole, combining a clearly defined ‘self rule’ for the member states with forms of ‘shared rule’ for the Union. Giving a name to the game would in any case make the exercise more transparent and, hopefully, more enjoyable.
Introduction The first quinquennium of the 21st century started in a promising way for the EU’s institutional development, but has ended in uncertainty regarding the future. After the Nice-(2000) and Laeken (2001) declarations and the innovative and successful Convention (2002-2003), finally an agreement on a Constitutional Treaty was reached in the Intergovernmental Conference. In October 2004 this Treaty was solemnly signed by all member states and the candidate countries. Despite this apparent breakthrough, during the ratification process some demons of the past have re-emerged. The nicely formulated parts I and II of the draft Constitution could not dissimulate the fundamental lack of clarity regarding the ‘finalité politique’ of the Union.
According to authorities as the then president of the European Council, Prime Minister Juncker of Luxembourg, and the former Commission president Jacques Delors, the EU is in ‘deep crisis’. In this contribution, therefore, we will not recommend a strategy aiming at saving
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the Constitutional Treaty (CT) by agreeing on cosmetic changes or conceding ‘opt out’ facilities, as was done in the past. Neither do we advocate a fundamental choice to be made at short notice between two diverging models, either a ‘maximalist’, federal type Union, or a ‘minimalist’ free trade area that could expand into the countries currently covered by the ‘neighbourhood policy’.
In our eyes, the process of European integration can be seen as a succession of breakthroughs and setbacks, of attempts at defining the objectives and failures in implementing some of them. Truly supranational institutions have been set up, but they happen to serve national interests as well. Out of recent overviews the EU neither appears as a federal state in the making, nor as an intergovernmental organization. William Wallace probably comes close to the reality by qualifying the EU as a ‘system of governance without statehood’.1
Until recently, this ‘sui generis’ character did not prevent the EU from functioning and even achieving remarkable successes in quite some policy fields, first and foremost in realizing the Single European Market. However, the wish for institutional clarification is regularly re-emerging and most strikingly since the Nice Treaty. The agreement on the technicalities of the process of enlargement has drawn the attention on the imbalance with the ‘deepening’ of the institutions. For the first time, the European Council was feeling the need of announcing a reflection on the basics of the balance between Union-and member states commitments (Nice Declaration).
In our view, despite the signing of the Constitutional Treaty, this period of reflection is ongoing. Apparently the CT did not offer the citizens the clear balance referred to. The French and Dutch negative votes are only signalling a huge iceberg of cleavage between the inner circle of decision- makers and the general public. No lasting constitutional arrangement can be made unless a kind of permissive consensus can be reached among all actors involved, first and foremost among the citizens in an EU that claims to be founded on representative and participatory democracy.2
1 H. Wallace, W. Wallace and M. A. Pollack (eds.) (2005), Policy-Making in the European Union, Oxford University Press, fifth edition, p. 482 and ff. 2 EUROPEAN COUNCIL, “Treaty establishing a Constitution for Europe”, I, Art. 46 and 47.
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In this article we would like to proceed in two steps. The first one aims at reminding us at earlier moments of reflection that were equally ambitious but only partially successful: the Tindemans report in 1975 and the Laeken declaration in 2001, both under Belgian supervision. These exercises highlight the ongoing character of constitutional reflection and the pitfalls of wishful thinking in the EU.
The second step is a plea for developing an alternative paradigm for the institutional development of the EU. One should avoid approaching the issue from a maximalist or a minimalist view, but start by simply referring to the features of the present-day policy-making process. By doing so, one discovers a lot of federal-type arrangements, however without having to conclude on a particular ‘state form’. Using a model as multilevel governance brings us probably closer to reality than claiming a straightforward federalist paradigm.
Finally, by way of conclusion, we will suggest a reorientation of the constitutional debate in view of overcoming the present-day institutional deadlock. 1. An ongoing constitutional reflection. Following the negative referendum results on the CT in two founding member states, France and the Netherlands, the European Council explicitly announced a ‘period of reflection’ to enable a broad debate on the future of Europe and of the CT itself (European Council, 16/17 June 2005). The present constitutional undertaking, as initiated by the Convention, can indeed be considered as unprecedented in terms of intensity and scope, but clearly not as unanticipated.
We can argue that the history of European Integration is in fact a continuous sequence of interrelated moments of reflection, the one being much more explicitly developed than the other. As such, shedding light on previous moments of reflection can be helpful in getting a better understanding of the current constitutional crisis and help us in finding any successful remedies. For the purposes of this paper, two examples of evident ‘momentum’ will be highlighted: the Tindemans Report on the European Union (1975) and the more recent Laeken Declaration (2001).
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Though both are of mainly Belgian origin, this paper explicitly wants to avoid an exclusive ‘Belgian narrative’; since we acknowledge that other equally valuable initiatives could have been selected as well.
1.1. Tindemans’ Report on the European Union. A qualitative step forward?
The initial impetus to the drafting of the Report on the European Union, at which the Heads of State and Government decided at the Paris Summit of December 1974, originated already two years earlier, at the Paris Summit of October 1972.3 In a Declaration of Intent, following the 1972 First Summit Conference on the Enlarged Community, national leaders “assigned themselves the key objectives of converting (…) all the relationships between Member States into a European Union”.4 For the first time, the adagium ‘European Union’ was officially launched, as a comprehensive concept, including a diversity of common policy areas.5 Though, even the proponents of this text did not unanimously agree how to reach this common goal.6
Recognizing the need for an overall approach, the Paris Summit of December 1974, charged Leo Tindemans, Belgian Prime Minister at that time, with the task to report how this qualitative step forward might be exactly understood and realized; this “on the basis of the reports received from the institutions and of consultations with the governments and with a wide range of public opinion in the Community”.7 Some observers were surprised about the momentum chosen for this challenging undertaking, as Europe was plunged into a deep economic crisis, caused by the collapse of
3 H. Schneider, The Constitution Debate. European Integration Online Papers (EIoP), 7, (2003), 4, http://eiop.or.at/eiop/texte/2003-2004a.htm (WWW). 4 EUROPEAN COMMISSION, “Statement from the Paris Summit”, in Bulletin of the European Communities, 10, (1972), p. 26. 5 F. Delmartino (2001), Profiel van de Europese Unie. Een inleidend handbook, Leuven, Garant, 47. 6 L. Tindemans (1995), “Het Rapport Tindemans twintig jaar later”, in Internationale Spectator, 49 12, p. 642. 7 EUROPEAN COMMISSION, “Communiqué of the meeting of heads of Government of the Community (Paris, 10/12/1974)”, in Bulletin of the European Communities, 12, (1974), pp.7-12.
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the Bretton Woods system; and the 1973 OPEC oil crisis. Also politically, there was still a lot of frustration (notably in France) due to the failure of the ‘Fouchet-plan’.8
Tindemans nevertheless accepted the challenge and gave it a maximalist interpretation; though respecting the limitations set by the Heads of State and Government. As such, the report submitted9 did not entail a (federal) constitutional blueprint which would be the right one for Europe in the future. It was not nor a mere summary of the proposals received from the different institutions and civil society actors. Instead, Tindemans advocated a moderate and pragmatic approach, pointing out the necessary practical commitments feasible in the near future; and essential to make the qualitative step forward towards the ‘Union’.10
Accordingly, taking the input of public opinion on the common future of Europe as a point of departure, the Report advocated a set of policy and institutional prescriptions, essential to safeguard a truly European identity and strengthen Europe’s voice in the world.
Tindemans first of all stressed the importance of pursuing a common European foreign policy, able to give a suitable ‘common’ answer to the following four key challenges, being of fundamental importance in that period of international détente (though not being of less relevance in the current post Cold War world order, as Tindemans pointed himself in an article published twenty years after the presentation of the Report): the new world economic order; relations between Europe and the United States; security; and the crises in the immediate geographical surroundings of Europe.11 The Report provided a legal framework to agree on a common position by majority vote, where necessary, and binding on all the member states. As far as security and defense are concerned, the establishment of a European armaments agency was proposed. Precisely this element, in
8 L. Tindemans, loc. cit., p. 642 9 The ‘Report on the European Union’ was published on 29 December 1975. On 2 April 1976, it was presented to the European Council in Luxemburg. 10 EUROPEAN COMMISSION, “Statement by Leo Tindemans”, in Bulletin of the European Communities, 12, (1975), pp. 5-7; Van De Meerssche, P., (2006), Internationale Politiek 1815- 2005. Deel II: 1945-2005, Leuven: Acco, 2nd edition, 225-226. 11 L. Tindemans, loc. cit., p. 645 ; EUROPEAN COMMISSION, “Report on European Union”, in Bulletin of the European Communities, Supplement 1, (1976), pp. 11-35.
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addition to the extension of qualified majority voting, went too far for most member states.12
In order to ensure a common front to non-member states, the Report further advocated parallel practical measures which needed to be taken in the Union’s internal structure. In this respect, Tindemans emphasized the need to re-establish a political consensus on the development of a common European economic and monetary policy, an objective already set by the States themselves at the Paris Conference of 1972, though without any significant progress so far. Because of the lack of a general agreement and objective difficulties of certain states to move ahead, the Report explicitly defended that progress should initially be sought between member states which considered themselves in a position to advance further (suggesting to start with those countries who already cooperated in the framework of the so-called ‘Snake’, a nucleus of monetary stability). Other states would be offered aid and assistance to enable them to gradually catch the others up.13 Also this proposal, labeled by observers as a ‘Europe with two speeds’, was not positively accepted by all member states, the UK in particular.14
In line with the policy reforms proposed, the Report further underlined the need to strengthen the existing institutional machinery, crucial to prevent a return to intergovernmental cooperation and to handle the qualitative step forward. In Tindemans’ words: “The European Community has integrated markets. The European Union must integrate policy”.
Reforms were henceforth especially suggested with regard to the European Parliament and the European Council. In accordance with the ‘quality’ principles of performance, authority, legitimacy and coherence; Tindemans emphasized the need to improve the legislative and controlling powers of the soon-to-be directly elected European Parliament. In his view, the Parliament should share the right of initiative with the Commission; a proposal which was considered as highly controversial. The Parliament should in addition be given a greater say in the Commission’s President
12 L. Tindemans, loc. cit., p.644. 13 EUROPEAN COMMISSION, “Report on European Union”, l.c., pp.11-35. 14 D. Dinan (2004), Europe Recast. A history of European Union, Basingstoke: Palgrave Macmillan, 162-163.
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appointment. Complementary to a strengthening of the European Parliament, particular attention was given to the European Council. To ensure its authority and efficiency, it should act in accordance to the procedures prescribed by the Treaties (including majority decisions) and consequently indicate the institution entrusted with executing its decisions. After all, according to Tindemans, only the Heads of Government could guarantee the “continuing political momentum needed for the construction of Europe”.15
In order to assert the support of the ‘European citizen’ towards the entire undertaking, the Report finally encouraged initiatives for the protection of fundamental rights; consumer and environmental protection; and for the extension of freedom of movement in education.
In spite of this deliberately pragmatic and realistic approach, close to the citizen, the Report did not arouse much enthusiasm among the Nine member states at that time.
As Dinan states: “Each member state rejected one or more of Tindemans’ key proposals”, France and Britain being the most reactionary. We already pointed to the resistance with regard to the extended qualified majority voting, and the proposed differentiated integration. Also the strengthened powers of the European Parliament were not positively welcomed. Although supporting the idea of a ‘European Union’, the member states were not willing to take any major qualitative step forward, in a time of severe economic and political recession.
While no immediate action was taken after the presentation of the report, a lot of Tindemans’ suggestions were nevertheless realized at a later stage, notably with the Single European Act and the Treaty on the European Union. Hence, the Report on the European Union nonetheless provided a valuable point of reference in the path towards the Union.16
A second key ‘act of reflection’, of significant importance for the current ‘state of affairs’ in the Union is the Declaration of Laeken.
15 EUROPEAN COMMISSION, “Report on European Union”, l.c., pp. 11-35. 16 D. Dinan, op. cit., 163-164.
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1.2. The Laeken Declaration on the Future of Europe17 “Europe at a crossroads”. The opening sentence of the Laeken Declaration on the Future of the European Union (2001) clearly marks the atmosphere in which this document has been written.
The Belgian Presidency, taking over the torch from Sweden in July 2001, came at a crucial moment for the European Union. The suboptimal outcome of the Nice Summit (December 2000) had generated a widespread feeling of malaise in the European arena. The ‘mathematical’ agreement reached, to prepare the Union for the forthcoming enlargement (by introducing a new system of qualified majority voting, a new distribution of seats in the European Parliament, etc.), was generally not considered as sufficient to tackle the core challenges which the ‘widened’ EU would face. Uncertainty remained whether the Union would überhaupt stay manageable; nor was there any clear consensus about the final ‘telos’ where the Union was heading to.18 The European leaders, assembled in Nice, realized that a wide and deep debate about the EU’s future development was of utmost priority, to counter the general negative attitude of the ‘European citizen’ about the integration project (as e.g. clearly demonstrated by the ever decreasing voter turnout at the European Parliament elections).
To this end, the European Council agreed to attach a ‘Declaration on the Future of the Union’ (Declaration No. 23) to the Treaty of Nice, in which they explicitly requested the coming 2001 Swedish and Belgian Presidencies to encourage wide-ranging discussions with all interested parties, which would form the basis for a new Intergovernmental Conference in 2004. In concreto, the debate should address four core issues: - how to establish and monitor a more precise delimitation of powers
between the European Union and the Member States, reflecting the principle of subsidiarity.
- the status of the Charter of Fundamental Rights of the European Union.
17 EUROPEAN COUNCIL, The Future of the European Union- Laeken Declaration, 15/12/2001. 18 H. Voss, E. Bailleul, The Belgian Presidency and the post-Nice process after Laeken, ZEI Discussion Paper C 102, 2002, http://www.zei.de/zei_deutsch/propro_neu/fpg_zeic_europeangovernance.htm (WWW).
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- a simplification of the Treaties. - the role of national parliaments in the European architecture.19
In conformity with the Declaration, in March 2001, Sweden launched the official discussion; but the debate was really pushed forward during the Belgian Presidency.20 As already stated in its Presidency priority note (May 2001), Prime Minister Guy Verhofstadt was decisive to give a maximalist interpretation of its European mandate (the first sentence of the conclusion being much illustrative: “The Belgian Presidency is ambitious”).21 One can in this respect point to the political voluntarism of the Prime Minister himself, being determined to break with the until then relatively low profile role of Belgium on the international and European scene. But also external circumstances (11 September attacks) urged the need to critically reflect on the future of the EU. Taking full opportunity of the momentum, G. Verhofstadt didn’t want to restrict the debate to the four topics identified in the Declaration on the Future of Europe; but intended to initiate a qualitative different discussion, including more fundamental and symbolic issues.22
The ‘Laeken Declaration’, presented at the end of the Belgian Presidency ride (December 2001), describes the main parameters of this debate: i.e. “the agenda (…), the methods to be employed and the timetable”.23
The Laeken Declaration was innovative in many respects. Not at least in terms of the methods adopted for the debate. Starting from the acknowledgement that the IGC’s proved twice (in Amsterdam and Nice) unable to revise the Treaties as much as deemed necessary; the European Council agreed to ‘test’ a different approach, in the form of a Convention. This method already demonstrated its efficiency for the setting up of the
19 EUROPEAN COUNCIL, “Treaty of Nice” in Official Journal of the European Communities, C80, 10/3/2001. 20 H. Voss, E. Bailleul, op. cit. 21 BELGIAN PRESIDENCY OF THE EUROPEAN UNION, The Belgian Presidency of the European Union, 1 July-31 December 2001, Priorities Note, May 2001, http://www.eu2001.be (WWW). 22 P. Bursens (2003), Het Belgische optreden tijdens de Europese Conventie”, in Internationale Spectator, 57, 9, p.415. 23 BELGIAN PRESIDENCY OF THE EUROPEAN UNION, op. cit.
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Charter of Fundamental Rights. Ideally, by installing a Convention it should be avoided that the discussions would immediately be hijacked by national interests. By including all interested parties (i.e. European Commission, European Parliament, National Parliaments, civil society organizations) on an equal footing in the debate, it should further be guaranteed that the reached outcome would be considered as more democratic and legitimate.
The agreement on the creation of a Convention, which would hold its deliberations in public, is already an enormous breakthrough in itself. Though, the Laeken Declaration itself is of course the result of purely intergovernmental bargaining. Not all member states, the large states (Britain, Spain and France) in particular, were initially so enthusiast about Verhofstadt’s activism and the idea of a Convention. Primarily concerned that the institutional issues agreed upon in Nice would be renegotiated again, it was compromised that the Convention would only be a ‘preparatory body’ for the 2004 IGC, and that the main treaty reforms would remain entirely in hands of the governments. In addition, by applying a strict timetable and introducing a ‘cooling-off’ period between the end of the Convention and the beginning of the IGC, a second ‘safety measure’ was incorporated to reduce the potential impact of the Convention, and to ensure the (veto) power of the Heads of States and Government.
A second element in which the Laeken Declaration distinguishes itself, is the agenda adopted for the debate (if we can at all name this an ‘agenda’ stricto sensu).
In order to avoid constraining the discussions in a certain direction, the agenda was formulated in a very open and comprehensive way. The Laeken Declaration listed more than fifty questions to be ideally addressed, grouped into one of the four subsections: ‘A better division and definition of competence in the European Union’, ‘Simplification of the Union’s instruments’; ‘More democracy, transparency and efficiency in the European Union’; and ‘Towards a Constitution for European citizens’.
As such, the Laeken Declaration is the most open text ever adopted by the European Council.24 The ‘open format’ should enable the 24 P. Magnette (2005), “In the name of simplification: Coping with constitutional conflicts in the Convention on the Future of Europe”, in European Law Journal, 11, 4, pp. 434-435.
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Convention to start discussions with a ‘tabula rasa’.25 Verhofstadt’s deliberately vague attitude about its intentions, and the ambiguous formulation of questions on the most contentious issues, made it possible that the Laeken Declaration would be adopted by the most critical member states.26 The subsection titled ‘Towards a Constitution for European Citizens’ clearly testifies this strategy. The title itself gives a clear indication of the intended finality; the questions listed however are not so unambiguous. The reorganization and simplification of the existing Treaties has to be envisaged; though an adoption of a constitutional text is presented as something for the distant future: “The question ultimately arises as to whether this simplification and reorganization might not lead in the long run to the adoption of a constitutional text” (emphasis added).27
However, once the Convention on the Future of Europe started its work (on the 1st of March 2002), it soon became clear that a large majority was eager to give an extended interpretation to the Laeken Declaration.28 The future will show if this ambition was mature enough for being successful. 1.3. Does “l’histoire se répète”? The qualification ‘period of reflection’, as announced by the European leaders last June 2005, should be cautiously interpreted, and put in a right perspective. Having focused on two earlier ‘points of reflection’ on the European integration timeline, we wanted to ‘nuance’ the novelty of the present constitutional discourse and to underline the dynamic and ongoing character of the reflection period.
Without going so far as to argue on the aptitude of ‘path dependency theories’ in this discussion, it should nevertheless be clear that the CT, currently pending for ratification, would definitely not exist in its
25 P. Bursens, ocl .cit., p. 416. 26 P. Magnette, loc. cit., p. 434. 27 EUROPEAN COUNCIL, The Future of the European Union- Laeken Declaration, 15/12/2001, o.c.; P. NORMAN, The Accidental Constitution. The Story of the European Convention, Brussel, EuroComment, 2003, pp. 22-23. 28 P. Magnette, loc. cit., p.435.
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present form without previous ‘manifestos’ presented in the course of European history, all calling for a more qualitative discussion on the future of the Union. As can be concluded from the presentation of the Tindemans Report and the Declaration of Laeken, one should not underestimate the importance of individual leadership in this respect. Though difficult to compare, also the pragmatic approach characterizing both initiatives, proved probably one of the determining factors, explaining their success (be it in the long run in case of the Tindemans report). 2. The name of the game. At first sight, one could wonder why the EU’s reflection on its very nature is such a laborious exercise. Is there any other international organization that spends that much time and energy questioning its ‘finalité politiqué’? If only the debates could corroborate the common understanding of the project, the attention given to ‘constitutional’ issues would be fully legitimate. However, neither after the Laeken declaration, nor even after the signing of the Constitutional Treaty by all member states, a full consensus has been reached.
In the public debate preceding the ratification of the CT, either via the national parliaments or via referendum, the signatories have interpreted this agreement in different ways. Instead of assuming their role of exegetes of the Treaty they have signed, some of them played the political card of eurominimalism or even euroscepticism when dominant on the home front. Why are European ‘elites’, belonging to the inner circle of decision-making, so double-headed: eager, on the one hand to find a consensus in Brussels, and, on the other hand, reflecting the main trend of public opinion in their capital cities?
In our view, a decisive element in explaining such ambivalent behaviour has to do with the deficient conceptual framework regarding the institutional formula defining the Union. Despite all efforts, especially of the Treaty on European Union (Maastricht), the recent Convention and the CT itself, the key concepts are open to a huge variety of interpretations. Actually, nobody should be blamed for this lack of consistency. The experience of European integration is without precedent and this unique
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endeavour at sharing sovereignty among member states has given rise to a very particular set of institutions that can hardly be compared to traditional models.
The EU is indeed a ‘sui generis’ creation, not fully comparable to whatever international organization and certainly not to a nation state. Everybody agrees that the EU is not a state. It is rather a polity, however difficult to qualify. Nevertheless, right from the start of the European Communities, efforts have been made towards theorizing about the process. Political scientists have elaborated on the factors explaining the willingness to cooperate and even to integrate after decades (if not centuries) of antagonism. Politicians and academics, alike have focused their attention on ‘the name of the game’.29
For many of the founding fathers, to start with Robert Schuman himself in his famous 9th of May 1950 Declaration, the ultimate aim was a kind of European federation, i.e. a solid and stable institutional arrangement among states taking collective responsibility in certain policy fields. This federal idea was a very general one, mobilizing a significant part of the political class and of civil society. The slogan “United States of Europe” has been launched by Winston Churchill in 1946, although at that time no longer in government.30 However, as soon as the federalist movement made the crucial choice of a particular institutional model, the consensus broke down. The General Assembly of all European Federalists in The Hague (May, 1948) was most disappointing in this regard. As an architect of the European Coal-and Steel Community, Jean Monnet therefore did not refer to any particular state theory as a model.
The Communities proved to be successful without an explicit reference to any ‘finalité politique’. One could even say that the mere questioning of the formula was considered ‘not done’ within the system. It was left to activists from the federal movement and to academics. The Tindemans report can be seen as a remarkable exception to that rule, exactly as the Spinelli revolt in the European Parliament (1984) proposing a draft constitution. The ‘system’ took notice but did not alter its preference for ‘business as usual’.
29 An overview of all theorizing efforts can be found in: B. Rosamond, (2000), Theories of European Integration, Basingstoke: Macmillan, 232p. 30 Speech delivered at the University of Zürich on 19 September 1946.
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Nevertheless, the teaching on the EU at universities and advanced training colleges, such as the College of Europe in Bruges, was mainly in the hands of ‘believers’ in the federal destiny of the integration process. Even scientific historiography had a federal bias, as Desmond Dinan is arguing in his latest work.31 The elites in the core countries of the EU were exposed to a scheme of interpretation that did not fully coincide with the realities on the policy-making scene.
The Intergovernmental Conference preparing the Treaty on European Integration (1990-1991) was offering a new opportunity for a fundamental turn into the ‘politicisation’ of the mainly economic-oriented project, thus bridging the gap between the single market and the ‘finalité politique’. Most leaders were indeed prepared to a major ‘constitutional shift’: a dramatic extension of the policy horizon, a new role for the European Parliament, more qualified majority voting among themselves, the introduction of the concept of citizenship, and, rather symbolically, a new name for the common project: Union instead of Community. However, mainly due to British resistance, no consensus could be reached on the federal character of the newly-born Union. The principle of subsidiarity was introduced instead of a federal-type catalogue of competences, and both Berlin and London claimed this innovation as a breakthrough of their views on, respectively, a reinforcement or a toning down of ‘Brussels’.
In exposing his views on the future of Europe, the German Minister of Foreign Affairs Joschka Fischer, was the last prominent leader explicitly claiming federalism as the guiding constitutional model for Europe.32 This time, not only the British government, but quite some member states in Northern and Southern Europe were not prepared to share that view. The German federal government and especially the German Länder had to give up their quest for a specific state philosophy, turning their efforts towards a federal-type competence delimitation in the oncoming Constitutional Treaty.
Paradoxically enough, despite reluctance to confess to a particular state model, the member states in 2004 agreed on a ‘Constitution’, be it that its article 1 simply states that member states “confer competences upon the
31 D. Dinan (2006), Origins and Evolution of the European Union, Oxford: Oxford University Press, p. 297 and ff. 32 Speech delivered at the Humboldt University, Berlin on 12 May 2000.
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Union to attain objectives they have in common”. Any mentioning of or reference to the very nature of this ‘Union’ is carefully left out.
One should thus not be surprised that this constitutional charter is ‘read’ in different ways. To some, this EU with its constitutionally enshrined objectives, values, structures and policies, is the anticipated European polity, an ever closer Union on its way to become one day a kind of ‘United States of Europe’ as the Belgian Prime Minister Verhofstadt put it.33 Others, not only in the peripherical or new member states, are stressing that actually not too many innovations have been introduced in terms of policies. So, the CT is rather seen as a cosmetic operation, loaded with symbolism, but with limited impact on the functioning of the institutions.
The citizens, however, called to express their agreement with the CT, have taken the opportunity for sending a signal to the signatories. Having no part in the ‘inner circle’ political culture of European leaders who can ‘live’ with conceptual ambinguities, a significant number of citizens has rejected (or intended to reject) the draft constitution. Most of them perceive the EU as a threat to national identity and sovereignty. In their eyes ‘Brussels’ represents a bureaucracy that infringes on the achievements of national welfare systems and cannot submit clear results in policy fields that really matter, such as employment or security.34 In other words: the output legitimacy of the Union is questioned.
As mentioned above, among a variety of factors, the unclear mission statement of the EU should be blamed for the current crisis of democratic legitimacy. Due to the inconsistency in the views of the leaders, no coherent picture on what the EU is all about can be presented to the general public. As a result, the credibility of the project is fatally undermined.
Is this conceptual inconsistency congenitally determined? Is there, in other words, no way out from the ‘impasse’ that since decades is affecting the Union? In our view, politicians and academics should cope with the present democratic deficit by giving up for a while their stubborn preference for a particular institutional model that does not reflect the realities of the day but rather refers to the state form they are familiar with.
33 G. Verhofstadt (2005), De Verenigde Staten van Europa. Manifest voor een nieuw Europa, Antwerpen, Houtekiet, 92p. This manifesto is now available in all vehicular languages. 34 EUROPEAN COMMISSION, Standard Eurobarometer no. 63, Spring 2005, Brussels, 2005.
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In their eyes, the European construction should mirror the national political traditions they are attached to. One can indeed observe some state analogy in the way issues as leadership, transparency, accountability, democratic legitimation and many other structures and values are approached. By doing so, expectations are created the EU cannot meet at all.
Without fully adhering to the views of Domenico Majone or Andrew Moravcik on the non-existence of a democratic deficit, one should not underestimate the impact of reflecting in terms of state analogy when discussing EU affairs.35
Why not assess the EU on its own merits, elaborating on its achievements and deficiencies, on the policies that benefit to all (or most) people and to the sectors or dimensions that have been neglected? A transparent account on de facto-objectives, on the functioning of the institutions as well as on the successes and the setbacks, would probably be more credible and attractive to citizens than suddenly being confronted with an ambitious charter that rather raises questions and even hesitations instead of mobilizing support.
Therefore, in the present situation, there is an urgent need of developing a paradigm on what the EU is actually performing, before developing a theoretical discourse on its teleological dimension. In the next paragraph building blocks for such paradigm are presented by qualifying the EU as a system of multi-level governance that proceeds via federal-type arrangements. 3. The EU as a system of multi-level governance If one observes the EU from some critical distance, with an open eye for the actors and the system, the power games and the policy outcomes, the overall picture is much broader and more colourful than the Treaties would suggest. As in most political systems, the legal framework primarily sets limits and fixes procedures: competence delimitations and ‘rules of the game’ to be observed.
35 For a discussion of these issues, we refer to: S. Hix (2005), The political system of the European Union, Basingstoke: Palgrave Macmillan, second edition, 516p.
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Within this arena for policy-making new ideas flourish and become objectives. Political dynamics are convincing actors to develop new policies at the edge of national interest and collective benefit. We have already quoted William Wallace qualifying the EU very correctly as ‘a system of governance without statehood’.36 If the EU is indeed, properly speaking, not a state, its decision-making processes are genuinely political and its decisions legally binding.
The actors involved in this process are of a great variety. The member states are omnipresent, not only at the tri-monthly European Council’s ‘grand-messe’ and the frequent Council of Ministers’ meetings, but first and foremost at the Permanent Representatives’ headquarters with their expert knowledge and bargaining capacities. The European Parliament, on the other hand, has shown its determination in rejecting or amending directives or budgetary proposals that it judges inappropriate, thus highlighting the increased powers it was given in recent years.
The most emblematic institution, however, is still the European Commission. No longer the ‘chef de file’ it was in the Delors period (1985- 1995), sometimes confronted with a legitimacy and credibility deficit, it functions nevertheless at the focal centre of the policy-making process. Governance is indeed more than a power game. The terms of the debate are taking shape, the expertise is located, the ‘dossier’ is constituted at the crossroads of the institutional actors just mentioned and numerous informal actors representing interest groups and, ultimately, civil society. The White Paper on Governance, issued by the Commission in 2001, explicitly refers to this type of interactions as a guarantee for efficient and effective policy-making.37
Next to the variety of actors in the Brussels-Luxembourg-Strasbourg arena, it should be acknowledged that no policy of any complexity is dealt with at the EU-level only. In a globalizing world, the continental (in casu: European) level constitutes for sure a crucial tier of governance in many fields, however, next to the national, sometimes regional and in any case local ones. Issues as energy, for instance, the hot topic on the March 2006
36 H. Wallace, W. Wallace and M. A. Pollack (eds.), op .cit., p. 482 and ff. 37 EUROPEAN COMMISSION, “European Governance. A White Paper”, COM (2001), 428 final, Brussels, 25.7.2001.
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European summit, illustrate the point. The core question is not the one of delimitation of competences but of convergence of strategies. In other words, the EU should not become the master of the game, but is well positioned for the role of a broker. It has the size for being recognized as a global player and has the know-how and the legitimacy for being accepted as a fair representative of public and private interests. The concept of multi-level governance refers exactly to both horizontal and vertical dimensions of coordination.
This paradigm, therefore, reflects a reality most political-, business- and societal elites are actively involved in. They have understood their interest in joining policy networks that compensate for the rather small size of most players. Thanks to the EU, their voice has world-wide to be taken into account. It is not by coincidence that all European countries, Russia and Belarus excepted, but including the non-member states, are actively involved in all or some common strategies. In other words: the EU offers unique opportunities to member- or associated member states, rather than being a super-state in itself.
The problem arises when this practice of ‘shared sovereignty’ has to be communicated to citizens.
First, the degree of policy integration varies considerably. Monetary affairs in the eurozone have been fully integrated, as was the external representation in foreign trade affairs. But in most fields the competences are shared, let alone the cases where the EU is mainly coordinating or supporting national efforts. It’s a difficult message to pass, especially since some minor policy fields sometimes attract major attention, student mobility, for example. In the worst case scenario, the EU is blamed for not taking action in fields where it has no competences at all…
Secondly, and even more importantly, referring to a federal vocabulary for expressing these shared responsibilities, unfortunately evokes a federal practice that is not European at all. The USA has evolved into a highly integrated federation in which all major policy decisions are centrally taken. The U.S. experience has, for sure, its own merits, but is definitely not a model for the European integration process.
How to characterize and to visualize then an institutional model uniting national identity and common European interest into a dynamic equilibrium? All European states are indeed involved in a balancing act
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between national political systems and a “collective political system”.38 The perfect design has not been invented yet, but a series of concentric circles comes close to the reality of a system of multi-level governance.
What could be the institutional characteristics of this paradigm? How can the balance between all actors involved be guaranteed? Paradoxically enough, the institutional practice of well developed federal states offers the crucial rules of the game. Federal-type arrangements are solidly built on a clear division of tasks, not that much allocating an entire policy field to a single actor, but distinguishing between functions. Which level, for instance, gets responsibility for establishing the problem definition (“What is an endangered species”?), for setting and assessing the quality standards, for precising the rules of operation, for financing the efforts, for implementing this policy in a concrete situation?
Depending on the issue, the operational aspects can greatly vary, but one can clearly notice an emerging space in Europe for social and economic strategic decisions, whereas the welfare state models are still national and the implementation is primarily local. The success of a policy - food safety, for instance- will greatly depend on the way the macro-, meso- and micro-levels of policy-making will be interacting. Centralistic planning models have clearly failed, but we are still lacking well-established alternative models. The federal-type arrangements offer the advantage of stressing an integrated approach, including all levels of governance in a single endeavour. On the other hand, they avoid the temptation of a hierarchic interference from the ‘centre’, since they are based on the legally supported respect for the specific role each level has to play.
In his well known treatise on federalism, Daniel Elazar has specified that “federalising involves both the creation and maintenance of unity and the diffusion of power in the name of diversity”.39 Federal-type arrangements start from the assumption that the social, economic and political reality is diverse and that power should be spread over all actors in society on all relevant levels of governance. But collective action should be as well coherent and consistent if it wants to be effective. “Unity in
38 H. Wallace, W. Wallace and M. A. Pollack (eds.), op. cit., p. 482 and ff. 39 D. Elazar (1987), Exploring Federalism, Birmingham: University of Alabama Press, p. 64.
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diversity” happens to be the motto of the EU, as introduced by the Constitutional Treaty.40
Since, for historical reasons, classical federalism is not appealing to the European Union as a whole, we would like to advocate a less ideologically sensitive conceptual framework for characterizing the functioning of the Union’s policy-making. Federal-type arrangements are by no means an anticipation on a desired ‘finalité politique’, but a set of legal principles and quality standards, framing the paradigm of multi-level governance in the European context.41 4. The ongoing constitutional debate By way of conclusion, we would like to suggest a new understanding of the constitutional challenge, and, consequently, a new approach of the present- day impasse.
First, it is important that the European elites, both the national leaders and the Brussels-based technocrats, should provide the European citizens with a clear picture of their understanding of the key role the EU is playing in safeguarding and promoting national and continental interests. The communication strategy, launched by the European Commission, should not only stimulate citizens and NGO’s to express their views. A real debate should be based on a mission statement presented by the ‘leadership’ in Europe as a stepping stone for open discussion.
Based on the convergence among Europeans, europhiles and eurosceptics alike, on the ‘core business’ of the EU, the aims, values and basic institutional arrangements could be entrenched in a charter, that, per definition, will be of a constitutional nature since it solemnly fixes the ‘rules of the game’. However, one should avoid all resistance merely resulting from the terminology used. If the notion ‘constitution’, exactly as what happened with the concept of ‘federalism’, is dividing people (or even peoples) rather than uniting them, such symbolism should not jeopardize the overall exercise.
40 EUROPEAN COUNCIL, “Treaty establishing a Constitution for Europe”, Article I, 8. 41 For a present-day overview of the debate on ‘Multi-level governance’, see the work of I. Bache and M. Flinders (2004), Multi-level governance, Oxford University Press, 237p.
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The elaboration of a basic charter is crucial indeed, both for the purpose of clarification vis-à-vis the outside world as for the understanding of the common endeavour within the Union. Actually, in our view, not so much should be altered in the wording of parts I and II of the present Constitutional Treaty. But these articles, i.e. their message, should be understood in reference to the mission statement that was mentioned as a first step in the exercise of clarification of the minds.
The third part of the Constitutional Treaty is, of course, essential in legal terms but indigestible for the general public. This is no constitutional charter at all, but a status quaestionis of the existing arrangements. This synthesis of the acquis communautaire and overview of intergovernmental compromises is, per definition, subject to review and amendment as soon as there is evolution in the policy context or in the power positions. Therefore, part III should keep its status as a treaty, not as a constitutional text.
Perhaps, somewhere in the future, the ‘crise grave’ of 2005 will be qualified by historians as a moment of fundamental change in approaching the basic arrangements within the EU. For the first time the general public, not of one member state but of most member states, has expressed its rejection of a formula of consultation once the fundamental decision has already been taken by the political elites.
We can no longer go on with this dichotomy between decision- makers and general public. The future of the European construction lies in the hands of all actors involved, including the citizens. This public opinion should become an informed and active partner, very much in line of what a democratic process is ought to be.
The aims of the current constitutional debate should therefore reach beyond the ‘yes’ or ‘no’ to the signed Constitutional Treaty. This constitution, however valuable as a decisive step in the self-definition of the integration process, is only the crystallization of the institutional balance in the first decennium of the 21st century. New challenges will arise in the coming years and new arrangements will have to be negotiated, shaping a new profile for the Union. So, we should be prepared for a never ending constitutional dialogue, exactly as the first half a century of European integration has taught us.
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26. VOSS, H., BAILLEUL, E. The Belgian Presidency and the post-Nice process after Laeken, ZEI Discussion Paper C 102, 2002, http://www.zei.de/zei_deutsch/propro_neu/fpg_zeic_europeangove rnance.htm (WWW).
27. WALLACE, H., WALLACE, W. and POLLACK, M. A. (eds.), Policy- Making in the European Union, Oxford University Press, 2005, 5th edition, 570p.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
NEW AND OLD FRONTIERS OF EUROPE - RHETORIC OF
EMOTION IN THE MEDIA
Katharina Niemeyer and Valentina Pricopie* Abstract Fear or enjoyment? This paper proposes a comparing analysis of French, German and Romanian media and their discourses concerning the European integration of Romania, Bulgaria and Turkey.
How does the printing press present the integration of these countries? Referring to the period of October 2005, this study will base its interest on the different levels of fear and enjoyment appearing in the national media discourses. A discourse analysis of Le Monde, Die Franfurter Allgemeine Zeitung, Ziua reveals several ways of speaking about the integration and points out, at the same time, various stereotypes of emotions like fear, enjoyment, ignorance and confidence which close and open mental frontiers in Europe.
The present article proposes a comparative analysis of French, German and Romanian journals and their discourses concerning European integration. How does the press - we focus on Le Monde, Die Franfurter Allgemeine Zeitung (FAZ) and Ziua - present the incorporation process of Romania, Bulgaria and Turkey? We concentrate on the media coverage of October 2005, period of the latest European Commission report. Certainly, our analysis - including only one paper per country - has its limitations, but our aim in this study is not to judge editorial implications, but to reveal emotional implications and stereotypes via discursive constructions. Our study is framed by several theoretical premises, primarily based on discourse analysis and semiotics, and will integrate and discuss fundamental conceptions of stereotypes and emotion.
* Katharina Niemeyer, PhD student, double PhD, Germany (Bauhaus University Weimar) and France (University of Lyon 2); Valentina Pricopie, PhD, associate researcher ELICO Lyon, University Lumière Lyon 2, France.
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“The pictures in our heads” – stereotypes and emotion as mental frontiers
The first chapter of Walter Lippmann’s Public Opinion (1965), entitled “The world outside and the pictures in our heads”, reflects up on our perceptions and on the intermediary factors that create a feeling of knowing what is going on in the world. Illustrating his ideas by referring to the First World War, Lippmanʹs proposal remains up to date:
The symbols of public opinion, in times of moderate security, are subject to check and comparison and argument. They come and go, coalesce and are forgotten, never organizing perfectly the emotion of the whole group. (Lippmann, 1965, p. 8)
According to Lippmann, symbols of public opinion are incarnated by political persons, important events or they concern the picture of the other (Lippmann, 1965). As Lippmann emphasises, they can never entirely correspond to the emotion of one group, so we can conclude, due to their instability or their submerging and emerging, that these symbols are employed in moments of crisis or stability. In other words, there has to be a media or an institution creating and recreating these symbols; symbols that are potentially always present, but which need to be refreshed by an act of selection, often linked with a special national or international event.
The semiotic and logic work of Charles Sanders Peirce (1978) reflects this point in a more general way. His conception of firstness, secondness and thirdness, the theoretical foundation of his sign-theory, can be transferred to our approach. Firstness, the state of potential, emotion or quality, coexists beside our world of representation. If firstness enters the world of experience, secondness, emotion or qualities are shaped by the rules and the act of differentiation between one quality and another. This level corresponds to the idea of thirdness.
The potential adhesion of Turkey, Romania and Bulgaria to the European Union, an unfulfilled and not realised act, creates emotions - and those are, as we will point out, represented by rhetorical and symbolic medial constructions. Consequently, we find ourselves in a situation where
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the experience stays a potential, an experience which has begun, but which is not in the state of being completely actualised. This might be the general condition for all (media) events. Always being in transition, but waiting for the integration, creates an atmosphere of complex and insecure emotion. This is the difficulty of the actual situation that is on the one hand dominated by a potential, and on the other hand ruled by differentiation. The potential state, in our context the one which is created by the media of print journalism, becomes a field of unknown experience for the newly applying as well as for the member countries.
Besides travelling and interpersonal communication, our means of experiencing the potential integration are, mostly dominated by media coverage. The pictures of the world that we have in our heads are rarely due to personal and corporal experiences of the events themselves, but emotions and feelings can occur when we see an accident on television or when a friend speaks about the birth of his child. Lippman (1965, p. 11) describes this in an explicit way:
For the real environment is altogether too big, too complex and too fleeting for direct acquaintance. We are not equipped to deal with so much subtlety so much variety, so many permutations and combinations. And although we have to act in this environment, we have to reconstruct it on a simpler model before we can manage with it.
Obviously, for the simple reasons of space and time, we cannot be
everywhere in the world at the same time, not even in the era of the Internet. We learn things about the world via personal perception, communication with others and via media hat plays an important role in our society, the so-called society of information or communication. Our actual social systems are not only characterised by this omnipresence of communication, but also by emotion, becoming a significant factor for (media) events. Wars and world conflicts can transmit feelings of fear, sadness, anger or helplessness; the victory of a football team can provoke enjoyment, ecstasy and tears of joy. These kinds of events are often punctual, explicit, and of nation- or world-wide importance, meanwhile the emotion which is linked to the European integration of the named
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countries is less evident or less articulated and is often hidden behind incrusted clichés and stereotypes, which, of course, also exist for more visible events. Stereotypes and clichés are especially dangerous or delicate when they appear in a non-experienced situation, because we can not confirm or reject them; we do not know if the stereotyped version of a country or people would correspond to our own experience. We are therefore often dependent upon our intermediary, able to criticise and to challenge the pictures we get, but finally at the mercy of a version of the other that is constructed by our culture.
In the great blooming, buzzing confusion of the outer world we pick out what our culture has already defined for us, and we tend to perceive that what we have picked out in the form stereotyped for us by our culture. (Lippmann, 1965, p. 55)
We will not dare to define the notion of culture here, but replacing
this term by an aspect of it, we mean media, it becomes evident that most stereotypes, shaped by culture, are reinforced by media discourse. Most of our comprehension of the world is associated with discourses. These can concern films, texts or pictures: an enunciation taking place and talking to us about the world. As spectators or lectors we decode and reconstruct these discourses with the help of our linguistic and culture skills, including stereotypes and clichés, which are sometimes helpful to guide our orientation. If I look at a picture and I see a man wearing leather pants and drinking beer in front of a mountain range, I might connote, due to the different signifiers, due to the “trait which marks a well known type” (Lippmann, 1965, p. 59), that I see a typical German man in front of the German Alps. Even if I saw him myself in Germany, I would simply recognise a part of this country. Furthermore, concerning this picture, it could also be a Swedish man who is posing for an advertisement in a studio in Tokyo. Important to underline is the fact that the real experience or the image of it does not present the main problematic in our context. The feeling I have of this stereotype is significant and also the fact that I automatically think of it. Why do I connote this and not that? How does the press (re)construct stereotypes and why are emotions linked with them?
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Bird flu and information flow
In October 2005, the printing press is predominantly concerned with the contemporary issue of the “bird flu”. The H51, a danger, first detected in Asia, is now invading Turkey and Romania. This new chapter of the European Crisis points out the major difficulties of the European enlargement, and constitutes a new kind of fear dominating the European countries and people starting with that month (October 2005). Of course, Roma, corruption and the instability of Bulgarian, Romanian and Turkish economies are omnipresent in the media discourses, but the bird flu invasion comes from the East and might pass geographical frontiers. This discursive perspective is privileged in this period and it marks a new mental frontier in the European Union. By the end of October, bird flu cases are detected in the European Union countries and this moment presents a turning point in the media discourse. For this reason, on October 27, Ziua newspaper presents an analysis revealing important information concerning the European integration of Romania: bird flu does not affect the countries potential adhesion to the EU.
This media analysis is important, because two days earlier, the European Commission had published the last report concerning the progress of Bulgaria and Romania after the signature of the Adhesion Treaty in April 2005. This report of the European Union restarts and accelerates the functions of the European stereotypes concerning Bulgaria, Romania and Turkey. In le Monde and the Frankfurter Allgemeine Zeitung, the old issues (economy, corruption, agriculture, justice etc.) are represented in another way; it appeared that the duo Bulgaria – Romania forms one single country, a poor one, where old peasants forced themselves to understand the institutional activity of a superior entity, the EU.
The case of Turkey is dissimilar and involves other series of stereotypes, such as the cultural and the religious differences. The German and the French press, both countries often described as the traditional couple of Europe, enunciates similar subjects and reveals a sort of a homogeneous discourse concerning Bulgaria and Romania, but the “Turkey question”, which is due to the historical past of Turkish people in Germany, is treated in a special way by the German press. The French,
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Romanian and German newspapers have their own way to construct ideas concerning the integration, sometimes sharing opinions and sometimes disagreeing for reasons we will analyse.
Le Monde and the Romanian public opinion
The European Union subject and the question of the integration of Romania and Bulgaria dominates the French press in the period of October 2005 and is characterised by one important item: the warning1. The journalist seems to be a passive actor who presents the demands of the European Commission and copying its vocabulary: serious efforts, to ameliorate, protection, immediate actions (le Monde). There are no other additional comments; things appear so clearly that an entire report concerning the adhesion of the two problematic countries from the East is summarised in a few lines. In contrast to this minor discussion about the EU integration, the bird flu is of paramount importance. Referring to le Monde, the frequency of the October articles talking about Bulgaria and Romania shows that 93% of these articles are concerned with the bird flu issue, 6% with the integration process and 3% speak about the Romanian prime minister’s visit to Paris. The final report of the EU concerning Bulgaria and Romania is presented in the single article quoted before.
Starting with October 13, “tests confirm bird flu in Romania”. This topic does not include Bulgaria, having disappeared in the media discourse until October 27. This element marks a new phase of the crisis’ representation in France concerning the Romanian case: one country from
1 “La Commission avertit Sofia et Bucarest”, le Monde, 27.10.2005: “Si elles veulent entrer dans lʹUnion à la date prévue, cʹest-à-dire le 1er janvier 2007, la Bulgarie et la Roumanie ont encore de sérieux efforts à faire pour améliorer la sécurité alimentaire, la gestion des fonds communautaires, la lutte contre la corruption et la protection des frontières extérieures. Tel est lʹavertissement lancé à ces deux pays par la Commission européenne dans ses rapports sur lʹétat dʹavancement de leurs préparatifs publiés mardi 25 octobre. Au cas où des actions immédiates ne seraient pas entreprises, leur adhésion effective pourrait être reportée dʹun an. Les rapports soulignent que la Bulgarie et la Roumanie satisfont, pour lʹessentiel, aux critères politiques (Etat de droit) et économiques (économie de marché viable), mais invitent les deux pays à redoubler dʹefforts dans la transposition des législations communautaires. Leur situation fera lʹobjet dʹun nouvel examen en avril-mai 2006.”
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the initial duo (Bulgaria) was replaced by Turkey, leading to the apparition of another perspective, the Evil (the bird flu menace) came from the East and the East was equated with Romania and Turkey. This becomes another argument for the non-acceptance of the two countries into the European Union, a non-explicit argument, but an evident one being linked with the emotion of fear.
As regards the integration main theme, we can easily recognise the case study-style of Mirel Bran, the correspondent of le Monde in Romania. The basis2 of his article is the portrait of the Romanians, a sort of reality effect of the transition period giving the impression of an exhaustive exam that confirmed the quotidian difficulties of the Romanian society. For example, an article published on October 27, stresses Romania’s social incapacity to accomplish the European integration’s requirements. The theme of the article evolves around the new land property legislation that concerns 38% of the population in Romania (the rural inhabitants) and that would allow the economic integration of Romania.
Les paysans âgés sont incités à vendre leur terre. ʺNous
devons tout reconstruire avant que notre pays soit intégré à lʹUnionʺ. Lʹhomme se penche sur une liasse de papiers, remplis dʹannotations : la loi sur les terres agricoles. Il a 73 ans et peine à intégrer les subtilités dʹun texte dont le but est de lui rendre justice, seize ans après la chute du régime communiste roumain. Dans sa maison de Lunguletu, petit village situé à une cinquantaine de kilomètres au nord de Bucarest, Matei Barbu sʹefforce de comprendre les nouvelles règles qui gèrent la propriété foncière et qui concernent 38 % des 22 millions de Roumains vivant en milieu rural. (Le Monde, 27.10.2005)
2 This perspective is given by Mirel Bran. A better example is the presentation of Bush’s visit to Bucharest in November 2002, that explains an editorial choice and, at the same time, the social representation of a legend: the American myth existing in Romania since the Second World War: the President of the United States is finally coming to Romania and confirms the acceptance of the country in the NATO structure. But the article’s approach uses the portrait of the Romanian society as a pretext in order to clarify the impact of the American legend. In this case, the journalist is using the portrait in order to amplify the “bad” image of the country that made some social and political efforts for the European integration, without having a real political, social and historical chance to do that.
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A clear interest for the subject of the European integration of Romania was, in this case, linked with fear. People feel both excitement and threat, but they do not lose their great expectations related to their country’s integration. And even if it is difficult to understand the whole implications of the adhesion, everyone in the Romanian villages tries to accept and to assimilate in his own way the costs and the risks of this integration process. But, there was another picture remaining in the reader’s mind: an old mentality of an aged people trying in vain to assimilate and comprehend a legislative text that contains all the specific demands of the European Union. Such an image seemed to be stressed from the first paragraph: the example of Matei Barbu is considered as representative for 38% of the Romanian nation.
Is there enjoyment or is there fear concerning the integration of the mentioned countries? This is one of the major questions of this communication. At the same time, this analysis reveals another fundamental interrogation: what about fear or ignorance in the French printing press concerning the new campaign of enlargement? Of course, we can advance a preliminary hypothesis, which confirms the choice of the fear perspective dominating the European citizens: fear of losing their jobs, fear of being “invaded” by the poor, uncivilised and communist people from the East. We can also discuss the media coverage of the phases in the Bulgarian and Romanian assimilation of the integration process as an important part of their future European lives. As the integration comes closer, people have started to ask themselves about the consequences and the real costs of the adhesion. For these reasons we can differentiate two important phases of the emotional assimilation of this new reality: the first one concerns the enjoyment, which coincides with a positive attitude consisting in regarding the European integration as an adventure, a distant and unknown experience (firstness); the second one underlines the current reality (secondness) – the fear of starting another period of uncertainty, another transition, that seems an endless one. For the purpose of our study we consider that it is very important to offer a pertinent explanation concerning this kind of fear. We allude to the popular emotion transforming and becoming expression of a general feeling such as inconvenience regarding the implications of the European integration. Romanians sincerely express their popular emotions, which for the
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journalist remains the most worthy and representative element indicating public opinion3. The relevance of the journalist’s credibility explains the expression of the popular emotion.
Is it fear or ignorance in the case of the media discourse of le Monde? Ignorance could explain the lack of reference to the European integration for the duo Bulgaria/Romania and even for their homogenisation as a couple. The European crisis does not allow the assimilation of the information regarding a new enlargement. That might be one of the reasons for this scarcity in the media’s agenda. At the same time, there is excessive media coverage of the bird flu menace and this fact confirms the crisis context. People need to hear and read about that type of information, which corresponds to their social context. This reality becomes the most important criteria of the media’s selection. The fear is exclusively linked with the bird flu and there is no other explicit reference to the European fear of integrating Bulgaria and Romania.
The current stereotypes in Europe concerning the possibility of integrating Romania into the EU are reiterated when the Romanian prime minister comes to Paris on October 6. The same day one article is published in the hard-copy paper and two others are registered on the Internet site of le Monde. One cannot speak about Romania without remembering Bulgaria. The first article, integrated in the rubric of Europe is an intermediate media study about the imminence of the European Commission’s report state October 25. Some problematic chapters of the communitarian acquis, such as the justice reform, the concurrence, the sanitary rules and the environment are recalled in this article. The third one refers to another difficult problem: corruption. For us it is important to point out the fact that the real reason of this visit was the ratification of the Adhesion Treaty by the French Parliament. Calin Popescu Tariceanu came to Paris in order to show the progress registered by the Romanian government regarding a possible European integration for January 2007. The Internet edition of le
3 A study made by the SfK Society from Nuremberg in 2004 reveals that from a panel of 19 European countries and US, the index of trust accorded to the journalist by the public opinion the Romanian case can be considered as the most relevant from the statistical point of view (69/100). Cf. “Jurnaliştii din România - cea mai ridicată credibilitate”, in Adevărul, 11.08.2004.
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Monde presents an article confirming our first presupposition, the first possibility stressed above:
Calin Tariceanu tentera de convaincre les parlementaires de voter le traité dʹadhésion, ratifié jusquʹici par trois pays. (…) Après une rencontre avec Dominique de Villepin, le chef du gouvernement roumain prononcera un discours devant le Parlement français pour convaincre les députés et les sénateurs de voter le traité dʹadhésion à lʹUnion européenne (UE), signé au Luxembourg le 25 avril, avant la fin de cette année. (Le Monde, 2.04.2006)
Bulgaria and Romania and the European Union – tasks and emotions
The articles about Romania and Bulgaria as potential members of the EU are rare in the German press and for this reason we refer to the period covering June 2005 until March 2006.
In the German press one can notice the same predominance of the “bird flu” issue. In a certain way, the European preoccupation and the fear of the virus indicates a profound problem: the lack of a real and a public reflection concerning the integration of the two countries. The link with the European discourse is not of an obvious type, one can not identify structured arguments that revealed “bird flu” as a danger for the EU, but this danger, which came out of the East, represents an indirect way to integrate Romania in a negative sense. Alongside this “bird flu” problem there are recurrent issues that mark the German discourse; those being similar to the subjects identified in the le Monde.
First of all it is important to underline the special lexical use of a trial vocabulary. The commissions’ report is presented as a sine qua non condition, being more one of a critical type than an indulgent one. We can notice the existence of a relationship of giving and demanding, remembering the symbolic exchange pronounced by Jean Baudrillard (1976). If the two candidate countries fulfilled the European demands, the EU would validate their efforts. Romania and Bulgaria seem to follow the European guidelines, especially regarding their rhetoric. Tariceanu (FAZ, 26.10.2005) describes the report of the commission as an “objective one” and
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underlines the Romanian motivation concerning the fight against corruption, as well “zero tolerance” relating to the misuse of power. Meanwhile, the commissions’ report, underlining the progress of Romania and Bulgaria, criticises the lack of severe reforms and demands the construction of effective official administrations, the protection of the boarders and the fight against corruption.
At the same time, the press never gives details, as seen in le Monde, which could show a progress or a more considered opinion linked with the general issue of corruption. The silence around “simple” facts transposes the problem at a level of clichés and stereotypes. If you think about Romania and Bulgaria you will not find cultural aspects or profound arguments in the press, aside from romantic travel notes or diaries dealing with matters of tourism (FAZ, 23.06.2005). The information factor dominates the discourse and simplifies the conclusions one could extract from media about the demanding countries.
The positive aspects are always linked to the economy and are formulated by expressions like “impressive progress on the economical level”. (FAZ, 22.08.2005) Those statements are not marginal and lead finally to remarks referring to the European interest, “German companies glance at the European neighbours”.
On the other hand, in Germany and in France, the negative connotation of corruption and Mafia crimes becomes the major subject in the media discourse. In almost all analysed articles we can observe this preoccupation. Old pictures, the Italian Mafia ones, emerge, not only as a potential connotation belonging to the recipient reading words like “corruption”, but even as a signifier and as a rhetoric link to the corruption problems in Romania and Bulgaria. The Frankfurter Allgemeine Zeitung remembers the operation Mani pulite of the nineties in Italy (FAZ, 11.03.2006) and proposes, in a subtle way, a European comparison: Romania is verbally connected with Italy and that shows a sort of “European amalgam”. Romania enters into an argumentative comparison with Europe, but at the same time this rapprochement is a pejorative one, because most people are not really pleased with their past, neither Italy with the Mafia, nor Germany with the terrorism problem in the seventies.
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Secondly, and related to the previous remarks, the presentation of emotion is hidden in the discourse as a silent and almost invisible element of rhetoric. Taking into account the evoked positive and negative points represented by the German and the French press, we can discover different levels of emotion.
Behind the obvious enunciated emotion of the German press, terms like scepticism and doubts appear in almost every article. On that basis, one can extract three types of fear, expressed by the Romanian and Bulgarian government via citation in the German press, as well as a national and a European fear expressed by German journalists. The first one concerns Bulgaria and Romania, represented mainly as a homogeneous couple in the press, whose fear concerns the eventual new deadline of their entry in the European Union4. The reason for this fear is that a delayed entry could provoke anger in Romanian public opinion (FAZ, 24.03.2006).
An article in the FAZ, was supposed to reject common Romanian stereotypes. It describes the German fears of “being invaded” (FAZ, 30.10.2005) by the Sinti and Romanies. A non-valid argument, according to the German journalist, who mentions the fact that those who wanted to come are already in Germany. This article tries to overcome the clichés and stereotypes, but in the end, the simple fact of stating them represents more an ironic reduction than a well-discussed revalorization. The European fear is, in addition to corruption and mafia problems, a financial one. One question dominates the press` discourse: Can the EU afford the entry of these countries?
Finally, we can primarily observe the existence of negative emotion. German people are afraid of losing their jobs, of being invaded; in fact, these are national arguments based on a lack of intercultural exchange and a scarcity of detailed information. Even if the press occupies a large part of the public sphere (Habermas, 1990) aiming at a free circulation of information and the possibility of debate, and also being concerned with public opinion, it is always delicate to speak in the name of one nation. If German people are generally afraid of losing their jobs, a German reader could feel a kind of restraint, feeling forced to feel like German people. Sometimes the stranger is not the other: I am a stranger to myself.
4 The report which had been announced for May 2006 was rescheduled to October 2006.
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Represented indirectly by the respective national press, European arguments are, beside the commission report-preoccupations, more positive and refer especially to economical perspectives in the demanding countries. At the same time, the negative arguments refer to the financial problems of the integration. At this point the stereotypes are reinforced, so if the EU can not afford the integration, what will happen on a national level?
And finally the fear is expressed by the candidate countries. They express on the one hand the will to be a part of Europe and, on the other, the fear of stagnation and frustration if the deadline for their entry will be held off until 2008. These negative emotions are not only a sign of current mental frontiers, but they have also created new ones; the latter are frontiers based on silence and fear, which should disappear before and not after the integration. In our opinion, an open discourse, overwhelming tourist or preoccupying matters, would contribute to a better understanding between the members of the EU and those of the demanding countries. The economical neighbours could also become European neighbours and not only countries that would like to be a part of Europe.
Ziua: Voices of the Romanian press This is the first time that the European Commission report is not interpreted as a threat by the Romanian media. It is classified as an encouraging one, “a positive message” that confirms the social progress of Romania:
The two dominant points (of the report) did not bring new data, but confirmations: Romania continued to progress towards adopting the standards negotiated with Brussels; but there are important things to do and the efforts must be doubled to assure the process and to avoid the “activation” of the “safeguard clause”. (…) A positive report (in general) that points out the problems still in debate. A normal report which brings us closer to adhesion, on the 1st of January, 2007. (Ziua, 27.10.2005)
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The evaluation of the Romanian media regarding the European Commission report includes Bulgaria. Other articles dealing with the corruption issue refer to Bulgaria and Turkey and mention that Romania is generally, in the EU reports, portrayed as the most corrupt country in Europe. An entire article, in English, analyses the duo Bulgaria-Romania on October 27. This text deploys the main European perspective: it presents the different European positions regarding the European Commission report, so the journalist had to consider the two countries together. However, the second part of its title is relevant: “Romania is better than Bulgaria”.
ʺRomania and Bulgaria have got 15 months left before accession. If we compare the state of things in these two states to that in the 10 new members before they were admitted, we can see Romania and Bulgaria are in any case at the same level, if not with a slight advancement.ʺ This is what Graham Watson, leader of the Alliance for Liberals and Democrats for Europe, said after the European Commission released reports on Romania and Bulgaria on Tuesday. Baroness Emma Nicholson, expert from the Alliance for Liberals and Democrats for Europe, commented: ʺThey have made all preparations for accession in 2007. Romaniaʹs efforts have been successful.ʺ She added Romania would make ʺan excellent member of the EUʺ. Alexander Graf Lambsdorff, expert in the above-mentioned group for Bulgaria, mentioned: ʺThe European Liberals still plead for Bulgariaʹs accession.ʺ He added: ʺWe expect Sophia authorities to go on with the reform program and intensify efforts, especially in the problematic fields: the fight of high level corruption, judiciary reform and the social integration of the Roma community.ʺ He warned: ʺOnly this way they can get consent from all national parliaments and rapid ratificationʺ of the treaty of accession to the EU. (Ziua, 27.10.2005)
The mention referring to Bulgaria seems to be an argument for the implicit expression of the Romaniansʹ enthusiasm regarding the adhesion of their country to the EU. The fear disappeared and the fact that for the first time “Romania is better than Bulgaria” might confirm the popular
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emotion. We consider that the effect which consists in analysing the two countries together by the Romanian press is the sign of a European perspective, chosen by the Romanian journalists in order to prove their involvement in the construction of a European vision, needed in each adherent country for a better formulation of its identity. The fear is no longer present: journalists are reassuring the public opinion that the EU reports reward the efforts made by the countries. The representation of media expectation focused on January 1, 2007 as the date of Romania and Bulgaria’s integration.
Turkey – clash of stereotypes and emotions
Besides the couple Bulgaria and Romania, the integration of Turkey dominates the French and the German press. First of all we would like to point out the differences between these two types of discourse, and afterwards we will reconsider the role of the mental frontiers and the emotions emerging in the three countries and the EU.
Regarding Bulgaria and Romania, a homogeneous discourse becomes apparent in le Monde and Die Frankfurter Allgemeine Zeitung. The chosen arguments are mostly quoted from the report of the EU, the journalist does not really comment upon the facts and he presents them under the emblem of a European common sense.
This “objective” position, which is, as discussed before, not as objective as it seems to be, changes if you take a closer look on the presentation of Turkey. There are not only political divergences inside the EU. Countries like Austria, Slovenia, Hungary and Slovakia would like to discuss the potential entry of Croatia at the same time as the Turkish one. Furthermore, you can observe different national matters of dispute appearing in the member countries. In Germany and France political parties are not able to find a compromise and even in Turkey there are voices against the entry in the EU.
Various matters could and should be analysed, such as the mentioned disagreements and the critical situation concerning Turkeyʹs democracy, but as our major interest concerns stereotypes, emotion and
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mental frontiers, we would like to concentrate on their rhetorical construction in the French and the German press.
Linguistic and cultural frontiers
In comparison to Romania and Bulgaria, the “definitions” of Turkey are broader. In the French and in the German press Turkey is described as a friend, as a partner, as if Turkey would be closer to the EU than the two other countries. This fact creates a new kind of frontier, due to the fact that naming a candidate country as a “candidate country” (Romania and Bulgaria) creates another atmosphere than calling a country a friend or a partner. At the same time, the “neutral” treatment of Bulgaria and Romania does not create the same polemics. Turkey becomes a “pity case” for different reasons. The EU demands the respect of democratic liberties, the rights of minorities, the recognition of the Armenian genocide as well as the recognition of Cyprus. The relation of giving and demanding coexists, but the creation of stereotypes is broader than the link between Bulgarian corruption and the Italian Mafia. The conflict is enlarged and it touches the religious components, the opposition of the Occident and the Orient, the famous and often cited clash of civilisation pronounced by Samuel Huntington. The German press is prudent and often avoids a clear statement, which might be due to the historical situation. Turkish people were invited to work in Germany in the sixties and they present an important population in this country. New generations are born and they are German, with Turkish origins. This special relationship, even if it seems to be a superficial example, is often revealed during the Eurovision Song Contest. The Turkish music contribution gets mostly the highest German evaluation, which shows the intimate feeling with the origin country.
The mentioned Occident/Orient opposition is not only evident in the press, but concerns an especially important problem, the translation of Turkish quotations. On October 4, the Turkish minister of foreign affairs is quoted in le Monde: “We will listen to the people, not only to Turkey, but to the whole world, from Russia to Palestine.” This significant, geographical and mental aspect is ignored in the German press. The same quotation can be found the same day, “We will listen to what our neighbours will say”
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(FAZ, 4.10.2005). The reader of the German journal will not be able to know who the quoted neighbours are in the French press. The same day, Erdogans’ opinion about the EU is translated in the FAZ, “If the European Union wants to become a global power and if the EU wants to avoid the clash of cultures, she has to support a unification of cultures and she cannot reject Turkey.” Le Monde quotes Erdogan in a shorter, but precise way: The European Union has to decide “if she wants to become a global power or to confine herself into a Christian club”. These quotations reveal a fundamental problem. The first argumentation (FAZ) refers to the principal of cause and effect, and is at the same time a sort of menace: if you do this, you will have that, which interchanges the relation of giving and demanding. The second quotation is implicitly linked with Turkey, Europe without Turkey would be a Christian club, so Europe has the choice: being powerful or a Christian club. This expression does not only underline the clash of cultures, but also the almost arrogant position of Erdogan. He seems to justify his arguments by opposing two religions, he is already creating a rhetoric clash. One of the real frontiers concerns consequently the translation and the interpretation of the other’s voice. As very few are able to speak all European languages, and as there is no European Esperanto, the reader has to accept the information in the press. And in addition to that, he has to be confident concerning this information. One of the mental frontiers, leading to larger mental frontiers, is the language problem, including the problems mentioned in the beginning of this text.
The patterns of emotion are more obvious concerning the case of Turkey. Europe is more expressive and Turkey occupies an important counter-part.
Le Monde and the FAZ are both concerned about the insecurity, which is a reference to the problems of terrorism. Turkey presents a danger, a risk, and a problem for the European balance. The shaped emotion here is also dominated by fear. The emotions of scepticism and doubts are inverted this time. Turkey is disappointed and feels itself discriminated and rejected by the EU.
Finally, and valid for all three demanding countries, one emotion is predominant: The feeling of being for or against the entry in the EU. You are PRO European, COUNTER European, PRO Turk or ANTI Turk and there seems to be no grey zone permitted to reflect in another way on the
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situation. This Black and White effect seems to invade the discourse and leaves no place for a common overcoming of the mental frontiers.
Ziua – the European stereotypes’ influence and Turkey
The “historical adhesion” of Turkey is presented by Ziua with reference to a general European context of crisis. Turkey’s demand is defined as a European “compromise” that “will allow the acceptance of a Muslim country in the great family of Europe” (Ziua, 04.10.2005). The religious stereotype is the most frequent one, it is often quoted and this is not the explicit effect of the editorial position. Those “evident difficulties” to integrate Turkey present the image of a non-unitary Europe, a Europe that “hesitates”. That attitude has some suggestive effects in Turkey where “thousands of nationalist and communist Turks protested against their country’s adhesion to the EU”. Another stereotype, the political one, refers to nationalism and communism and has a negative perception in Romania. The single political argument that cannot be considered as a stereotype refers to the accomplishment of the Copenhagen criteria. The informative articles reproduce the European “arguments” concerning the “Turkish provocation”.
An editorial campaign that starts on October 5 is relevant for this study. Some editorials present the torment of the Turkish history regarding the Kurds and the Armenians and link these facts to a positive journalistic attitude to the adhesion to the EU. These editorials reaffirm the Romanian support5 for the European integration of Turkey.
Only a good collaboration of all the parts representing the EU, which benefit from the open expression of Romania’s support, could generate stability, progress and prosperity. For everybody. (Ziua, 5.10.2005)
The editorial tradition of this paper integrates an “evaluative” issue
concerning the situation of each country in the moment of the national holiday. That is why on October 29 a special supplement of this journal 5 The journalists of Ziua have already detailed this attitude in October 2004.
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approaches the actual social context of Turkey and presents the final decision of the EU to integrate Turkey as the “major media event” of the month. This is a pretext for referring, once again this year, to the partnership existing between Turkey and Romania. Defining the EU as a “world wide actor”, that issue of Ziua already recognised the Turkish accomplishments as real “democratic transformations”, and the whole paper integrates the cultural and religious stereotypes in a “strategic European decision”. We could also quote some positive political declarations coming from the Romanian officials; the emotion seems to be forced: entire satisfaction, historical moment. This expression of emotion is an argument for the “good bilateral relations” between Turkey and Romania: “the enlargement process represents one of the most successful politics of the EU, which could contribute to the transformation of the Union” (Ziua, 29.10.2005).
In search of lost Europe
Is Europe on the way to losing itself in a complex construction of pictures, stereotypes and emotion? We do not think that Europe is lost, but sometimes you can get the impression of confusing and bizarre circumstances creating an emotional atmosphere of insecurity and commonplaces.
This modest contribution which tried to show the emotional perspective, constructed by media discourse, can not propose absolute solutions helping to overcome stereotypes and negative emotions and we do not want to establish a moral statement. At the same time, our results are a hint, a kind of indicator, concerning new mental frontiers which are due to a stereotyped construction of the other and to the emotion coming along with these discourses. As for television (Tétu, 2004), the press creates a feeling of participation in the emotional world, the world outside, being recreated inside the articles. The analysis of effects could be an additional study for our proposal and might reveal the influence on the reader. Without having effectuated this kind of work, we might suppose that the emotional effect is not shared in a homogeneous way. In spite of the actual crisis, the French and the Dutch rejection of the European Constitution, the
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national crisis (Clearstream affair in France, the high rate of unemployment, the rate of ageing etc.), the crisis and the problem of the integration present at the same time a new potential (firstness) of discussion which should be actualised (secondness) in a common European debate.
References
1. Baudrillard, Jean (1976), Lʹéchange symbolique et la mort, Paris: Gallimard.
2. Habermas, Jürgen (1990), Strukturwandel der Öffentlichkeit, Frankfurt: Suhrkamp.
3. Lippmann, Walter (1965), Public opinion, New York: The Free Press London.
4. Peirce, Charles S. (1978), Écrits sur le signe, Paris: Éditions du Seuil. 5. Tétu, Jean-Francois (2004), “L’émotion dans les médias : dispositifs,
formes et figures”, in: B. Lamizet and J-F. Tétu, Émotion dans les médias, revue Mots, N° 75, Lyon: ENS Éditions, pp. 9-20.
Articles www.faz.net (online edition, last consulted on 02.04.2006)
www.lemonde.fr (online edition, last consulted on 02.04.2006) for the October 2005 archive concerning the Bulgarian, Romanian and Turkish European integration.
www.ziua.net (online edition, last consulted on 02.04.2006) for the October 2005 archive concerning the Bulgarian, Romanian and Turkish European integration.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
THE CASE FOR COMPETITIVE AREAS OF INTEGRATION: A LITERATURE REVIEW
Valentin Cojanu*
Abstract The work attempts to substantiate the conjecture of an optimum competitive area, tentatively referred to as a certain pattern of spatially-defined areas conducive to competitive development for industries or firms in such a way that benefits from competition are maximized.
This paper does not provide a theoretical exposition of the existence of an optimum competitive area, but the framework against which this sort of economic phenomenon may be investigated. It attempts to expound by means of an overview of the existing theoretical literature if one could plausibly consider it. There are arguments that speak for the meaningfulness of the quest for the geographical scale at which the sources of competitive advantages are optimally exploited.
There are however reasons to believe that no strict spatial definitions of competitive economic areas exist; instead, one should tackle with spaces of variable geometry depending on factors like economic similarities, geography, cultural traditions or social habits. Even if this sort of definitions is deemed to remain rather vague, this material suggests that an economic definition is not only realistically substantiated by several characteristics, but also pragmatically required because of its tangible policy implications for development. Introduction In a recent economic analysis of trade developments in Eastern Europe, the World Bank singularizes three particular regional groupings, i.e. the eight new members of the European Union, the twelve countries of the Commonwealth of the Independent States (CIS), and the seven countries of South Eastern Europe (Broadman, 2005), for apparently circumstantial
* Valentin Cojanu is a professor at the Bucharest Academy of Economics
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motivation only. Other institutional observers of the region like the European Bank for Reconstruction and Development (EBRD, 2004) or the UN Economic Commission for Europe (UNECE, 2005) follow similar taxonomies, by which the reader gets the message that economic progress by implication is conditional upon regional conditions of development, even if definitions of what a region is supposed to be match more easily with political rather than economic circumstances of the integration processes.
From that by now familiar approach, one may infer, for example, that neighbouring Poland and Byelorussia are somewhat deemed to pursue distinct paths of growth in spite of their rich historical legacy of being part of the same customs territory for centuries and sharing common cultural traditions. It is for this reason that a taxonomic approach to regions of development is unconvincing unless it is substantiated by more than mere incidental evidence. That is why a proper understanding of the integration processes requires a more refined analytical framework as to what appears to consolidate itself as a distinct area of research, that is, the regional development effects at the level of competitive areas of integration. It is the purpose of this material to provide an overview of the conceptual developments to date of this line of thinking and to propose a synthetic terminology around the concept of ʺoptimum competitive areaʺ or ʺcompetitive area of integrationʺ based on the relevant theoretical and empirical literature. This material thus concentrates on one major investigative question: What are the theoretical arguments that could define a geographical scale at which the regional economies become optimally exposed to the benefits of competition? The presentation divides the theoretical arguments in two sections corresponding to the standard and the eclectic view, respectively, as to the conditions of development in integration areas. The standard perspective has become known for the ALA effects, i.e. economic effects resulting from allocation of resources, location of economic activities and accumulation of growth outcomes. The eclectic approach includes contributions from a variety of fields, hardly discernable in a field of study of its own, although economic geography and regional planning may suggest the main lines of investigation. The final comments attempt to provide a synthetic answer to the question, What are the conditions of competition in terms of geography
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and self-supporting resources for development that allow for maximized benefits from integration of markets? Standard explanations, as well a bundle of connected, even if disparate economic, politic, social, and cultural conditions make up the profile of an optimum competitive area, tentatively referred to as a certain pattern of spatially-defined areas conducive to competitive development for industries or firms in such a way that benefits from competition are maximized. The standard perspective: the ALA effects From the clear-cut representations of customs unions in the Viner-inspired literature to the present-day complex institutional forms of integration, the basic tenets of the theory of economic integration have changed little. In this respect, two confirmations may be deduced from the contemporary literature. One comes from the difficulties the researchers find in proposing a distinct analytical framework or at least a substantially improved one. For example, Drabek (2005) states, that ʺmost recent RIA [Regional Integration Arrangements] initiatives have been directed towards deeper arrangements; that is, going beyond the simple tariff-cutting exercises. But that is where the agreements among observers would end.ʺ A similar point is also suggested by the multitude of new explorations that has hardly found a connecting point to the traditional thinking in so far as the considerable intake of new concepts in the literature has failed to move things on toward new paradigms (Cojanu, 2005: pp. 36ff). Overviews of both these perspectives are provided in the following on the underlying assumption that one possible theoretical development may consist in substantiating the case for competitive areas of integration, a synthetic concept built on the traditional view of the advantage of competitive exposure and the modern one of regions of development, to be detailed in the next section. This part focuses on the standard perspective of the theory. The core of this approach consists of the three basic effects of integration: from allocation of resources, from location of firms and industries, and from accumulation of experience and knowledge. Each of them is by and large associated with distinct fields of study in economics, as is for example
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allocation with international trade, location with agglomeration economics, and accumulation with growth theory. However, the preference is given to a topic-based exposition rather a field-based one as the former reflects with increased insight the very pillars of any new theoretical proposal. The allocation effects In conformity with the optimization approach, the issue of resource allocation has always been considered to result in maximized results at the largest geographical scale of economic activity. The formation of regions of integration, as second-best policy options, is treated under the same premises. Because they keep tariff-walls against third countries, there are chances that more efficient producers stay outside the region and thus add to the economic costs of trade discrimination. In this perspective, the optimum area is by definition the world trade arena, where each country gains from commercial exchanges on the basis of its comparative advantages.
Jacob Viner devised an analytical investigation based on the paired concepts of trade-creation and trade-diversion effects of regional integration to measure the net gains from integration. His approach is static as it attempts to measure the economic effects of resource allocation after imposing a common external tariff and removing all internal barriers to trade. The results are however dependent on variables, such as the tariff rates or the volume of trade before and after forming the customs union, which inevitably leaves the option of including as many member countries as possible the most preferable course of action. The particular relevance this inquiry might have had on the economics of regional integration has been considerably weakened by successive series of modest estimates on these gains from integration as presented in Cojanu (2005: 42-45). That makes economists conclude that indeed trade liberalization makes sense only in a multilateral framework of agreements. However, the Viner approach has been complemented with a dynamic perspective on the integration process, which puts forth arguments to strengthen the view that the movement toward freer trade could bring positive large benefits on the whole area of integration even
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after deducting for trade diversion. Two explanations stand out for their significance. For one thing, an enlarged market enables a better use of resources through the realisation of internal economies of scale, as well as a facilitated consolidation of the existing advantages from local production through the existence of the external economies of scale or externalities. The latter effect gives rise to agglomerations of economic activities a point to be discussed in a separate section below. As for the former, the integration benefits are again strictly correlated with the economics of the respective industry and only secondarily with the economics of integration. The other argument however is more directly connected to the proper nature of the integration process. It refers to the advantage of competitive exposure which appears to be ʺthe greatest dynamic benefitʺ of the formation of a customs union (Salvatore, 1990: 295): exposure to foreign imminent or potential competition usually yields superior returns (Pelkmans, 2003: 247), about five to six times larger than the static gains (Salvatore, 1990: 296; Dyker, 2000) in comparison with the allocation efficiency benefits.
The benefits of open and increased competition have anyway been a landmark of the international trade theory, but its importance gains in significance and visibility in a regional context. The main justification rests on the fact that it is this smaller geographical area that creates a more favourable context for realisation of one of the conditions more likely to lead to increased welfare, that is, the more competitive rather than complementary are the economies of member countries the stronger the gains from trade become. One may assume that ʺcompetitionʺ more than ʺfactor endowmentsʺ displaces the resources toward more productive utilisations, whether for producers to become more efficient to meet the competition of other producers or to find innovative ways to stimulate the development of new technology or to get higher returns on their investment.
A variant of this condition has taken the form of ʺthe natural trading partnersʺ, mostly exposed by the gravity models of trade. According to this theory, the integrating partners have to consider the size of markets in partner countries as well as the existing ties with a given country. Drabek quotes several results when a countryʹs definition is based on ʺincome categoryʺ: integration among low income, developing countries
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is unlikely to benefit from major efficiency gains. This is primarily because gains from specialization between partners will be limited as those economies are not diversified. In contrast, similarity in income levels will reinforce the gains from regional integration: ʺThe proximity to markets and the likely similarities in the way neighbours organize their societies is conducive to more trade and other economic relationsʺ (Drabek, 2005: 25). So, the choice of partners matters: the size of countries and for that matter the size of markets; similarities will increase the degree of competitiveness of countries joining an integration arrangement.
The main insight of the ʺsimilarityʺ condition thus consists in implying that regional integration is conducive to accelerated growth in a much quicker fashion than it had been possible within a larger area of trade, say, the world trade arena. On a relatively smaller geographical area, the member countries face soon the impact of fierce competition, for a variety of reasons (e.g. transportation costs, external tariff, cultural barriers or administrative procedures) still concur in making competitive threats from distant places a more affordable prospect. They also face the opportunity of more rapidly seizing on emergent niche markets, by being forced to differentiate in order to stay competitive. It is in this sense that the ʺgravityʺ analysis should be regarded; the natural partners arise more as matter of strong similarities irrespective of their geographical proximity. Two neighbouring countries, with complementary trade structures would find negligible benefits from integration, as their economies have been left with costly alternatives to make efficient use of their resources: the producers either outsource in non-member countries through investments their productive capabilities in order to stay ahead of competition, or become complacent as to the existing specialization in production.
Nevertheless, taking full advantage of resource allocation makes the whole picture look unfinished in its explicative purposes. Even if one admits that regional integration eventually represents a faster lane to prosperity under conditions of similar economic structures, one may also plausibly admit that the economic activity does not stop at borders, as it is conventionally assumed in the perspective of atomistic nation-states. Especially under circumstances of ʺdeepʺ integration, the free movement of productive factors and monetary regulations make political frontiers permeable and trans-national economic activity a pervasive nature of
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national industries. The large integrating area should more plausibly be regarded as a fragmented space of different conditions of development, where efficiency gains include but do not confine themselves to those from resource allocation. Geography and other local conditions become major determinants of the benefits from integration as well. The location effects Integration arrangements create conditions for growth also in the form of agglomerations of economic activities. This line of thinking is similarly rooted in the old tradition of economics. The adoption of the external customs tariff (ECT) is often viewed as a distinctive mark of an integrated area with evenly dispersed opportunities for growth. It could nevertheless be the case that some industries be better situated than others as regards resource endowments, climatic conditions or demand volumes and thereby inherit historically location advantages; or it may be that some regions come closer through integration to markets, which disproportionately attract a bigger slice of the productive pool of factors (labour, innovation, technology and so on).
The economists’ view on spatial distribution of production is double-sided. It concerns, on one hand, the localization of particular industries on small geographical areas. Industries tend to cluster in particular areas thanks to location external economies. These externalities arise from the ability of producers to share specialized providers of inputs; the advantages to both employers and workers of a specialized labour market; and localized spill-overs of knowledge, especially through personal interaction. The birth of such clusters plays a significant role in sharpening the competitive advantages of the incumbents, especially when the existing business and technological networks are used to reinforce their capabilities.
On the other hand, the location effects also encompass spatial phenomena related to economic agglomeration on very large scale, which is usually referred to as the ʺcentre – peripheryʺ model. Some regions– the centre–could become more interesting for industries characterized by lower average costs the larger the volume of production–or ʺincreasing returns to scaleʺ in the economists’ parlance–as location places to serve a bigger,
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integrated market, while others–the periphery–experience acute de- localization of economic activity. While trade liberalization is the necessary ingredient in order that such specialization pattern become more visible for industries and national states, the existence of a tariff wall and the adoption of a common commercial policy essentially contain their magnitude to that particular economic and political boundaries.
Even if modern industrial linkages as described for example by Puga and Venables (1996) make this reasoning apparently flawless, there still remains the question of the geographical scale at which the expected benefits of regional specialization become visible. The standard approach leaves a sort of geographical indeterminacy. The impact of trade costs on agglomeration or spatial division of industry tends to have a U-shaped path. At very high trade costs, there cannot be agglomeration: industries will be forced to develop locally. At very low costs, there is little incentive for agglomeration: necessary inputs can be delivered to wherever the factor costs are lowest. There will necessarily be some intermediate range where agglomeration is possible and hence the geographical scale of the optimum integration space becomes a function of costs dispersion and formation within that area.
In a complementary way, other studies (e.g. Rodriguez-Pose, 1994; Peschel, 1998) support the view that a regionally more relevant model of spatial organization should go beyond the familiar picture of long established disparities–urban-rural, centre-periphery, agrarian-industrial–and place less developed locations in a more dynamic perspective as well. The organization of modern business increasingly demands for a large geographical configuration of value-chain activities in order to use geographically dispersed opportunities for growth. That process may involve relocation of production systems–data collection, financial service centres, production units or research and development centres–to peripheral areas. This enhanced flexibility of production systems allows the genesis of new development poles in previously isolated or lagging areas. A redefinition of policy implications would mean, in a way suggested by Vickerman et al. (1999) that a more credible alternative to spending on infrastructure connecting agglomerations with low-
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income regions would be investment programs in transport links within and between peripheral regions. The perspective on location so provides a more credibly picture of the boundaries of a competitive integration area: equally dispersed opportunities for growth are more plausibly replaced by poles of development of a rugged competitive landscape. An arbitrary combination of geographical distance, economics of industry, administrative centres of decision, value chains and adaptive capabilities of local productive units models a variable geometry of an economic space with different conditions for competitive development. Competitiveness of an industry is by consequence likely to be affected not only by reductions or increases in tariffs, but also by regional factors which become visible and effective once a member country adopts the ECT and faces free movement of factors of production. The accumulation effects
Finally, a strand of literature which deals with the development of an integration area in a conventional sense takes its inspiration from the growth theory. Econometric tests are devised to measure growth correlations dependent on such variables as political governance, market distortions and market performance, investment, sector production, openness, ownership, education, or macroeconomic stability. Laborious though these tests may be, the rationale behind the analytical framework is quite obvious: national economies depend for their economic progress on two main sources of growth, the extensive use of resources like capital, labour and the technological progress. On that basis, economists are able to make predictions about the national economiesʹ capability to perform conditional on their level of development at the outset of the process. The implications come in two main variants of the concept of convergence. They are called β-convergence to describe a situation when poor economies tend to experience faster growth rates than the rich ones, and σ-convergence when the dispersion in their levels of real GDP per capita tends to decrease over time. Even if this discussion is formally somewhat detached from the circumstances of an integration area, one may again assume that its
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member countries, as well as their regions are subject to a continuous process of growth, conducive to a level playing field for competitive advance.
Results reported by empirical studies as surveyed by Cojanu et al. (2004: 15-17) however alternate optimistic visions of increasing convergence among regions with pessimistic forecasts of increasingly uneven regional development. What analyses of European regional development from 1950 onwards in fact find is a picture of slow and inconsistent convergence punctuated by tendencies of regional per capita income disparities to widen relatively faster over small periods.
Evidence on a larger scale reported in Sala-i-Martin (2002), with a sample of 110 countries over 30 years beginning in 1960, shows the absence of any relationship between the initial level of income and subsequent growth rate. Some poor countries grew very little and some rich countries grew very little. On the other hand, some poor and middle-income countries as well as some rich countries experienced considerable growth. Evolution of the dispersion of income across the same countries points to a similarly disconcerting result: income inequality across these 110 economies increased.
A closer look at how economies behave however suggests that the broad picture substantially dismisses particular evolutions that are principally subject to homogeneous conditions of growth. It is so that a sub- sample of richer countries that are members of the Organization for Economic Cooperation and Development (OECD, 2002) reveals that the relationship between growth and the initial level of income is significantly negative and income inequality among the OECD economies has declined since 1950, so these economies exhibit both convergence types. More relevantly, the closer the economic conditions are to representing a space of equal opportunities for growth, the greater are the chances that the theoretical predictions hold as the measurements confirm for a smaller sub- sets of countries like Japan, US and five European countries (UK, Spain, Italy, Germany and France).
At the same time, the case for convergence of national economies along similar growth conditions has been particularly strengthened by the theory of optimum currency area. This theory says that an effective currency union–an area with a common currency and fixed-exchanged rates–
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depends on how well-integrated its economy is. On that basis, it predicts that fixed exchange rates are most appropriate for areas closely integrated through international trade and factor movements. The very criterion that makes an optimum feasible, that is, the balance between benefits–avoiding uncertainty and transaction costs–and costs–giving up ability to use monetary policy for the purpose of stabilizing output and employment–is however highly sensitive to the correlation with synchronization of business cycles. If the topic of ʺdeepʺ integration seems to be uncontroversial, the extent to which business cycles are synchronized remains a ʺcriticalʺ theoretical debate (Drabek, 2005: 39). That raises further serious doubts on the macroeconomic correlation supposition affecting an area of integration.
Adopting a common currency is nevertheless a good indicator of the feasibility of a region to exhibit optimum conditions of growth. Its premises are expressed in macroeconomic terms that make its evolution conditional on a trade-off between membership scale and policy heterogeneity. Following the representation of Alesina and Barro (2001), equilibrium conditions co-exist with local conditions of growth: ʺAs the size of the union increases with new entrants, more and more transaction costs of trade are saved. However, as the size of the union increases, the less the monetary policy of the anchor can be tailored to each member. The marginal entrant is the client that is so far from the anchor that its benefits from commitment [to price stability] and trade just compensate for a monetary policy that is little correlated with the entrant’s disturbances.ʺ
A justification to explain why regional conditions may be in certain circumstance a better explanation for macroeconomic development has been advanced by a rich scholarship of economic geography. According to these theories, the spatial organization of industries is more relevant characterized by much smaller and more localized clusters than those broad spatial units used by either theory or policy-makers. Specialization may be accordingly less indicative of the spatial tendencies of industrial development than local processes of industrial diversification. Strong, competitive nuclei of groups of industries display a better capacity to withstand adverse demand shocks and localized structural crises and may be thus more indicative of ʺthe most appropriate regional development policy routeʺ (Martin and Sunley, 1996).
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The eclectic perspective: towards a definition of the optimum competitive area The conventional theories offer only a partial image to understand the conditions of development on areas larger than the national level, as the case currently is in regions of integration. The image is incomplete because the focus on welfare is somewhat detached from or only accidentally linked to the actual circumstances of development. An integration country may derive certain benefits from the process, benefits that are associated with the way resources are allocated, industries exploit the scale advantages or macroeconomic conditions favour convergence of growth indicators. There is little left to how the area factors as such influence the competitive development of national economies. Arguments of an eclectic perspective differentiate themselves from the standard approach mainly because of their treatment of competitive development.
The frontiers of the economic activity are strongly influenced by the economics of the industry, but at the same time it is recognized (e.g. Enright, 2001) that ʺregionʺ may be used in the sense of either sub-national regions, regions within nations, or supranational regions, regions that encompass several nations to frame equally meaningful conditions on the formation of competitive advantages. The last circumstance suggests the elusive role of political borders in contrast to the economic ones as both theoretical underpinnings (e.g. Enright, 1993) and empirical evidence (e.g. European Commission, 2002: 28-38) show that cross-border regions of economic agglomerations are a familiar development of the present industrial landscape. At the same time, the regional milieu is not necessarily more important than the national environment particularly when the latter still plays a central role through polices of innovation, legislative initiatives and cultural attitudes in spurring entrepreneurship and regulating businesses. For example, a study of Asheim and Dunford (1997) shows that an examination of the watch-making industry on either side of the Swiss- French border is indicative of profound differences in the two regional production systems which reflect the different national systems of which these two regional economies are a part. A model of economic geography based on growth centres and political influence developed by Paelinck and
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Polese (1999) assumes a distinction between nations where the political capital (the national core) is located near the continental core (the UK) and those where the capital is located at some distance (Austria, Spain, Italy, Poland). For these nations, continental integration will strengthen calls for regional fiscal autonomy and against centrally administered regional income redistribution policies as are the cases of Northern Italy and Catalonia.
What all these suggest is that an accurate representation of a competitive area has to include by necessity a much broader view on the sources of development. The following overview shows that a combination of social, cultural, political and economic factors is at work in determining a certain course of evolutions. Arguments are given for areas either transcending or limited to the national borders. The supra-national level
The discussion at this level enables a perspective on what happens on vast geographical areas or economic spaces, sufficiently large to encompass several regions or countries, but correspondingly small to represent significant developmental evolutions.
As in the standard approach, the international arena represents the spatial reference of any effort to think of the benefits of internationalization. This time, a more confident view on the advantages of regional rather than global type of economic integration seems to emerge. For UNCTAD, the increasing interdependencies in the world economy remain a more or less beneficial circumstance of development according to each economyʹs capability to absorb the adjustment costs generated by discontinuities, shocks and potential conflicts of interest. From this perspective, the real challenge is not so much about the extent or the sequencing of liberalization, but about finding ʺthe particular combination of international market forces, policy space and collective action needed by countries with different institutional and industrial capacities, to ensure that the integration process is welfare-enhancing for all participants in the international division of labourʺ UNCTAD (2004: 81). The issue of development is thus multi-faceted: along with the market economics
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(ʺmarket forcesʺ), particulars of the scale of evolutions (ʺpolicy spaceʺ) and of the group influences (ʺcollective actionʺ) equally affect the competitive impact throughout the integrating area.
It is appropriate to recall here the gravity theory of trade flows, and see that if one gives distance a broader significance, the implications as regards the way countries interact and the benefits they derive thereof may appear less obvious than the existing relationship would imply. If for instance geographic proximity may not add much to the transportation costs, other characteristics of the economic environment, like for example dimensions of cultural, administrative and geographic scope, influence different businesses in different ways (Ghemawat, 2001). This is in fact a perfect match with studies like that of the Institute for Regional Research (quoted in Peschel, 1998), which prove that there are four groups of barriers to economic interactions separating regions from one another: (i) distance- bridging costs such as transport and communication costs, (ii) linguistic and cultural dissimilarities, (iii) differences in the scope of social and political life, (iv) political strategies, deliberately or unintentionally resulting in the separation of states.
That is, distance matters not only in a pure geographic sense, but also by reference to a constellation of proximities. It could be the case that geographic delineations may represent strong determinants of integration, like, for example, the basins of the Baltic Sea, the Black Sea, Pearl River Delta, and the Mississippi Delta, but also manifest irrelevance when geography obscures value chains interruptions or complementary economic structures. The analysis seeks to identify those regions which are functionally integrated by competitive links. What is understood in the literature by a proper scale of development is suggested by the following two definitions on economic space and regional identity, respectively, both relegating the national (political) borders to an arbitrary role:
ʺAn economic space is a region, the economic agents of which are more strongly related to each other than to those of other regions. Such relationships are cause and consequence of trade and capital flows, of the transfer of knowledge and technology as well as of the various forms of communication and cultural exchange. They tend to mutually reinforce each other.ʺ (Peschel, 1998)
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ʺRegional identity, at least its economic identity, is more and more dependent on the interaction and information flows among individuals, firms, and institutions, than on territorial details. It also indicates that an interdisciplinary approach, one that takes tastes, culture, productive capabilities, and institutional structures into account, is required to address issues of regional identity.ʺ (Enright, 1993)
According to these definitions, competitiveness relative to an integrating economic space decisively depends on elements which favour strong mutual relationships and the emergence of a regional identity. Peschel (1998), for instance, chooses to represent the Baltic area as a homogeneous, functional C-region (C for competence, culture, communication, and creativity) of a new economic structure based on the increasing importance of knowledge-handling occupations. In another example, Sparke takes the example of Cascadia, a trans-national region bridging British Columbia (Canada) and the Pacific North-Western United States of Washington and Oregon. Simple though its promotersʹ focus may be (ʺto combine the plan to bring in more tourists with a larger attempt to put the Cascadian cities of Vancouver, Seattle and Portland on the national consumption maps of would-be wealthy residentsʺ), it is however suggestive, at the broader scale of global competition and North-American integration process, of ʺan anticipatory geography that calls out for political, cultural and economic investigationʺ (Sparke, [2006]). The sub-national level
For confederated states like the U.S., Germany, Austria or Switzerland the issue of development at the level of sub-national entities is already a matter of history and tradition. The way these administrations have decided to share the responsibilities of governance with autonomous but accountable centres of decisions is worth investigating in its own right. Nonetheless, this sort of territorial divisions is a result of administrative rather than economic rationale. One of the first attempts to consider them both probably was the EU policy to define recipients of regional aid according to NUTS (Nomenclature des Unités Territoriales à des fins Statistiques), a statistical definition according to which regions of various sizes,
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populations and economic structures are comparable units for analysis. In the 1970s, the EU adopted three regional levels (NUTS 1-3) and two local levels (NUTS 4 and 5) corresponding to the existing administrative borders. At NUTS 2 for example, which represents the official level of analysis of regional disparities at an intermediate level between the local and the national level, differences range from 100,000 to 10 million inhabitants. In May 2003, the NUTS system was amended for the last time. The EU regions are now classified according to their population into three categories: NUTS 1 – with the population ranging between 3.000.000 – 7.000.000 inhabitants; NUTS 2 - with the population ranging between 800.000 – 3.000.000 inhabitants; and NUTS 3 - with the population ranging between 150.000 – 800.000 inhabitants (European Commission, 2005). As this classification underpins the EU regional policy for development, its very existence is noteworthy for proposing a definite criterion, i.e. population, for thinking of a relevant space of homogeneous economic activity.
A step further is taken in an OECD analysis (2002) that provides a territorial configuration by introducing a more detailed description of the workings of local/regional economies. Much in accordance with the EU approach, it pays close attention to sub-national territorial levels of two categories, namely large regions (territorial level 2) and small regions (territorial level 3). This studyʹs importance is twofold. First, it elaborates on the notion of ʺfunctional regionsʺ, where the most typical concept used in defining a functional region is that of labour markets. Second, it remains faithful to the representation of a ʺself-sufficientʺ space, in ʺthat the number of workers living and working there is higher than the number of workers migrating to another centre, or it must attract a number of workers that is substantially higher than the number of workers leaving the centre to work outsideʺ (OECD, 2002: 15).
Even if there is only circumstantial justification to consider them ʺthe most appropriate units for analytical and empirical workʺ as they are ʺrelatively stableʺ, it should not be overlooked the practical implication that these areas ʺserve to some extent as a frame for regional policy implementation.ʺ (OECD, 2002: 3) Their widespread use–most OECD member countries, bar five (Japan, Mexico, Korea, Spain and Turkey), either on an official or a semi-official basis, define or delineate functional regions in terms of local labour markets–speaks for itself about the role
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played by homogeneous regions of development as a framework for socio- economic territorial analysis. Differences in the conceptual basis suggest that a distinction can be drawn between delineations around a given urban centre [e.g. Canada, France (urban areas), Germany, Portugal and United- States (metropolitan areas)] and delineations without reference to an urban centre [e.g. Finland, France (employment areas), Italy and the United States (commuting zones)] (OECD, 2002: 11). Moreover, as the US experience suggests, in spite of the tendency to use commuting data, in part because the data are available and in part because labour is a critical factor, when it comes to industrial development, business ties–flows of goods, services, and information–would seem an equally valid criterion. The coincidence of these two types of functional areas (i.e. commuting and industrial) seems open to empirical analysis.
In sum, the eclectic perspective plays an essential role in revealing the inner workings of a competitive area. Many coordinates help distinguish how competitive advantages are formed through spatial interconnectedness between economic activities, political administration, social preferences or cultural values. Nonetheless, the discussion leaves unchanged two sorts of indeterminacies. First, the issue of geographical scale is deemed to remain an unknown variable. Self-promoting may be a helpful policy that draws attention to such areas. That is the case, for example, of Hyogo-Kobe area (www.hyogo-kobe.jp/his) which asserts itself as the principal area of Kansai, Japanʹs second largest economic bloc. Second, another question which is left open, namely, what does a significant economic evolution mean? One of the main features in representing a competitive area is that it is conducive to self-sustained development, but, once the political factor is not counted any more, it remains an inescapable dilemma: Development for whom? Who are the beneficiaries? Where are they located? For instance, Chinaʹs spectacular growth reigns over a hideous discrepancy between a luxurious and effervescent coastal territory and the vast inland space where most of the country (800 million inhabitants) (The Economist, 2005) is reserved a destitute life. There is a hard truth of the economic landscape that the competitive advance may be only weakly related, if at all, to the political administration of a nationʹs population.
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Final remarks The case for competitive areas of integration shows that it would be too simplistic to think of the world arena as the optimal scale at which development could evolve. As reported anew (UNCTAD, 2004: 98), a rich scholarship of modelling exercises, country studies and regression analyses persists in connecting increased trade openness to both positive and negative economic welfare and concludes that ʺthe whole case has been exaggerated.ʺ This overview of the theoretical arguments points to an eclectic view in which development originates on a geographical scale that combines in a singular way competitive influences from all strata of human activities and interactions. A definition of an optimum competitive area would thus more plausibly be based on the following assumptions:
- The case of the economic advantage of competitive exposure: the economic boundaries confine a territory where companies and institutions undergo a maximized process of competitive development. They confront competitors of similar economic and technological prowess, and hence become motivated to innovate and outperform what they perceive as a direct, not remote or insuperable, threat to their actual performance.
- The case of political governance centred on the flows of information, much related to knowledge and regional expertise. The administrative centres of governance are replaced by functional centres of decisions that enable a widespread use of sources of competitive power, bereft of political influences or bureaucratic hindrances.
- The case of social preferences: important issues for any development advance like inequality gaps, work motivations and conflict resolution, or the workings of underground economy find their quasi- identical resolve over a large space of economic activity.
- The case of cultural values: tastes, work attitudes, consumerism inclinations all pave the way for effective business strategies that target an easily identifiable market. A level of integrity based on economic history and cultural identity reinforces the premises of enriched flows of knowledge and information.
The end-product of this type of inquiry consists of drawing the economic boundaries of an area governed by a self-enforcing mechanism for development, with high similarity in terms of economic structures,
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cultural identities, political attitudes, and social preferences. Normally, it should represent the stage before acceding to or forming a common currency area; its conditions are rather to be met first in this context. Far for requesting a clear-cut mathematical exposition, the use of optimum means an analytical search for the best conditions of competitive development on a regional basis, that is, an area sufficiently large to allow for efficient levels of production, but fittingly small to expose adaptability in absorbing economic shocks. The national authority may render a helpful role in speeding the formation of such area, even if it eventually saw itself engaged, in the case of a large territory, in simultaneous but disparate processes of integration. This discussion would help it concentrate on meaningful policy initiatives for competitive development and stay away from the void of both ʺborderless worldʺ rhetoric and nationalistic flames that still flicker in some parts of Europe. References
1. Alesina, A., and R. J. Barro (2001), ʺOne country, one currency?ʺ in Alesina A. and R. J. Barro (Eds.), Currency Unions, Hoover Institution: Hoover Institution Press Publication, 11-20
2. Asheim, B., and M. Dunford (1997), ʺRegional Futures.ʺ Regional Studies (July): 445-455
3. Broadman, H. G. (Ed.) (2005), From Disintegration to Reintegration: Eastern Europe and the Former Soviet Union in International Trade. Washington D.C.: The World Bank
4. Cojanu, V. (2005), The Integration Game. Bucuresti: Ed. Economica 5. Cojanu, V., A. Dima, R. Musetescu, D. Paslaru, and M. Stanculescu
(2004). Specific Requirements of the EU Structural Instruments and Policy Implications for Romania. Bucuresti: Institutul European din Romania
6. Drabek, Z. (2005). ʺRegionalism and Trade Discipline.ʺ Z. Drabek, (Ed.), Can Regional Integration Arrangements Enforce Trade Discipline?, Palgrave Macmillan, 19-68
7. Dyker, D. (2000), ʺThe Dynamic Impact on the Central-East European Economics of Accession to the European Unionʺ,
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Working Paper no. 06/00, Sussex European Institute, University of Sussex
8. The Economist (2005), ʺChina. The Silent Majority.ʺ (April 9) 9. Enright, M. (2001), ʺRegional Clusters: What we know and what we
should know.ʺ Paper Prepared for the Kiel Institute International Workshop on Innovation Clusters and Interregional Competition, (November)
10. Enright, M. (1993), ʺThe Geographic Scope of Competitive Advantage.ʺ Working paper no. 93-060, Division of Research, Harvard Business School
11. European Commission (2003), ʺCouncil Regulation (EC) 1059.ʺ L 154/1, Official Journal of the European Communities, 21.6.2003
12. European Commission (2002), ʺRegional Clusters in Europe.ʺ Observatory of European SMES 3
13. EBRD (European Bank for Reconstruction and Development) (2004) Transition Report 2004. London: EBRD
14. Ghemawat, P. (2001), ʺDistance Still Matters: The Hard Reality of Global Expansion.ʺ Harvard Business Review (September)
15. Martin, R. and P. Sunley (1996), ʺPaul Krugmanʹs Geographical Economics and Its Implications for Regional Development Theory: A Critical Assessment.ʺ Economic Geography 72:3 (July): 259-292
16. OECD (Organisation for Economic Co-operation and Development) (2002), Redefining Territories. The Functional Regions. Paris: OECD Publications Service
17. Paelinck, J. H., and M. Polèse (1999), ʺModelling the Regional Impact of Continental Economic Integration: Lessons from the European Union for NAFTA.ʺ Regional Studies 33:8 (November): 727-738
18. Pelkmans, J. (2003), Integrare europeana. Metode si analiza economica. Bucuresti: Institutul European din Romania
19. Peschel, K. (1998), ʺPerspectives of regional development around the Baltic Sea.ʺ Ann Reg Sci 32: 299-320
20. Puga, D., and A. J. Venables (1996), ʺTrading Arrangements and Industrial Development.ʺ Discussion Paper no. 319, Centre for Economic Performance, London, (December)
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21. Rodriguez-Pose, A. (1994), ʺSocioeconomic restructuring and regional change: Rethinking growth in the European Community.ʺ Economic Geography 70:4 (October): 325-336
22. Sala-i-Martin, X. (2002), ʺSources of Growth.ʺ M. S. Khan, S. M. Nsouli, and C.-H. Wong (Eds.), Macroeconomic Management: Programs and Policies, Washington D.C.: International Monetary Fund, Chapter 4, 58-97
23. Salvatore, D. (1990) International Economics. 3rd Edition, New York: Macmillan Publishing Company
24. Sparke, M. ʺCascadia and the End of the Nation-state: Interrogating the Bases of Transborder Boosterismʺ, University of Washington, retrieved from http://www.geog.ubc.ca/iiccg/papers/sparke_m.html [16 march 2006]
25. UNCTAD (United Nations Conference on Trade and Development) (2004), Trade and Development Report. Chapter III ʺOpenness, Integration and National Policy Spaceʺ, New York and Geneva: United Nations, 79-154
26. UNECE (United Nations Economic Commission for Europe) (2005), Economic Survey of Europe, 2005 No. 1. New York: United Nations
27. Vickerman, R., K. Spickermann, and M. Wegener (1999), ʺAccessibility and Economic Development in Europe.ʺ Regional Studies 33:1 (February): 1-1
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
IT STRATEGIES IN INCREASING BUSINESS
COMPETITIVENESS
Alina Andreica*
Abstract Within the framework of the present information & knowledge-based society, business competitiveness necessarily requires adequate IT strategies. The paper focuses on proficient principles of designing IT strategies and implementing adequate software systems. The implementation of dedicated software systems - the top level of any IT strategy - has to comply modern management and business requirements; therefore business software should model & integrate activities from all business compartments, distributely access the company’s integrated database and offer relevant synthesis for management levels. The paper underlines the most important principles in implementing such dedicated software systems and discusses their advantages in increasing business competitiveness 1. The Working Framework Implementing adequate ICT (Information and Communication Technology) strategies is essential for increasing activity and management efficiency within organizations [AndP04]). The implementation of dedicated information systems for managing organizations’ activity - the “top” level of an ICT strategy - is detailed in [And05]
The adaptation of information systems to the organization’s characteristics and needs is indispensable for increasing its efficiency in specific activities and management. It is important that management strategies take into account the dedicated software’s potential in significantly increasing organization efficiency, provided that it is properly designed and implemented.
* Alina Andreica is a lecturer at the Faculty of European Studies, Babes-Bolyai University.
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The main goal of implementing information systems within an organization is to induce overall activity efficiency by IT means – automatic information processing, adequate information and document management. The system’s implementation will also improve management strategies since on-line synthesis of most relevant information from organization’s compartments / system’s modules will turn into genuine electronic management assistants.
IT strategies should find their appropriate place within designing organization’s management strategies [Kot00] since, based on their business impact, both in required resources, work impact and gained competitiveness, if properly implemented, IT management becomes a key component in organization management.
Within this framework, the present paper focuses on the most important principles in designing an IT strategy adapted to the company’s targets and resources and in efficiently implementing dedicated software systems for managing organization activity. 2. Stages in Developing Companies’ IT Strategies Within this paragraph, based on the theoretical framework established in [AndP04], [And05], which can be synthetically formulated as adaptation to organization’s target field and goals, organization resources and management strategy, we propose IT strategies adapted to organization characteristics. Therefore, all IT strategies recommended below take into account the company’s goals & resources and the available human and financial resources.
It is essential that IT strategies be integrated within management strategies since they have high costs and, if properly designed, can significantly increase organization competitiveness (or waste resources otherwise). When designing IT strategies it is important to take into consideration the necessity to innovate, to design future upgrades both in IT infrastructure & software systems, in order to ensure company’s adaptation to the dynamic business environment.
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2.1. Small Companies Small companies are the most flexible, their IT strategies have quite moderate costs and are relatively easy to be designed according to their goals. Most small company managers acknowledge the importance of IT in business competitiveness and invest in the company’s adequate IT infrastructure. Taking into account the primary promotion goal of any small company, the next important step in the IT field is acquiring the company’s website, mainly designed for promotion purposes [And05] Web marketing is nowadays one of the most efficient means in marketing strategies, with relatively low costs.
The promotion web site launching generally attracts customers from wider geographical areas and statistically increases the company’s turnover [AndP04], bringing more resources into its business activity, which often leads to growing the business and, if corroborated with other efficient management strategies, also to enlarging the company.
Regarding the human resource field, small companies do not generally afford and do not really require their own IT personnel, therefore using part-time employees or acquiring IT maintenance services from specialized firms
Dedicated software usually includes finance & accountancy applications, with a fairly high degree of standardization for the business environment and, consequently, relatively moderate costs. Nevertheless, it is recommended that future integration necessities be taken into account (see medium companies in next section) for investment proficiency. 2.2 Medium Companies Moving towards medium size companies necessarily implies hiring own IT personnel, mainly for network administration and full-time managing the IT infrastructure and basic software; as the company develops, the IT team will turn into the IT department
In order to model the company’s activity, an integrated ERP (Enterprise Resource Planning) system is required since the information system has to integrate all relevant modules (Sales, Customers,
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Acquisitions, Human Resources, Finance & Accountancy, etc.) modelling the activities from all inter-related compartments by accessing an integrated information database. The integration necessity is obviously motivated by the interdependence of most company’s activities (for example, sales, as well as acquisitions or wages, have to be taken into account by the finance & accountancy module, the human resource module has to be correlated with wages, etc.). Relevant syntheses from all modules are to be integrated into a top management module with the role of an electronic management assistant (decision assistance systems).
Even if companies do not have all necessary funds available in order to acquire the entire ERP system, management levels have to adapt their investment strategy to the obvious integration goal of the modules.
The company’s IT strategy also has to focus on developing dedicated systems oriented towards growing the business and increasing the company’s competitiveness according to its goals & target field (education, consultancy, production, services, etc.). For example, human resources and consultancy companies can invest in upgrading the promotion web site into a company portal, offering client communication facilities, on-line registration (the company has already built its reputation and client trust), providing on-line training facilities, possibly by acquiring & developing e- learning systems.
The company’s IT strategy has also to take into account the fact that once any dedicated software system is implemented, the company will become dependant on the designer (the software company which designed & implemented the software) for the system’s maintenance, or any future update, upgrade or adjustment in the system. Therefore, it is highly recommended that these topics be covered in the initial contract / agreement.
When acquiring a software system, companies may either face the situation in which there exist fairly standard solutions in the field, for which specific customisations are nevertheless often needed, or the situation in which the problem is fairly new or peculiar, and a specific software system has to be designed. Both in the case of customisation, and in the case of designing the system from scratch, system specifications are of utmost importance because their accuracy guarantees that the software system will meet user needs (see next section)
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Improper or incomplete system specification given by users will lead to time and resource waste, both from financial and human resources points of view. Taking into account the high costs of software systems, generated by their high complexity, it becomes obvious that designing adequate system specifications are to be given proper attention and resources. Moreover, adequate investments in efficient software systems will highly increase the company’s competitiveness. 2.3 Large Companies Although large companies posses considerable resources, their activity, consequently their IT strategy as well, are characterized by a higher complexity, therefore it is important to be appropriately designed.
An adequate IT infrastructure and a consistent IT department are obviously required.
The strategies in implementing ERP & dedicated software systems, already necessary for medium size companies (see previous section), become essential for large companies, otherwise they can not be competitive enough to promote their business on the market. The integrated ERP system and its top management assistance facilities become of utmost importance for large companies, where the “distance” from operational levels to top management ones increases. The structure of large companies imposes the necessity of designing management strategies based on efficient and integrated information systems, which offer relevant management syntheses and adequate information at any moment, based on updated information from the system’s integrated database.
Large companies posses considerable financial & human resources, therefore can decide for sustaining their own software development team within the IT department, in order to design and implement dedicated software for the company. Such a strategy has the enormous advantage of own software manageability, which is extremely important in companies with significant activity dynamics and is an optimal solution for companies with good potential in sustainable IT human resources, and good financial resources. On the other hand, this solution is not recommended under time constraints, since it requires a considerable amount of time. In cases of time
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constraints and very generous financial resources, possible corroborated with brand requirements including in IT (for example banks offering secured systems for on-line payments), the recommended strategy is to acquire the dedicated software from highly rated IT software companies.
Software system implementation is one of the most important and challenging aspect to be solved within IT strategies dedicated to large companies because such systems are definitely required, while their implementation has a huge impact on the organization, both from necessary resources and future impact points of view. An adequate solution is to be chosen by taking into account good time management, corroborated with IT human resources and financial strategies, adapted to the company’s targets 3. Principles in Implementing Dedicated Software Systems – Users’
Role The stages in designing and implementing software systems are dealt with in [And05]. In order to implement proficient dedicated software systems within organizations, it is important that companies’ management levels be aware of the users’ role in implementing such systems.
Users should be involved in: Defining system specifications – establishing system requests; in this
respect, it is important that the following aspects are tackled: o The necessary information and the information to be processed
– will constitute the system’s database o Requested information processing – means in which the
information is processed o Reporting – necessary reports, statistics, syntheses obtained by
accessing the information database o Connection with other modules – information to be transferred to /
from other information (sub)systems and requested formats (import / export operations). Such specifications are important even if the connected modules are under development or intended to be developed in the future because, as sustained in paragraph 2, module integration is essential for the organization
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o Import requirements from previous systems – if the system upgrades a previously implemented one, it is important that previously used database(s) be imported into the new one, otherwise users will have to re-introduce data
o Assistance and maintenance requests - consequent to system implementation
Prototype Verification – evaluating the first version of the system and indicating aspects to be adjusted System Use & Monitoring – using system facilities according to its
documentation & specifications and, if necessary, indicating potential problems to be adjusted or necessary system modules to be designed & integrated in the future
Efficient implementations of dedicated software systems have to take into consideration the organization involvement in the above described implementation stages.
The analysis stage is to be performed by the IT team / company in cooperation with the (user) client organization. Incorrect or incomplete system specifications can conduce to repeated redesigning processes for the IT company / team, and to resource waste (time, finances, skilled human resources) both for the IT company and its client organization.
On the other hand, adequate management of the above described aspects ensures a successful system implementation for the organization and the adaptation of the contracted software to all the defined user requirements.
4. Romanian Case Study According to an undergoing study within the Romanian business environment [And04], based on administrating and interpreting an evaluation questionnaire in the county of Cluj, we can state, with a fairly good accuracy [And04], that: Computer networks and Internet connections are used on a large
scale – 95% in our sample around 80% of the firms in our sample have their own website, mainly
oriented on promotion purposes. The most important facilities offered
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by the implemented web sites are: marketing and promotion – 37% (ranks on top as expected, since it represents the first step in moving the business towards the web), client communication – 24%, internal (employee) communication and product distribution – 7-8% 40% of the total employee number in our sample firms use their own
computer Regarding the software that is used, we noticed almost equal
proportions among: office automation, database, Internet, financial and specific software (around 14-16%). As predicted, management software, which imposes a consolidated integration of the most relevant information from all departments comes with a lower percentage – 9%. Human resources software was rated with 8% The most used Internet applications regard, as expected within the
business environment, e-business – 21%, e-payment – 21%, e-commerce – 12% and e-news – 12% In our evaluation regarding the previous year investments in ICT
made by small and medium enterprises, we found that: 18% declared total ICT investments higher than 75%, 14% in the interval (50%, 75%], 9% in the interval (30%, 50%] and 31% - investments lower than 30% ICT created new jobs for 66% of our subjects, in various percentages A majority of 70% in our sample sustain that IT strategies influence
human resources policies and management strategies Taking into account these results, we can conclude that although
the infrastructure is in place, information system implementation is in its medium stages in Romania: integrated ERP systems and management assistants are not yet implemented on a large scale, but the trend and necessity in implementing such systems becomes more and more noticeable.
Therefore, it is very important that adequate IT strategies be integrated into Romanian organization management strategies and that the awareness of users’ role in implementing dedicated information systems is appropriately trained.
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5. Conclusions Based on the huge impact that IT has in organization activity and management, we sustain that it is essential to integrate IT strategies within organization management strategies and to adopt appropriate strategies in implementing dedicated information systems.
We state that IT strategies should be designed according to the company’s goals & resources and the available human and financial resources. IT strategies should also take into account the necessity of future hardware & software upgrades. The paper proposes systematic IT strategies for small, medium and large companies designed on the above stated principles.
We also discuss the IT implementation stage in Romania, concluding that although the infrastructure is in place, information system implementation is in its medium stages in Romania: integrated ERP systems and management assistants are not yet implemented on a large scale, although the tendency in developing them becomes more and more clear. We consider that an improvement could be based on an increased awareness regarding the importance of integrating IT strategies in management strategies and of users’ role in implementing dedicated information systems.
The implementation of information systems should be adapted to the overall IT strategy of the organization and must ensure flexibility and extendibility in the development and implementation of software systems. 6. References [And03] Alina Andreica (2003) Limbaje de programare şi sisteme informatice,
Cluj-Napoca: EFES. [And04] Alina Andreica, “Study on ICT Impact within the Romanian
Business Environment”, Proceedings of the International Conference on “Globalism, Globality, Globalization” – 10 Years of European Studies in Cluj , Faculty of European Studies, “Babeş-Bolyai” University, 21-23 October 2004
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[AndP04]Alina Andreica, Iustin Pop (2004), “ICT Strategies for Increasing Efficiency in Businesses and Organizations. Case study on some Romanian Small and Medium Enterprises”, in Global Information Technology, Innovation and Entrepreneurship, Panagiotis Petratos editor, ATINER, Athens, p. 3-10.
[And05] Alina Andreica (2005), “Strategies in Implementing Efficient Information Systems”, in Gregory Papanikos (editor), International Research on Global Affairs, Athens Institute for Education and Research, ISBN 960-88672-4-X, Athens, p. 499-508.
[Kot00] Kotler, P. (2000), Marketing Management, New Jersey: Prentice Hall, Upper Saddle River.
[Kot01] Kotler, P., Armstrong, G. (2001), Principles of Marketing, 9th Edition, New Jersey: Prentice Hall, Upper Saddle River.
[Luc95] Terry Lucey (1995), Management Information Systems, The Guernesey Press CO Ltd.
[Rot99] Traian Rotariu (1999), Metode statistice aplicate în ştiinţele sociale, Iaşi: Polirom.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
Book Review Dominique Schnapper : « Qu’est-ce que l’intégration ? » Gallimard 2007, 240 pages
Marina Pisica De nos jours, la société contemporaine connaît des changements radicaux. Même si chaque nation garde sa spécificité, ses valeurs et ses traditions, aucune n’échappe aux transformations amenées par la modernisation au sein de chaque société. D’où la nécessité de revoir certains phénomènes qui ne peuvent plus être perçus de la même manière qu’avant. L’intégration n’est pas un concept récent, mais il reste toujours actuel puisqu’il accompagne la vie quotidienne de toute société.
Dominique Schnapper explique le contenu détaillé de ce concept dans son livre « Qu’est-ce que l’intégration ? » La France, l’Allemagne, Grande-Bretagne et les Etats-Unis sont le lieu qu’elle a choisi pour son enquête sur l’intégration des étrangers à la société, aussi bien que celle de la société elle-même. En effet, avant de commencer son analyse, l’auteur distingue les deux aspects importants de l’intégration :
a. L’intégration des étrangers à la société nationale b. L’intégration de la société nationale dans son ensemble.
Ces deux aspects vont constituer le principal sujet de recherche . Jusqu’à présent, un seul aspect est évoqué le plus souvent, celui qui établie le rapport société – étranger, alors que ce terme est beaucoup plus large. Il désigne aussi un principe de la démocratie moderne qui intègre tous les citoyens dans un processus commun, basé sur l’égalité et liberté.
Le terme d’ « intégration » fait partie de deux domaines différents : la sociologie et la politique. Dans le cadre de la politique, l’intégration représente l’activité des politiques publiques chargées d’inclure l’étranger dans la société nationale. Dans le cadre de la sociologie, l’intégration désigne un processus beaucoup plus complexe, résultat des observations et des recherches sociologiques.
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Dans le premier chapitre, l’auteur nous démontre que le terme d’ « intégration » est beaucoup plus ancien qu’on ne le pense. Ses premiers éléments sont analysés chez Durkheim. Il définit l’intégration comme « produit direct du nombre des individus de la société et de l’intensité de leurs interactions »1. Dominique Schnapper illustre la pensé de plusieurs sociologues, pour expliquer l’évolution du terme. En suivant la réflexion de chaque personnalité, deux éléments se définissent comme constantes : l’ensemble des individus et leur lien spécifique selon la « communauté »
La pensée sociologique américaine inclut le deuxième aspect de l’intégration. Elle a pour objectif de former une nation unique à partir des différents groupes d’immigrés. Il s’agit d’un processus plus compliqué, car l’individu subit d’abord une « désorganisation » (terme utilisé par William Thomas et Florian Znaniecki pour expliquer l’affaiblissement de l’influence des normes sociales dans le cadre du groupe), pour s’intégrer ensuite à la société d’accueil suivant la phase de «réorganisation » (l’acceptation progressive par les membres du groupe des règles et des institutions de la société).
Mais l’auteur se montre incapable d’analyser l’intégration en tant que telle, puisque ce processus n’est jamais achevé. Il varie selon les différents domaines de la vie sociale, d’où la possibilité d’analyser seules ses « dimensions ».
Le premier chapitre met donc en évidence les différentes formes de l’intégration, la nature du lien entre les individus quel que soit le groupe, les structures, les démarches faites sur le parcours et l’évaluation du degré d’intégration. La conclusion tend à affirmer que l’intégration d’un groupe à une société nationale représente une des dimensions d’un processus plus large – l’intégration de la société elle-même.
Le deuxième chapitre traite le premier aspect de l’intégration ou d’une de ses dimensions – l’intégration des migrants à la société. Ici l’auteur met en évidence et explique le fonctionnement de deux grands modèles d’intégration – américain et français. L’assimilation représente le premier modèle d’intégration des migrants aux États-Unis, comme en France. Aux Etats-Unis, il n’impose pas une homogénéité ethnique et culturelle. Mais il suppose l’utilisation de la
1 Dominique Schnapper « Qu’est-ce que l’intégration ? » Gallimard 2007, page 32
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langue commune,la participation aux traditions américaines et l’adoption des mêmes techniques et modes de vie tout en gardant les particularismes spécifiques du groupe. Les nombreuses recherches sociologiques démontrent la tendance de la société américaine à former un autre modèle d’intégration des migrants, plus respectueux de leur diversité. D’après les Américains, l’assimilation est un vieux modèle des États européens. L’auteur explique l’évolution de la pensée américaine étape par étape à la recherche d’un modèle d’intégration plus sophistiqué et moins rigide.
En revanche, en France cette recherche parvient plus tardivement, avec l’apparition des « multiculturalistes ». Elle s’oppose au modèle classique « intégrationniste » et se rapproche du modèle américain. L’opposition entre les deux modèles se développe plus particulièrement dans les années 1980-1990. Selon l’auteur, la société républicaine française renonce difficilement à son modèle d’intégration classique, fondé sur « l’utopie républicaine » qui prévoit tous les citoyens égaux devant l’État.
Le Canada et l’Australie ont accepté plus facilement les politiques d’intégration multiculturelles qui ont pour démarche initiale la reconnaissance dans l’espace public du sens et de la dignité de la culture d’origine des immigrants.
Mais même si le modèle « intégrationniste » a déjà été reconnu comme inopérant, son opposant comporte aussi des risques qui peuvent mettre en danger la société d’accueil. D’où la nécessité du respect de certaines conditions.
D’après l’auteur, l’enquête est le meilleur moyen de compléter une analyse. Elle donne la possibilité de mesurer le niveau d’intégration des immigrants selon le pays. Les enquêtes faites en France, Grande-Bretagne et Allemagne ont eu des résultats clairs concernant l’intégration des étrangers. L’acculturation rapide est spécifique aux trois pays grâce à la fréquentation scolaire. En Grande-Bretagne, le lien avec la culture d’origine est plus prononcé à cause de la politique du gouvernement britannique. Sur le plan politique, si en France et en Grande-Bretagne tous les étrangers doivent acquérir la nationalité du pays d’accueil pour réussir leur intégration, en Allemagne ce processus est moins répandu. D’où le sentiment de se sentir « moins allemand » que dans les deux autres cas. En France, l’intégration culturelle et structurelle est la plus grande alors que
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l’intégration dans le monde du travail et de la politique reste la plus difficile.
Pour conclure, l’intégration des migrants à la société renvoie à la question d’intégration de la société. Il est donc important d’analyser non seulement l’intégration d’un certain groupe à la société, mais aussi l’intégration de la société elle-même.
Dans le troisième chapitre, l’intégration de la société dans une démocratie repose sur « la reconnaissance de l’égale dignité de tous les individus ». Ce phénomène se reflète dans l’exercice de la citoyenneté de chaque individu (le vote) et dans la participation à la production des richesses (travail – « grand intégrateur »). « L’individu souverain, né avec la modernité politique, est indissolublement le citoyen et l’homme qui travaille pour maîtriser la nature »
En conclusion de ce livre, on peut affirmer que la société démocratique s’interroge toujours sur l’intégration puisque c’est un sujet perpétuel. D’autre part, on peut le considérer comme un « concept - horizon » car la société n’a jamais atteint la définition théorique de l’intégration. Ce terme est à la fois sociologique et politique, d’où une possible confusion. Mais sa définition ne peut exclure ni l’intégration des migrants à la société, ni l’intégration de la société elle-même. Le débat actuel sur le multiculturalisme qui intègre la population de toute nationalité, est de plus en plus fréquent.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007 Julien Benda : „Discours à la nation européenne”, Gallimard, 1993
Emilie Chapuilliot
Essayiste, Julien Benda (Paris 1867 – Fontenay-aux-Roses 1956), auteur d’un pamphlet littéraire ( La France byzantine, 1945) et d’une trilogie autobiographique (La Jeunesse d’un clerc, Un régulier dans le siècle, et Exercice d’un enterré vif, 1946), demeure surtout célèbre par sa réflexion sur La Trahison des clercs (1927).
Discours à la nation européenne vise à donner aux hommes portant le projet d’une Europe unie toutes les clés pour bâtir leur argumentation face à leurs détracteurs. Sous formes de pseudo leçons thématiques et commentées, Julien Benda déploie un raisonnement « pro-européen » avec force et vigueur. Abordant un à un des thèmes primordiaux – religion, paix, langues, nationalismes etc… - il se fait le défenseur de l’Europe de demain, unie dans la diversité. Sa démonstration – car il s’agit bien ici de prouver par l’expérience et par de nombreuses références l’existence d’une Europe potentielle – est riche d’enseignements. Quatre-vingts ans plus tard elle nous éclaire encore quant à la naissance, et l’avenir de l’Europe. Une Europe « super-nationale », en perpétuelle construction qui se retrouve aujourd’hui, à vingt – sept, face à de nouveaux défis. Julien Benda et sa définition de la nation Nous devons logiquement nous interroger sur le sens donné au terme « nation » et en l’occurrence ici à celui de « super-nation ».
« L’Europe ne sera pas le fruit d’une simple transformation économique, voire politique ; elle n’existera vraiment que si elle adopte un certain système de valeurs, morales et esthétiques ; si elle pratique l’exaltation d’une certaine manière de penser et de sentir, la flétrissure d’une autre ; la glorification de certains héros de l’Histoire, la démonétisation d’autres ».
À mon sens, sa conception de la nation se rapproche de la définition établie par le Dictionnaire Zingarelli de l’Académie italienne à savoir « un complexe d’individus liés par la même langue [on verra par la suite le point
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de vue de l’auteur sur cette question ], la même histoire, les mêmes intérêts et les mêmes aspirations, à condition qu’ils aient la conscience de ce patrimoine commun ». La nation – version Julien Benda - exige la piété, le dévouement et lʹamour ; et la notion de territoire est totalement étrangère à ce concept. Pour Julien Benda, la nation européenne existe par elle-même ; elle a une existence propre, à part entière et légitime. En se lançant dans un tel argumentaire, l’auteur pense pouvoir donner l’impulsion à une dynamique européenne latente. La nation existerait avant même l’idée que les peuples s’en font. Entre les lignes, on devine que Julien Benda pense qu’il suffit de réveiller la conscience européenne pour faire du continent une nation effective. Mais ne nous voilons pas la face, Rome ne s’est pas faite en un jour ; la nation européenne non plus...
À noter que l’auteur a une confiance incommensurable dans les peuples. À aucun moment de l’ouvrage il n’évoque l’éventualité d’une quelconque construction politique ou institutionnelle ; la nation européenne se fera par le bas, par la force et la volonté de son peuple. L’Europe du peuple nous l’avons finalement laissée de côté privilégiant une Europe économique et des institutions. Aujourd’hui, nous recherchons le soutien populaire notamment par le biais d’une pseudo citoyenneté européenne. Est-ce là dans la logique des choses ? Julien Benda a compris que pour recueillir l’adhésion des peuples, il faut d’abord les fédérer et leur faire prendre conscience du passé, du présent et de l’avenir qu’ils ont en commun. C’est seulement dans une communauté d’intérêts et de destin qu’ils avanceront ensemble dans la même direction. Quelles sont les bases d’une nation ? Sur quoi se construit cette idée ? L’Europe de la culture est antérieure à toutes organisations politiques : l’Europe de la chrétienté, celle des monastères et des universités, celle des Lumières était plus unie culturellement que ne le fut, à partir de la fin du
XVIIIème siècle l’Europe des États – nations qui a semble t-il fragilisé et parfois compromis la conscience européenne. Si un certain cosmopolitisme culturel s’est maintenu à travers les âges, au niveau des élites, il demeure que les États - nations, ont non seulement fortifié et enrichi des consciences culturelles nationales, mais ont fait diminuer la part qui revenait au
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sentiment d’appartenance commune. Celui-ci imprègne en profondeur toutes les cultures du continent européen dont le fondement culturel demeure l’héritage judéo-gréco-latin, quels que soient les apports extérieurs et très divers d’autres courants. Julien Benda insiste sur cette sensibilisation européenne qui nous distingue du reste du monde. Une idée défendue également par R. Condenhove-Kalergi :
« L’Europe forme un tout grâce à la religion chrétienne, à la science européenne, à l’art et à la culture qui reposent sur des bases grecques et chrétiennes. […] L’unité de la culture occidentale nous donne le droit de parler de nation européenne qui se subdivise en divers groupes linguistiques et politiques ».
R. Coudhenvove relativisait la barrière de la langue, Julien Benda l’exalte : dans sa vision des choses, une langue commune devra se superposer aux langues nationales. C’est le français – pour sa clarté, son rationnel, son apollinisme -, qui selon l’auteur aura une certaine primauté morale. Julien Benda accorde lui aussi une place importante à la religion même s’il lui confère un autre rôle. Elle n’est pas selon lui, seulement une base pour l’Europe, elle ne renvoie pas seulement à un passé commun : elle doit concourir à faire de l’Europe ce qu’elle doit être. Les souvenirs douloureux du premier grand conflit mondial - « la der des ders » - résonne avec insistance dans un véritable éloge du pacifisme. Les clercs doivent aller dans ce sens en prêchant la modération face aux volontés d’expansion et la soif de s’accroître qui caractérisent l’homme moderne. C’est avec l’aide des hommes d’églises que la dimension militaire et guerrière de l’Europe disparaîtra au profit d’un pacifisme à l’européenne. La paix ne correspond pas pour Julien Benda à l’absence de guerre : c’est un état d’esprit à part entière. C’est donc nécessairement grâce à un changement de moralité publique que la paix s’imposera en Europe. La naissance d’une nation ou d’une « super – nation » Pour l’auteur, la nation est bipolaire, elle se construit à travers deux mouvements opposés dans leur finalité mais simultanés dans leur apparition. La nation naît en effet d’une volonté de « vivre ensemble » : fraternité, altruisme, association, partage, unité, union… les vertus que l’on
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peut lui attribuer sont sans fin. Mais dans le même temps, ces individus qui s’unissent s’enferment dans ce nouveau cadre de référence qu’ils ont crée, imposant des frontières entre eux et les autres. Opposition, haine, arrogance… le deuxième versant de la nation a de quoi faire peur : il permet à l’homme de se confondre dans le collectif pour s’opposer aux autres et ainsi assouvir ses besoins et ses tentations les plus égoïstes. L’intérêt de la nation, du groupe primant sur celui de l’individu, l’égoïsme se transforme en engagement, devenant positif voire « sacré ». Julien Benda est persuadé que ce côté obscur et pervers s’effacera dans la nation européenne. Il croit en l’Europe et à sa capacité à unir des individus différents : moins attachés à l’Europe qu’à leur nation ou jadis à leur province, les européens vivront ensemble avant « d’exister contre » ou « en opposition avec ». Ce qui pour l’auteur fera l’atout de l’Europe, c’est le détachement qu’auront les individus vis à vis d’elle. Ce déficit identitaire est certainement aujourd’hui une des failles les plus sensibles en Europe. L’auteur y voyait une condition sine qua non au bon fonctionnement de l’Europe, désormais, on se bat pour faire naître un sentiment européen à part entière.
Selon Julien Benda, l’Europe a toutes les cartes en main pour devenir une « super-nation », même si le chemin risque d’être long et semer d’embûches. « L’Europe se fera, comme se firent les nations. La France s’est faite parce que, chez chaque Français, à l’amour pour son champ ou pour sa province s’est superposé l’amour pour une réalité transcendante à ces choses grossièrement tangibles, l’amour pour une idée ».
Julien Benda prêche l’affranchissement du préjugé national - et plus largement du national -, mais surtout il insiste sur la notion de conscience qui, selon lui, constitue la condition de base de l’existence d’une nation. « Ce qu’il faut enseigner aux hommes, c’est à abolir le sentiment de leurs différences en s’appliquant à se sentir chacun dans sa région d’humanité supérieure à ses différences »
Il reviendra à chacun d’abandonner sa moralité nationale, pour qu’enfin triomphe l’âme européenne supérieure. L’Europe ne doit pas, selon Julien Benda, devenir un assemblage artificiel de particularismes. Aujourd’hui plus qu’hier, c’est pourtant ce qu’elle est ! L’auteur sait que l’avènement de l’Europe sera difficile. Il a conscience que cela nécessitera
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un long apprentissage, un processus complexe, de détachement et d’attachement. Ce qu’il vise fondamentalement à travers une construction politique de l’Europe, c’est un dépassement du principe nationaliste au sens le plus large. Il revendique la nécessité d’un point d’ancrage ou d’une base d’unité d’une communauté où les gens pourront se sentir unis dans un même projet. L’Europe actuelle ressemble t-elle à celle espérée par Julien Benda ? Plus d’un demi-siècle plus tard les mêmes interrogations, les mêmes doutes, parcourent l’Europe. Avec le « retour en Europe » des pays du centre et de l’est, la question du nationalisme a plus que jamais refait surface. Le défi que lançait à tous les peuples Julien Benda n’est rien à côté de celui qui a consisté à produire, dans les années 80’ et 90’ chez les individus un sentiment d’appartenance à l’Europe. Lorsque les pays de l’est s’émancipent de la domination soviétique, ils retrouvent leur souveraineté au moment où la construction de l’Europe - elle est et sera toujours en perpétuelle construction - impliquait un dépassement du principe national dans sa version négative. Mais l’éclatement du communisme a fait éclater l’unité fictive (penchant positif) de l’est. Contre l’ancien pseudo – universalisme communiste incarné par l’État-parti, on a assisté, à cette époque, à des réactivations identitaires. Julien Benda ne pouvait bien sûr pas prédire l’élargissement de l’Europe ; cependant, il aurait pu se demander s’il n’y avait pas plusieurs manières de concevoir le lien national et de penser l’Europe… Le vertige identitaire de l’Europe Cet ouvrage a le mérite d’alimenter le débat actuel sur l’Europe, sa légitimité, sa lisibilité, et sa crédibilité. Les écrits foisonnent sur les défis que doit encore relever l’Europe pour exister aux yeux des européens. Serge Berstein, dans La Grande Europe ? souligne que
« L’Europe n’est pas une réalité vécue par les populations, mais l’être de raison forgé par des intellectuels et qui n’a de consistance que pour les politiques, les hommes d’affaires ou les universitaires ». L’Europe peut-elle devenir une « super-nation » ? Quelles sont ses atouts ? Ses faiblesses ? C’est précisément ce sur quoi nous pousse à nous interroger l’ouvrage de Julien Benda. En retournant les arguments qui font de la
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nation des cadres de référence il nous montre à quel point la réalité européenne est fragile. À l’heure de l’élargissement, l’Europe, est à mon avis une « famille patchwork » et il ne semble pas du tout évident que nous nous acheminions vers une culture de plus en plus uniforme. Nous avons connu, on l’a évoqué précédemment, des époques où nous étions, semble t- il, beaucoup plus proches qu’aujourd’hui et nous risquons d’évoluer vers des périodes de plus grande divergence. Notre rapprochement n’obéit à aucun déterminisme, à aucune nécessité et la mondialisation pourrait très bien réveiller notre « esprit de clocher ». Rien ne nous indique que l’ère des communications nous amènera à une meilleure compréhension mutuelle. Les identités se négocient par la reconnaissance avec d’autres, et l’Europe doit se lancer dans une « politique affichée de la différence » comme la nomme Charles Taylor, capable de reconnaître l’égalité et la dignité des cultures. La prise en compte et le maintien d’une altérité radicale restent la condition fondamentale d’un minimum d’intercompréhension.
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, STUDIA EUROPAEA, LII, 2, 2007
EXPORTS AND GROWTH IN ROMANIA – A CAUSAL
RELATION?
Monica Ioana Pop Silaghi*
Abstract Is there a causal relation between exports and growth in Romania? This is the question to which in this paper we will try to answer. To separate a deterministic relation of a causal one is a very important task of the economists. A positive correlation between two phenomena does not necessarily imply the existence of a causality between them. The findings of the econometric analysis suggest that an outward-looking must be correlated with a good structure of exports in order to obtain a high level of economic growth. 1. Introduction The relation between trade and growth was debated over more than one century. The controversy regarding the positive effects of trade still exists today because there are points of views which sustain that free trade is a cause of underdevelopment, due to the dependence of the developing countries on the developed ones. Nowadays, the world experiences, without any doubt, a trend of liberalization. Even if a lot of empirical studies confirm the existence of a positive effect of the openness to trade on growth, the debate is still in progress.
Edwards [1992] poses the normal question if the volatility or the unpredictability of the world market permits that the exports determine growth in the developing countries. The exports of the less developed countries can fail in determining the economic growth of these countries due to a weak multiplier of foreign trade. This point of view was sustained with the mention that the positive experiences of South East Asia or East
* Monica Pop Silaghi, PhD, is a researcher at Babes-Bolyai University, Faculty of Economics.
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Asia are some exception and cannot be applied in the case of other countries.
Todaro [1998, p.475] thinks that the exports’ prospects of the less developed countries, especially in the case of the exports composed of primary goods, are pessimistic and the prices of these exports failed in comparison with the prices of the goods exported by the developed ones. Thus, the proposal of import substitution strategy seemed to be welcomed and the most suitable for reducing the external dependence.
However, the fails of the above mentioned strategy are not strange for anyone. We know that even in the countries that adopted this policy, the imports might not be reduced but modified in structure. The external dependence is not reduced; the production of some goods can be more expensive than importing them, fact that determines as a consequence the imminence of disequilibrium in the economy. For this reason, on long and medium term, even in the case of developing countries, the strategy of import substitution cannot be beneficial.
Our paper evolves as it follows: Section 2 surveys the empirical literature in order to find some positive arguments about the relation between trade and growth, Section 3 contains some results that we obtained in the case of Romania in testing Export led Growth Hypothesis and Section 4 focuses on concluding remarks. The objective of the paper is to see if there is a casual relationship between export and growth in Romania. The positive evidence of an ELG relation (export led growth) could be an evidence that the structure of exports is enough healthy in order to sustain the level of the economic growth. 2. Trade and growth – theoretical backgrounds The roots of the relation between trade and growth can be found in the classical theories as well as earlier during the mercantilism. From the traditional theories, it is clear that the foreign trade represent a stimulating force for the development as it was proved by A. Smith (1776) and D. Ricardo (1817). The comparative advantage was and is still being considered a determinant characteristic of the foreign trade. The outward
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orientation of the economy permits to obtain comparative advantages and to develop sectors in which can be obtained economies of scale.
The main flaws of the traditional theories were that, due to these theories, the openness to trade does not have any influence over the long term economic growth rate. Another flaw is the omitting of the situation in which trade flows are between countries with similar development levels and to the fact that almost all the world exchanges are formed by similar goods, respectively intra-industrial trade.
For explaining the intra-industrial trade and the connection with the differentiated rates of growth of the countries, there can be implied arguments of the new trade theories. Krugman & Helpman [1988] emphasize that an additional source of the gains obtained as a result of trade is the increase of the products’ variety which are accessible for the consumers, as countries are open to imports. In M. I. Pop Silaghi [2004] we offered a complete survey of the new trade theories and we found a considerable numbers of positive arguments about trade and growth. The theories are important as they give a different point of view over trade; they draw attention over new implications as increasing returns to scale, imperfect competition, product differentiation, technological gap, product life cycle.
Grossman & Helpman [1991] argued that countries which are more open to the rest of the world have a higher ability to benefit from the technological advantages generated by the developed countries. Barro & Sala I. Martin [1995] considered a world with two countries: one developed and the other developing, with differentiated inputs and immobile capital between them. The innovation takes place in the advanced country and the other country is in the situation of imitation products and new techniques. The equilibrium growth rate in the poorest country depends on the imitation cost and on the initial stock of knowledge. If the imitation costs are lesser than the innovation costs, the poorer country will grow more rapidly than the advanced one and it will exist a convergence trend of the economic growth rates. In this model, it is natural to make connection between the imitation costs and the degree of openness: the more open countries have higher potential of absorbing new ideas.
Hogendorn [1996, p.442] also confirms the hypothesis that the developing countries which are more open to trade know a more rapid
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growth and they will be more able to reach the income level of the industrialized countries.
The positive view on the relation between trade and growth stresses the gains that can arise from the international specialization at which it can be added the additional support of a lot of internal effects in the developing of a country. The international exchanges determine gains of welfare and efficiency of which benefit all the countries, no matter what their initial situation, their level of development, their technological level or their natural resources endowment are. These gains are of different nature regarding their belonging and the specialization implied by the traditional theories or by the advantages of a large market, analyzed by the new trade theories.
Important roles in the sustaining the above positive view have the empirical studies. A lot of empirical works (Michaely [1977], Feder [1983], Tyler [1981]) were based on regressions between exports and growth. The studies based on regressions implied the rank methods and the least squares method between exports and output or GDP. The variable taken into account for the economic growth was the real GDP although some studies used GDP per capita or the manufactured output and in some situations GDP from which it was excluded export. For the exports, there were used different variables as the increase of the real exports, the manufactured exports, the weight of export in GDP, the weight of the changes of exports in GDP. The number of the considered countries varied from seven to more than a hundred, the time periods were different and different variables were used for export and economic growth.
In [Pop-Silaghi, 2005a)] we gave insights of the studies developed by the above mentioned authors. A problem that it was encountered in these studies was that some results can determine an instant correlation due to the exports which are part of the GDP. We will shortly expose some results of those studies surveyed by us.
The majority of these studies use regressions starting from the neoclassical production function with the following form:
( )XLKfY ,,= (1) where - Y is the level of output; in fact it is the GNP from which exports are
extracted, taking into account that exports are part of the GNP
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- K is the capital stock, with growth approximated by the level of investments, I
- L is the labor force - X are the exports Regressions had the following form:
jnjj XZY ˆˆ 1++= ββ (2) where - jŶ is the rate of the real growth of the GDP or of the output - X is the rate of the real growth of exports, or of exports and imports as
well - Z is a vector of additional variables, usually containing the rate of
growth of the employed population, as well as the percentage of investments in the GDP
Michaely [1977] started his analysis considering a sample of 41 countries, divided in the two sub-samples: the first one, composed by countries with low-income and the second formed of countries with medium income. The author made a correlative analysis of ranks between the growth of GDP and the growth of exports as part of GDP. In this case, the specification of his model was the following:
j j
j njj XY X
ZY ˆ1++= ββ (3)
We consider this approach too suspicious because as exports are considered a part of the GDP, this fact can induce a positive sign of the coefficient which expresses relation between trade and growth. On the other hand, the author concluded, after solving the regression, that there exists a strong and significant correlation between the growth of GDP and the growth of export, at a level of significance of 1% in medium income countries. For countries with low income, correlation was positive but insignificant. He undergoes also that growth is affected by the performance of exports only after the country knows a minimum of development.
Tyler [1981] worked on a sample of 55 developing countries. The sample covers 55 middle income developing countries, eliminating from the analysis the lower income developing countries, defined as having the GNP per capita of US $ 300 or less in US 1977 dollars. From the 55 selected countries, 6 were oil exporters, belonging to OPEC. For some of the
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analysis, they have been omitted from the sample. The rationale of omitting the poorest countries is that some basic level of development is necessary for a country to most benefit from export-oriented growth, particularly involving manufactured exports. The major economic performance variable analyzed is the annual average rate of the GDP during 1960-1977. Pearson and Spearman rank correlations between the GDP growth rates recorded positive values, at a level of significance of 1%.
The same paper also studied the bivariate relationship between the GDP growth rate and the proportional change in the country’s net barter terms of trade. The literature associated with the Prebisch-Singer thesis emphasizing the importance of a country’s terms of trade would hypothesize a positive relationship, which means that an improvement in terms of trade is associated with high growth rates. The analysis of Tyler, undertaken on an ordinal basis, does not support this hypothesis. He found that there is no readily apparent relationship between terms of trade changes and economic growth performance. This fact suggests that, rather than expressing excessive concern over terms of trade movements, policy makers in middle-income countries would do better to implement policies to increase export growth. The correlations found by the author reported bivariate associations not incorporating the effect of other variables. At this study, we remarked also that the author tries to make a more rigorous approach to explaining GDP growth, which involves the specification and estimation of a model seeking to explain such growth. The starting point was a Cobb-Douglas production function incorporating three productive factors such as:
γβα iiii ELAKX = (4)
where - iX : country i’s GDP - A : a technological constant - iK : country i’s capital stock services - iL : country i’s labor force inputs - iE : country i’s exports
The third factor, exports, has been included on the basis that there are scale effects and externalities associated with export production and sales. For example, because of export market competition non-exported
Exports and Growth in Romania – A Causal Relation?
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products may come to be produced more efficiently as well. With increased international specialization along comparative advantage lines of developing countries, they can attain a wider use of abundant labor resources and a fuller use of existing capacity. Moreover, following the law of international comparative advantage, country’s exports should probably grow faster than otherwise. Tyler also used the time dimension by expressing all variables as function of time. By differentiating equation (4) and dividing through (4), the relative growth of exports is expressed by:
( )
++
+=
i
i ii
i
ii E
ELLK K
A A
X X &&&&& γβα (5)
We think that this formalization is very important, because the differences between economic growth rates among countries are explained in terms of proportional growth of capital, labor force and exports, over the whole considered period. The author also tries to find the results after replacing total exports with manufactured exports as follows:
( )
++
+=
m
m ii
i
ii E
ELLK K
A A
X X &&&&& γβα (6)
The coefficient of exports was found positive and statistically
different from zero. Table 1 depicts the results of regressions considered by Tyler.
Table 1: Intercountry regression analysis of the GDP growth rates for middle- income developing countries, 1960-1977
Eq. No. of
obs.
Consta
nt A A&
Capita l K
Labor force
Export s
Manufac tured
exports
Determinati on
coefficient 2R
(4) (5)
41 37
1,997 1,745
0,254 (5,921) 0,236 (5,272)
0,981 (2,576) 1,014 (2,704)
0,57 (1,694)
0,045 (2,227)
0,685 0,714
Source: W.G. Tyler, Growth and export expansion in developing countries, Journal of Development Economics 9 (1981) 121-130, North-Holland Publishing Company
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The statistics t, respectively the value in brackets in table 1, has values high enough to express the significance of the parameters. The determination coefficient of 0,685 implies that about 69% of the variance in the intercountry GDP growth rates can be explained by the rates of growth of capital formation, the labor force and total exports. For their part, a 1% increase in the rate of growth total exports is associated with an increase of 0.057 of 1% in GDP growth. Incorporating manufactured exports into the model instead of total exports yields similar results. Under the assumption of Hicks neutral technological progress, the constant in our regression estimates represents an estimate of annual average technological progress. We can notice that in all estimates the technological progress has indeed been important in the middle-income developing countries. Since the technological change parameter estimates decrease in the equation with manufactured export growth included, the conclusion was that manufacturing export activity is accompanied by greater technological progress. The final conclusion of the author was that in developing countries, exports have a significant impact on economic growth that technological progress is important and that countries should insist on economic policies of promotion of exports.
Feder [1983] developed a two-sector model: one producing export goods, and the other producing for the domestic market. The sample chosen by the author contains middle-income countries as well as low- income countries. The conclusions of his study were that, those countries that adopted policies oriented to encourage exports, benefited of resources allocation closer of optimum and of a higher rate of economic growth. Instead of an aggregate national production function, each of two sectors’ output is a function of the factors allocated to the sector. In addition, the output of the non-export sector is dependent on the volume of exports produced. The regression considered had the expression of equation 7.
( ) Y XXLY
IY ˆˆˆ 321 βββ ++= (7)
- I represents the investments - Y output - L labor force - X exports
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Incorporating exports, respectively externalities provided by the export sector, as an explicative variable, gave the following form of the regression considered:
( ) X Y XXLY
IY ˆˆˆˆ 4321 γγγγ +++= (8)
Coefficients 3β and 4γ recorded positive values, significant from the statistical point of view as: 4.03 =β and 13.04 =γ . This means that, on average, there are substantial differences between marginal productivities of factors from the two sectors. These differences are due to the fail of entrepreneurs of equalizing marginal productivities of factors, on one hand, and on the other hand, to externalities. These externalities are generated because the export sector produces positive effects over the productivities of the other sector, which are not reflected in the market price. The results of this phenomenon are found in the fact that social marginal productivities are higher in export sectors and that economies which allocate resources to this sector will gain more than those which are oriented on the sector dedicated to internal market. It is important to notice that these studies have never identified the existence of a negative relation between exports and economic growth, not even in the case of less developed countries. The problem which appeared consisted in determining the minimum level of economic development that countries have to achieve, in order to benefit from a positive effect of exports on growth.
The cross-countries regressions assure a weak support regarding the way in which the explicative variables affect the economic growth and the dynamic behaviors inside a country. Being given the simultaneity implied in these models, the positive association for the entire sample is compatible also with the hypothesis “growth led exports” and with the hypothesis” exports led growth” or with a feed-back relation, inside one country. In the same time, output and export can be in a causality relation with another unspecified set of variables. More than that, these models assumed that the parameters of the regressions are the same for each country, which means that the production function and the factors’ productivities in different sectors are assumed to be the same everywhere. These kinds of studies do not permit to observe the differences among countries in their institutional, political, financial structures and in their
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reactions at the external chokes, differences which can be important even when the sample of countries should seem homogenous.
The recognition of these difficulties met in the regression studies between countries in trying to establish whether exports led growth or vice versa determined another study category which test causality.
By incorporating the time in the analysis, the causality studies have a major advantage on regressions ones. The need for using time series analysis is due to the one-dimensional character of the real time. The existence in time assumes that the phenomena succeed one after another, from past to present, from present to future. If the space is reversible, time is irreversible. In order to forecast the future, it is compulsory that we describe as proper as we can the time succession and the link between phenomena. The projection of the economic variables on time axis creates an investigation way of dynamics, respectively time series. The time series lie at the basis of the statistical analysis of the changes.
Giles & Williams [2000] show that 74% from the studies which analyze the problem of growth determined by the foreign trade of a country through the data generated of the economic process imply time series tools using the Granger causality concept. The Granger causality concept is based on the predictability concept in the sense that in a stochastic system the cause cannot be produced after the imminence of the effect. This approach is quite too general in the sense that it does not impose any economic restriction over the implied time series. In the case of two processes, X and Y, we say that Y causes X if the relevant information about Y from the past permits us to realize a better prediction of the process X than in the case that we didn’t use this information [Bresson, 1995, p.275]. The Granger causality concept is very popular in the empirical literature which tries to determine the strengthen of the causality relationship, respectively of the direction in which this relationship must be studied. It is studied formally in the time series econometrics starting especially form the auto-regressive representation on the general case of the multivariate statistical methods [see Bresson, 1995]. In the next section we will expose the results that we obtained in the case of Romania, following the steps that the methodology implies.
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3. Granger test on Romanian Data Romania presents an interesting case for testing causality, as the degree of openness is increasing continuously. As we computed in Pop Silaghi [2005 b)] in 1991 the degree of openness was 36.55 and in 2004 it was of 65.61%. it almost doubled and the cause was the reorientation of trade to the EU and the Liberalization Agreements signed with this group. More than that, the elasticity of exports and imports relative to GDP are over 1 (2.56 for exports in 2004, 4.35 for imports in the same year see also Pop Silaghi [2005 b)] fact that demonstrates the positive answer of trade to one percentage change of GDP.
The correlation between trade and growth certainly exist as trade is connected to growth. The exports suppose production for the outside consumers, this certainly has a positive impact on GDP. But it is not clear the direction of the relation, the causality, we mean the succession of the phenomena.
One important task for us was the selection of the relevant information when we imply a causality relation. The selection of the variables which are to define the stochastic system is very important fact that determines a high degree of caution when we choose the econometric analyzed model. It is very important the term of the relevant information. When it is chosen the information, it must be considered correctly the information on which the model is based, how we will get the input data, if these data can be used as they are or they need adjustments, if we use nominal or real values.
In the case of Romania we considered quarterly data, from 1998 to 2004, using logarithmic data expressed in EURO in order to eliminate as possible the high inflation rates. The source of data that we used is Eurostat, an Institute that provides data for a considerable number of countries from the world. The number of the statistical observations is 28. The selection of the autoregressive order was also very important, as the observations were quarterly we used the value of 4. The methodology that we implied supposed the following steps
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First step: The determination of unit roots For determining the unit roots, we applied successively the Dickey-Fuller the Augmented Dickey-Fuller as in [Bresson, 1995]. We considered the autoregressive process of order p=4, differentiated.
tttttt azzzzz +∇+∇+∇++=∇ −−−− 3322111 δδδγµ (9) We considered the hypothesis: H0: 0=γ and H1: 0<γ . These
hypotheses are being tested using the t test on the estimated values of γ . Dickey and Fuller [1979] showed that the distribution of this statistics under the null hypothesis is a non-standard one and provided statistical tables with the simulated values of this distribution. Mackinnon [1991] expanded the provided tables by Dickey and Fuller for larger sets of data and for more variables situated in the right side of the expression.
As recommended by Bresson [1995] and Box et. al. [1994], for determining the number of unit roots, first, the tests should be applied directly on the values of the series tz , then on the first difference of the series tz ( tz∇ ), then for the second difference ( tz
2∇ ) etc. If the test accepts the null hypothesis directly on the values of the series, but the null hypothesis on the values of the first order differentiated series is rejected then the series has one unit root and it is integrated of order 1. If the test fails to reject the null hypothesis directly on the values of the series and on the first difference, but rejects the null hypothesis on the second difference then the series has two unit roots and it is integrated of order two. The reasoning can continue in order to establish the number of the unit roots of the series. Table 2 presents the obtained results of unit root tests for the case of Romania.
The exports series have at least two unit roots while GDP has one unit root. Therefore, we obtained the case of non-stationarity, which requires us to perform further cointegration tests.
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Table 2: The determination of the unit roots Indicator Initial
series First difference
Second difference
Conclusion
v. calc
v tab.
v. calc
v. tab
v. calc
v. tab
Exp. ADF, p=4
-2.733 -3.003 -2.574 -3.011 -2.904 -3.019 At least two unit roots
GDP ADF, p=4
-0.801 -3.003 -3.081 -3.011 One unit root
Source: Own calculus based on data provided by Eurostat (www.eurostat.org)
Second step: The study of cointegration In this phase, we will apply the cointegration tests for couples of indicators, for identifying if the series evolves towards long term equilibrium. The necessity of testing the cointegration, as we remarked previously, comes from the fact that it wasn’t identified a stationarity of the stochastic processes after applying the tests of unit roots.
In what the cointegration test is concerned, we will expose first the representation from which we start and then we will apply the tests.
The testing for cointegration assumes non-stationarity of the processes component of the models and it is realized according with the method proposed by Johansen [1988].
This method assumes the estimation of the matrix Π and the testing of the rejection possibility of the restrictions implied by the presence of an inferior rank of this matrix. Cointegration exists if the rank of the matrix Π is different by zero and inferior to its dimension. In the case that the rank of the matrix Π is Kr < , Π can be rewritten as Tαβ=Π . Every column of β gives us an estimation of the cointegration vector. The cointegration vectors cannot be identified without the setting of an arbitrary normalization, so that those r relations of cointegration must be determined for the first r variables from the system in function of other k-r variables.
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In our case, we will consider the cointegration hypothesis: H1 (r): )( 01 µβα +=Π −t
T t zz (10)
The statistical software Eviews tests firstly the hypothesis regarding the rank of the cointegration matrix, testing first if no cointegration exists, then for 1 cointegration relation, next for 2 cointegration relations and so on.
Table 3 presents the results for the cointegration tests between
exports and GDP, determining one cointegration relation. The cointegration equation (11) reveals that exports and GDP go towards long term equilibrium. From the economical point of view, the series of exports and of GDP prove to develop similar trends. Of course, this thing is a step toward proving the existence of a direct relationship between exports and GDP but does not tell us anything about the causality of this relation.
Table 3. Testing cointegration between exports and GDP Likelihood 5 Percent 1 Percent Hypothesize
d Eigenvalue Ratio Critical Value Critical Value No. of CE(s)
0.830653 47.69488 19.96 24.60 None ** 0.324393 8.627157 9.24 12.97 At most 1
*(**) denotes rejection of the hypothesis at 5%(1%) significance level L.R. test indicates 1 cointegrating equation(s) at 5% significance level
Source: Own calculus based on Eurostat data
Log (EXP) – 1.59 log (GDP) + 6.61 = 0 (11) Third step: The study of causality
After testing the unit roots and the cointegration, we found out that the export series and the GDP series are not stationary, as they do not move around an average for long time, so they do not tend to an equilibrium Following the method proposed in [Bresson, 1995, p.273] we applied the causality on VAR models (vector autoregressive) with the autoregressive order of 4, on the bivariate model exports- GDP.
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The econometric soft Eviews implement the causality tests by applying Wald tests over the coefficients represented in a VAR form and the equation is it follows:
ptptptptt xxyyy −−−− ++++++= ββααα ...... 11110 (12) In this equation, the Wald test assumes the testing of the restriction:
0...21 ==== pβββ (13) In order to obtain the representation of type VECM, we must estimate a
VAR model in Eviews in which we must include the specific elements of equation (12). For the estimation of the representation VECM, we will realize the VAR estimation of the equation:
ptptptptt xxyyxycy −−−− ∇++∇+∇++∇++=∇ ββααγα ......),( 111100 (14)
In the representation (14), the Wald test over restriction remains that of equation (13). With the help of Eviews, we estimated the equation (14) and after we applied the Wald tests over restrictions, we obtained the results from table 4.
Table 4. The Wald tests in the VECM model between exports and GDP
Nule Hypothesis Obs F- Statistic
Probabilit y
LOG_EXP does not Granger cause LOG_GDP
21 0.63046 0.6494
LOG_GDP does not Granger cause LOG_EXP
12.036 0.00026
Source: Own calculus based on Eurostat data (www.eurostat.org)
The first hypothesis due to which exports do not cause economic
growth is accepted, being given the high value of probability. The second hypothesis, GDP does not Granger cause exports is rejected, being given the low level of probability (under 5%). In other words, the econometric test demonstrates that we do not have sufficient evidences for situating ourselves in the conditions in which exports represent a determinant of economic growth. The relation is valid vice versa, as states the second conclusion, which rejects the null hypothesis of non-causality on the relation GDP-exports.
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The obtained results demonstrated us that the information of exports is not relevant for the prediction of GDP in Romania, on the data considered but vice versa, the GDP causes the exports (growth led exports hypothesis GLE). It is natural to think to this last implication, as a higher level of GDP means a higher level of output which can be consumed inside or outside the country.
Comparing our results with other, we would mention that the ELG hypothesis was verified in countries like Asian tigers as South Korea, Singapore, Taiwan, and Malayezia but also for less developed countries as Latin America or some countries from Africa. In many countries, there was found as positive only the inverse relation that we found for Romania (i.e. Growth led exports GLE) which means that in these countries the economic growth determines exports (e.g Norvegia, Japan, Canada on the period 1950-1985) [Axfentiou, Serletis, 1991].
5. Conclusions It is not enough to experience an outward orientation if the structure of the exports is not healthy enough to cause economic growth. In this paper, we were interested to see the nature of the relation between exports and growth in Romania. As in the literature the theoretical arguments upon this relation are very convincing, the empirical literature is very rich in studies on this relationship. The well known regressions studies reached in almost all the cases the conclusion that exports is positive correlated with the economic growth. Even in the less developed countries, there was found a correlation, but indeed, a weak one. Because the result was, however, a predictable one (as exports are included in GDP) the literature made progress in finding new tools of testing the nature of relation. The most complex ones were those provided by the time series analysis. In this paper, we developed causality tests in the case of Romania and we found out that in Romania the exports are not a cause of GDP, but vice versa the relation exists. This conclusion was very important as it made us clear a thing: the structure of exports is not enough based on value added products which could contribute to the economic growth. A comparative advantage in textiles and clothes, we mean in labor intensive goods cannot
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for sure constitute a favorable thing for a long time. Therefore, the structure of exports should be consisted of high technology intensive goods in order to attain a level of the GDP and not only to attain it, but to cause it. References
1) Axfentiou, P. C.; Serletis, A., Exports and GNP causality in the industrial countries 1950-1985, Kyklos 44, 167-179
2) Barro, Robert, Sala-I-Martin, Xavier (1998), Economic Growth, McGraw-Hill.
3) Bresson, G., Pirotte, A. (1995), Econometries des series temporelles, Paris : PUF.
4) Box, G., Jenkings, G. Reinsel G. (1994), Time Series Analysis- Forecasting and Control, Prentice Hall.
5) Dickey, D.A., Fuller, W.A. (1979), “Distributions of the estimators for autoregressive time series with a unit root”, Journal of the American Statistical Association, 74, 427-81.
6) Edwards Edwards, S. (1992), “Trade Orientation, Distortions, and Growth in Developing Countries”, Journal of Development Economics, 39(1), July, p. 31-57.
7) Feder, Gerhson (1983) “On Exports and Economic Growth”, Journal of Development Economics, 12, p.59-73.
8) Giles, Judit A., Williams, Cara, L. (2000) “Export-led Growth: A Survey of the Empirical Literature and Some Noncausality Results”, part1&2, Econometrics Working Papers 0001& 0002, Department of Economics, University of Victoria.
9) Granger, C.W.J. (1969), „Investigating causal relations by econometric models: cross spectral methods”, Econometrica 37, 424- 38.
10) Grossman, G; E., Helpman (1991), Innovation and Growth in the Global Economy, Cambridge Mass.: MIT Press.
11) Hogendorn, Jan S (1996), Economic Development, 3rd edition, HarperCollins College Publishers.
12) Johansen, S. (1988), “Statistical analysis of cointegration vectors.”, Journal of Economic Dynamics and Control 12, 231-54.
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13) Krugman, Paul; Helpman, E. (1988), Imperfect Competition and International Trade: Evidence from fourteen Industrial Countries, Cambridge: Harvard University Press,
14) Michaely, Michael (1977), “Exports and Growth: an empirical investigation”, Journal of Development Economics, 4, p.49-53.
15) MacKinnon, J.G. (1991), „Critical Values for Cointegration Tests,” Cap. 13 în Long-run Economic Relationships: Readings in Cointegration, Oxford University Press.
16) Pop-Silaghi, M. (2004), “The new international trade theory- characteristics and components”, Economics of Management and Transformation, Timisoara: Ed. Mirton, , p. 925-940.
17) Pop-Silaghi, Monica (2005 a), “International trade and growth – empirical evidence”, Studia Universitatis Babeş-Bolyai, anul L, nr.1,
18) Pop-Silaghi, Monica (2005b) “Measuring trade performance of Romania”, in Proceedings of the conference: “The Impact of European Integration on the National Economy”, 28-29 October, Faculty of Economics, Babes-Bolyai University, Cluj-Napoca.
19) Tyler, William, Growth and Export Expansion in Developing Countries, Journal of Development Economics, 9, 121-130, 1981
20) Todaro, Michael (1994), Economic Development, 6th Edition, London: Longman.
- 00coperta
- 00 contents
- ANUL LII2007
- UNIVERSITATIS BABES-BOLYAI
- SUMAR – CONTENTS – SOMMAIRE – INHALT
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- P O L I T I C A L S C I E N C E A N D I N T E R N A T I O N A L R E L A T I O N S
- Michael Shafir
- Attila Pók
- Zoltán I. Búzás
- Ruxandra Ivan
- Anna Czyz
- E U R O P E A N U N I O N A N D E U R O P E A N I N T E G R A T I O N
- Jonathan Mendilow
- Frank Delmartino and Valérie Pattyn
- Katharina Niemeyer and Valentina Pricopie
- Valentin Cojanu
- Alina Andreica
- Monica Ioana Pop Silaghi
- ABSTRACTS – RÉSUMÉS – ZUSAMMENFASSUNGEN
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- Abstract
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- 01shafir
- 02pok
- 03buzas
- 04ivan
- 05czyz
- 06mendilow
- 07delmartino
- 08niemeyer
- 09cojanu
- 10andreica
- 11reviews
- 11silaghi
Research_Papers/41166021.pdf
California ManagementReview F a l l 1 9 9 9 | V o l . 4 1 , N o . 1 | R E P R I N T S E R I E S
Achieving and Sustaining Business-IT Alignment
Jerry Luftman Tom Brier
© 1999 by The Regents of the University of California
Achieving and Sustaining Business-IT Alignment
Jerry Luftman Tom Brier
I n recent decades, billions of dollars have been invested in information tech- nology (IT). A key concern of business executives is alignment—applying IT in an appropriate and timely way and in harmony with business strategies, goals, and needs. This issue addresses both how IT is aligned with the busi-
ness and how the business should be aligned with IT. Frustratingly, organizations seem to find it difficult or impossible to harness the power of information tech- nology for their own long-term benefit, even though there is worldwide evi- dence that IT has the power to transform whole industries and markets.1 How can companies achieve alignment? There are known enablers and inhibitors that help and hinder alignment. IT executives experience them daily, anecdotes describing them have been published,2 and research has identified trends and established benchmarks against exemplar organizations.3
The survey data on which our findings are based were obtained from executives attending classes at IBM’s Advanced Business Institute. They repre- sented over 500 firms in 15 industries. In addition to the survey, we used inter- views and observations from consulting engagements. Analysis of the survey data shows that the six most important enablers and inhibitors, in rank order are:
Enablers Inhibitors
• Senior executive support for IT • IT/business lack close relationships • IT involved in strategy development • IT does not prioritize well • IT understands the business • IT fails to meet its commitments • Business/IT partnership • IT does not understand business • Well-prioritized IT projects • Senior executives do not support IT • IT demonstrates leadership • IT management lacks leadership
109CALIFORNIA MANAGEMENT REVIEW VOL. 42, NO. 1 FALL 1999
What is striking about these lists is that the same set of topics (executive support, understanding the business, IT-business relations, and leadership) show up in both. In previous work, we have presented the detailed findings of our enablers-inhibitors study.4 The purpose of this article is to present the methodol- ogy that we have applied that leverages the enablers and inhibitors.
The importance of alignment has been well known and documented since the late 1970s.5 Alignment grows in importance as companies strive to link busi- ness and technology in light of dynamic business strategies and continuously evolving technologies.6 What is not clear is how to achieve and sustain this har- mony between business and IT and what the impact of misalignment might be on the firm.7
The strategic alignment model, suggested by Henderson and Venkatra- man,8 was applied by the authors throughout this five-year research project. The components of our modifications of their model are shown in Figure 1. It is the relationships that exist among the twelve components of this model that define business-IT alignment.
Theoretical Perspectives and Previous Research
The alignment of information technology and business strategy to lever- age the capabilities of IT and to transform the business has increased in impor- tance over the past few years as firms strive for competitive advantage in a diverse and changing marketplace.9 In light of this, there has been a great deal of research and insight into the linkages between business and IT,10 the role of partnerships between IT and business management,11 as well as the need to understand the transformation of business strategies resulting from the competi- tive use of IT.12 Firms have been able to change not only their business scope, but also their infrastructure (see Figure 1) as a result of IT innovation.13
Traditional methods for developing business strategies have failed to take full advantage of IT. Information technology is frequently treated as a “cost cen- ter” or viewed as an “expense” rather than an enabler or driver of business value.14 Strategic alignment sheds new light on IT and its role in the develop- ment of business strategies. It considers the strategic fit between strategy and infrastructure as well as the functional integration between business and IT.
Several frameworks have been proposed to assess the strategic issues regarding the role of IT as a competitive weapon. They have not, however, yielded empirical evidence nor have they provided a roadmap to carry out align- ment. There have also been numerous studies that focus on business process redesign and reengineering as a means to achieve competitive advantage with IT.15 This advantage comes from the appropriate application of IT as a driver or enabler of business strategy.
Alignment of IT strategy with the organization’s business strategy is a fundamental principle that has been advocated for over a decade.16 IT managers
Achieving and Sustaining Business-IT Alignment
CALIFORNIA MANAGEMENT REVIEW VOL. 42, NO. 1 FALL 1999110
must be knowledgeable about how these new technologies can be integrated into the business (in addition to the integration among the different technologies and architectures) and must be privy to senior management’s tactical and strate- gic plans. Both IT and business executives must be present when corporate strat- egies are discussed. IT executives must be able to delineate the strengths and weaknesses of the technologies in question and understand the corporate-wide implications.17 While alignment is discussed extensively from a theoretical
Achieving and Sustaining Business-IT Alignment
CALIFORNIA MANAGEMENT REVIEW VOL. 42, NO. 1 FALL 1999 111
FIGURE 1. The Twelve Components of Alignment
Business Strategy
• Business Scope—Includes the markets, products, services, groups of customers/clients, and locations where an enterprise competes as well as the competitors and potential competitors that affect the business environment.
• Distinctive Competencies—The critical success factors and core competencies that provide a firm with a potential competitive edge.This includes brand, services, research, manufacturing and product development, cost and pricing structure, and sales and distribution channels.
• Business Governance—How companies set the roles and relationship between management, stockholders, and the board of directors.Also included are how the company is affected by government regulations and how the firm manages its relationships and alliances with strategic partners.
Organization Infrastructure and Processes
• Administrative Structure—The way the firm organizes its businesses. Examples include central, decentralized, matrix, horizontal, vertical, geographic, federal, and functional.
• Processes—How the firm’s business activities (the work performed by employees) operate or flow. Major issues include value-added activities and process improvement.
• Skills—H/R considerations such as how to hire/fire, motivate, train/educate, and culture.
IT Strategy
• Technology Scope—The important information applications and technologies.
• Systemic Competencies—Those capabilities (e.g., access to information that is important to the creation/achievement of a company’s strategies) that distinguishes the IT services.
• IT Governance—How the authority for resources, risk, conflict resolution, and responsibility for IT is shared among business partners, IT management, and service providers. Project selection and prioritization issues are included here.
IT Infrastructure and Processes
• Architecture—The technology priorities, policies, and choices that allow applications, software, networks, hardware, and data management to be integrated into a cohesive platform.
• Processes—Those practices and activities carried out to develop and maintain applications and manage IT infrastructure.
• Skills—IT human resource considerations, such as how to hire/fire, motivate, train/educate, and culture.
Source: J. Luftman, Competing in the Information Age: Strategic Alignment in Practice (New York, NY: Oxford University Press, 1996).
standpoint in the literature, there is scant empirical evidence regarding the appropriate route to take for aligning business and IT strategies.
Study Design
In a multi-year study conducted from 1992-1997, executives representing over 500 Fortune 1,000 U.S. organizations attended seminars addressing align- ment at IBM’s Advanced Business Institute in Palisades, New York. They asked for assistance in assessing the positioning and contribution of IT in their organi- zations and identifying their personal role in aligning organizations. They wanted to know what steps were needed for successful alignment and how to enhance business performance and effectiveness through IT. The seminars were addressed to senior business executives from various functional areas (e.g., finance, marketing, human resources) of private and public sector organizations. Representative titles included President, Chief Operating Officer, Chief Financial Officer, Chief Information Officer, Director of Human Resources, General Man- ager, Senior Vice President of Sales and Marketing, Physician in Chief, Provost, and State Senator. The industries represented included insurance, health, finance, education, government, utilities, transportation, and manufacturing.18
A computer-based assessment tool developed by the authors was used to address the alignment of business and IT in firms. The purpose of the tool was to help firms identify areas of strength and weakness related to the business-IT relationship as defined by the strategic alignment model described in Figure 1. Information provided by the tool suggests opportunities to evaluate, achieve, and maintain successful approaches to leveraging IT investments. Results showed that executives frequently do not recognize their firm’s true alignment relationship. They perceive their firm to be following a certain course of action when they should be concentrating on an entirely different area.19
The study asked the respondents to identify the enablers and inhibitors to achieving harmony between business and IT in their organizations. The responses are shown in Figures 2 and 3. An important aspect of the survey is that we solicited the executives’ free expression of their opinions on factors from their own experience within their firms. The executives were asked to rate the perceived strength of alignment within their companies. Half believed that their business and IT strategies were properly aligned, 42% said they were not aligned, and 8% were unsure or had no opinion. Within the context of their function (business or IT), the executives were then asked to identify the key enablers and inhibitors to achieving alignment in their organization. The notion that the respondent’s functional area (business or IT) would influence the rank- ing of enablers and inhibitors was also tested using the questionnaire data. Analysis of the data showed significant similarities over the five-year span of the study in the perceived importance and ranking of both enablers and inhibitors. The activities identified as enablers and inhibitors were comparable across industry and job title.20
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FIGURE 2. Enablers to Alignment by Year
0 5 10 15 20 25
1997
1996
1995
1994
1993
Percentage
0% 5% 10% 15% 20% 25%
Senior executives support IT
IT involved in strategy develop.
IT understands business
IT, non-IT have close relationship
IT shows strong leadership
IT efforts are well prioritized
IT meets commitments
Other
IT plans linked to business plans
IT achieves its strategic goals
IT resources shared
Goals/vision are defined
IT applied for competitive advantage
Good IT/Business communication
Partnerships/alliances
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FIGURE 3. Inhibitors to Alignment by Year
0 5 10 15 20 25
1997
1996
1995
1994
1993
Percentage
0% 5% 10% 15% 20% 25%
IT, non-IT lack close relationship
IT does not prioritize well
IT fails to meet its commitments
IT does not understand business
Senior execs. do not support IT
IT management lacks leadership
IT fails to achieve strategic goals
Other
Budget & staffing problems
Antiquated IT infrastructure
Goals and visions are vague
IT does not communicate well
Resistance from senior execs.
IT, non-IT plans are not linked
Strategic Alignment as a Process
How do we maximize alignment enablers and minimize inhibitors? We have used a six-step approach that is designed to make strategic alignment work in any organization.
▪ Set the goals and establish a team.
▪ Understand the business-IT linkage.
▪ Analyze and prioritize gaps.
▪ Specify the actions (project management).
▪ Choose and evaluate success criteria.
▪ Sustain alignment.
This process mirrors traditional strategic planning and incorporates an organizational assessment using the strategic alignment model. It begins by set- ting the organizational goals and establishing a team. The importance of setting a clear direction for the organization prior to selecting technologies and how they will be applied cannot be overlooked. Too often the tendency is to seize upon a new IT product or service without giving full consideration to its strategic fit to a business plan. The more appropriate approach is to initially ask some questions related to specific organizational goals, such as is the organization trying to improve its products and services, its customer relationships, or its competitive position?
For the Charles Schwab Corporation, the business focus for many years has been to lower its operational costs and offer superior service at lower prices to its investors. The company’s traditional investor seeks discount brokerage services and is unwilling to pay for investment advice. In the late 1990s, Schwab’s direction shifted toward delivering customized information to the investor as quickly as possible. In so doing, Schwab was converting to a full- service brokerage firm. In the years since it was incorporated in 1971, the com- pany has been a leader in using information technology as an important tool in meeting its changing, but well-defined business goals.
The steps taken to set the goals, market the objectives of the assessment, and negotiate for an executive sponsor, business champion, and team are cru- cial. Senior executive support must be obtained (the number one enabler identi- fied in our research). The highest-level business executive representing the organization being assessed should be the sponsor. Selecting a cross-functional team consisting of from six to twelve executives from the major business units and IT is the next step. The team would typically report to the senior executives that report to the sponsor. If the sponsor were the CEO, the team would be com- posed of Senior Vice Presidents. Their credibility and knowledge of the business are key. They must also be open to new ideas and be willing to take a holistic view of the organization. IT’s involvement in the development of the strategy is essential (the second ranked enabler in our research). The critical first step in the planning process is to ensure that the right team is committed and that
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they clearly understand and are in agreement with the goals of the business. Although there are times when IT is or should be the driver of business strategy, our experience indicates that business goals must be clearly specified and under- stood before proceeding with the alignment analysis.
The second step in the process is to understand the linkage between IT and the business. The organization must understand the current and future business and IT environments by assessing the twelve strategic alignment components (see Figure 1). There should be no time constraints when discussing the future. Brainstorming techniques work well. Each individual team member’s point of view and the discussions that ensue provide the dynamism that results in a pow- erful list of opportunities and problems. A skilled facilitator can prove invaluable during this brainstorming session. These discussions promote IT’s understanding of the business, while promoting the business’s understanding of IT (the third ranked enabler in our research). This mutual understanding results in greatly improved relationships across the different parts of the organization (the fourth ranked enabler).
The third step, analyzing and prioritizing the gaps between the current and future states of each of the twelve alignment components, will provide the major content of the business and IT strategies. Team members should be asked to suggest opportunities and problems. A full day is usually necessary to do this part of the assessment. The discussion should be kept free flowing. Most execu- tives find it helpful to discuss the results with their staffs and then return a week later for another full day of brainstorming with the assessment team. The gaps (which are candidates for projects) and their value can then be described in busi- ness terms. Focusing on these gaps leads to a prioritized identification of IT pro- jects that can leverage business opportunities (the fifth ranked enabler). The gaps that demand the highest priority are those that are most likely to occur and most likely to have a major impact on the business. The gaps that have the low- est priority are those that are least likely to occur and least likely to have a major impact on the business, and thus are not regarded as important project candi- dates. The prioritized list of projects is reviewed with the sponsor and the senior executives for approval. A business member from the team should do the pre- sentation. Approval is obtained for several of the highest priority projects and the executive team develops a much better appreciation for IT. The presentation should also be used to communicate with the rest of the organization.
For most organizations, the main contribution that IT can make to a business strategy is to provide a distinctive competency in the marketplace. The computer-based assessment tool discussed earlier (or an equivalent tool) should be used to establish a base case for alignment. Attention should then be focused on potential breakthrough ideas for using information to achieve competitive advantage. It is possible that a new business scope (Figure 1) can be developed through the innovative use of information, but more likely it is the enhance- ment of distinctive capabilities through information that will provide the most value to the business.
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For Charles Schwab, the step of examining how IT can enable distinctive competency is straightforward. Schwab has a history of relying on technology to provide top customer service and to lower costs. To meet the customer need of retrieving stock quotes and placing orders rapidly, Schwab introduced TeleBro- ker, a fully automated telephone system, in 1989. As newer IT capabilities became available through the years, Schwab analyzed how these technologies might help them meet their business goals. Some examples are Equalizer, a soft- ware product that allows personal computer users to trade stocks online, and StreetSmart, the first Windows-based software to provide online trading of bonds, equities, and mutual funds.
The fourth step is to specify the actions necessary to carry out the recom- mendations. Frequently, the focal areas for the actions to be taken are in the infrastructure (Figure 1) domains of the strategic alignment model. For either business or IT, three areas to consider are the policies to be set, the processes to be developed or redesigned, and the skills to be acquired. After this analysis has been completed, the next questions pertaining to project management that must be answered include:
▪ What are the deliverables?
▪ What has to be done?
▪ What is the completion date?
▪ Who is responsible?
▪ What are the risks?
Schwab was able to capitalize on previous technological capabilities as new technology initiatives were introduced. The Schwab Mutual Fund OneSource program, introduced in 1992, enabled customers to purchase mutual funds much more easily than was possible previously. Customers could now purchase from their own brokerage account using any of Schwab’s trading inter- faces, including TeleBroker and StreetSmart.
After the strategy has been set and the action plan has been specified, the next step is to choose and evaluate success criteria. This necessitates revisiting the strategic goals and selecting the measurement criteria to apply in assessing the implementation of the project plans. Some frequently used criteria are: sustain- ability—the ability to preserve an advantageous market position; flexibility—the potential for revision in strategic choices; and economics—the financial analysis of the tradeoffs among varying dimensions of value.
Having established a sound business strategy through the years, Schwab had to evaluate their strategic choices. In 1995, when the Internet began to have a profound effect on the economics of the brokerage industry, they decided to introduce e.Schwab. This new service allowed investors to obtain account information through the Internet. (In 1998, e.Schwab was replaced by www.schwab.com.) During the last four years, Schwab’s embrace of this tech- nology has resulted in a transformation of their business. They have become an
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information provider in addition to a transaction processor. In so doing, the “no- frills” discount broker is becoming a full-service brokerage firm.
Obtaining IT-business alignment is a difficult task. The last step in the process, sustaining IT-business alignment is even more difficult. To sustain the ben- efit from IT, an “alignment behavior” must be developed and cultivated. There are several significant behavioral traits that are characteristic of organizations that have linked IT and business strategies (see Figure 4). By adopting these behaviors, companies can increase their potential for complete alignment and
improve their ability to gain business value from invest- ments in IT.
As is true for all functions of a business (e.g., finance, marketing, human resources), the strategy for IT should be a major component of the business strategy. At United Services Automobile Association in San Antonio, Texas, strategic alignment is critical to success. According to CEO Robert Herres, “Technology forces us to think about how and where our processes intersect. Alignment across businesses is critical for us because our goal is to exploit the efficiencies of centralized information manage- ment while we decentralize service delivery.”22
An unrelenting focus on customer needs has never been more critical than it is today. IT can play an impor- tant role in attracting and keeping customers, and the results should flow to the bottom line. The Charles Schwab Corporation story is one of transforming an industry. The effect of schwab.com has been to make Schwab a player in full-service brokerage. “The transform- ing event,” according to co-CEO David Pottruck, “is the ability to deliver personalized information to the customer in real time, at virtually no cost.”23
Frequently, the latest technology instinctively becomes the solution. Successful firms resist this trend. Instead, they begin by deciding what results they must have from the business strategy and business processes. It is then that technologies are weighed along with other resources as possible solutions. Much of the potential for success has to do with governance. IT gover- nance plays a significant role in prioritizing IT initiatives as well as sustaining aligned business-IT organizations.
For alignment to succeed, a climate of clear communication is an absolute necessity. The building of effective relationships with line managers is imperative for successful IT organizations. IT personnel at all levels must develop strong, ongoing partnerships with line managers. Only through these relationships can the necessary communications occur to ensure that both business and technol- ogy capabilities are integrated into effective solutions for each level of the business.24
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FIGURE 4
Successfully aligned organizations are those that concentrate on:
• allowing for IT and business capabilities to be weighed equally
• developing the skills necessary for success
• empowering workers in a team-based environment
• gaining agreement on outcomes required from the business processes
• instilling a sense of urgency in managing IT-enabled projects
• leading in the deployment of IT to create customer value
• nurturing a culture of open human communication
Skills in project management are always important for success in IT imple- mentation, but for these relationships to endure, skills in people management are more critical than ever. The skills that orga- nizations need to get IT projects completed have assumed new dimensions. This is a major shift for most IT professionals. Tech- nical skills have always been the preemi- nent requirement in staffing. However, IT education in many organizations now includes interpersonal skills such as active listening, marketing, negotiation, and team building.”25
IT Governance Practices
The relationship that results among the team (business and IT) participating in the six-step process should be continued and expanded. Based on the focus of the senior steering committee, typical members include business process managers, change managers, external customers, functional managers, and vendors. In some cases, this team remains intact as the IT Executive Steering Committee. Its job is to determine an IT governance direction that both ensures that all of the enablers are main- tained and that provides a platform for IT leadership.
The process for establishing and maintaining IT–business alignment is ongo- ing. IT governance addresses how to priori- tize and select projects and how to appropriately allocate IT resources (e.g., staff, budget). Figure 5 provides an alpha- betized list of some IT governance alterna- tives. No one of the alternatives can assure effective business-IT alignment. It is the appropriate combination of most of them that can lead to sustained alignment. Frequently, it is the assessment of the alternatives described in Figure 5 that becomes the initial charge of the steering committee.
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FIGURE 5. IT Governance Alternatives
Budget: how financial resources are allocated to projects
Career Crossover: IT staff working in the business unit; business unit staff working in IT
CIO Reporting to CEO: reporting structure having head IT executive report to head business executive
Communicate, Market, Negotiate: IT staff must learn and continuously execute effectively
Education, Cross-Training: IT must understand the business; business must understand IT
Liaison: primary point of contact for facilitating IT business relationship
Location: physical placement of IT staff and business staff together
Organization: alternatives including:
• traditional structures like centralized, decen- tralized, geographic, horizontal, vertical, etc.
• federated (hybrid) structure centralizing infrastructure and decentralizing application support
• Centers of Competency (Centers of Excellence) that leverage specialized skills
• insourcing/outsourcing decision identifying what functions to keep in house and what functions to assign to external partners
Process: the team and approaches applied to define strategies, plans, priorities, and make IT decisions
Shared Risks, Rewards/Penalties, and Responsibilities: strong partnership of business and IT leaders
Steering Committees (see Figure 6):
• Strategic: senior executives setting “long- term” direction
• Tactical: middle management planning
• Operational: day to day decisions
Value Measurements: formal assessment and review of IT’s contributions to business strategies and infrastructure
To have a Strategic Steering Committee composed of a group of senior business execu- tives meeting on a regular basis is considered among the best practices for strategic align- ment. Successful IT Steering Committees con- centrate their attention on the areas described in Figure 4. Obtaining commitment from these executives is difficult, but keeping their com- mitment is even harder. The alphabetized list in Figure 6 highlights many of the critical suc- cess factors for sustaining the steering commit- tee. The critical success factors are important for all three levels of steering committees (strategic, tactical, and operational).
To ensure success, appropriate value measurements must be selected and continu- ously tracked. Stakeholders ought to be aware of the measurements and the actions that will be taken based on their results. IT should be able to demonstrate business value. These measurements should affirm IT’s role in pro- viding the organization with an opportunity to do something new, allowing the organization to perform better, faster, or cheaper. At a mini- mum, IT must understand the priorities of business value measurements and how the business perceives the contributions of IT.
Conclusion
Strategic alignment is an ongoing process. There is no single strategy or single
combination of activities that will enable a firm to achieve and sustain align- ment. Technology and the business climate are changing far too quickly. The twelve components of alignment are in constant flux and their interrelationships are as unique as the companies that follow them. However, the enablers and inhibitors to achieving alignment have remained consistent over the past five years.
Executives should work toward minimizing those activities that inhibit alignment and maximize those activities that bolster it. They should concentrate on improving the relationships between the business and IT functional areas, working toward mutual cooperation and participation in strategy development, maintaining executive support, and prioritizing projects more effectively.
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FIGURE 6. Steering Committee Critical Success Factors
Bureaucracy: focus on reduction/elimination to expedite opportunities to leverage IT
Career Building: opportunities for participants to learn and expand responsibilities
Communication: primary vehicle for IT and business discussions and sharing knowledge across parts of the organization
Complex Decisions: do not get involved in “mundane” areas
Influence/Empowerment: authority to have decisions carried out
Low Hanging Fruit/Quick Hits: immediate changes carried out when appropriate
Marketing: vehicle for “selling” the value of IT to the business
Objectives, Measurements: formal assessment and review of IT’s business contributions
Ownership: responsible/accountable for the decisions made
Priorities: primary vehicle for selecting what is done, when, and how much of resources to allocate
Relationships: partnership of business and IT
Right Participants: cooperative, committed, respected team members with knowledge of the business and IT
Share Risks: equal accountability, recognition, responsibility, rewards, and uncertainty
Structure, Facilitator: processes and leadership to ensure the right focus
Alignment is a dynamic, complex process that takes time to develop and even more effort to sustain. Companies that have achieved alignment can build a strategic competitive advantage that will provide them with increased visibility, efficiency, and profitability to compete in today’s changing markets. The importance of cooperation between business and IT to maximize investment in technology remains clear. As IT plays an increasing role in defining corporate strategies, its correct application will facilitate a more competitive and profitable organization. The careful assessment of a firm’s alignment is important to ensure IT is being used to appropriately enable or drive the business strategy.
Notes
1. J. King, “Re-engineering Focus Slips,” Computerworld, March 13, 1995, p. 6; J. Henderson and N. Venkatraman, “Strategic Alignment: A Model for Organiza- tional Transformation Via Information Technology,” Working Paper 3223-90, Sloan School of Management, Massachusetts Institute of Technology, 1990; J. Henderson and N. Venkatraman, “Aligning Business and IT Strategies,” in J. Luftman, Competing in the Information Age: Practical Applications of the Strategic Alignment Model (New York, NY: Oxford University Press, 1996); Michael J. Earl, “Experience in Strategic Information Systems Planning,” MIS Quarterly, 17/1 (1993): 1-24; J. Luftman, Competing in the Information Age: Practical Applications of the Strategic Alignment Model (New York, NY: Oxford University Press, 1996); J. Luftman, P. Lewis, and S. Oldach, “Transforming the Enterprise: The Alignment of Business and Information Technology Strategies,” IBM Systems Journal, 32/1 (1993): 198-221; L. Goff, “You Say Tomayto, I Say Tomahto,” Computerworld, November 1, 1993, p. 129; S. Liebs, “We’re All in This Together,” Information Week, October 26, 1992, p. 8; R. Watson and J. Brancheau, “Key Issues In Information Systems Management: An International Perspective,” Information & Management, 20 (1991): 213-23; W. Robson, Strategic Management and Information Systems: An Integrated Approach (London: Pitman Publishing, 1994).
2. C. Wang, Techno Vision II (New York, NY: McGraw-Hill, 1997). 3. J. Luftman, R. Papp, and T. Brier, “Enablers and Inhibitors of Business-IT Align-
ment,” Communications of the Association for Information Systems, Volume 1, Article 11, 1999; J. Luftman, R. Papp, and T. Brier, “The Strategic Alignment Model: Assessment and Validation,” Proceedings of the Information Technology Management Group of the Association of Management, 13th Annual International Conference, Vancouver, British Columbia, Canada, August 2-5, 1995, 57-66.
4. Luftman, Papp, and Brier (1999), op. cit. 5. E. McLean and J. Soden, Strategic Planning for MIS (New York, NY: John Wiley &
Sons, 1977); IBM, Business Systems Planning, Planning Guide, GE20-0527, IBM Cor- poration, White Plains, New York, 1981; P. Mills, Managing Service Industries (New York, NY: Ballinger, 1986); M. Parker and R. Benson, Information Economics (Engle- wood Cliffs, NJ: Prentice-Hall, 1988); J. Brancheau and J. Wetherbe, “Issues In Information Systems Management,” MIS Quarterly, 11/1 (1987): 23-45; P. Dixon and D. John, “Technology Issues Facing Corporate Management in the 1990s,” MIS Quarterly, 13/3 (1989): 247-255; F. Niederman, J. Brancheau, and J. Weth- erbe, “Information Systems Management Issues for the 1990s,” MIS Quarterly, 15/4 (1991): 475-95.
6. R. Papp, “Determinants of Strategically Aligned Organizations: A Multi-industry, Multi-perspective Analysis,” Dissertation, Stevens Institute of Technology, Hobo- ken, NJ, 1995; Luftman (1996), op. cit.
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California Management Review University of California ▪ F501 Haas School of Business #1900 ▪ Berkeley, CA 94720-1900
(510) 642-7159 ▪ fax: (510) 642-1318 ▪ e-mail: [email protected] ▪ web site: www.haas.berkeley.edu/cmr/
7. R. Papp and J. Luftman, “Business and IT Strategic Alignment: New Perspectives and Assessments,” in Proceedings of the Association for Information Systems, Inaugural Americas Conference on Information Systems, Pittsburgh, PA, August 25-27, 1995.
8. Henderson and Venkatraman (1990), op. cit.; Henderson and Venkatraman (1996), op. cit.; Luftman (1996), op. cit.
9. E. Faltermayer, “Competitiveness: How US Companies Stack Up Now,” Fortune, April 18, 1994, pp. 52-64; K. Adcock, M. Helms, and K. Wen-Jang, “Information Technology: Can It Provide a Sustainable Competitive Advantage?” Information Strategy: The Executive’s Journal (Spring 1993), pp. 10-15; R. Cardinali, “Informa- tion Systems—A Key Ingredient to Achieving Organizational Competitive Strat- egy,” Computers in Industry, 18 (1992): 241-245.
10. Y. Chan and S. Huff, “Strategic Information Systems Alignment,” Business Quarterly, 58/1 (1993): 51-56; Luftman (1996), op. cit.; Michael J. Earl, Corporate Information Systems Management (Homewood, IL:, Richard D. Irwin, Inc., 1983); J. Henderson, J. Thomas, and N. Venkatraman, “Making Sense of IT: Strategic Alignment and Organizational Context,” Working Paper 3475-92 BPS, Sloan School of Management, Massachusetts Institute of Technology, 1992.
11. P. Keen, “Do You Need an IT Strategy?” in Luftman (1996), op. cit.; B. Ives, S. Jarvenpaa, and R. Mason, “Global Business Drivers: Aligning Information Tech- nology To Global Business Strategy,” IBM Systems Journal, 32/1 (1993): 143-161.
12. A. Boynton, B. Victor, and B. Pine II, “Aligning IT with New Competitive Strate- gies,” in Luftman (1996), op. cit.; W. Davidson, “Managing the Business Transfor- mation Process,” in Luftman (1996), op. cit.
13. P. Keen, Shaping the Future (Boston, MA: Harvard Business School Press, 1991); R. Foster, Innovation: The Attacker’s Advantage (New York, NY: Summit Books, 1986).
14. A. Alter, “The Profit Center Paradox,” Computerworld, April 24, 1995, pp. 101-105; Henderson and Venkatraman (1996), op. cit.; P. Pyburn, “Redefining the Role of Information Technology,” Business Quarterly, 55/3 (Winter 1991): 89-94.
15. J. Rockart and J. Short, “IT in the 1990s: Managing Organizational Interdepen- dence,” Sloan Management Review, 30/2 (Winter 1989): 7-17; T. Davenport and J. Short, “The New Industrial Engineering: Information Technology and Business Process Redesign,” Sloan Management Review, 31/4 (Summer 1990): 11-27; M. Hammer and J. Champy, Reengineering the Corporation: A Manifesto for Business Revo- lution (New York, NY: Harper Business, 1993); M. Hammer and S. Stanton, The Reengineering Revolution (New York, NY: Harper Business, 1995).
16. Robson, op. cit.; L. Rogers, “Alignment Revisited,” CIO Magazine, May 15, 1997; J. Rockart, M. Earl, and J. Ross, “Eight Imperatives for the New IT Organization,” Sloan Management Review, 38/1 (Fall 1996): 43-55.
17. Rockart, Earl, and Ross, op. cit. 18. Luftman, Papp, and Brier (1999), op. cit. 19. Luftman (1996), op. cit.; Papp and Luftman (1995), op. cit. 20. Luftman, Papp, and Brier (1999), op. cit. 21. Ibid. 22. D.A. Garvin, “Leveraging Processes for Strategic Advantage,” Harvard Business
Review, 73/5 (September/October 1995): 76-79. 23. E. Schonfeld, “Schwab Puts It All Online,” Fortune, December 7, 1998, pp. 94-100. 24. Luftman, Papp, and Brier (1999), op. cit.; Rockart, Earl, and Ross (1996), op. cit. 25. Rockart, Earl, and Ross (1996), op. cit.
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Chapter 2.18 The E-Government
Development, IT Strategies, and Portals of the Hong Kong
SAR Government Kevin K.W. Ho
Hong Kong University of Science and Technology, Hong Kong
Copyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.
ABSTRACT
This case describes the development of information technology (IT) and electronic government (e-Government) projects of the Hong Kong Special Administrative Region Government (the HKSARG) from the late 1990s to 2005. During this period, the HKSARG launched its first IT Strategic Plan, Digital 21 IT Strategy, which provides the roadmap for the IT development for the city. In this eight-year period, the HKSARG committed about US$1,100M on various types of e-government projects. New e-Government applications and portals, such as Electronic Service Delivery (ESD) and Central Cyber Government Office (CCGO), were developed and rolled out from 2000 onwards to facilitate electronic transactions between the HKSARG and its external (business firms and citizens) and internal (government departments and employees) customers.
oRgAnIzATIon BACkgRound
Hong Kong was a British colony between 1842 and June 1997 and was reunified with Mainland China on July 1, 1997. Table 1 summarizes the key economic and social indicators in Hong Kong in 1997 and in 2005. After Hong Kong was handed back, several mishaps occurred in the following years, which made the newly established Hong Kong Special Administrative Region Government (the HKSARG) face severe problems. First, the outbreak of H5N1 avian influenza at local farms and wet markets, which subsequently evolved to the first batch of human inflection cases, in 1997 (WHO, 2005) had shaken the public’s confidence in the administration. Members of the public criticized the slow response of the government in handling this crisis. Afterwards, the Asian Financial Crisis and the bursting of the property asset bubble in the city between 1997 and 1998 put extra pressure on the local economy and triggered
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The E-Government Development, IT Strategies, and Portals of the Hong Kong SAR Government
an economic recession, which was the first major recession since the Energy Crisis in the 1970s. Five years later, the outbreak of Severe Acute Respiratory Syndrome (SARS) in the first half of 2003 (WHO, 2003) further hampered the local economy. From 1999 to 2003, the unemployment rate of Hong Kong rose from around 2% in the early 1990s to nearly 8% in 2003, and the city suffered from deflation during this period. Figure 1 shows the unemployment rate and Consumer Price Index (A) of Hong Kong from 1998 to 2005.
“It was the best of times; it was the worst of times”. Hon. Mr. Anthony Leung, the then Financial Secretary of Hong Kong, used the famous opening of Charles Dicken’s A Tale of Two Cities to describe the severe economic position of Hong Kong when he delivered his budget speech in early 2003, which was just before the first wave of SARS outbreaks in Hong Kong (FSTB, 2003). While Hon. Mr. Leung acknowledged that Hong Kong was facing its worst of times, he was con- fident that the dawn was coming: His prediction was partially fulfilled as the unemployment rate started to drop from 2003, and deflation was eventually gone two years later.
Obviously, Hong Kong faced a lot of changes and challenges from the late 1990s to the early 21st Century. During this critical moment, the formulation of information technology (IT) policy and the development of electronic government (e-Government) of the HKSARG played an important role in the re-engineering of the public sector. Through examining the development of e- Government of Hong Kong during the captioned period, we can gain insight on how the government of this Far-eastern metropolis tried to employ IT to enhance its operational efficiency and achieve the saving targets.
SeTTIng The STAge
The first wave of impact of IT on public ad- ministrations occurred in the late 1970s when personal computers became office equipment and were being used for handling routine business tasks of both business and public organizations. At that time, people were interested in whether the use of personal computers could enhance the efficiency of public sectors (Kraemer, 1977;
Economic and Social Indicators 1997 2005
Population: Male Female Total:
3.242M (49.7%) 3.275M (50.3%) 6.517M
3.332M (47.8%) 3.634M (52.2%) 6.966M
Labor Force: Unemployment rate Underemployment rate
2.2% 1.1%
5.6% 2.8%
Per capita GDP (at 2000 prices): US$24,026 US$29,944
Consumer Price Indices (A): (Oct 2004 – Sept 2005 = 100) 110.6 100.3
No. of Civil Servants: 185,196 155,522
Source: Censes and Statistics Department (http://www.censtatd.gov.hk/) Note: All data are year-end data unless specified.
Table 1. Key economic and social indicators of Hong Kong in 1997 and in 2005
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Research_Papers/8981f966a6d1b62c1f7d889ae3e1c0a864a1.pdf
Strategic Business/IT Alignment using Goal Models
Salah Baïna1, Pierre-Yves Ansias2, Michaël Petit3, Annick Castiaux2
1ENSIAS, Rabat, Morocco 2Business Administration Department, University of Namur, Belgium
3Computer Science Department, University of Namur, Belgium
Abstract. Since few years, enterprise information technologies (IT) are no more seen as a simple technological support for business strategies in the enterprise. Moreover, standalone IT departments are created in order to support evolution and growth of IT in the enterprise. Often, IT department defines a specific strategy describing vision, goals and objectives of IT development in the organization. However, to remain competitive, IT strategy and IT investment should be coherent with global enterprise strategies. The continuous process of preserving coherence between Business/IT strategies is widely known as strategic Business/IT alignment. Our work aims at discussing the relation between interview based Business IT alignement discovery and the Strategic Alignement Model proposed by Venkatraman. The paper proposes also modeling tools and engineering methodologies to support this alignment process. Keywords. Business/IT Alignment, Strategic Alignment, Strategy representation, Goal modeling.
1 Introduction
Survival of modern enterprises and their competitiveness in a continuous fluctuating context depend on their ability to exchange information with external actors (partners, customers, subcontractors) but also within their own organizations. Indeed, information is exchanged between enterprise intd ternal actors. Enterprise information exchange has been studied from different viewpoints [1, 2, 3]. Interoperability of enterprise systems can be seen as the operational aspect of a larger enterprise concern : Organization Alignment. This paper handles interoperability from the strategic point of view. More precisely, For the few last years, an important research activity has been achieved in the domain of enterprise systems interoperability in order to establish well structured information exchange between enterprise applications [4, 5]. During several years, information technologies have been seen as a technological means to implement business objectives. However, information and communication technologies growth implies creation of dedicated teams and departments working exclusively on the lead of IT projects inside the enterprise. According to [6], IT strategy intends to contribute positively to the creation of new business strategies or better support existing business strategy . This
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aim is often ensured by prospecting types and range of IT systems and capabilities potentially available to the organization.
In this paper, authors study alignment between Business and IT strategies by focusing on strategy modeling approach. The discourse of this paper is illustrated by real case studies achieved within partner enterprises (SMEs). The main aim of authors is to contribute to a model driven approach to establish and measure strategic Business/IT alignment within a given enterprise.
The paper is organized as follows: Section 2 presents the Strategic Alignment background related to this paper. Section 3 introduces the use of i* goal models in strategy formalising. Section 4 illustrates strategy goal models of real case studies. Section 5 proposes a model driven approach for identification of Strategic Alignment perspectives beeing used in a given organisation this identification is based on the SAM model defined in [6]. Finally, Section 6 presents primary conclusions of the work presented in this paper and gives short term perspectives for ongoing research work.
2 Strategic Alignment Background
The evolution of IT resources and competencies is one of main lever for efficiency and economic success of organizations [7, 8]. Venkatraman et al. define four interaction perspectives between IT and Business activities at strategic level (cf. Fig.1)
Fig. 1. Strategic Alignment Model[6].
1. Strategy Execution. This perspective corresponds to the classical, hierarchical view of strategic
management. It considers the business strategy as the driver of both organization design choices and the logic of the IT infrastructure . Top Management formulates the strategy; IT Management is only considered as strategy implementer.
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2. Technology Potential. This perspective also views the business strategy as the driver. However it involves
the formulation of an IT strategy to support the chosen business strategy and the corresponding specification of the required IT infrastructure and processes. The top management should provide the technology vision to articulate the logic and choices pertaining to IT strategy that would best support the chosen business strategy. The role of the IT manager should be that of the technology architect. He designs and implements efficiently and effectively the required IT infrastructure that is consistent with the external component of IT strategy .
3. Competitive Potential. This alignment perspective is concerned with the exploitation of emerging IT
capabilities to: impact new products and services, influence the key attributes of strategy, as well as develop new forms of relationships. Unlike the two previous perspectives, which considered business strategy as given, this perspective allows the modification of business strategy via emerging IT capabilities.
4. Service Level. This alignment perspective focuses on how to build world class IT organization
within an organization. In this perspective, the role of business strategy is indirect. This perspective is often viewed as being necessary, but not being sufficient, to ensure the effective use of IT resources and to be responsive to the growing and fast- changing demands of the end-user population.
Even if the SAM [6] is widely admitted as a de facto standard tool for strategic
alignment measure and improvement, strategic alignment analysis is often based on subjective interviews [9, 10, 11]. Many IT studies have simply posed the question, ‘On a scale of 1–5, how do you rate IT alignment in your organization?’ While this can be helpful as a single indicator of overall alignment, more detailed scales provide greater reliability and validity [12].
On one hand alignment research is mechanistic and fails to capture real life [12], on the other hand, the interview based measurement suffers from the lake of heuristics. To avoid subjective use of questionnaries, Model driven approaches have been used in order to provide well defined model based methods for alignment analysis [13, 14]. The approach proposed in the following section combines, interviews and goal modelling in order to capture strategies beeing applied in organisations. Afterwards, the obtained goal models are analysed in order to explicit alignment perspectives defined by SAM. The discourse is illustrated by examples inspired from real industrial case studies.
3 Goal Models for Strategy representation
In this paper, goal oriented models are used to formalize Business and IT strategies. those strategies are identified by means of interviews performed with Business managers and IT managers of partner enterprises. The formalism is inspired from the
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strategic rationale model of the i* framework [15], figures have been designed using the TOAM4E1 tool. Our approach is based on the comparison of two goal models, the first one describing Business strategy, the second one describing IT strategy.
As in [16, 17, 18], the formalization of strategy models in this paper is based on goal models. Indeed, goal modeling concepts are suitable to support strategy modeling. The resulting models describe strategies in term of, vision, goals and objectives[19]. To represent those concepts, we base our approach on goal modeling concept (soft goals, hard goals and tasks). Figure 2 illustrates relationship between the main vision of an enterprise that represents the ideal stable state toward which the organization strives and the strategy that should enable the achievement of the vision. This figure is known as the BRG-model (Business Rules Motivation model).
Fig. 2. Business Rules Motivation model [14].
The following explains concepts that appear in Figure 2: • Vision. An end-state toward which the organization strives. • Mission. The primary activity performed to achieve the vision. • Goal. An abstract statement statement of intent whose achievement
supports the vision. • Strategy. A long-term activity designed to achieve a goal. • Objective. A specific and measurable statement of intent whose
achievement supports a goal. • Tactic. A short-term action designed to achieve an objective.
Figure 3 shows the legend of i* models that will be presented in this paper.
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Fig. 3. i* legend [15].
In the following section, real case studies are presented. These case studies have been used to practice our model driven strategic alignment analysis. The following focuses on the representation of Business and IT strategies used in SMEs presented previously.
4 Capturing Strategy: Case Studies
In this section, some case studies are presented. These case studies have been achieved in partnership with Belgian SMEs in order to collect information about in- use Business and IT strategies in these enterprises.
To collect enterprise information, semi-structured interviews of Business and IT managers have been performed. There interviews were conducted during 1.30 hour in order to analyse the connections, relationships, communication and understanding between both domains (Business and IT) to achieve Business/IT strategic alignment.
4.1 HappyMany
Summary of interviews. HappyMany is a young Belgian company whose ambition is to sell on-line products that are essential but not strategic. This service was designed for particular customers and SMEs. The company provides services based on telecoms and energy. The products offered are: fixed telephony, mobile telephony, Internet access, fuel, heating oil, etc. By regrouping their purchasing strength, HappyMany can provide best prices to its customers.
The strategic objectives pursued by the company concern the development of new products and markets. The second objective concerns the acquisition of new
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competencies and the development of talents in order to better master the used tools and improve effectiveness in organizations.
The IT is a strategic resource within the organization but there is no formal and planned IT strategy. It is an iterative process regarding the emergent needs of the users. Globally all developments are internally managed despite some interventions of several services suppliers.
In that enterprise, the most important is to have a global strategy (corporate strategy) that involves the objectives of all functional areas and then develop IT solutions in response to this strategy. The IT solutions developed or acquired have to meet some requirements that are: components homogeneity, compatible resources and cost requirements. To improve internal IT competencies, several on-line trainings are performed.
Strategy formalizing. In order to apply our model driven approach for strategic alignment to the HappyMany company, the first step consists in the translation of Business and IT strategies into goal model formalism. Figures 4(a) and 4(b) illustrate result of formalizing HappyMany strategies in i* formalism.
4.2 Concept & Forme
Summary of interviews. Concept & Forme is a small company in domain of stoves assembly and installation. The company has been created in 1983. Concept & Forme has an ultramodern production system. Its turnover grew by 30 to 50% since 2001. This results from its intelligent use of the Internet to develop sales and to simplify the administrative structure of the firm processes. In this company, increasing profitability and economic growth are main business objectives to achieve. This is mainly translated into the need for a better manufacturing and sales processes efficiency.
In this context, the IT department is responsible of prospecting for new information systems, working environments, and IT competencies that should help the company to achieve its main business objectives. Actually, in collaboration with external subcontractors, the IT department started in 2000 the deployment of a web oriented platform that would be an open window on the manufacturing process. This platform aims at increasing transparency and proximity with partners and customers. IT managers have used the platform as a support for new services: products availability checking, product customization, order status monitoring, and traceability. The platform has been also improved in order to allow for an efficient management of customer relationship. In addition, to management of the IT platform, IT department has implemented a new ERP system in order to answer process efficiency needs.
Strategy formalizing. Figures 5(a) and 5(b) illustrate the result of formalizing Concept & Forme strategies in i* formalism.
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( b)
IT S
tra te
gy
(a ) B
us in
es s S
tra te
gy
Fig. 4. HappyMany Strategies
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( b)
IT S
tra te
gy
(a ) B
us in
es s S
tra te
gy
ig. 5. Concept & Forme Strategies F
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5 AM
The analysis of both Business Strategy goal models and IT Strattegy goal models g elements that are belonging to
business domain or to IT domain but that are semantically related. It is also important
Starting from goal models presented in 4(a) and (b), a first analysis of the strategic alignment that could be established between Business and IT departments of
n be performed.
From Strategy Goal Models to S
enables comparing both models and identifyin
to identify types of relationships that can exist between those elements. The orientation of the relationship is determined by asking ’What element existed first?’ . The other element is then assumed to be a consequence of the first one. The relationships that are beeing discovered are Cause/Effect links. By Identifiying semantic links and orientation of the relationships we can mapp those relationships into Venkatraman’s SAM perspectives
Example: In Happy Many case study, in Figure 4(a) and (b), the elements ’Improving Integration and Compatibility’ and ’Improving org. efficiency’ are semantically inter-related, because achieving one goal implies (or necessits) the achievement of the other. We can assume that there is a link between both goals, the orientation is obtained by asking managers if ’Improving Integration and Compatibility’ has beeing decided before strating to think about ’Improving org. efficiency’ or the contrary. The Answer of all managers was clear: ’Improving Integration and Compatibility’ was at first an IT initiative, afterwards business managers decided to take advantage from this integration in order to generalise ’Improving org. efficiency’. Moreover, this semantic Cause/effect relationship corresponds to a service level perspective in which IT department intends to improve quality of application used in the enterprise by respecting homogeneity and compatibility requirements the requirements induce indirectly in business strategy aiming at improving efficiency.
5.1 illustration
Happy Many
HappyMany ca Table 1 shows the identified relationships that link elements from the Business
strategy illustrated in Figure 4(a) to elements from IT strategy illustrated in Figure 4(b). In this table, additional information specifies the orientation of the relationship and the kind of relationship.
Table 1. HappyMany Business /IT Strategies comparison.
IT element Orientation Business Element (a) Supporting Business ← Economic Growth (b
C proving org. efficiency
Im es Im
) Improving Integration and → Im ompatibility
(c) proving IT competenci → proving Internal skills
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Regarding el and regarding inter-strategies links that have been ove w istinguishe c
ali ment used in HappyMany:
bility requirements the requirements induce indirectly in business strategy aim
the SAM mod disc red through goal model analysis, e d d three kinds of strategi
gn (a) expresses the fact that the main Business goal “Economic growth” implies a
continuous technical support. It corresponds to technical opportunities perspective of SAM,
(b) corresponds to a service level perspective in which IT department intends to improve quality of application used in the enterprise by respecting homogeneity and compati
ing at improving efficiency, (c) expresses competitive potential perspective due to the fact that the IT
department proposes IT trainings that could be performed to improve internal competencies of the enterprise.
Figure 6 resumes strategic alignment perspectives that have been identified using the model driven approach presented in this paper.
Fig. 6. Adaptation of the SAM model to HappyMany
Table 2 shows the identified relationships that link elements from the Business strategy illustrated in Figure 5(a) to elements from IT strategy illustrated in Figure
IT element Orientation Business Element
Concept & Forme
5(b):
Table 2. Concept & Forme Business /IT Strategies comparison.
(a) Supporting Business ← Economic Growth (b (c
) ER nt ERP tion ) Internal S lopment P
P deployme ervices deve
→ needs and specifica rocess reorganizing→
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(a) corres opportunities spective h ) formalizes the fact that the deployment of ERP implies at IT level necessits
ER
This relationship corresponds to a service level perspective.
ponds to technical per of SAM (IT support enables to ac ieve business objectives),
(b P specification at business level. This action is typically a case of service level
perspective. (c) the development of Internal Services hosted in the IT platform improves daily
activities and process performed by employees. This will help indirectly in Process reorganizing.
Figure 7 resumes strategic alignment perspectives that have been identified within Concept & Forme.
Fig. 7. Adaptation of the SAM model to Concept & Forme
6 Discussion and Conclusion
imed at introducing some formalisation in the ment process. Measuring the gap/fit between
Business Strategy and IT Strategy assumes a good knowledge of both strategies.
The work presented in this paper a interview based alignment measure
However, as argued in [12], a recurring issue seen in previous alignment research is that often corporate strategy is unknown or, if known, is unclear and/or difficult to adapt. This poses a significant challenge because most models of alignment presuppose an existing business strategy to which an IT organization can align itself. In addition, Formal business strategies are often too ambiguous for business managers to understand. Problems encountred are often related to (a) capture of strategic knowledge and (b) analysis and determination of degrees or level of Alignmnent. In this paper, authors aimed at combining SAM semantics to strategy goal models in
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order to encompass problems related to representation and capture of strategy on one hand, and problems related to the method by wich alignment is identified. Using i* goal models provides a formalism for strategy capture, the consideration of SAM in goal models analysis provides a method for a model driven Business/IT alignement discovery.
The proposed approach is very interesting to encompass the lack of formalisation to interview based measurement of strategic Business/IT alignment. The approach starts by formalising results of semi-structured interviews into formalized i* goal mo
order to establish an alignment en
hen, D., Ducq, Y.: Enterprise modelling for interoperability (2005) The 16th ongress.
2. Klischewski, R.: Information integration or process integration: How to achieve
8.
dels expressing both Business and IT Strategies of a given company. Afterwards, the achieved modeling allows us to perform a structured study of strategic alignment based on the SAM model [6]. Indeed this approach enables us to better classify the kinds of business-IT alignment perspectives that are already existing in the company. Usually, such a classification is based on interviews performed with Business and IT managers. Thus, the classification can be biased by the managers’ interpretation of the SAM model. The approach presented in this paper proposes an objective method to identify strategic alignment perspectives being used in a given company. The model driven approach for strategic alignment analysis is based on the comparison of two models: on one hand, a goal model representing Business strategy and on the other hand another goal model representing IT strategy. The comparison highlights semantic correspondences between both strategies.
Ongoing work aims at identifying and formalizing types of links that can be built between Business strategy goal model and IT strategy goal model. The main objective is to provide rules, methods and adapted tools in
gineering methodology.
References
1. Vallespir, B., C IFAC World C
interoperability in administration. (2004) EGOV04 at DEXA conference. 3. Enabling technologies for interoperability, Bonn, Germany, 2000. (2000) Workshop on the
14th International Symposium of Computer Science for Environmental Protection. 4. INTEROP: Interoperability research for networked enterprises applications and software
(2003) Interoperability research for Networked Enterprises Applications and Software. 5. ATHENA: Advanced technologies for interoperability of heterogeneous enterprise networks
and their applications (2003) Advanced Technologies for interoperability of Heterogeneous Enterprise Networks and their Applications.
6. Henderson, J., Venkatraman, N.: Strategic alignment: A model for organisational transformation through information technology. In T. Kochan, M.U., ed.: Transforming Organisations, Oxford University Press, NY. (1992)
7. Luftman, J.N., Lewis, P.R., Oldach, S.H.: Transforming the enterprise: The alignment of business and information technology strategies. IBM Systems Journal 32(1) (1993) 198–221 Henderson, J., Venkatraman, N.: Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal 38(2/3) (1999) 472–484
9. Peak, D., Guynes, C.S., Kroon, V.: Information technology alignment planning: a case study. Inf. Manage. 42(5) (2005) 635–649
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10. Byrd, T.A., Lewis, B.R., Bryan, R.W.: The leveraging influence of strategic alignment on it investment: an empirical examination. Inf. Manage. 43(3) (2006) 308–321
11. Jouirou, N., Kalika, M.: Strategic alignment: a performance tool (an empirical study of smes). In: In Proceedings of the Tenth Americas Conference on Information Systems, New
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York, New York. (2004) .Chan, Y.E., Reich, B.H.: It alignment: what have we learned? Journal Technology. 00 (2007) 1–19
.Etien, A., Rolland, C.: A process for generating fitness measures,. In: Proceedings of CAISE 05, Porto, Portugal, June, 2
14.Bleistein, S., Cox, K., Verner, J.: Validating strategic alignment of organizational it requirements using goal model
15.Yu, E.: Modelling strategic relationships for process reengineering. PhD thesis, Dept. of Computer Science, University of Toronto
16.Mendes, R., Vasconcelos, A., Caetano, A., Neves, J., Sinogas, P., Tribolet, J.M.: Representing business strategy through goal modeling. In: ICEIS (
17.Mendes, R., Vasconcelos, A., Caetano, A., Neves, J., Sinogas, P., Tribolet, J.: Understanding strategy: a goal modeling methodolo
18. Bleistein, S., Aurum, A., Cox, K., Ray, P.: Linking requirements goal modeling techniques to strategic e-business patterns and best practice (2003)
19. Kolber, A., Estep, C., Hay, D., Struck, D., Lam, G., Healy, J., Hall, J., Zachman, J., Healy, K., Eulenberg, M., Fishman, N., Ross, R., Moriarty, T., Selko plans: The standard model for business rule motivation. the business rule group.
Research_Papers/An_Approach_to_Associate_Strategic_Busin.pdf
Paper #121
An Approach to Associate Strategic Business-IT Alignment Assessment to Enterprise Architecture
Leonel Plazaola, Johnny Flores, Enrique Silva, Norman Vargas, Mathias Ekstedt
Dept. of Industrial Information and Control Systems
KTH, Royal Institute of Technology SE-100 44 Stockholm, Sweden
{leonelp | enrique | normanv | mek101 }@ics.kth.se, [email protected]
Abstract
Strategic Business and IT Alignment (SBITA) requires a holistic view and a continuous coherent interrelation between the business components, personnel and IT systems, contributing to each other’s performance over time. Several conceptual and practical methodologies to assess or achieve it has been proposed and implemented before or parallel to the advent of the Enterprise Architecture (EA), lacking to a greater or lesser degree the EA modeling characteristics. This paper explains the criteria and the process for associating the artifacts of a SBITA methodology represented as Metamodel to the Zachman Enterprise Architectural Framework (ZEAF) and reports the association pattern and statistics. This association has been done in order to find the representations of the specific concern SBITA into the EA dominion. This paper reports, among other issues, to what extent and in which perspectives and aspects the SBITA assessment concern is predominantly represented in ZEAF. Keywords: Strategic Business and IT Alignment, Enterprise Architecture, Association approach, SBITA Assessment Metamodel, Zachman Enterprise Architectural Framework
Introduction
The theory-building around the concept of Strategic Business and IT Alignment (SBITA) has a recent history; it has only been going on approximately 20 years (Luftman 2003), (Peppard 2003). This issue has been a top concern for Chief Information Officers (CIOs) and Chief Executive Officers (CEOs) and the importance of alignment has been reported as an organization-wide issue that directly influences the company’s overall performance (Xia 2002). Despite the widespread acceptance that Business and IT strategies should be aligned, the nature of such alignment is diverse and not clear in the literature. (Luftman 1996), (Hsaio and Ormerod 1998) and (Burn 1997) all provide some examples of alignment enablers and inhibitors, little guidance is provided on how to achieve, manage and maintain alignment between business and IT strategies, (Papp and Motiwalla 1996), (Luftman 1998). Because most of the above conceptual definitions, analyses, methodologies and theories of SBITA were developed before or parallel to the advent of the Enterprise Architecture (EA) practices, based on modeling principles, to a greater or lesser degree they explicitly or strictly lack the EA characteristics, definitions and principles that are broadly accepted nowadays. This paper
1
argue that most of those extensive theoretical and methodologies underpinnings experienced in case studies can be bridged to the field of Enterprise Architecture that has emerged as a feasible model-based tool for the systematic and holistic planning and decision-making of an enterprise’s business and IT system operation and evolution. This paper describes how SBITA assessment approach of Luftman (Luftman 2003) is linked to Zachman’s EA framework as a vehicle for this association we use a previously developed Metamodel for Luftman’s SBITA assessment approach (Plazaola et al 2006). This association has been done in order to find the representations of the specific concern SBITA into the EA dominion. The paper outline is organized according to the following structure: Firstly, SBITA assessment is a multidimensional issue and it is briefly explained in the section Strategic Business and IT Alignment. Secondly, in the section Enterprise Architecture of this paper we explore the Enterprise Architecture, concepts defining it as the set of models depicting the many concerns in an enterprise. In the section SBITA Assessment Metamodel association to ZEAF we explain the process and criteria to associate the Metamodel with the ZEAF, which helped us to classify the Metamodel’s artifacts in the EA context, perspectives and aspects, presenting in the section Findings on the Association the allocation pattern of the Metamodel artifacts in the ZEAF. The paper includes the section Discussion and Conclusions from the research activities here reported.
Strategic Business and IT Alignment
Several definitions are used in the literature to describe the concept Strategic Business and IT alignment, SBITA, (Henderson et al. 1993), , (Luftman 1996), (Luftman 2003),(Papp 1995), and (Reich et al. 2000). In this paper SBITA will be interpreted as a continuous conscious and coherent interrelation between all the
company’s components, personnel and IT systems contributing to its performance over time (Maes 2000). In this paper we adopt Luftman’s Strategic Business and IT Alignment Assessment approach (Luftman 2003) as the operationalized methodology that correctly describes the complex phenomena of alignment assessment since it is empirically well founded. It is based on research results from previous studies on alignment inhibitors and enablers and has been used in 60 global companies (Luftman 2003). (Luftman et al. 1998) describe a study by IBM involving executives from over 500 firms representing 15 industries. The study found that the six criteria presented in Table 1 below are the most important for aligning IT and business (Luftman 2003):
Table 1. Luftman’s criteria for SBITA Assessment.1 Some might, of course, argue against considering his strategic business and IT assessment alignment as a truly representative approach, but that discussion is not the subject of this paper. The Luftman assessment methodology is partially represented as theory diagram in Figure 1. Complete representation of the Luftman’s SBITA Assessment methodology as theory diagram can be found in www.Paper121_LuftmanTheorydiagram.uni.e du.ni
1 (*)The Communication Criterion is used as the representative example of the Luftman’s Criteria for further partial representations in this section.
2
Figure 1. Representation of the Luftman’s theory diagram (partial representation)
Luftman’s alignment assessment approach represented as a Metamodel
In order to make Luftman’s SBITA assessment approach more usable in enterprise architecture analysis and design, we have previously developed a Metamodel on this work (Plazaola et al 2006). The Metamodel describe a set of artifacts from which to represent the relevant issues of a real enterprise’s views for assessing alignment. By instantiating the entities of the Metamodel we are thus able to make SBITA assessments from architectural descriptions of the enterprise (as-is or to-be) This facilitates analysis and decision-making, using views on the SBITA alignment concern. The conformity of the proposed Metamodel with its parental expert’s approach is addressed by deriving the Metamodel straight and clearly correlated from the theory diagram of Luftman’s alignment assessment approach, a
syntactic and semantic analysis was applied from Luftman’s theory diagram to develop the Metamodel (Plazaola et al. 2006). In the Figure 2 it can be seen a partial representation of the SBITA Assessment Metamodel. Details on the Metamodel can be found at www.Paper 121_LuftmanMetamodel.uni.edu.ni
Enterprise Architecture
Enterprise Architecture (EA) is understood as (i) the fundamental organization of an institution or a corporation, either as a whole or together with partners, suppliers and/or customers (“extended enterprise”), or in part (e.g. a division, a department, etc.) as well as (ii) the principles governing its design and evolution. (Opengroup 2003) In other words, an EA is a set of models depicting the organization as it is today and as it is envisioned in the future, and should be able to map the various views representing the architecture to one another.
3
Figure 2. Representation of the SBITA Assessment Metamodel (partial representation)
Enterprise architecture components
There is no universal accepted definition of how an EA should be represented, which dimensions, layers or details it should have. As an exemplification we show in Figure 3 a set of models defining the EA. The different models are linked to separate architectural discipline and the Enterprise Architecture is the glue that integrates each of these disciplines and models into a cohesive, useful and integral expression (Marques and Sousa, 2004)
Figure 3. Enterprise Architecture components The EA practices as seen in Figure 3 address concerns from the business to the technical issues of all stakeholders of an organization in an integral approach, with the goal of providing a more functional enterprise.
The Zachman Framework
(Zachman 1987) defined his Framework as "simply a logical structure for classifying and organizing the descriptive representations (i.e. models, artifacts, entities) of an Enterprise that are significant to the management of as well as to the development of the Enterprise’s systems”. The Zachman Framework focuses on content by defining the views that provide a holistic perspective of the organization. It is a classification scheme for entities, models or specific architectures in a two-dimensional classification schema diagramed in a six-by- six matrix format as shown in Figure 4.
Figure 4. The Zachman matrix (Zachman 2002-2005)
4
The rows represent the perspective of different players/audiences/target contributors in the process while the columns represent aspects/ interrogative triggers of the process. The thirty-six frames are referred to as cells. In this Framework, each cell is unique. The columns manage the complexity while the rows manage the changes. The Framework is comprehensive and generic. It distinguishes an issue by answering all six primitive linguistic interrogatives: Who, What, Where, When, Why and How; hence they cannot be fragmented further after analyzing. In addition, it is a logical structure for descriptive representations (i.e. models, or design artifacts) of any complex object and is neutral with regard to the processes or tools used for producing the descriptions or models. For this reason, the ZEAF as applied to enterprises is helpful for sorting out technology and methodology choices and issues that are significant to both general management and technology management. This makes the framework generic. The columns in the Zachman matrix refer to the interrogative questions asked by an enterprise. The answers to these questions heavily depend upon the audience perspective/target contributor. The rows in the Zachman Framework represent distinct, unique perspectives and represent the point of view of different players. The intersection of each row and column forms a cell containing a specific enterprise artifact. Zachman contends that a fully architected enterprise would have an explicit representation that describes the enterprise's current and future activities related to that cell. He also maintains that all models in adjacent horizontal and vertical cells should be consistent with the artifacts in the cell. Such a fully described enterprise would have complete alignment between its business mission and its systems implementation, and would be completely efficient in its application of resources, priorities and processes. Of course, no such
enterprise may exist in practice, but use of the Zachman framework to analyze existing problems and guide future plans would lead organizations toward that ideal. The Zachman Framework has also spawned a number of other similar frameworks for applying enterprise architecture in specific domains. These include the Federal Enterprise Architecture Framework (FEAF), The Open Group Architecture Framework (TOGAF), and the Department of Defense Architecture Framework (DoDAF).
SBITA Assessment Metamodel association with the ZEAF
This section shows to what extent the artifacts of the SBITA Assessment Metamodel are distributed in the ZEAF and in which perspectives and aspects. This information is useful for identifying the core stakeholders of providing information to SBITA assessments concern .This information help us to have a quick draft SBITA assessment model (i.e. as- is model generated by the SBITA Assessment Metamodel) In addition we provide a description on a new field of application for the Zachman framework: SBITA analysis.
Aspect’s Association criteria
We have the following criteria for associating the Metamodel’s artifacts with ZEAF Aspects: (i) Criterion Zachman Aspect 1 (CZA1): A Metamodel’s artifact can be associated to the general definitions of any of the six ZEAF Aspects the artifact is associated to such Aspect (e.g. A26 – Chief Information Officer is associated to the People aspect (who)). (ii) Criterion Zachman Aspect 2 (CZA2): A Metamodel’s artifact can be associated via its attributes with any of the six ZEAF Aspects the artifact is associated to such Aspect (e.g. A7-Knowledge Sharing Process- is associated to Location Aspect (Where) because the
5
attribute Scope of A7 can be Some Organizational Units or At All Enterprise or Across Organizational Units or Within Organizational Unit).
Perspective Association criteria We have the following criteria for associating the Metamodel’s artifacts by ZEAF Perspectives: (i) Criterion Zachman Perspective 1 (CZP1): The Metamodel’s artifact or any of its attributes match the Planner/Scope/Visionary view of the organization. (ii) Criterion Zachman Persperctive 2 (CZP2): The Metamodel’s artifact or any of its attributes match the Owner/ Business/ Executive leader view of the organization. (iii) Criterion Zachmant Perspective 3 (CZP3): The Metamodel’s artifact or any of its attributes match the Architect’s/ System view of the organization. (iv) Criterion Zachman Perspective 4 (CZP4): The Metamodel’s artifact or any of its attribute match the Designer/ Technology/ Engineer view of the organization. (v) Criterion Zachman Perspective 5 (CZP5): The Metamodel’s artifact or any of its attributes match the Builder/ Component/ Implementer view of the organization. (vi) Criterion Zachman Perspective 6 (CZP6): The Metamodel’s artifact or any of its attributes match the Function/ Operation/ Worker view of the organization.
Association process Phase 1 Process: The figure 5 shows how
each Aspect Association criteria were used to associate the artifact of the Metamodel with the correspondent ZEAF Aspect. 2 In the Aspect Data (Column1) we list all the Metamodel Artifacts, since all of them are needed for the modeling purpose, In this paper
2 More details of the Metamodel’s artifacts listed in Annex 1, are shown at www.paper121_Annex1.uni.edu.ni
we decided not to show that obviously redundant information; instead we focus on the Metamodel’s Artifacts associated or located at the other Aspects. Since some artifacts have more than one attribute it can be valid that an artifact is present in more than one ZEAF Aspect (Column) with the appropriate reasoning of the attribute used for that association. The result of this Phase 1 Process is a pseudo-ZEAF matrix with the Metamodel’s artifacts associated in the Aspects columns in a single Row that has no meaning, which we called the reference Row, not yet attached to any specific ZEAF perspective.
Figure 5: Phase 1 Process
Phase 2 Process: all the Metamodel’s artifacts associated in the Phase1 Process will remain in the columns where they have been associated. For allocating such artifacts to the proper ZEAF Perspective (Rows) for each of
6
the Metamodel’s artifacts we proceed as presented in figure 6:
Figure 6: Phase 2 Process Following these two phases described above, we have a ZEAF typical matrix, 6 by 6, where the Metamodel artifacts are associated with their correspondent Aspect and Perspective. This table is the outcome of the association proposed in this paper. See Table 1 at Annex 1. Any Metamodel artifact that is associated/allocated in a ZEAF cell will have in parenthesis the attribute for such association in case it is considered needed.
Findings on the association
Our SBITA Assessment Metamodel has 39 different artifacts, not including the relation types. This set of artifacts and their attributes covers the six assessment criteria mentioned in the section Strategic Business and IT Alignment. In the association of the Metamodel’s artifacts by ZEAF Aspects, referred to as Aspects from now on, we associated the 39 artifacts following the Phase 1 Association Process; some artifacts could be associated with more than one Aspect as a function of the attributes used for the specific association. The behavior of this association phase is shown in Figure 7.
Data, 0.00% Function, 22.73%
Location, 28.79%People, 13.64%
Motivation, 18.18%
Time, 16.67%
Data Function Location People Time Motivation
Figure 7. Metamodel’s artifacts associated by ZEAF Aspects We have to remember that we decided not to show artifacts in Data (Column1) for the reasons explained in section SBITA Assessment Metamodel association with the ZEAF. Here we can see that the SBITA Assessment artifacts have a high association with the ZEAF Aspects Function (Column 2) and Location (Column 3) with a small, decreased presence in Motivation (Column 6), Time (Column 5) and People (Column 4), in that order. The SBITA Assessment Metamodel is covering all the ZEAF Aspects in a rather well balanced way. In the association of the Metamodel’s artifacts by ZEAF Perspectives, referred to just as Perspectives from now on, we associated 66 artifacts following the Phase 2 Association Process, some of which could be associated in
7
more than one Perspective, as explained previously. The behavior of this association phase is shown in Figure 8.
Planner 33%
Sub- Contractor
0%
Owner 60%
Worker 0%
Builder 5%
Designer 2%
Planner
Owner
Designer
Builder
Sub- Contractor
Worker
Figure 8. Metamodel’s artifacts associated by ZEAF Perspectives. It can be seen that the SBITA Assessment Metamodel artifacts have a high association with the Owner and Planner and almost negligible presence in the Contractor and Designer. The current SBITA Assessment is clearly a concern of the Owner and the Planner perspective, from the current conceptual (Owner) and contextual (Planner) definitions at the enterprise. The Designer and Contractor are of interest for information on how the SBITA details are working at their level. Perspectives at the Subcontractor and Worker level influence the SBITA Assessment little to not at all. Remember that the SBITA Assessment Metamodel is producing the organization’s as-is model of the SBITA level, helping us to spot the possibilities to enhance some issues for a better SBITA.
Discussion and Conclusions
Luftman’s widely recognized SBITA Assessment methodology, originally devised as a discussion tool rather than a model, has been transformed into an SBITA Assessment Metamodel. This metamodel can only produce an instantiation or model of the Strategic Business-IT Alignment, i.e. the organization’s
as-is SBITA model, which can be assessed later on according to the procedure explained in (Plazaola et al.2006). The metamodel helps us map out the SBITA Assessment concern with graphical and defined artifacts, reducing subjective complexity by enabling standard communication processes (the artifacts) as well as reducing objective complexity by defining a limited set of artifacts, attributes and links to be shared in an Enterprise. It has been explained a feasible, systematic and swift implementation of a set of criteria and a process for the SBITA Metamodel Artifacts’ association with ZEAF Aspects and Perspectives. The SBITA Assessment Metamodel has been associated with the ZEAF and such association patterns have pointed out that the Owner-Conceptual and Planner-Contextual ZEAF Perspectives have the major impact on the SBITA Assessment, since a large number of the Metamodel artifacts are concentrated in these two Perspectives. It was also shown that the SBITA Assessment Metamodel is covered by and covers all the ZEAF Aspects in a rather well balanced way; i.e. there are no aspects that can be neglected by the SBITA Assessment. In Table 1 in Annex 1, where the SBITA Metamodel artifacts are represented in each ZEAF cell, we consider that we have information that helps us do SBITA assessment modeling by focusing, albeit not exclusively, on the information gathering in the target domain, the target contributor and the audience perspective of the ZEAF matrix. Such an SBITA assessment model can be validated later in a wider sense and help us in keeping the awareness of the interlinked artifacts in the modeling process, probable in the ZEAF’s Perspective and Aspects. The SBITA associated with the EA is an approach with close relation to the core principles of the Systems Engineering: an interdisciplinary approach and means for enabling the realization and deployment of successful systems. Systems Engineering
8
9
considers both the business and the technical needs of all customers, with the goal of providing a quality product that meets the user needs (INCOSE 2006), in this case a better SBITA.
References
Burn, J.,”Information system Strategies and the Management of Organisational Change”. Journal of Information Technology 8, 205–216, 1997.
Ciborra, C., “De profundis? Deconstructing the concept of strategic alignment,” Scandinavian Journal of Information Systems, 9(1): 67-82, 1997.
Ekstedt, M., Jonsson, N., Plazaola, L., Silva, E., and Vargas, N. “An Organizational- WideApproach for Assessing Strategic Business and IT Alignment”, PICMET 2005.
Giaglis,: A Taxonomy of Business Process Modelling and IS Modelling Techniques. Int. J. of Flexible Manufacturing Systems (13) 2: 209- 228, 2001.
Henderson J. C. and Venkatraman N., "Strategic Alignment: A Model for Organizational Transforming via Information Technology", Oxford University Press, New York, 1993.
Hsaio, R., Ormerod, R., “A New Perspective on the Dynamics of IT-Enabled Strategic Change”. Information Systems Journal 8 (1), 21–52, 1998.
INCOSE, What is Systems Engineering. Retrieved on 2006-11-26.
Luftman, J., "Competing in the information age: strategic alignment in practice”, New York: Oxford University press, 1996.
Luftman, N. J., “Competing in the Information Age – Align in the Sand”, Oxford Press, 2003.
Maes, R., Rijsenbrij, D., Truijens, O., Goedvolk, H., “Redefining Business – IT alignmentThrough a Unified Framework”, white paper , http://imwww.fee.uva.nl/~maestro/PDF/2000- 19.pdf, 2000.
Marques Pereira Carla and Sousa Pedro, “Getting into the misalignment between Business and information Systems”, The 10th European Conference on Information Technology Evaluation, Madrid, Spain, September 2003.
Papp, R., Motiwalla, L., “A Knowledge Based System For Measuring Business–IT Alignment”.http://Hsb.Baylor.Edu/Ramsower/ Ais.Ac.96/Papers/PAPP2.html.1996.
Papp, R., "Determinants of Strategically Aligned Organizations: A Multi-industry, Multi- perspective Analysis, (Dissertation)", Stevens Institute of Technology, Hoboken, New Jersey, 1995.
Plazaola, L. Silva, M. E., Vargas, N., Flores, J., Ekstedt, M., "A Metamodel for Strategic Business and IT Alignment Assesment, Conference on Systems Engineering Research (CSER), 2006.
Peppard, Breu, “Beyond alignment. A coevolutionary view of the Information Systems Strategy Process”. Twenty-Fourth International Conference on Information Systems, 2003.
Opengroup 2003, TOGAF Enterprise Edition Version 8.1. The Open Group, 2003
Xia, W., King, W.R., “Determinants of organizational IT infrastructure capabilities”, MIS Research Center Working Papers.
Zachman, ZIFA11, All the Reasons Why You Can’t Do Architecture or (“We Has Met the Enemy and He is Us”). Zachman International ZIFA11.doc. www.zifa.com.
Zachman, John. “A Framework for Information Systems Architecture”, IBM Systems Journal,vol. 26, no.3. IBM Publication, 1987.
Zachman Framework Associates, Copyrigth 2002- 2005)
Biography
The authors are researchers at the Department of Industrial Information and Control Systems at the Royal Institute of Technology in Stockholm, Sweden. Leonel Plazaola, Enrique Silva, and Norman Vargas are all Ph.D. students and Dr. Mathias Ekstedt is a senior researcher. Johnny Flores is a research assistant at the National University of Engineering, Nicaragua. Acknowlegments: We would like to acknowledge the enthusiastic work and discussions of Sugey Rodríguez and David Zapata both Computer Engineering students at UNI, Nicaragua doing their thesis work in the SBITA area under our supervision.
Annex 1. Outcome of Association Metamodel’s Artifact to ZEAF.
Legend: Artifacts Code and Name
(A1) IT Personnel (A2) B Personnel (A3) Human Resources Polices (A4) Organizacional Learninng / Training Program (A5) Learning / Training Monitoring (A6) Communication (A7) Knowledge Sharing Process (A8) IT Planning Process (A9) B Planning Process (A10) B-IT Liaison Staff (A11) IT Metric (A12) IT Assessment Process (A13) B Metric (A14) B Assessment Process (A15) Service Level Agreement (A16) Organizacional Units (A17) Benchamarking Process (A18) Continuous Improvement Process (A19) Business Strategy /Plan (A20) IT Strategy/ Plan (A21) IT Budgeting Process (A22) IT Budget (A23) IT Steering Committee (A24) Prioritization Process (A25) B- Process Owner (A26) CIO (A27) CEO (A28) CFO (A29) COO (A30) B Organizacional Units (A31) IT Application System (A32) IT Project (A33) B-IT Relationship Management (A34) B-IT Relationship (A35) IT Organizacional Units (A36) Technology Standard (A37) IT Architecture (A38) Social Interaction (A39) B Project
Component (Detail Representation)
Subcontractor
Inventory Manifestation
No Artifacts
Component Entity Component Relationship
Function Manifestation
No Artifacts
Component Process Component Input
Network Manifestation
No Artifacts
Component Location Component Connection
Organization Manifestation
No Artifacts
Component Role Component Work
Timing Manifestation
No Artifacts
Component Cycle Component Moment
Motivation Manifestation
No Artifacts
Component End Component Means
Implementers
Functioning enterprise
Operation
Inventory Instantiation
No Artifacts
Operation Entity Operation Relationship
Function Instantiation
No Artifacts
Operation Process Operation Input
Network Instantiation
No Artifacts
Operation Location Operation Connection
Organization Instantiation
No Artifacts
Operation Role Operation Work
Timing Instantiation
No Artifacts
Operation Cycle Operation Moment
Motivation Instantiation
No Artifacts
Operation End Operation Means
Workers
InventoryTarget Domain Function Network Organization Timing Motivation Target Contributor
Data/What Process/How Location/Where People/Who Event/When End/WhyAudience Perspective Interrogative Perspective
Scope (Contextual)
Planner
Network Identification
A3(Scope) A7(Scope)
A10(Scope) A12(Scope) A14(Scope) A15(Scope)
A16 A19(Scope) A20(Scope) A21(Scope) A24(Scope) A32(Scope) A34(Scope) A36(Scope) A37(Scope) A38(Scope) A39(Scope)
Scope Location
Visionaries
Organization Identification
A25 A26 A27 A28 A29
Scope Role
Inventory Identification
No Artifacts
Scope Entity
Function Identification
No Artifacts
Scope Process
Timing Identification
No Artifacts
Scope Cycle
Motivation Identification
No Artifacts
Scope End
Business (Conceptual)
Owner
Function Definition
A5 A6
A7(Access Type) A8(Input Type) A9(Input Type)
A12(Type of assessment) A14(Type of assessment)
A17(useType) A18(useType)
A21(Input Type) A24(Input Type) A33(Use Type)
A34(Relation type) A38(Social Interaction
Bases)
Business Process Business Input
Executive Leader
Inventory Definition
No Artifacts
Business Entity Business Relationship
Network Definition
A30(Risk on IT Project incentived)
A35(Risk on IT Project incentived)
Business Location Business Connection
Organization Definition
A1(propose change) A2(propose change)
A10(access type) A23(Access Type)
A25 (collateral consideration) A26 (collateral consideration) A27 (collateral consideration) A28 (collateral consideration)
A29 A25 (collateral consideration)
Business Role Business Work
Timing Definition
A3(Frequency) A10(Frequency) A11(Frequency) A12(Frequency) A13(Frequency) A14(Frequency) A15(Frequency) A17(Frequency) A19(Frequency) A20(Frequency) A36(Frequency)
Business Cycle Business Moment
Motivation Definition
A3 A11 A13 A15 A19 A20 A32 A39
Business End Business Means
System (Logical)
Designer
Motivation Representation
A37
System End System Means
Architects
Timming Representation
No Artifacts
System Cycle System Moment
Organization Representation
No Artifacts
System Role System Work
Network Representation
No Artifacts
System Location System Connection
Function Representation
No Artifacts
System Process System Input
Inventory Representation
No Artifacts
System Entity System Relationship
Technology (Physical)
Builder
Motivation Specification
A22(Spending Rationale Type)
A31(IT Function) A36(Use type)
Technology End Technology Means
Engineers
Timing Specification
No Artifacts
Technology Cycle Technology Moment
Organization Specification
No Artifacts
Technology Role Technology Work
Network Specification
No Artifacts
Technology Location Technology Connection
Fucntion Specification
No Artifacts
Technology Process Technology Input
Inventory Specification
No Artifacts
Technology Entity Technology Relationship
Any Metamodel’s artifact that is associated in a ZEAF cell will have in parenthesis the attribute for such association in case it is considered needed.
10
- Abstract
- Introduction
- Strategic Business and IT Alignment
- Luftman’s alignment assessment approach represented as a Metamodel
- Enterprise Architecture
- The Zachman Framework
- SBITA Assessment Metamodel association with the ZEAF
- Findings on the association
- Discussion and Conclusions
- References
- Biography
Research_Papers/ANNALS-2010-2-32.pdf
ECONOMIC CRISIS AND IT STRATEGIES OF ENTERPRISES IN POLAND. RESULTS OF A SURVEY WITH A FOCUS
ON POLISH SME SECTOR
Miroslaw DYCZKOWSKI
Wroclaw University of Economics, Faculty of Management, Computer Science and Finance, Wroclaw, POLAND
ABSTRACT The paper discusses results of a survey – carried out in 2009 – which aimed at analysing how the recent economic crisis affected IT strategies of Polish small and medium sized enterprises (SMEs). The special attention is paid to SMEs, due to their importance to the Polish economy. The initial part presents assumptions for the research project. It is followed by multidimensional statistical analysis of 78 collected sets of data (each comprising: 38 characteristics describing how the crisis affected IT strategies and what changes in strategies were adopted, and 6 features of the surveyed objects). The results are presented in the following sequence. In the beginning it is examined whether, and – if yes – to what extent, companies modified their IT strategies and IT projects – firstly, within groups distinguished by size, and secondly, at certain IT levels. Subsequently, it is analysed how changes in economic situation of companies influenced their IT strategies and ongoing IT projects. Finally, the most important symptoms of changes in IT strategies are detected and depicted in reference to the whole SME cluster and to those objects only where IT strategies were changed. The results obtained support a working hypothesis that the economic crisis affected – to smaller or greater extent – short- and long-range IT strategies in the majority of SMEs. Visible signs of that situations include: decreasing budgets and employment in IT departments, limited spendings on IT investments, reduced scopes of ongoing projects, postponed or suspended IT investments, abandoned investment plans, or substantial cuts in seminars and trainings related to information technology. Keywords: economic crisis, Polish SME sector, multidimensional statistical analysis, IT strategies, survey results
1. INTRODUCTION The global financial crisis, which has affected the Polish economy since the second half of 2008,
resulted in deteriorating economic situation in majority of companies. Evidence was provided by: current business statistics, economic and social analyses, or monitoring of changes in the economy. Implications of the crisis were observed in information technology domain, too. Clear signals came from producers and providers of IT products and services, as well as from their customers. They were also acknowledged by nearly all the major companies monitoring IT industry in Central and Eastern European countries, including: DiS, Gartner, Forrester Research, IDG or PMR, which issued revised market forecasts in the first half of 2009. The report of PMR, entitled “Revision of forecasts for IT markets in Poland, Russia and Ukraine” [4], may serve as an example here (see Figure 1).
14.7% 16.0%
1.2%
12.9%
16.5% 13.8%
2006 2007 2008* 2009f
IT market value - 2008 June
IT market value - 2009 April
* - forecast estimate respectively f - forecast
Figure 1. Year-on-year rate of change of IT market value in Poland (%), according to PMR data and forecasts as of June 2008 and April 2009 (based on [4, p. 4]).
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In order to gather more information on the discussed subject, the author of this paper carried out a survey in April and May 2009. It was designed to assess an impact of the economic crisis on informatization strategies and IT projects in selected companies. The survey followed the author’s main research projects, including analytical and diagnostic studies on: current status and changes in Polish IT project management practices, IT projects assessment (with focus on effectiveness), or key success factors for IT projects. Research methodology, data collected and results obtained were presented at numerous specialised, nationwide and international conferences. They were published in several papers and research reports as well (see for example [1], [2] and [3]).
This paper presents various data breakdowns and analyses which help to assess an impact of the economic crisis on informatization strategies. The attention will be paid to small and medium sized enterprises (SME’s) in particular – due to their importance to the Polish economy.
2. ASSUMPTIONS FOR THE STUDY The selection of the study area stems from the author’s conviction that awareness of ways in
which business organisations respond to the economic crisis (with the focus on IT-related activities) is important in order to counteract effects of the crisis more effectively. Such knowledge should enable the IT industry to get back on track of dynamic growth observed in recent years (see Figure 1) much quicker, which is essential when considering long-range strategies for developing e-society and e- economy in Poland. For the author – an academic – the information collected, beside its cognitive and utilisable aspects, has a certain educational value (both in didactic and in advisory or consulting activities).
The study has an interregional reach, and reflects situation of companies located mostly in Warsaw/Mazovia or in Wroclaw/Lower Silesia. The survey was carried out by students of postgraduate managerial programme “IT Projects Management” at the Faculty of Management of the Warsaw University, and by part-time master-level students of Information Technology and Econometrics at the Faculty of Management, Computer Science and Finance of the Wroclaw University of Economics.
The study was carried out in April/May 2009 – as already mentioned in the introduction. The selection of that period resulted from the author’s conviction – substantiated by other sources – that at that time forecasts drawn up at the turn of 2008 and 2009 were modified, and already incorporated information on crisis development, figures from financial statements of 2008 and data from closing reports for the first quarter of 2009. The companies reflected newest data in their strategies, including those from IT area, by either sticking to or modifying prior plans (see for example [4], [5], [6], [7] and [8]).
The overall number of collected – and duly filled in – questionnaires amounted to 139; 52 were delivered by students from Warsaw, and 87 by students from Wroclaw. As mentioned in the introduction, the importance of SME’s to the Polish economy was a decisive factor for paying closer attention to this group in this paper. Due to the substantial share of SME’s in the surveyed group (78 out of 139, i.e. 56.12%), a selection of this subset for further analysis was not only possible but also statistically valid. Even though the composition of the sample did not reflect the structure of the Polish economy, a variance for the SME cluster was much lower than in case of large and the largest companies.
All questionnaires formed a repository comprising in each case: 38 quantitative and qualitative characteristics, describing how the economic crisis affected IT strategies and what changes in strategies were adopted, 6 descriptive and typological features of the surveyed objects, and 5 other, which helped to verify collected data (including sources of information). The repository was stored and preceded in two formats: primarily as workbooks of Statistica, and secondly as MS Excel files. Since the repository contains data on a very diverse group of companies, a detailed presentation of the group is required. Detailed information on the repository and numerous analyses were published in several papers and research reports (see for example [3]).
3. ASSESSING INFLUENCE OF THE ECONOMIC CRISIS ON INFORMATISATION
STRATEGIES OF POLISH SMALL AND MEDIUM SIZED COMPANIES 3.1. General characteristics of the surveyed objects Before results of the study are discussed, the surveyed companies will be presented in brief. The
Table 1 shows a breakdown of examined objects by areas of their operations (sectors and subsectors). It includes: number of objects in particular clusters, importance of clusters in the whole sample, and dominating values (cells shaded in grey).
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The information presented in Table 1 requires short comment. The author is aware that the sample reflects neither sector- nor subsector-related profiles of the Polish economy. Considering areas of operation, the category “other” prevails, what was a consequence of professional profiles of students who carried out the survey. The data in Table 2 shows high informatization level for the SME sector (70.51% of objects selected the answers: “high” or “very high”). Nevertheless, this level is slightly lower than the one for the whole sample. The assessment presented in Table 3 shows, in turn, that the economic crisis affected SME sector less severely than large and the largest companies (55.13% of SME’s indicated “slight” or “substantial” deterioration here, with 62.30% share for large and the largest companies).
Table 1. Structure of the surveyed SME’s by sector and subsector
Sector/subsector number % public (administration and
services) 5 6.41
banking, finance, insurance 2 2.56 commerce (commodity trade) 16 20.51
industry 8 10.26 other sectors, with following
subsectors: 47 60.26
ICT companies (software houses, IT providers,
telecommunication etc.) 33 70.21
consulting and services (accounting, legal etc.)
7 14.89
other subsectors (transport, geodesy, architecture,
agriculture, vindication) 7 14.89
Table 2. Size and an informatization level of the surveyed SME’s
Object size micro small medium
Total Informatization level
number % number % number % number %
very low (< 30%) 1 1.28 0 0.00 0 0.00 1 1.28 low (≥ 30%) 1 1.28 0 0.00 0 0.00 1 1.28
some (≥ 45%) 1 1.28 4 5.13 1 1.28 6 7.69 medium (≥ 60%) 1 1.28 5 6.41 9 11.54 15 19.23
high (≥ 75%) 5 6.41 4 5.13 12 15.38 21 26.92 very high (≥ 90%) 7 8.97 15 19.23 12 15.38 34 43.59
Total 16 20.51 28 35.90 34 43.59 78 100.00
Table 3. Size and influence of the crisis on economic situation of SME’s Object size
micro small medium Total Influence of the crisis on
economic situation of an object number % number % number % number %
it is much worse 2 2.56 1 1.28 3 3.85 6 7.69 it is slightly worse 10 12.82 11 14.10 16 20.51 37 47.44
nothing has changed 2 2.56 12 15.38 12 15.38 26 33.33 it is slightly better 2 2.56 4 5.13 3 3.85 9 11.54
Total 16 20.51 28 35.90 34 43.59 78 100.00
Having considered the basic characteristics of SME’s, for which data were collected, the following part of the paper will analyse influence of the economic crisis on IT strategies.
3.2. Assessing influence of the economic crisis on IT strategies Taking into account additional information on the surveyed SME’s, it may be examined whether,
and – if yes – to what extent, the companies have modified their informatization strategies and IT projects – firstly, within groups distinguished by size (Table 4), and secondly, at certain informatization levels (Table 5). Subsequently, it will be analysed in which ways changes in economic situation of companies influenced their informatization strategies and ongoing IT projects (Table 6). Finally, the most important symptoms of changes in informatization strategies will be identified and depicted in reference to the whole SME cluster and to those objects only where IT strategies were modified (Table 7).
Table 4. Influence of the crisis on IT strategies in the surveyed SME’s according to their sizes. Object size
micro small medium Total Influence of the crisis on
informatisation strategies and projects number % number % number % number %
no change 6 7.69 12 15.38 8 10.26 26 33.33 slight change 9 11.54 15 19.23 23 29.49 47 60.26
radical change 1 1.28 1 1.28 3 3.85 5 6.41 Total 16 20.51 28 35.90 34 43.59 78 100.00
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Table 5. Influence of the crisis on IT strategies in the SME’s according to informatization levels Influence of the economic crisis on IT strategies and projects
no change slight change radical change Total Informatisation level number % number % number % number %
very low (< 30%) 1 1.28 0 0.00 0 0.00 1 1.28 low (≥ 30%) 1 1.28 0 0.00 0 0.00 1 1.28
some (≥ 45%) 3 3.85 2 2.56 1 1.28 6 7.69 medium (≥ 60%) 4 5.13 11 14.10 0 0.00 15 19.23
high (≥ 75%) 7 8.97 13 16.67 1 1.28 21 26.92 very high (≥ 90%) 10 12.82 21 26.92 3 3.85 34 43.59
Total 26 33.33 47 60.26 5 6.41 78 100.00
Table 6. Crisis-related changes in economic situation of the SME’s and their influence on informatization strategies and projects
Influence of crisis on informatization strategies and projects no change slight change radical change Total
Influence of crisis on economic situation of an
object number % number % number % number % it is much worse 1 1.28 1 1.28 4 5.13 6 7.69
it is slightly worse 7 8.97 30 38.46 0 0.00 37 47.44 nothing has changed 14 17.95 11 14.10 1 1.28 26 33.33
it is slightly better 4 5.13 5 6.41 0 0.00 9 11.54 Total 26 33.33 47 60.26 5 6.41 78 100.00
Table 7. The structure of identified symptoms of informatization strategy changes in SME sector. The structure of identified symptoms
of IT strategy changes [%] Symptoms of IT strategy changes Whole SME’s group SME’s which modified their IT strategy
Budgets of IT departments were reduced 25.64 38.46 Spendings related to IT investments decreased 30.77 46.15
New projects were abandoned 11.54 17.31 Ongoing projects were halted 8.97 13.46
A scope of projects was reduced 12.82 19.23 IT investments were postponed 20.51 30.77
IT services outsourcing was intensified 5.13 5.77 IT personnel was made redundant 21.79 30.77
Number of IT seminars and trainings dropped 23.08 34.62 IT was financed with external funds 1.28 1.92
IT costs were streamlined (using TCO) 11.54 17.31 Other 5.13 5.77
The data presented in Tables 4-7 requires explanation. First of all, the study showing that
66.67% of the surveyed objects adjusted their informatization strategy and IT projects due to the crisis (60.26% slightly, and 6.41% in a radical way) supports results of similar analyses carried out in Poland in 2009. For example, the study conducted by IDG in March [6] showed that 63.16% of the polled companies were of the opinion that the crises would influence IT industry. The report of PMR issued in April [4] stated that 76% of IT managers found acute worsening of economic situation in Poland and in the world the major restraint to increase of the local IT market, whereas 88% believed that some segments of the market would negatively respond to the crisis.
Secondly, small and medium sized companies modified their informatization strategies and IT projects in result of the crisis more often than other surveyed objects (66.67% for SME’s, with 63.31% for the whole sample and 59.02% for large/largest companies). Adjustments were introduced by medium sized companies the most frequently (in 76.47% of cases).
Thirdly, the crises affected informatization strategies and IT projects of the companies characterised by higher informatization levels more often than in case of other objects (see shaded range in Table 5). These changes were usually “slight”, though.
Fourthly, for SME’s – like for other surveyed objects – a correlation between magnitude of changes in economic situation and modifications in informatization strategies and IT projects was detected (see shaded cells in Table 6). With regard to data depicted in Table 7, it should be noticed that the surveyed SME’s declared the following symptoms of informatization strategy changes the most frequently (in over 20% of cases):
decreasing spending on IT investments (30.77% of questionnaires), reduced budgets of IT departments (25.64%), reduced number of IT seminars and trainings (23.08%), redundancies in IT personnel (21.79%), postponed IT investments (20.51%).
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The results obtained for these SME’s which declared changes in their IT strategies were similar, and differed only – what is obvious – in percentage levels (see third column in Table 7). It must be added that both lists differ – in their composition, order and percentage levels – from those referring to the whole analysed group of surveyed companies [3]. Among SME’s which modified their informatization strategies the most significant decreases were observed in:
IT investment budgets (57.69% of answers indicated “decrease” or “substantial decrease”), equipment purchases for IT departments (55.77%), current spending on IT (51.92%).
Just as for the whole surveyed group, only in case of own IT projects a noticeable growth could be observed (23.08% of answers indicated “increase” or “substantial increase”). In other areas such indications did not exceed 10%-level. Considering IT applications affected by changes in informatization strategies the most noticeable decreases, for the SME’s which modified their IT strategies, were observed in the following domains:
purchases, stock management and supply chain management – that is in case of SCM applications (28.85% of answers indicated “decrease” or “substantial decrease”),
information systems – that is in case of MIS/EIS software (25%), as well as in sales/distribution (23.08%).
The biggest growth was observed in case of marketing information systems of CRM class (21.15% of answers indicated “increase” or “substantial increase”) and in case of MIS/EIS applications (17.31%) – located among most negatively affected areas, too. This leads to a conclusion that in times of crisis small and medium sized companies had to face a dilemma whether they should cancel or intensify such projects.
3. CONCLUSIONS
The results of the analysis of data collected in the survey, with a focus on an impact of the economic crisis on IT strategies, enable to formulate the following conclusions.
Firstly, the results supported a working hypothesis that the economic crises did affect, to smaller or greater extent, long- and short-term informatization strategies in most of the examined objects. Observed modifications in IT strategies (in 63.31% of all the surveyed objects, in 66.67% of SME’s, and in 59.02% of large and the largest companies) are the most evident indicator for this situation. In majority, though, the adjustments had a limited scope. The answer “there was a slight change in the informatization strategy” was chosen by 87.50% of the surveyed objects, including 90.38% of SME’s and 83.33% of large and the largest companies, which declared modifications in their informatization strategies. The obtained results indicated that SME’s responded to the crises by redefining activities in the IT area quicker and to the larger extent than other objects, which is typical for this sector.
Secondly, the observed frequency and magnitude of changes in IT strategies was – as expected – correlated with informatization level, in reference both to the whole sample and to the SME sector (see Table 4). The major symptoms of IT strategy and projects modifications were similar for both groups. They included (see Table 7):
reduced scope of IT seminars and trainings (by 33.09% for the whole surveyed group and by only 21.79% for the SME sector – where this was a fourth top signal),
decreasing spending on IT investments (30.94% and 30.77% respectively), reduced budgets of IT departments (25.90% and 25.64% respectively), postponed IT investments (20.86% and 20.51% respectively).
Two important differences between the entire sample and the SME subset were observed, though. Redundancies in IT personnel, common for the SME’s (23.08% of answers – third position), were less relevant for the whole sample (15.83% and 5th-6th position). On the other hand, IT cost streamlining, important for the entire group, and even more in case of large and the largest companies (15.83% and 5th-6th position) was not so common among SME’s (11.54% and 7th-8th position). Thirdly, restricting analysis to those objects only which modified their informatization strategies due to the crisis, the most important decreases – in quantitative and monetary terms – were observed in:
IT investment budgets (61.36% of answers indicated “decrease” or “substantial decrease” for the entire group, and 57.69% in the SME sector),
equipment purchases for IT departments (53.51% and 55.77% respectively), current spending on IT (51.14% and 51.92% respectively).
The difference can be observed in reference to IT seminars and trainings, where substantial decrease in the whole group (59.09% – second position), and even more rapid decline among large and the largest enterprises, was less relevant for the SME sector (40.38%, which is less significant than
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“equipment purchases for end-users”, equal to 42.31%). Lower expenses of the SME sector related to seminars and trainings, even in times of prosperity, account for that difference.
The fourth conclusion is that own projects carried out by IT departments were the only area of growth (in other domains a 10%-level was not exceeded), where 20.45% of all the surveyed objects and 23.08% of the SME’s indicated “increase” or even “substantial increase”. This means that companies looking for cost cuts resigned, to some extent, from offers of external consultants and decided to continue key projects with their own resources.
Finally, considering applications of information technologies affected by changes in informatisation strategies, the most important modifications – in those objects which decided to verify their IT policy – included:
purchases, stock management and supply chain management – and consequently SCM applications (34.09% of answers indicated “decrease” or “substantial decrease” for the whole group, and 28.85% in the SME sector)
information systems – that is in case of MIS/EIS applications (26.14% and 25.00% respectively). The latter group was the one which experienced the biggest growth (15.91% of answers indicated
“increase” or “substantial increase” for the whole group, and 17.31% in the SME sector). The second area of increase in number of projects and spending included marketing information systems of CRM type (increase of 14.77% in the entire group, and 20.15% in the SME sector). This situation suggests that despite crisis companies debated whether they should abandon or intensify such projects.
The author believes that by observing behaviour of companies and their responses to the economic crisis in IT domain, the following two objectives were achieved. On the one hand, the findings presented in other reports and analyses were confirmed and supplemented. On the other – due to evidence gathered – negative consequences of crisis in IT area may be effectively counterbalanced. All these should, at least indirectly, help in achieving goals of long-range strategies for developing e-society and e-commerce in Poland, both more effectively and much quicker.
REFERENCES [1.] DYCZKOWSKI M. How the home IT projects management practice has been change? The results of the
comparative researches done in the years 2002-2004. [in:] Information Management. B.F. Kubiak, A. Korowicki, eds. Publishing House of Gdansk University, Gdansk 2005: 141-148.
[2.] DYCZKOWSKI M. Evaluation of ERP systems implementation projects. [in:] Advanced Information Technologies for Management AITM’2007. J. Korczak, H. Dudycz, M. Dyczkowski, eds. Wroclaw University of Economics Research Papers 2008; 8 (1208): 49-61.
[3.] DYCZKOWSKI M. Economic crisis and informatisation strategies of enterprises. Results of a survey with a focus on SME sector. [in:] Advanced Information Technologies for Management AITM’2009. J. Korczak, H. Dudycz, M. Dyczkowski, eds. Wroclaw University of Economics Research Papers 2009; 85: 77-95.
[4.] OLSZYNKA P. Revision of forecasts for IT markets in Poland, Russia and Ukraine, free article based on “IT market in Poland 2008. Development forecasts 2008-2012 – Update. Impact of the crisis on key data and forecasts”, PMR Publications http://www.itandtelecompoland.com 2009 April
[5.] OLSZYNKA P. Changes in moods in the Polish IT industry, free article based on “IT market in Poland 2009. Development forecasts for 2009-2013”, PMR Publications http://www.itandtelecompoland.com 2009 June
[6.] IT market is suffering from the crisis, eGospodarka.pl, http://www.egospodarka.pl/article/42018/-1/39 2009 July (in Polish)
[7.] WASZCZUK P. GARTNER: Decrease in IT spending higher than predicted, http://www.idg.pl/news/347557/Gartner.Spadki.nakladow.na.IT.wyzsze.od.wczesniejszych.prognoz.ht ml 2009 September (in Polish)
[8.] WOLAK D. How the IT industry may benefit from the crisis, parkiet.com, http://archiwum.parkiet.com/artykul/642141_Jak_branza_IT_powinna__wykorzystac_obecny_kryzy s.html 2009 September (in Polish)
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Business and IS/IT Strategic Alignment Framework
Llanos Cuenca, Angel Ortiz, and Andres Boza
Research Centre on Production Management and Engineering, Universidad Politécnica de Valencia, Camino de Vera, s/n 46022 Valencia, Spain {llcuenca,aortiz,aboza}@cigip.upv.es
Abstract. Incorporating information systems and information technology (IS/IT) in the organizations have considerable risks, and these risks are in- creased when a strategic plan for its incorporation is not done. The objective of this research is to contribute in the alignment between business and IS/IT strategies using concepts and techniques from engineering and enterprise archi- tecture. To achieve this objective, this research proposes to define a modeling framework for business and IS/IT strategic alignment. The implementation of this proposal in a ceramic tile company has helped to validate its usefulness.
Keywords: Strategic alignment, framework, business, IS/IT, enterprise engineering.
1 Introduction
The current economic conditions and the high level of market uncertainty, forces the companies to be in a continuous adaptation to respond constant changes. Information systems and information technology (IS/IT) are crucial, bringing added value to busi- ness or even changing the way we carry them out. Enterprise architecture, considered as the foundation of enterprise systems engineering, has emerged as a ‘tool’ to help stakeholders to manage system engineering and changes. It is not only an IT issue, but first of all a strategic and organizational challenge [1]. Aligning IS/IT and business strategy is a key in maintaining business value [2], [3], [4], [5]. This alignment is not easy, neither in its conceptualization [6], [7], [8], nor in its accomplishment [7]. In fact, the lack of this alignment has been the reason for not achieve the improvement expected through their investments in IS/IT [9], [2], [10], [11].
The main purpose of this research is to improve the alignment between business and IS/IT strategies, making use of enterprise engineering. Modeling IS/IT by build- ing blocks allows facilitating alignment with the business since the early phases of life cycle and incorporating the building blocks in enterprise architectures.
2 Contribution to Technological Innovation
Technological innovation can improve competitiveness of a company. This competi- tiveness improves when add value is included in all business process. IS/IT allows
Business and IS/IT Strategic Alignment Framework 25
making better this value chain improving the enterprise processes or defining new processes changing the way companies do business. In this sense, it is important to define and to align business and IS/IT strategy. In this paper two disciplines are com- bined, IS/IT strategic planning and enterprise architecture.
3 Related Work
Enterprise Engineering (EE) allows understanding, defining, specifying, designing, analyzing, and implementing business processes for the entire life cycle, so that the enterprise can achieve its objectives [12], [13]. Enterprise Architecture (EA) is the discipline of designing enterprises guided with principles, frameworks, methodolo- gies, requirements, tools, reference models and standards. EA is a set of descriptive representations that are relevant for describing an enterprise such that it can be pro- duced to management’s requirements and maintained over its period of useful life [14], [15]. The alignment is the degree of fit and integration among business strategy, IT strategy, business infrastructure, and IT infrastructure [2]. The works analyzed in this research include enterprise architecture (Zachman [14], TOGAF [16], EAP [17], DoD AF [18], CIMOSA [19], GERAM [20] e IE-GIP [21]), strategic alignment mod- els (Henderson y Venkatraman [2], Luftman [22], Maes [23], Santana [24]) and works on both subjects [25], [26], [27], [28], [29], [30], [31], [32].
3.1 Critical Analysis
Enterprise architecture frameworks organize, manage and interrelates a wide variety of models used to structure and operate an enterprise by taking into account all possi- ble views. A modeling view is a representation of a whole system from the perspec- tive of a related set of concerns [33], [20]. All the analyzed Enterprise Architectures contain views in their frameworks, however, life cycle, building blocks, and how the building blocks fit together, is not defined by all of them. Life cycle is related to the life cycle of the entity being modeled. The life cycle of an enterprise model is the result of the model development process by which models are created, made opera- tional and finally discarded [34]. A building block is a primitive component (with syntax and semantics) of a modeling language [12].
This analysis has allowed defining different views: Business, Resource, Organiza- tion, Information, Data, Application and Technological Views. The proposal main- tains, in most cases, a definition according to the architectures analyzed. In case of differences between similar views of different architectures its redefinition has been necessary. Business View contains business process and business entity in a com- pany; Resource View contains capabilities and resources; Organization View includes organization levels, authority and responsibility; Information View contains input and output process; Data View defines types and data sources needed to support the in- formation view; Application View identifies the application needs and data presenta- tion; Technological View determines the technology to use and defines how this
26 L. Cuenca, A. Ortiz, and A. Boza
technology should be used. The starting point for the analysis of the life cycle phases was CIMOSA, IE-GIP, EAP and TOGAF, because they are the most complete. CIMOSA and IE-GIP do not provide concepts related to information systems and technologies in earlier phases. Neither do they include aspects related to the concep- tualization of IS/IT. Moreover, the business model of EAP does not include TO-BE process definition and does not establish an action plan. In this sense, IE-GIP is more complete. This action plan is partially covered in TOGAF but is mainly directed by business strategy.
Formal definition is less common in strategic alignment models, in this sense; they do not include building blocks nor life cycle phases. Hence, it is not possible its defi- nition under the enterprise engineering approach, which is solved in this proposal.
4 Business and IS/IT Strategic Alignment Framework
The proposed business and IS/IT strategic alignment framework has been included in the CIMOSA [19] and IE-GIP [21] modeling framework, new life cycle phases and building blocks. Three new phases have been defined: Business and IS/IT conceptu- alization, Business Process and IS/IT definition and Business and IS/IT master plan. New building blocks are defined for these phases and integrated with the other build- ing blocks [36] (Fig.1).
Fig. 1. Business and IS/IT strategic alignment framework
Business and IS/IT Strategic Alignment Framework 27
The definition of the building blocks of CIMOSA and IE-GIP is detailed in [19] and [21]. The new building blocks are:
− Role: Represents the profile required to undertake a task. It can be assigned to an organizational unit, a business process or an enterprise activity building block. The roles will be used in the modeling phases where these building blocks will be used. The roles are assigned to the organization view.
− IS/IT Conceptualization: Indicates whether the IS/IT strategy and its alignment with the business has been completed. The constructor is used in the conceptualiza- tion phase and it is associated with the information view.
− Alignment heuristics: The purpose is to detect possible failures in the alignment. The constructor is used in the conceptualization phase and it is associated with the technological view.
− Strategic dependencies: It is based in I * framework [37]. The purpose is to detect dependencies between actors, roles, organization unit, organization cell or set of roles that depends on another role. The constructor is used in the conceptualization phase and it is associated with the application view.
− As-IS portfolio: The purpose of the as-is portfolio is to support the information associated with each application and its relationship with as-is business objectives. It is used in the business process and IS/IT definition phase. It is associated with the technological view.
− To-Be portfolio: The purpose of the to-be portfolio is to support the information associated with each application and its relationship with to-be business objectives. There must be at least a relationship with a business objective. It is used in the business process and IS/IT definition phase. It is associated with the technological view.
− Maturity Model: It is based on the maturity models of Luftman [22] and Santana [24] and allows you to define the maturity level of strategic alignment. It is used in the business process and IS/IT definition phase. It is associated with the application view. The alignment will be assessed using a rating scheme of five levels. Level 1: No Alignment, Level 2: Beginning Process, Level 3: Establishing Process, Level 4: Improved Process, Level 5: Complete Alignment.
− Data properties: It defines the properties for the inputs and outputs of process, identifying the type and source of data and storage, retrieval and data availability. It is used in the business process and IS/IT definition phase. It is associated with the data view.
− Application and services portfolio: The applications and services portfolio include those that have been identified in the to-be portfolio and those who remain in the as-is portfolio. It is used in the master plan phase and is associated with the appli- cation view.
4.1 Building Block Templates and Relations
Each building block is represented with a template [34], [35]. Figure 2 shows the maturity model building block.
28 L. Cuenca, A. Ortiz, and A. Boza
Fig. 2. Maturity model template
In addition, to ensure the modeling framework integrity, the building blocks are re- lated to each other. The following figure shows the relationship in the business and IS/IT conceptualization phase and the contents of some building blocks.
Fig. 3. Building blocks relations in business and IS/IT conceptualization phase
Business and IS/IT Strategic Alignment Framework 29
5 Case Study
The proposed modeling framework has been applied in a ceramic tile company. It was necessary several interviews with the managers appointed by the company, and the outcome of these interviews was concretized in the templates associated with each building block. The business entity selected was the collaborative order management because is a critical process for the company. Information systems and information technology are essential to support this process.
The business and IS/IT conceptualization was carried out after identifying business entity. With the definition of the alignment heuristic at this stage was possible to iden- tify aspects that had not been well resolved in the conceptualization. The strategic dependencies model has helped to identify the dependencies between macro-level actors, which have allowed detecting bottlenecks and vulnerabilities. The business processes and IS / IT definition phase started when the conceptualization phase was concluded. Among other benefits, the application and services portfolio has enabled linking the enterprise business processes to applications and services at the macro level through goals. Also, this has allowed a prioritization of the applications. The maturity model has allowed a detailed analysis of the alignment between business and IS / IT, with an allocation of values from one to five, where one represents the lowest value. For the company, the result was less than two, which represents an emerging alignment. This encouraged the company to improve some aspects. An example of a template (the Portfolio application template) is shown below (Fig 4).
Fig. 4. Portfolio application template
6 Conclusions and Future Lines
This paper puts forward the needs for a consistent and integrated modeling framework to incorporate the information, resources, data, and technological views in the early life cycle phase to facilitate strategic alignment. The analysis of strategic alignment
30 L. Cuenca, A. Ortiz, and A. Boza
models has allowed to identify the elements needed for strategic planning of IS/IT and its alignment with the business strategy. These elements have been defined by build- ing blocks and incorporated into CIMOSA and IE-GIP modeling frameworks.
This research presents a significant contribution to enterprise architecture field. The application to a ceramic tile company has helped to validate the usefulness of the pro- posed modeling framework. This research is part of ongoing research in enterprise engineering field. Future lines of work are raised by the definition of ontology for the proposed modeling framework. A second line of work is proposed to integrate this proposal with the performance measurement architecture and its associated information system, ensuring alignment with business strategy. Finally life cycle phases can be extended to those aspects based on a cyclical methodology for business reengineering.
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- Business and IS/IT Strategic Alignment Framework
- Introduction
- Contribution to Technological Innovation
- Related Work
- Critical Analysis
- Business and IS/IT Strategic Alignment Framework
- Building Block Templates and Relations
- Case Study
- Conclusions and Future Lines
- References
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‐ 115 ‐ AJRBEM: A S I A N J O U R N A L O F R E S E A R C H I N B U S I N E S S E C O
N O M I C S A N D M A N A G E M E N T DETERMINATION OF IT STRATEGIES TO
IMPROVE BANK'S PERFORM...
Article · February 2012
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AJRBEM Volume 2, Issue 2 (February, 2012) ISSN: 2249‐7307
Journal of Asian Research Consortium http://www.aijsh.org
‐ 115 ‐
A P e e r R e v i e w e d I n t e r n a t i o n a l J o u r n a l o f A s i a n R e s e a r c h C o n s o r t i u m
AJRBEM:
A S I A N J O U R N A L O F R E S E A R C H I N B U S I N E S S
E C O N O M I C S A N D M A N A G E M E N T
DETERMINATION OF IT STRATEGIES TO IMPROVE BANK’S
PERFORMANCE- INDIAN PUBLIC BANKS EXPERIENCE
POOLAD DANESHVAR*; DR. H.N.RAMESH**
*Research Scholar, B.N.Bahadur Institute of Management Science, DOS in Business Administration,
University of Mysore, India. **Director Kuvempu University,
PG Center, Kadur , Karnataka, India.
ABSTRACT Currently, with the growing demands of profitability and efficiency, especially with the emergence of the new information technology (IT), it is essential to know the impact of new technologies on bank's performances. Consequently, an empirical analysis was conducted from a panel data of two public banks for the period 1998- 2009 to examine impact of IT investments on profitability and productivity of Indian public sector banks. For this purpose, the study used two statistical tools in terms of correlation and regression analysis. The results indicates that investments on IT contributed to increase amount of deposits and return on assets (ROA) as profitability , profit per employees as productivity indicator and decrease the Net NPA ratio and staff cost. Finally, the study showed that public banks tried to adopt cost reduction and assets quality strategies to compete in the Indian bank market. KEYWORDS: Profitability, Productivity, Information Technology, Competitive strategy.
______________________________________________________________________________
1. INTRODUCTION
In recent years, IT has created a new landscape in most of the organizations in all the sectors of industry and commerce. In other words, Information Technology (IT) has become inextricably intertwined with businesses. In some industries such as telecommunications, media, ntertainment and financial services, it is already or is being increasingly digitized. Successful implementation of modern technologies is a critical issue for companies getting enhanced productivity and to be
AJRBEM Volume 2, Issue 2 (February, 2012) ISSN: 2249‐7307
Journal of Asian Research Consortium http://www.aijsh.org
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in a competitive position (Clemons, 1986; Joshi, 1990). In fact, these beliefs create a situation where Indian banks put their resources in information technology (IT); they invest huge resources in IT in the hope of gaining significant positive financial returns. Therefore, they believed that such investments could improve their performance and increase their competitive advantages by lowering costs, enhancing differentiation and even increasing organizational effectiveness. As the field of strategic management has expanded, IT has contributed to banks by increasing the performance in terms of productivity as well as profitability, creating scale economies and switching costs, differentiation, reductions in transaction costs along the effective customer-supplier relationships.
IT has been used by Indian banks as a weapon to win the competition, retain the high net worth customers, expand financial markets beyond national borders, heralding the end of geography and makes a valuable contribution towards the successful establishment of bank’s strategies. However, the relationship between IT investments and organizational performance has not been empirically investigated to substantiate these beliefs. Therefore, in the present study, an attempt is made to establish a link between IT investments and the bank’s performances.
2. LITERATURE REVIEW
A bank’s performance is evaluated based on productivity and profitability. Murdick et al. (1990) stated that productivity measures the amount of outputs, which are the services, provided or the results of service provision, against the inputs, which are the resources consumed in the provision of services.
Kirikal (2004) stated that profitability is based on net income or the total revenue minus all expenses. Typically, in banking, Return on Assets (ROA) and Return on Equity (ROE) are profitability indicators in addition to the profit itself. The ratios ROA and ROE may also be considered to the productivity indicators. In other words, performance of an organization speaks of its success in transforming resources to outputs. Productivity is an important component for monitoring, analysis and supervision of performance.
Parsons et al. (1990) found evidence of productivity growth from IT in Canadian banks. Similarly, Oster and Antioch (1995) also reported productivity growth in the Australian banking sector in the 1990s with increasing use of ATMs, credit cards, Point of Sales (POS), debit cards, etc.
Kriesel et al. (2005) reported that innovations related to IT had a significant role in the robust labor productivity growth of the late 1990s in retail banking in France, Germany and the U.S.
Banker and Kauffman (1988) found little or no significant connection between ATM adoption and performance and in a follow-up study, Floyd and Wooldridge (1990) found no overall connection between ATM adoption and performance, with a positive correlation between performance and product IT offset by a negative correlation with process IT.
Prasad and Harker (1997) observed substantially high returns on increased investments in IT labor; however, this may not always happen. For example, a study of 370 large Fortune 500
AJRBEM Volume 2, Issue 2 (February, 2012) ISSN: 2249‐7307
Journal of Asian Research Consortium http://www.aijsh.org
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firms, including banks, identified a pattern of increased productivity, increased consumer value, but no significant change in business profitability (Hitt and Brynjolisson, 1996).
There are very few studies on the relationship between IT and productivity or profitability in developing countries. Even fewer relate to commercial banks. Here, also the results contradict each other. For instance, Frischtak (1992) reported that IT enhanced productivity in commercial banks in Brazil.
Chandrasekhar and Rajendra (2008) examined the effect of IT investments and related assets on the efficiency and total factor productivity of Indian bank. For this purpose, panel data of 29 banks including the public and private sector banks was analyzed. Results for the study period 2001-02 to 2005-06 showed that private sector banks had a slight edge over their industry counterparts. For evaluation of the impact of IT on the bank’s performance, they focused on number of branches, number of ATMs, Capital, Deposits, Investments, Advances and Fixed Assets.
Malhotra and Singh (2006) described the state of Internet banking in India and discussed its implications for the Indian banking industry. They considered 88 banks for the period 1998-2005 to study the differences between the profiles of Internet and non-Internet banks and the impact of Internet banking upon the bank’s performance. They reported several differences in the profile of banks that offer Internet banking and banks that do not. They also found that Internet banks are larger banks but have lesser equity cushions as compared to non-Internet banks. They rely heavily on non-interest income and on deposits for funding. Whereas, non-Internet banks had better accounting efficiency ratios and higher returns on equity and returns on assets than non- Internet banks. Their report was based on general statistics (including total assets, number of branches and fixed asset), funding pattern (e.g. ratio deposits to assets and ratio borrowing to deposits), profitability (e.g. return on assets and return on equity), operating efficiency (e.g. net interest margin and operating cost), asset quality and credit risk (e.g. ratio NPA to net advances and ratio loan to asset).
Swierczek and Shrestha (2003) focused on two groups of Asia-Pacific banks based on reported profitability. They found a positive relation between IT investments and IT labor.
Pereira (2005) showed that labour (non-IT labour) is effecting much more value creation than capital (non-IT capital) and IT investments. His research also showed that IT investments have a negative correlation with labour costs and positive correlation with productivity and competitiveness.
Mashal (2006) examined the effect of IT investments on productivity and profitability by analyzing data from the Arab Bank. He reviewed some research into the banking sector that had shown that the substantially high returns achieved by most banks are largely due to an increase in their investments in Information Systems (IS) labor, while additional investments in IT capital may have no real benefits. The results indicate that there are substantial returns due to an increase in investments in IT capital, a fact which motivates the bank’s management to shift its emphasis on IT investments from labor to capital. In addition, he tested the hypotheses by using
AJRBEM Volume 2, Issue 2 (February, 2012) ISSN: 2249‐7307
Journal of Asian Research Consortium http://www.aijsh.org
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two measures of output for productivity (Loans and Deposits, and Net Income) and two others for profitability (ROA & ROE).
Ram et al. (2008) examined the impact of online banking intensity on the financial performance of community banks. The actual impact of online banking on performance was measured by regressing the profit efficiency index against a number of correlates including online banking intensity measure. Their results indicated that the increasing use of internet as an additional channel of marketing banking services has significantly improved the financial performance of community banks. Chen et al. (2009) investigated the impact of ATM investment and intensity on cost efficiency in banking. For this purpose, they considered ATM intensity as an independent variable besides operating costs rate and asset management cost rate as dependent variable. They reported that ATM investments were associated with positive cost efficiency in the banking sector.
Finally, in the following table (Table 1) some earlier studies regarding IT investments and performance along with their focus, the inputs and outputs reckoned as well as the main findings is presented.
AJRBEM Volume 2, Issue 2 (February, 2012) ISSN: 2249‐7307
Journal of Asian Research Consortium http://www.aijsh.org
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TABLE 1: SOME EARLIER STUDIES ON IMPACT OF IT ON BANKING
Authors Focus-Theme Outputs Inputs M a in Finding
Alpar and Kim (1999)
Measurement of IT value in the US banks
Installment loans, Commercial and other loan; demand deposits
Time deposits, expanses Labor, Capital, IT
Observations on 175 small banks during 1979-86 on interactions between IT Index (comprising number of ATMs and number of computerized bank functions) and production inputs and outputs reveal that IT contributed to reduction in demand deposits and increase in time deposits IT contributed to increase in other loans and decrease in installment loans. IT saves labor.
Athanassopoulos and Giokas (2000)
Measurement of performance of bank branches in Greece
Banking transactions
Labor hours, Branch size, Compute terminals, Operating expenditure
Production efficiency of city branches increased over the period 1988- 1994.
Rao et al. (2003)
Productivity analysis for banking sector in India
Business mix, Net income
E-business Capital. IT labor, Non-IT Capital, Non-IT Labor
E-business capital and e-business as well as non e-business labor makes positive contribution to output. Non e-business capital has either insignificant or negative impact on productivity.
Takemura (2003)
IT investment, Productivity and Efficiency in Japanese banks
Deposits, Net loans, Net income, ROA, ROE
Information System capital, Non IT Capital, Labor, Expenses
IT capital has positive or no effect on productivity.
Thanassoulis (1999)
Efficiency of Finnish banks
No of tellers, No. of computer terminals, No of. brandies, No. of ATMs
Lower staff and operating costs contribute to higher production efficiency.
Wang et al. (2005)
Impact of IT on the performance of the US banks
Deposits IT Budgets, Fixed Assets, No. of employees
36 observations on 22 banks during the period 198749 reveal that inefficiency in IT-related value-added activity always leads to overall inefficiency. Around 64% of units that had efficient IT- elated activity (efficiency score of 1) also had perfect overall efficiency (efficiency score of 1). For a range of IT budget values, IT has substantial impact on bank profits.
Abdur Chowdhury (2003)
Impact of IT on the of the performance Asian and Pacific Business countries
Deposits, Net- income, ROA, ROE
IT capital, IT Labor, Non- IT capital, Non- labor capital
Investment in IT capital and labor and non-labor had a statistically significant impact on the level of productivity and profitability.
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3. RESEARCH OBJECTIVES
The primary goal of the study is to determine the adopted IT strategies of Indian public banks, and evaluate their impact on performances. To accomplish this goal, the study focused on five hypotheses:
3.1. RESEARCH HYPOTHESES
Based on conceptual foundations and review of literatures, the following null hypotheses are explored:
H01: There is no significant and positive relation between the amounts of IT investments and bank’s performances.
H01a: There is no significant and positive relation between the amounts of IT investments and amount of deposits in select banks.
H01b: There is no significant and positive relation between the amounts of IT investments and rate of Return on Assets (ROA).
H01c: There is no significant and positive relation between the amounts of IT investments and profit per employee.
H01d: There is no significant and negative relation between the amounts of IT investments and net Non-Performing assets (NPA) as a percentage of Total assets (NPA Ratio).
H01e: There is no significant and negative relation between the amounts of IT investments and staff costs as a percentage of total expenses.
4. METHODOLOGY
Two public banks (State Bank of India and Canara Bank) were deliberately selected giving due recognition to size, operational status, origin and sector of the banks. The present study used financial data of each bank for the period 1998-2009 to examine the impact of IT investments on profitability and productivity of Indian public sector banks.
The study used correlation analysis to measure the strength of inter-relationships between the IT variables (amount of IT investments and number of ATMs) and banks’ performance indictors to test the null hypotheses at 0.01 and 0.05 levels of significance and determine the adopted strategies by the public banks. Further, the study applied multiple regression analysis to evaluate the impact of strategic variables on banks’ performances. Regression analysis imported five independent variables in terms of ‘No. of ATMs’, ‘No. of employees’, ‘No. of branches’ and ‘Staff costs as percentage of Total expenses (SC/TE)’ and predicted three dependent variables in terms of ‘Deposit’, ‘ROA’ and ‘Profit per employee’ as banks’ performance variables.
Consequently, the related variables of the public banks for the period 1998-2009 were considered. Based on the review of earlier studies (Parsons et al., 1990; Loveman, 1994;
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Lichtenberg, 1995; Brynjolfsson & Hitt, 1996; Prasad & Harker, 1997; Chandrasekhar & Rajendra, 2008; Malhotra & Singh, 2006 Parsons et al., 1990), production function framework is used for evaluating the IT impact on productivity and profitability. In the absence of measurements of the actual benefits related with IT, it is not possible to perform cost-benefit analyses of IT investments. Thus, production function, which relates to IT spending to overall productivity or output measures, was considered as the best alternative.
Accordingly, the following specific IT-related inputs and business outputs were chosen for analysis.
INPUT (INDEPENDENT) VARIABLES
IT Investments
Number of Employees
Number of Branches
Number of ATMs
Staff Costs (wages) as percentage to Total Expenses (SC/TE)
OUTPUT (DEPENDENT) VARIABLES
Return on Assets (ROA)
Deposits
Profit per Employee
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5. DISCUSSION AND RESULTS
In this section, statistical tools such as correlation and multiple regression analysis were applied to test the hypotheses and evaluate the impact of IT investments on public banks’ performances.
5.1. CORRELATION ANALYSIS
Based on Table 2, there are positive and significant correlations between ‘IT Investments’ and ‘ROA’ (r=0.545), ‘Deposits’ (r=0.876), ‘Profit per employee’ (r=0.863). However, it has a negative and significant correlation with ‘SC/TE’ (r=-0.521) ‘Net NPA ratio’ (r=-0.768).
TABLE 2: CORRELATIONS BETWEEN FINANCIAL PARAMETERS
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INTERPRETATION OF HYPOTHESES
H01a: It is clear that ‘IT Investments’ is positively and significantly associated with ‘Deposits’ (r=0.876) (Table 2). Therefore, it is possible to establish evidence to reject the null hypothesis. It can be concluded that public banks were successful in generating profits through IT investments. It shows that increased investments and expenses on IT substantially helped to increase the number of high net worth customers as well as the bank’s profitability.
H01b: Based on Table 2, there is a significant and positive association between amount of ‘IT investments’ and ‘ROA’ (r=0.545) as a profitability indicator; hence, the finding supports to reject the null hypothesis. ROA shows the profit earned per Rupee of assets; therefore, it shows the ability of management to utilize the public banks’ financial and real investments resources to generate profits through IT. Therefore, the profitability is influenced by IT positively. It is noted that ‘ROA’ depends on the bank’s policy decisions as well as uncontrollable factors relating to the economy and government regulations (Malhotra & Singh, 2006).
H01c: Based on Table 2, ‘IT investments’ is correlated positively with ‘Profit per employee’ (r=0.863). Therefore, IT made the bank productive by making it labor efficient. It also contributed to increase the productivity through enhancement of personnel quality. Therefore, the finding supports to reject the null hypothesis.
H01d: The significant negative association between amount of IT investments and ‘Net NPA ratio’ (r=-0.768), supports to reject the null hypothesis. It reports that public banks succeeded in reducing drastically and adequately provisioning for bad and doubtful debts to increase the assets quality through IT (Table 2).
H01e: The analysis shows that there is a significant correlation between ‘IT investments’ and ‘SC/TE’ (r = -0.521). Hence, the result supports to reject the null hypothesis and reports that IT investments contributed to decrease the staff costs in public banks (Table 2).
5.2. MULTIPLE REGRESSION ANALYSIS RESULTS
In statistics, Multiple Regression Analysis can predict the outcome of a given key business indicator (dependent variable) based on the interactions of other related business drivers. It also estimates the coefficient of the liner equation that depicts the relationship between predictor and predicted variables.
To evaluate the impact of strategic variables on the bank’s performance and determine the adopted strategies by the bank, regression analysis imported five independent variables in terms of ‘No. of ATMs’, ‘No. of employees’, ‘No. of branches’ and ‘Staff costs as percentage of Total expenses (SC/TE)’ to predict the three dependent variables in terms of ‘Deposit’, ‘ROA’ and ‘Profit per employee’ as banks’ performance variables.
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REGRESSION MODEL I: DEPOSIT
The regression analysis was undertaken between ‘Deposit’ and strategic variables. The Table 3 shows that independent variables explains 98.5% (R2= 0.985) of total variance and ‘sig’ is less than 0.05 (p=0.004), which shows that the model is good and an accurate one.
The next step measures the effect of independent variables on ‘Deposit’. In Table 4, the Beta (Standardized) presents the contribution level of each variable to ‘Deposit’ variable. The Beta value implies, ‘No. of ATMs’ impact on ‘Deposit’ positively (b=0.982, p=0.000). Thus, the number of ATMs is strongly related to the amount of deposits. In other words, ‘No. of ATMs’ helped to increase the profitability. It reveals that the IT development helped in increasing profitability and investments in the IT field and was more profitable than non-IT fields such as number of branches and employees in public banks.
Model R R
Square
Adjuste d R
Square
Std. Error of the Estimate
R Square Change
F Change
Sig.F Change
1 0.992 0.985 0.995 1171572.430 0.985 429.780 0.004
a: Predictors: (Constant), Num of ATMs, No. of employees ,No. of branches and SC/TE.
b: Dependent Variable: Deposit
Model Unstandardized Coefficients
Standardized Coefficients t Sig.
B Std. Error Beta
1 (Constant) -5.726E+06 1.941E+07 -0.292 0.780
No. of employees
2.689E+01 7.891E+00 0.087 3.407 0.064
No. of branches 1.443E+03 2.104E+03 0.080 0.686 0.519
No. of ATMs 6.585E+03 8.297E+02 0.982 7.936 0.000
SC/TE 1.358E+06 8.169E+05 0.228 1.662 0.148
a: Dependent Variable: Deposit
TABLE 4: COEFFICIENTS OF DEPOSITS
TABLE 3: MODEL SUMMARY OF DEPOSIT
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REGRESSION MODEL II: ROA
In the model, ‘ROA’ indicator was examined as the dependent variable and the independent variables were entered into the regression equation through Enter method. The result of Table 5 shows that independent variables explain 81.9 % (R2= 0.819) of total variance and ‘sig’ is less than 0.05 (p=0.031), which shows that the model is a good and an accurate one.
The next step calculates the effect of independent variables on ‘ROA’. The related calculation was carried throughout the regression analysis. As shown in Table 6, the Beta Standardized indicates that ‘No. of employees’ contributed significantly to increase profitability (b=0.769, p=0.034), it reports that this factor helped to increase the profitability in public banks.
Model R R
Square Adjusted R
Square Std. Error of the Estimate
R Square Change
F Change
Sig.F Change
2 0.905 0.819 0.668 0.130 0.819 5.431 0.031
a: Predictors: (Constant), No. of ATMs, No. of employees , No. of branches and SC/TE
b: Dependent Variable: ROA
TABLE 5: MODEL SUMMARY OF ROA
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B Std. Error Beta
2 (Constant) 3.534 2.176 1.624 0.156
No. of employees
0.000 0.000 0.769 2.159 0.034
No. of branches 0.000 0.000 -1.528 -1.631 0.154
No. of ATMs 0.000 0.000 0.234 1.135 0.300
SC/TE -0.012 0.091 -0.149 -0.135 0.897
a: Dependent Variable: ROA
TABLE 6: COEFFICIENTS OF ROA- PUBLIC BANKS
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REGRESSION MODEL III: PROFIT PER EMPLOYEE
In the model, ‘Profit per employee’ indicator was examined as the other dependent variable and the independent variables were entered into the regression equation through Enter method. The result of Table 7 reports that independent variables explains 99.0 % (R2= 0.990) of the total variance, and ‘sig’ is less than 0.05 (p=0.000), which implies that variables made extensive contribution to ‘Profit per employee’ as a bank’s productivity indicator.
The next step assesses the effect of independent variables on ‘Profit per employee’. The related calculation was carried throughout the regression analysis. As shown in Table 8, the Beta Standardized demonstrates ‘Profit per employee’ factor has a strong association with ‘No. of ATMs’ (b=0.873, p=0.011), it reports that this factor helped to enhance the output and productivity and decrease the workload of employees in public banks.
Model R R
Square Adjusted R Square
Std. Error of the Estimate
R Square Change
F Change
Sig.F Change
3 0.995 0.990 0.981 0.184 0.990 114.440 0.000
a: Predictors: (Constant), No. of ATMs, No. of employees ,No. of branches and SC/TE
b: Dependent Variable: Profit per employee
TABLE 8: COEFFICIENTS PROFIT PER EMPLOYEE
TABLE 7: MODEL SUMMARY OF PROFIT PER EMPLOYEE
Model
Unstandardized Coefficients
Standardized Coefficients
T Sig.
Model B Std. Error Beta
3 (Constant) 0.736 3.079 0.239 0.819
No. of employees 0.000 0.000 -0.413 -0.263 0.102
No. of branches 0.000 0.000 -0.012 -0.056 0.958
No. of ATMs 0.000 0.000 0.873 3.656 0.011
SC/TE -0.173 0.128 -0.356 -1.347 0.227
a: Dependent Variable: Profit per employee
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4.1.1.1. ADOPTED STRATEGIES
With respect to Figure 1, it reveals that public banks tried to increase the geographical reach and coverage as a differentiation strategy to reduce costs of the branch network, meet their customer needs and ensure operating efficiency through developing the ATM network across India during the period 1998-2009. Table 2 reports, there is a significant and positive relationship between ‘No. of employees’ and ‘ROA’ (r=0.866), ‘Deposits’ (r=0.893) and ‘Profit per employee’ (r=0.907). It reports that, ‘No. of ATMs’ could be a key component in the increasing profitability as well as productivity that would strategically increase the banks competitiveness.
In Table 2, the negative and significant relation of ‘No. of ATMs’ with ‘SC/TE’ (=-0.521) indicates that public banks used IT resources as a cost reduction strategy to decrease the operating expenses and staff costs as percentage of total expenses.
With respect to declining trend of ‘Net NPA ratio’ during the period 1998-2009 (Fig 2) and the significant and negative relationship between ‘No. of ATMs’ and ‘Net NPA ratio’ (r=-0.869), it can be concluded that public banks used ATMs to increase the quality of assets as a differentiation strategy.
226 367 993 1,103
1,588 2,236 2,542
3,197 3,291
4,407
5,848
8,548
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
FIG 1: THE FREQUENCY OF NUMBER OF ATMS FOR THE PERIOD 1998-2009
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As a result, public banks applied IT to adopt cost reduction strategy along with expansion and assets quality strategies as differentiation strategies in the competitive market of Indian commercial banks.
6. CONCLUSION
This paper sheds light on the importance of IT capital in the overall productivity and profitability of the case under consideration, -the Indian public banks. The implementation of a wide array of e-banking products by public banks allows these financial institutions to compete in domestic as well as international banking market.
The result indicates that investments on IT helped to increase the amount of deposits and return on asset (ROA) as profitability indicators and profit per employees as productivity indicators. Further, it reports that public banks succeeded in reducing drastically and adequately provisioning for bad and doubtful debts (Net NPA ratio) to increase the assets quality through IT (Figure 2). It also shows that IT could help public banks to adopt cost reduction strategy through decreasing the staff cost. With respect to Figure 1, it shows that public banks adopt the expansion strategy through increasing the number of ATMs across India. To evaluate the impact of IT investment on banks’ performance, the study entered the IT as well as non-IT factors into the regression equation. The finding shows that ‘No. of ATMs’ as IT indicator could contribute significantly to increase the banks’ profitability and productivity (Table 1 & 3). Whereas, in model II (Table 2) ‘No. of employees’ could impact positively on ROA in public banks. However, it is noted that ‘ROA’ depends on the bank’s policy decisions as well as uncontrollable factors relating to the economy and government regulations (Malhotra & Singh, 2006).
Despite these conclusions, it will be a long time before economists can make an objective assessment of IT impact on both the stability and efficiency of the financial system. It is necessary to explore the above conclusion by looking at the Indian public banks management practices in IT capital in order to be able to answer the question of whether or not the increase in IT capital would contribute positively to the productivity and profitability of the bank. In brief, it
7.85 7.18
6.41 6.03
5.63
4.50
3.48 2.65
1.88 1.56 1.78 1.76
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
FIG 2: THE FREQUENCY OF NET NPA RATIO FOR THE PERIOD 1998-2009
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would he too early to confirm any of these results, as further investigation on a large number of cases should be done and results thereof should be taken into consideration.
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Does Employee Alignment Affect Business-it Alignment? an Empirical Analysis
Alain Yee-Loong Chong, Keng-Boon Ooi, Felix T. S. Chan & Nathan Darmawan
To cite this article: Alain Yee-Loong Chong, Keng-Boon Ooi, Felix T. S. Chan & Nathan Darmawan (2011) Does Employee Alignment Affect Business-it Alignment? an Empirical Analysis, Journal of Computer Information Systems, 51:3, 10-20
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10 Journal of Computer Information Systems Spring 2011
DOES EMPLOYEE ALIGNMENT AFFECT BUSINESS-IT ALIGNMENT? AN EMPIRICAL ANALYSIS
ALAIN YEE-LOONG CHONG FELIX T. S. CHAN The Hong Kong Polytechnic University The Hong Kong Polytechnic University Hung Hom, Hong Kong Hung Hom, Hong Kong
KENG-BOON OOI NATHAN DARMAWAN Jalan University INTI University College 31900, Kampar, Perak, Malaysia 71800 Nilai, Negeri Sembilan, Malaysia
Received: July 8, 2010 Revised: September 7, 2010 Accepted: September 28, 2010
ABSTRACT
The aim of this paper is to investigate if employee alignment will influence the business-IT alignment in organizations. We measured employee alignment through perceived organizational trust, perceived communications on business-IT strategies to employees, perceived employee commitment to business-IT strategies and perceived knowledge on business-IT strategies. Structural equation modelling (SEM) is used to test the model and hypotheses in this research. The findings from this study indicated that perceived organizational trust, perceived communications on business-IT strategies to employees and perceived knowledge on business-IT strategies have a positive and significant relationship with business-IT alignment of organizations. This study addresses the lack of empirical research by investigating whether employee alignment would improve an organization’s business- IT alignment. Keywords: IT, Employee Alignment, Business-IT alignment, IT strategies, Indonesia.
INTRODUCTION
With increasing competition and globalization, business nowadays have to operate efficiently and effectively. With the introduction of information technologies (IT) and Internet, most companies are now leveraging on IT as part of their strategic business tools. In order to address the global competition, manufacturing organizations are now taking advantage of advanced IT to improve their supply chain [31]. IT tools such as customer relationship management (CRM) systems, supply chain management (SCM) systems, Enterprise Resource Planning (ERP) systems and business intelligence tools are being used by companies to ensure that they can achieve competitive advantages over their rivals by providing shorter lead times, introducing new products more frequently and responding to customer service and product requirements more rapidly [4]. Although the benefits of IT are no longer a business secret, many organizations are still facing issues with IT implementation. One issue faced by organizations is that it difficult for them to achieve long term benefits through the adoption of IT [41]. Studies have shown that as many as one third of software failed to delivers that it is intended [19]. One reason for this is the
lack of business-IT alignment. It is found that the problem of aligning business and IT strategies is one of the five main prob- lems faced by IT managers [42]. Past studies have attempted to address this by looked into various aspects of organizations factors such as the communications between the business executives and IT executives, the involvement of IT personnel in forming business strategies, and the support from top management on IT. However, there have been few studies which attempt to investigate if employees’ alignment with business-IT strategies will improve the alignment of business-IT strategies in organizations. As Boswell et al. [7] stated, employees’ alignment with organizations’ strategies are important for the successful execution of the strategies. Yet, there has been very little attempt to investigates if employees are aligned to the business-IT strategies and whether their alignment will determine the success of business-IT alignment. Furthermore, most studies presented on business-IT alignment have been conducted in developed nations. In developed nations, there are less resistance for the employees to adopt IT strategies when compared to countries which are still new to IT and might resist the idea of strategic IT implementations. Therefore in order to bridge the gap in existing literatures, this paper attempts to investigate the relationships between employees’ alignment and the business-IT alignments of organizations located in Indonesia. We have chosen companies in Indonesia due to the fact that Indonesia is one of the fast growing developing countries in Asia. Furthermore, Indonesia main economy contributions are still from the agricultural and manufacturing sector. They are able to attract many foreign investments due to their low labour cost. However, other countries such as China and Vietnam are now competing with Indonesia using low cost strategies. In the long term, it would be difficult for Indonesian firms to compete just based on lower labour costs than its competitors. There is a need to improve efficiencies in the businesses and this can be achieved via IT implementations. Results from this study can provide useful insights to decision makers of other companies in other fast developing nations such as China, Vietnam, India and Malaysia. The next section will provide the literature review for this study. Research model and hypotheses development are discussed after the review of literature. This is follow by the methodology and discussion of results sections. Lastly, conclusion and implications as well as limitations and future suggestions for the study are discussed.
Spring 2011 Journal of Computer Information Systems 11
LITERATURE REVIEW
Business-IT alignment
Business-IT alignment addresses how much do the IT and business systems are in harmony with one another [15]. How to align business and IT strategies has been a question that both practitioners and academicians have been trying to answer for many years [56]. This question is important to organizations as they invest heavily into IT to improve their business performance. For example, large IT projects such as ERP implementations require successful business-IT alignment [9]. Yen and Shen [63] in their studies stated that it is important to align ERP with the competitive priorities of companies. Successful alignment will also allow companies to maximize its investments in IT and achieve harmony with their business strategies and plans [49]. Business-IT alignment is defined as “the process and goal of achieving competitive advantage through developing and sustaining a symbiotic relationship between business and IT” [18]. The goals of business-IT alignment include ensuring that the IT strategy is aligned to a company’s broader goals and objectives, delivering effective and efficient IT services which meet company’s needs, and to ensure IT offerings and services are aligned to the business goals [59]. De Haes and Grembergen [18] stated that although the ideas for business-IT alignment are very comprehensive, the real challenge is how organizations can achieve the strategic alignment required. Past studies on the alignment between business and IT strategies have focused mainly on the benefits that can be gathered from the alignment, or how to achieve such alignment [1]. Papp [49] reviewed the performances and alignments of more than 500 companies over a period of 5 year period and suggested that a regression model can be developed to measure the financial performance of organizations and the level of alignments between their business and IT. Raymond and Bergeron [51] decided to study business-IT alignment based on e-business. Their study which surveyed 107 Canadian manufacturers found that e- business alignment is able to improve the growth, productivity and financial performance of companies. Lee et al. [37] developed a socio-technical framework in their study of business-IT alignment and found that the alignment which resulted from socio-technical arrangement in companies’ infrastructure will improve business performances. Henderson and Venkatraman [34] also stated that organizational benefits will be achieved if IS and Business strategies and objectives are aligned. Given the positive outcomes that can be achieved if business and IT strategies and objectives are aligned, many practitioners and academicians aimed to find ways to improve such alignment. Past researchers have developed various models to investigate the factors that influence or hinder the success of business-IT alignment. Teo and King [61] for example, found that business competence of IS executive is able to account for more than 9% of variation in the degree of alignment between business and IS planning. Luftman and Brier [41] in their study with over 500 companies across 15 industries found that some of the main enablers and inhibitors of successful business-IT alignment include senior executive support for IT, understanding the business, IT-business relationship and leadership. Luftman and Brier [41] further suggested that although there is no single comprehensive strategy that will allow firms to achieve and sustain business-IT alignment, the enablers and inhibitors of alignments have remained quite consistent. Gregor et al. [30] found that an
organization’s enterprise architecture will enable the alignment of business strategy and IT. Teo and Ang [60] proposed the critical success factors for the alignment of business and IS plans. Their studies showed that some of the important critical success factors include top management commitment to the strategic use of IT, IS management knowledge about business, and top management confidence in the company’s IT department. Gutierrez et al [32] compared the factors affecting alignments between SMEs and larger organizations. Their findings concluded that although SMEs and large organizations have different resources and IT expertise, the factors that influence the alignment of business-IT are the same regardless of organizations’ size. The factors used in their study were communications between IT and business managers, the competency/value measurements which included the assessment of IT investment through the use of metrics, clear definitions of authority given for making IT decision, partnership between business and IT managers, organizations’ readiness and the skills of companies’ workers. These existing literatures demonstrated that there were indeed many attempts to study on factors that can result in better alignment in business-IT strategies and planning. One of the most studied variables used by them is the organization factor (i.e. companies’ size, IT governance practices, management support, business and IT managers’ relationships). However, it should be noted that when IT, business strategies or plans are developed, organizations should also involve their employees. Gagnon et al [27] noted that in most organizational strategies, there is little understanding on the mechanisms by which individuals come to aligned with strategies. In this connection, it is important to consider the alignments of employees with the business-IT strategies and plans and to determine whether employee alignments will influence a successful business-IT alignment. The next section provides an overview of employee alignment.
Employee Alignment and Business-IT alignment
Employee alignment occurs when the employee’s behaviour corresponds with their organizational strategy [27]. However, the question remains whether employees in the companies truly understand the directions and objectives of their organizations [6]. As early as 1954, management guru Drucker [22] has stated that in order for strategic alignment of organizations to occur, individuals within the company must behave in a contributory manner to support the strategic goals of the company [27], [22]. Gagnon and Michael [26] further elaborated that if employees have a supportive attitudes towards the strategic objectives of the company, they are more likely to make decisions that are consistent with these objectives. Gagnon and Michael [26] argued that it is important to include individual actors such as employees instead of focusing on organizational level and the associated outcomes when studying business strategies. Although their study was based on strategies in general, a successful business-IT alignment is no difference in terms of its success which depended very much on the alignment of the employees within the organizations. Boswell et al. [7] similarly noted that it was important to align employees to the organizations’ business strategies to ensure that the strategies can be successfully implemented. However, there is currently a lack of empirical models which focuses on the relationship between employee alignment and business-IT alignment. Our research proposed such framework which consists of the relationships between employee alignment and business-IT alignment. Our
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study therefore proposed a research model that empirically examines this relationship. The justifications for including the proposed variables are explained in the next section.
RESEARCH MODEL AND HYPOTHESIS DEVELOPMENT
For an organization to be successful, it is important to have trust within the business organizations. This involved the trusts between the employees and the managers, as well as the employees with the organizations. Trust occurs when an employee willingly become vulnerable to another in exchange for a mutually beneficial outcome [27], [21]. In this study, we have adopted the definition of trust from whereby trust is defined as the employees’ trusts on their leaders, the long term business-IT strategies proposed by their top management, as well as leaders from other departments. Past studies have highlighted the importance of organizational trust in business-IT alignment. Eckerson [23] highlighted the importance of trust between business and IT departments for successful business-IT alignment. Dirks and Ferrin [21] found that when employees trust their top management as well as the organizations, it will have a positive relationship with the organizational commitment and the desired work attitudes. Reich and Benbasat [52] proposed that trust should be tested in the study of business-IT alignment. In line with past literatures, we hypothesize that:
H1: Perceived organizational trust will improve business- IT alignment in an organization.
Business-IT Strategies to Employees
In order for a strategy to be successfully implemented, a good communication is essential [2]. A communication is successful if information is transferred from the sender to the receiver with the receiver fully understanding the information he or she received [2].
Luftman [40] stated that communication is one of the factors that can affect the alignment of business-IT strategies. Communications in organizations involved the exchange of ideas, sharing of information and knowledge between the IT and business managers, ensuring that those involved in both business and IT sides have an understanding on the firm’s strategies, business and IT environment. An example of this is shown in Chong et al [13]’s study on how an organization that wanted to implement an industrial IT standard as part of its strategic plans was able to do so through good communications between the organization and its partners. Rockart et al [53] also mentioned that good communication will ensure that business and IT capabilities are able to be integrated into the business effectively. Al-Ghamdi et al [2] studied how employees obtained information on corporate strategies and found that most em- ployees surveyed were not happy with their present knowledge on corporate strategy and would like to know more. They found that employees who have worked longer in an organization were able to find more information on corporate strategies as they were able to communicate with the senior management, while junior employees often found that they were not able to have access to such information. When a corporate strategy is set by the top management, it needs the cooperation and execu- tions from all employees. Therefore it is important that strate- gies are communicated to all employees regardless of their positions and experience in the company. Employees in the organization need to know the direction from the top manage- ment, and ifthe companies’ strategies are communicated to them, they will feel involved and this will increase the chances of successful strategy implementation [20], [2], [57]. We therefore hypothesize that:
H2: Perceived communications on business-IT Strategies to employees will improve business-IT alignment in an organization.
Commitment research shows the challenges of aligning em- ployees with organization strategies [27]. Commitment is defined
FIGURE 1 — Conceptual model for employee alignments on business-IT alignment
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as the individual’s attachment and willingness to support his or her organization [44]. Gagnon and Michael [26] stated that in today’s business environment whereby the bonds between employees and their organizations could be short term, it is important that they are committed to the strategies set by the companies. Wooldridge and Floyd [62] stated that in an organization, the managers need to be strategically committed. Our current business environment involves more team work, and therefore a committed manager who finds that his team members are not committed to the company or strategy will find it difficult to ensure the successful implementation of the strategies. When implementing business-IT strategies, the risk is that employees might resist the adoption of technology [12] and is not committed to the business-IT strategy. Often, when forming a business-IT strategy, it involves implementing strategic IT tools in the organization. Such tools could be new to the organizations. Chen and Gupta [11] and Meredith [43] found that employee’s lack of commitment is a barrier to the successful implementation of new technologies. They conclude that an important pre-requisite for technolog- ical change is employee commitment. Often, the major decline in employee commitment is also due to their resistance to tech- nological change [5], [10]. Based on existing literatures, we hypothesize that:
H3: Perceived employee commitment to business-IT Strategies will improve business-IT alignment in an organization.
It is often being said that knowledge is a key foundation of competitive advantage for an organization [29]. In our research, we defined perceived knowledge on business-IT strategies as the employee’s perception of their understanding of the organization’s business-IT strategies. This definition is adopted from Gagnon et al [27]. Gagnon et al [27] stated that in order for an organization’s strategic goals to be committed by the employees, the employees must have a clear knowledge of what the organization is trying to achieve. That is to say that employee should have a complete understanding of their organization’s strategies and this understanding is consistent with those who created the strategies. Boswell and Boudreau [6] highlighted that in order for organizations to gain competitive advantages through their strategic goals, it is important that the employees achieved “line of sight”. They went on to define “line of sight” as the “understanding of organizational objectives and how to contri- bute to those objectives”. The same principles have been applied to this study. In order to for employees to be aligned to the business-IT initiatives of organizations, it is important that they have requisite knowledge of the organizations’ overall business- IT strategies. Although the relationships between employee knowledge and business strategies or strategic change have been studied in the past (e.g. [27], [50]), there is little empirical analysis that investigates the relationships between employee knowl- edge and business-IT alignment. In this connection, we hypothesize that:
H4: Perceived knowledge on business-IT strategies will improve business-IT alignment in an organization.
METHODOLOGY
Survey instrument is used to test the research model and the hypothesis in this research. Following the advice from Luarn and Lin [39], we have adapted majority of the items for each construct from past literatures. The survey consists of 47 questions to measure the constructs in the study. The target population of this study are employees working in manufacturing companies in Bandung, Indonesia. Table I shows the sources of where the questions were adapted from. In order to obtain data from the Indonesian manufacturing firms, we contacted the Jakarta Chamber of Commerce and Industry for a list of manufacturing companies in Bandung. We made phone calls to the list of companies behind obtaining agreement from 30 manufacturing firms who were willing to participate in this research. The organizations chosen were ideal for evaluating employee knowledge to their business-IT strategies as these organizations have recently begun to implement strategic IT systems such as ERP, SCM and CRM systems. A total of 500 hardcopy surveys were distributed to 30 manufacturing companies in Bandung, Indonesia. The surveys were translated into Bahasa Indonesia. Out of the 500 surveys distributed, 135 were received while 14 were incomplete. Therefore the total usable questionnaire in this study is 121 with a response rate of 24.2%. We have distributed the surveys to administrative employees working in various departments in the companies such as marketing, accounting, IT and human resources. Hair et al [33] stated that the appropriate minimum sample size for a research is to have 15 observations for each independent variable. As there are 4 independent variables measuring employee alignment in this study, a minimum sample size of 60 is needed. Since we have 121 respondents in this study, the sample size for this research is adequate.
Variable Measurement
Independent variables — employee alignment
The independent variables were derived from existing literatures as shown in Table I. Thirty-eight survey questions were used to measure the 4 independent variables in this study.
TABLE I — Sources for constructs used in research
Construct Sources
Perceived organizational Costigan et al. [16], Dirks and trust Ferrin[21]
Perceived communications O’Neil [48] on Business-IT Strategies to Employees
Perceived employee Boswell and Boudreau commitment to [6], Cliff and Jennings [14], to business-IT Strategies Noble and Mokwa [45]
Perceived knowledge on Boswell and Boudreau [6], business-IT strategies Darroch [17], Wooldridge and
Floyd [62]
Business-IT alignment Kyobe [36]
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Each question was measured by five-point Likert scale. For instance, “1” denoted as strongly disagree, “2” denoted as disagree, “3” denoted as neutral, “4” denoted as agree and “5” denoted as strongly agree. Statements that were negatively stated were reversed coded during the analysis, such as the items for perceived cost. These negative worded items are important in reducing the response bias since the respondents have to read the items carefully in case they are phrased the other way round [24]. In order to ensure the reliability of the survey items used to measure the variables, reliability analysis using Cronbach’s Alpha is applied. All the Cronbach’s Alpha values are greater than 0.70 (i.e. perceived organizational trust (0.732), Perceived communications on business-IT strategies to Employees (0.759), Perceived employee commitment to business-IT Strategies (0.937), Perceived knowledge on business-IT strategies (0.913)), which concurs with the suggestion from [46].
Dependent variable — Business-IT alignment
The measurement for dependent variable is adopted from Kyobe [36]. We measure the business-IT alignment from the perceptions of the employees instead of the actual organizational business-IT alignment. For example, employees are asked whether they perceive if business plan takes into considerations of IT strategies. A sample of the survey questionnaire is attached in Appendix I. Similar to the measurements for the employee alignment, the 5 point Likert Scale is also used in this study. The Cronbach’s Alpha value for the dependent variable is 0.742.
Data Analysis
The research model shown in Figure 1 was analyzed by using SEM. The data analysis was conducted in four steps:
1) Investigating the assumptions of multivariate analysis
2) Performing an exploratory factor analysis (EFA) with varimax rotation to determine the underlying dimensions of adoption factors.
3) Examining the measurement models for each factor using confirmatory factor analysis (CFA).
4) Testing the research model using SEM.
The above-mentioned steps are discussed in the following subsections.
Testing the assumptions of multivariate analysis
The skewness and kurtosis of our variables fall within the acceptable ranges of (± 1) therefore our data is normally distributed [25]. The correlation coefficients for the independent variables were less than 0.90 thus confirming that multicollinearity did not exist.
Exploratory Factor Analysis (EFA)
EFA with varimax rotation was performed separately on the employment alignment factors and business IT alignment in order to extract the dimensions of each construct. During this validation process, several items in the employment alignment factors that did not contribute to the Cronbach’s alpha values of the scales were deleted, namely, the first (TRU1), second (TRU2), third
(TRU3), forth (TRU4), seventh (TRU7), eight (TRU8), ninth (TRU9) and tenth (TRU10) items of perceived organizational trust; the first (COM1), second (COM2), third (COM3), fifth (COM5), and eight (COM8) items of perceived communications on business-IT strategies to employees; the first (KNO1) to sixth (KNO6) of perceived knowledge on business-IT strategies measures were deleted due to poor factor loadings less than 0.5 on their respective latent variables [35], [55]. Table III illustrates the results of EFA. The Cronbach’s alpha values ranged from 0.732 to 0.937, which are all well above the acceptable threshold 0.70 [47] and factor loadings, are statistically significant at p < 0.001 as shown in Table III.
Measurement Model — Confirmatory Factor Analysis
The measurement model included 19 items explaining four factors: perceived organizational trust (TRU), perceived com- munications on business-IT strategies (COM), perceived employee commitment to business-IT strategies (COT) and perceived knowledge on business-IT strategies (KNO). In relation to this study, the CFI indices for all the four factors are above 0.9 levels which implied evidence of unidimensionality [3]. As shown in Table II, all scales are within the accepted limits and composite reliability of all latent constructs exceeded the benchmark of 0.7 [46], implying that the measurement is acceptable. Table III illustrates the results of convergent validity and internal reliability for constructs. The goodness of fit the measurement model was measured in terms of six common measures: using the ratio of 2 statistics to the degree of freedom (df), comparative fit index (CFI), goodness- of-fit index (GFI), adjusted goodness-of-fit index (AGFI), normed fit index (NFI) and root mean square error of approximation (RMSEA) [54]. From Table IV, the observed normed 2 for this model was 0.295 with (p-value = 0.587 > 0.05) which is acceptable. Other fit indexed include the GFI = 0.999; AGFI = 0.988; CFI = 0.999; NFI = 0.997 are exceeded the recommended cut-off level of 0.9. The RMSEA = 0.000 which is below the cut-off level of 0.08 suggested by [8]. The combination of these results suggests that the measurement model appears to represent a very good fit.
Structural Model
The overall results of structural model analysis are shown in Table IV. The structural model has a well fit as determined from the Chi-square index ( 2 = 1.319; p-value = 0.267 > 0.05) as well as other indices (GFI = 0.991; AGFI = 0.934; CFI = 0.994; NFI = 0.977; RMSEA = 0.052). All the model-fit indices exceeded
TABLE II — Latent constructs correlation
SEM Correlations
COT COM TRU KNO
COT 1.000
COM 0.298** 1.000
TRU 0.374** 0.547** 1.000
KNO 0.289** 0.557** 0.455** 1.000
notes: n = 121; **p < 0.01; *p < 0.05; cot = employee commitment; com = communications; tru = perceived organizational trust; kno = employee knowledge
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TABLE
Latent Standardized a¢
COT COT9 0.846 0.603 0.937 0.938 COT8 0.823 COT3 0.812 COT5 0.811 COT6 0.779 COT1 0.776 COT10 0.770 COT7 0.724 COT4 0.723 COT2 0.683
TRU TRU5 0.760 0.578 0.732 0.732 TRU6 0.760
KNO KNO10 0.906 0.581 0.913 0.914 KNO9 0.878 KNO8 0.848 KNO7 0.772
COM COM7 0.873 0.533 0.759 0.770 COM4 0.648 COM6 0.645
ISB ISB7 0.805 0.504 0.742 0.751 ISB2 0.658 ISB9 0.657
cot = employee commitment; com = communications; tru = perceived organizational trust; kno = employee knowledge; isb = business-IT alignment notes: *ave= ¢2/n (i = 1 ..n, = standardized factor loadings, i = observed variables); **cr = ( ¢)2/[( ¢)2 + ¢)], ( ¢ = standardized factor loadings, i = observed variables, ¢ = error variance)
TABLE IV — Measures of the model fit
Goodness of Recommended CFA Structural fit measures Value Model Model
2 test statistics/df 3.00a 0.295 1.319 GFI 0.90a 0.999 0.991 AGFI 0.90a 0.988 0.934 CFI 0.90a 0.999 0.994 NFI 0.90a 0.997 0.977 RMSEA 0.08b 0.000 0.052
sources: aBagozzi and Yi (1998); bBrown and Cudeck (1993)
TABLE V — Hypothesis testing results
Hypothesis Path Std. Error Critical Ratio p
H1 TRU ® ISB 0.291 3.261 0.001** supported H2 COM ® ISB 0.296 3.181 0.001** supported H3 COT ® ISB 0.134 1.196 0.232 Not supported H4 KNO ® ISB 0.263 2.650 0.008** supported
note: ** p < 0.01; cot = employee commitment; com = communications; tru = perceived organizational trust; kno = employee knowledge; isb = business-IT alignment
their respective common acceptable levels, recommending the structural model displayed to represent an acceptable model fit to the data [38].
Hypothesis testing
The statistical significance of all the structural parameter values was examined to determine the validity of the hypothesized paths. The analytical results revealed that perceived organizational trust (critical ratio = 3.261; p < 0.01), communication on business- IT strategies (critical ratio = 3.181; p < 0.01) and perceived knowledge on business-IT strategies (critical ratio = 2.650; p < 0.01) were found to have a significant and positive relationship with business-IT alignment. Thus, the hypotheses H1, H2 and H4 were supported. Meanwhile perceived employee commitment to business-IT strategies (critical ratio = 1.196; p > 0.05) had no
significant relationship with business-IT strategies. Therefore, the hypothesis H3 was not supported. Table V demonstrates the hypotheses results.
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DISCUSSIONS OF RESULTS
The main objective of this research is to investigate whether employee alignment will affect the business-IT alignment in organizations. The results showed that 3 out of 4 hypotheses are supported. Perceived organizational trust (H1), perceived communications on business-IT strategies to employees (H2), and perceived knowledge on business-IT strategies (H4) are all found to have a positive and significant relationship with business-IT alignment of organizations. We have taken the definitions of trust to include not only trusting their leaders, the business-IT strategies proposed as well as people from different departments. When an organization set its strategies, it is important that its employees trust the strategies and their top management. This is because strategies can only be successful when everyone is the organization believe in it, and not just the top management. In existing management literatures, it is found that perceived organizational trust is important for a strategy to be successfully executed and to improve business performances [28], [21], [26]. However, for companies nowadays, their strategies often involved both IT and business strategies, and it is important for the business and IT strategies to be aligned. In past research, trust has sometimes being mentioned as the trust between the IT and Business departments [23]. This is important as given that most employees in the IT department are viewed by the business departments as technologists who do not necessary have knowledge in business operations such as finance or marketing. For IT department, they might be more interested in the technologies than business operations. Given that for business-IT alignment to be achieved, both of these departments must trust and work with each other. Therefore companies should build up the trust of their employees in the business-IT strategies proposed. Perceived communications on business-IT strategies to employees is found to have a positive influence on business-IT alignment. This is consistent with existing studies which has supported the role of communications in successful business- IT alignment [2], [40], [13], [53], [32], [48]. However, many of these existing studies looked at either communications on strategies in general, or communications between business and IT executives. When it comes to implementing business-IT strategies, it is not about the implementation from only these two departments. All the companies’ employees will need to be aligned towards the strategies set forth by the company and will contribute towards ensuring the success of the strategies that the companies aim to deploy. Therefore it is important for organization that the business-IT strategies are communicated to all their employees, and this will help ensure the success of their business-IT alignment. Whenever an organization sets its strategies, it is possible that only senior employees (in position or years of service) have knowledge on such strategies or know how to obtain information on such strategies. Certain junior employees might just do their job as they do not know what the organizations’ goals are, nor will they find out from their managers [2]. Such cases showed a lack of communications as well as lack of knowledge for the employees which will hinder the long term success of the organization’s goals. The result from this study shows that knowledge on the strategies is in fact important. This research supports existing studies on employee knowledge and business strategies and showed that the perceived knowledge on business-IT strategies is also important for business-IT alignment.
The result showed that perceived employee commitment to business-IT Strategies has no significant influence on business-IT alignment in organizations. This result is surprising because past studies have shown a positive correlation between commitment and performance of strategies [62], [45]. Our study however, has focused on administrative employees instead of management staffs. It is possible that the administrative employees’ commitments are lower when compared to other studies which tend to have conducted with management staffs. It is possible that for Indonesian organizations, it is important to have a committed project champion who drives the project instead of needing the commitments of all employees for the success of business-IT alignments. Since employees nowadays tend to have worked for more than one company in their working life, they will not show a long term commitment to a company’s strategies as shown in past studies. It is also interesting to note that Indonesia is different from many Asian countries that are steep in Confucianism. The Indonesian culture does not consider the future as being more important than the present [58]. Therefore long term commitments might not be viewed as significant by the employees although this needs further studies.
CONCLUSION AND IMPLICATIONS
The importance of IT in manufacturing is no longer debatable. However, how to achieve business-IT alignment is still a challenge for many organizations. This research examines the relationship between employee alignment and business-IT alignment. A model was proposed and empirically examined. Unlike past researches which have studied on factors affecting business-IT alignment, outcome of business-IT alignment, or focusing on managers from business and IT departments, this research has looked at business- IT alignment from the perspective of employees in general. We have also surveyed administrators who hold junior positions in the company. This is important because managers will often know the business and IT strategies in the company, but this cannot be always true for the other employees in the companies. The implications of this study can be divided into both practical and theoretical sides.
Practical contribution
This study has provided an empirical validation of the relationships between employee alignment and business-IT alignment. Most IT implementation studies have tended to neglect whether employees of all levels are align with the organizations’ business-IT strategies. Furthermore, with IT strategies playing an important role in organizations’ long term strategies, it is important that different units within the organizations are aligned to the business-IT strategies. Our results also provide strategies for organizations that want to improve their business-IT alignment. Firstly, they should build up the trust with their employees in terms of the goals and business and IT strategies of the company. This can be done by getting the employees involved and provide feedbacks when formulating the business-IT strategies. In many Asian countries strategies and decisions are made by the top management. However, if the employees do not believe in these strategies, it would be difficult for the successful execution of these strategies. For example, an organization might believe that a CRM system will help the organization to achieve competitive advantage. However, to ensure that the CRM system is useful, data needs to be collected and keyed into the system. Employees
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who do not trust that CRM has benefits to the organizations might not put in the effort to collect or input the data. Managers also have a role to play as they need to explain the strategies to the employees and let inform them that the strategies will benefit all in the company. The managers should also communicate the strategies to all employees. The company can also ensure that the strategies are communicated to the employees via IT technologies. For example, the business-IT strategies can be posted on company’s intranet which can be accessed by the employees. Employees should be able to communicate with their managers or top management with regards to the business-IT strategies. They should also feel that they can approach the management to discuss these issues. The company should ensure that all employees have knowledge on the business-IT strategies. This can in fact be achieved through good communications. In order to improve employees’ knowledge on business-IT strategies, the company can implement a knowledge management system. The knowledge management system will ensure that employees can have easy access to information on their business-IT strategies and such strategies can be accessed anytime, anywhere. Inductions and trainings should also be conducted regularly to update the knowledge of the employees on the business-IT strategies of the organizations. Our study was also conducted in a developing country. Most companies in developing countries are at an early stage of IT deployment. Therefore by focusing our study in Indonesia, the results will be applicable to other similar countries such as Malaysia, Vietnam and China.
Theoretical contributions
There has been little study which empirically evaluating the relationship between employee alignment and business IT alignment. We have proposed a model to investigate these relationships by employing SEM analysis. The model and results from this study is based on employees from various departments in the companies (i.e. Human resource, IT, Finance etc). We have also measured employee alignment from the perceptions of the employees instead of the top management. We believe that this is one of the few studies which have investigated the issue of business-IT alignment from the perspective of employee alignment. Our study has also developed and validated a multi- dimensional construct of employee alignment practices. This tool can be used by organizations to evaluate their current employee alignments’ status.
LIMITATIONS AND FUTURE RESEARCH DIRECTIONS
There were some potential limitations of this research. Our research was conducted in Indonesia and future studies can focused on other countries and even conduct a cross country comparisons to see if the results are consistent when set in different countries. The sample size for our study is also relatively small and we hope to include not only junior administrators, but also managers and blue collar workers in the organizations for future study. Our model has only included employee alignment. Future business- IT alignment studies can also incorporate other control variables such as organization factors and national culture together with the employee alignment used in this research. Lastly, a cross comparison studies can also be conducted to test if the models used in this study is applicable to other countries.
ACKNOWLEDGEMENT We would like to thank the three anonymous reviewers for their suggestions and comments.
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Journal of Computer Information Systems Spring 2011
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Spring 2011 Journal of Computer Information Systems 19
APPENDIX I — SAMPLE ITEMS IN SURVEY
We believe in the strategies laid out by our senior management. When employees express their point of view, they will be truly
heard. We trust each other to complete a job. We are encouraged to share our ideas and feelings with others. Conflicts in our views in company strategic directions will be
dealt with in an appropriate and professionalism. IT strategies are an important part of business strategies. Business strategies can only be successful through a good support
from IT strategies. We believe that our ideas will be heard. It is not a problem for us to provide ideas on feedbacks on
companies’ strategies. All employees are responsible and will perform their job
regardless of their department.
business-IT strategies to employees
I am kept informed about major changes occurring within the company.
Information is shared in a timely manner from the company. I am kept informed about reasons behind company decisions. The information I receive from the company is complete. I am kept informed about major changes occurring within my
business/function. Information is shared in a timely manner from my business/
function. I am kept informed about reasons behind business/function
decisions. I have the information needed to perform my job effectively. The information I receive from my business/function is
complete. My business/function does a good job of communicating
information to all employees.
I am willing to put in a great deal of effort beyond that which is normally expected in order to help the business be successful.
the New IT organization,” Sloan Management Review, (38: 1), 1996, 43-55.
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[62] Wooldridge, B. and Floyd, S.W. “Research Notes and Communications Strategic Process Effects on Consensus,” Strategic Management Journal, (10: 3), 1989, 295-302.
[63] Yen, H.R., and Sheu, C. “Aligning ERP implementation with competitive priorities of manufacturing firms: An exploratory study,” International Journal of Production Economics, (92: 3), 2004, 207-220.
I am committed to the long term strategies set by my organization.
I feel loyal to the business. I find my values and goals are compatible with the business’
values and goals. I am proud to tell others that I am part of the business. There is much to be gained by particpating with the business on
a long-term basis. I agree with the business’ goals, plans and policies. I really do care about the fate of the business. Deciding to be involved with the business has had a positive
influence on my life. I understand and support decisions regarding the future of the
business.
I am willing to put in a great deal of effort beyond that which is normally expected in order to help the business become successful.
I am committed to the long-term strategies set by my organization.
I feel loyal to the business. I find my values and goals are compatible with the business’
values and goals. I am proud to tell others that I am part of the business. There is much to be gained by participating with the business on
a long-term basis. I agree with the business’ goals, plans and policies. I really do care about the fate of the business. Deceding to be involved with the business has had a positive
influence on my life. I understand and support decisions regarding the future of the
business.
People in our organization frequently spend time discussing customers future needs, visions and companies’ strategies.
When people in our organization need information, they know who exactly to ask.
20 Journal of Computer Information Systems Spring 2011
There are regular meetings between departments to discuss trends and developments.
We keep a database of customer information, business and IT strategies that is easy to access.
Information about customer satisfaction is disseminated to all levels of our organization.
We encourage people with similar interest to work together. We manage to keep up-to-date with technological developments
that could affect our business. Information on new technological developments that affect our
business is circulated. We periodically review the likely effect of changes in technology
on our customers. We are quick to decide on how to respond to changes in
technology.
Business-IT alignment
Business planners understand the value of IT to business. Our business plan specifies the contribution of IT to the
business. Business plans revised whenever IT evolves. Business managers participate in IT planning processes. IT personnel participate in business planning. IT opportunities prioritized on basis of business objectives. We revise IT plans whenever business evolves. IT personnel understand our business needs. IT and business plans are prepared simultaneously.
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Enterprise Architecture design for ensuring strategic business IT alignment
(integrating SAMM with TOGAF 9.1)
Conference Paper · November 2013
DOI: 10.1109/rICT-ICeVT.2013.6741505
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Enterprise Architecture Design for Ensuring Strategic Business IT Alignment
(Integrating SAMM with TOGAF 9.1) Novianto Budi Kurniawan#1, Suhardi*2
#*School of Electrical Engineering and Informatics, Bandung Institute of Technology Jl. Ganesha No.10, Bandung, Indonesia
[email protected] [email protected]
Abstract— Strategic business IT (Information Technology) alignment is one of the main objectives that is achieved from the implementation of Enterprise Architecture (EA) in an organization. EA helps organizations to define architecture of business, information systems and technology that capable for aligning business strategy with IT organizations, through the development of business models, business strategy, business processes and organizations that aligned with infrastructure, applications and IT organizations. A good design of Enterprise Architecture should consider various viewpoints of IT alignment with the organization's business needs. This paper provides a solution how to design Enterprise Architecture which provides guarantee for strategic business IT alignment that is designed through the integration of SAMM component with TOGAF 9.1 metamodel. Keywords— Enterprise Architecture, Strategic Business IT Alignment, Strategic Alignment Maturity Model, TOGAF, ADM.
I. INTRODUCTION Strategic business IT alignment in organization is a very
important issue, especially when IT becomes an essential part of business and can not be separated from the business [1] [2] [3]. Through the integration of IT into the business, the implementation of business strategies and activities become rapid with significant changes [4]. The implementation of IT in business organizations has potential not only to support chosen business strategies but also to shape new business strategies [5] [6].
According to Luftman [7], that for more than 20 years, strategic business IT alignment has become top management concern where business and IT executives are continually looking for the best management practices to assist them in aligning business and IT strategies. Strategic Alignment involving business and IT in organization become primary focus along with the attention and focus of the organization for the functions and capabilities of it’s business. Strategic alignment seems to grow in importance as business organizations attempt to link business and IT due to dynamic business strategies and continuously evolving technologies [7] [8].
Enterprise Architecture helps organizations to define architecture of business, information systems and technology
that capable of aligning business strategy with IT [9]. Designing a good EA should consider various viewpoints of IT alignment with the business needs of each organization due to the architecture domain and be able to describe the components of business and IT which need to be reconciled, how to sync and how to measure the alignment [9] [10].
EA provides basic guidelines for organization to align strategic objectives with opportunity for change or transition [9][10] [11]. According to Chen [12], Enterprise Architecture does not explain how to do the alignment and which parts are to be aligned. In most cases, the strategic relationship is from business strategy to the organization's infrastructure [2]. IT strategy is hardly defined and when it was done, did not impact the business strategy. Thus, the EA needs to improve the definition of IT strategy that aligns with the business strategy [13].
This paper is a conceptual understanding of information technology management in order to provide design framework for aligning business and IT strategies through the integration of EA with the alignment model. Based on the description above, the author intends to research and develop a conceptual model of the Enterprise Architecture using TOGAF 9.1 framework that is mapped with components of SAMM that have a guarantee of strategic business IT alignment on the outcome of EA design.
II. THEORETICAL BACKGROUND
A. Enterprise Architecture According to IBM [11], the basic definition of Enterprise
Architecture is an architectural discipline that merges strategic business and IT objectives with opportunities for change and governs the resulting change initiatives. It provides an understanding that the scope of EA ha not only focused on strategic business planning, but rather how to unify and align the organization business strategy with IT organizations aim for a chance to change and manage the change initiatives that generated them. The main focus of this EA is to guide strategic planning in the context of portfolio and direct change towards general organization’s purposes. EA delivers the right changes enacted the right way [10] [11].
Enterprise Architecture is a way to creat of a company (enterprise ) or organization planning and making better decisions [14] limited to technology planning only, but b planning as a key driver for the comp business as a source of program and e requirements [14] [15].
According to Gartner [15], Enterprise discipline for proactively and holistically responses to disruptive forces by identifying execution of change toward vision and outcomes . EA delivers value by presentin leaders with signature -ready Recommenda policies and projects to Achieve targeted that capitalize on relevant business disruptio steer decision making toward the evolution architecture.
B. Enterprise Architecture Framework Designing an Enteprise Architecture
framework to be able to manage the comple align business with IT that will be dev organization [16]. EA Framework is framework that provides an overview of ho structure and views of the architecture .
TOGAF ( The Open Group 's Architectu an EA framework developed by The Open to the present [17]. TOGAF Enterprise Ar of 4 (four) domain architecture as shown in architecture are:
1) Business Architecture, the architectu how business processes are aligned with goals .
2) Data Architecture, gives an idea managing and accessing data on the organiz
3) Application Architecture, is a de specific applications are designed and how other applications
4) Technology Architecture , provides hardware and software infrastructure (IT de the applications and how they interact .
Fig. 1 ADM TOGAF 9.1 Phase (TOGA
te an abstract view ns that assist in the ]. EA scope is not by adding strategic any and planning
enterprise resource
Architecture is a leading enterprise
g and analyzing the Desired business
ng business and IT ations for adjusting business outcomes ons . EA is used to
n of the future state
model requires a ex systems and can
veloped within the an architectural
ow to organize the
ure Framework ) is n Group from 1995 rchitecture consists Fig 1. The domain
ure should describe the organization's
a of how storing, zation . escription of how
w they interact with
an overview of the evices) that support
AF, 2009)
TOGAF provides the method build, design and manag implementation of EA. TOGAF how to build, manage and Architecture Development Meth in Fig 2. ADM method is u planning, designing and implem
Fig. 2 ADM TOGAF 9.1
C. Strategic Business IT Alignm According to Luftman [5], b
the degree to which the strat supported by the business strat alignment is defined as the e objectives, and plans support mission, objectives, strategie organizations [19]. In this defin to the objectives and strategie Luftman [20] [21] defines IT-b IT in an appropriate and timely strategies , goals and needs. T conditions : (1) How can IT alig How does a business need or be
Henderson and Venkatram alignment is defined in four fun options, namely : business stra strategy, organizational infras information technology infrast and Huff [2] define strategic conformance between business [22] defines strategic alignment involves the management and link all components of business to organizational performance models of alignment that can b business IT alignment, but in th Alignment Maturity Model (S Luftman [5] [8] [20] that in its i of SAMM can be integrated TOGAF [23] [24].
ds and tools that is used to plan, ge the development and F provides a detailed method of d implement EA by using hod (ADM) [17] [18] as shown
used as a technical guide for menting EA.
1 Phase (TOGAF, 2009)
ment business and IS/IT alignment is egy of IS/IT supports and is tegy. Strategic business and IT extent to which the mission, and are supported by the IT
es and business plans of nition, the intended goals refer es from the organization unit. business alignment as applying
way in harmony with business This can be overcome by two gned with the business , and (2) e aligned with IT .
man [6] states that strategic ndamental domains of strategic ategy , information technology structure and processes, and tructure and processes. Chan c alignment as an emerging strategy and IT strategy . Maes
t as a continuous process which design of sub-processes that
s and IT , in order to contribute over time. There are many be used to define the strategic his paper will use the Strategic SAMM) introduced by Jerry implementation, the metamodel
with Enterprise Architecture
D. Strategic Alignment Maturity Model Strategic Alignment Maturity Model (SAMM), or known
as Luftman's model [5] [8] [20], is one of the alignment models which is widely used to define the alignment of business strategy with IT and can be used to measure the level of maturity of the alignment. SAMM model is a development of the model SAM (Strategic Alignment Model) by Henderson and Venkatraman [6] which defines the relationship between the components that determine the level of business and IT alignment. SAMM model using six criteria for a complete model of the attributes for each to be used as a component of assessment and identification of the alignment. Table 1 shows the six criteria of Luftman alignment model.
TABLE I SIX CRITERIA OF LUFTMAN MODEL
Criteria The ability to Communication Use a common and clear language between Business
and IT organizations Competency/ Value Measurements
The measurements of the contribution of the IT organization to the business strategy
Governance The degree to which the authority making IT decisions is defined and shared among management
Partnership The relationship between the business and IT organization and how each perceives the other’s contribution
Scope and Architecture
Systematically determine the impact of the new IT investments on existing business processes
Skills Minimize the impact of changes that come with new IT
E. Mapping SAMM with Enterprise Architecture Strategic business IT alignment provides an extent
understanding for organizations to formulate business models, business strategy, business processes and organizations that are aligned with infrastructure, applications and IT organizations. SAMM allows one to analyze that perspectives and also provides a set of criteria that can be used to assess the ability of the EA framework and support to achieve strategic business IT alignment [13]. This model captures the various factors that determine the effectiveness of the alignment .
The implementation of SAMM to provide the alignment of business and IT strategies on Enterprise Architecture is firstly by making metamodel SAMM [23]. Metamodel describes a set of artifacts that represent relevant issues from the real view of an organization to assess the alignment. Creating metamodel of SAMM Luftman should be done first as a guide for mapping the metamodel of Enterprise Architecture. The whole artefacts that is on EA metamodel must be mapped to each alignment criteria of SAMM. The results of this mapping will be used as a guide in designing and building EA that ensures the alignment of business and IT strategies.
III. METHODOLOGY
F. Design Methodology Fig. 3 shows the details of the process that will be
performed on the design methodology. Process performed in this method is creating artifacts design such as building blocks and metamodels based on input from the determination of the
functionality and architecture of the desired artifacts, which is to ensure the alignment of business and IT strategies. The first step is to establish the alignment criteria of SAMM that can be integrated with ADM TOGAF [23]. Next step, metamodel of SAMM is composed as a guide to make an alignment component of SAMM with each artifact of TOGAF.
Fig. 3 Design and Development
G. Integration SAMM with TOGAF 9.1 Here are the steps carried out to integrate SAMM into
ADM TOGAF 9.1: • Step 1 Define SAMM metamodel that covers all the
alignment criteria of business strategy and IT along with its attributes.
• Step 2 Perform mapping for each criteria of SAMM with each phase and artifacts of ADM TOGAF 9.1.
• Step 3 Artifacts of Enterprise Architecture are created using the TOGAF 9.1 framework which refers to ADM life cycle phase as the key element which is based on the results of artifacts mapping (Step 2).
• Step 4 Design Enterprise Architecture is created for each phase of the TOGAF ADM 9.1 that is already ensure the alignment of business and IT strategies.
H. Enterprise Architecture Design Using ADM TOGAF 9.1
EA design using ADM TOGAF 9.1 (Fig. 2) in this paper is limited only to the modeling stage. Steps that will be taken to design the EA by using ADM TOGAF 9.1 is as follows [18]:
1) Preliminary Phase: This phase determines the framework and scope of EA that will be developed.
2) Architecture Vision: This phase determines the requirement to undertake architectural design vision.
3) Business Architecture: This phase determines the business model or business activities.
4) Information System Architecture: This phase defines the data and application architecture.
5) Technology Architecture: This stage defines the main technologies required that is needed to manage data and applications so that business functions can work well.
IV. RESEARCH FINDING
I. Alignment Criteria of SAMM SAMM is a model of alignment that will be used in this
paper to ensure that the draft results of Enterprise Architecture using framework TOGAF 9.1 can achieve strategic business IT alignment. The following table shows attributes of SAMM based on alignment criteria.
TABLE II CRITERIA AND ATTRIBUTE OF SAMM
No Criteria Attribute
C1 Communication
A1 Understanding of Business by IT A2 Understanding of IT by Business
A3 Inter/Intra Organizational Learning
A4 Protocol Rigidity A5 Knowledge Sharing A6 Liaison(s) Effectiveness
C2 Competency/ Value Measurements
A7 IT Metrics A8 Business Metrics A9 Balanced Metrics
A10 Service Level Agreements A11 Benchmarking A12 Formal Assesments/Reviews A13 Continuous Improvement
C3 Governance
A14 Business Strategic Planning A15 IT Strategic Planning A16 Organization Structure A17 Budgetary Control A18 IT Investment Management A19 Steering Committee(s) A20 Prioritization Process
C4 Partnership
A21 Business Perception of IT Value
A22 Role of IT in Strategic Business Planning
A23 Shared Goals, Risks and Rewards A24 IT Program Management A25 Relationship/Trust A26 Business Sponsor/Champion
C5 Scope and Architecture
A27 Traditional, Enabler/Driver A28 Standard Articulation A29 Architectural Integration
A30 Architectural Transparancy, Flexibility
A31 Manage Emerging Technology
C6 Skills
A32 Innovation, Enterpreneurship A33 Cultural Locus of Power A34 Management Style A35 Change Readiness A36 Career Training A37 Social, Political, Trusting A38 Hiring and Retaining
J. Mapping SAMM with ADM TOGAF 9.1 The next step is the process of mapping for each of the
criteria and attributes of SAMM with every phase of the ADM TOGAF. SAMM components are further adjusted to match
the corresponding ADM phases to obtain TOGAF artifacts that will be used as the basis for designing the EA that ensures the strategic business IT alignment. The following table shows the result of the mapping.
TABLE III MAPPING COMPONENT OF SAMM INTO ADM TOGAF 9.1
Cri- teria
Compo- nents
matched
ADM TOGAF 9.1
Phase Artifacts
C1
A1
Phase A
Standard Architectural Content and Deliverables
A2 - Architectural Building Blocks & Contracts
A3 - Architectural Principles, Requirements, - Roadmaps, Models
A6 - Change Management & Implementation Plan
A5 - Compliance Plan & Other standard contents
C2
A7
Phase G
IT Performance Measurements
A8 Business Performance Measurements
A9 IT-Business Evaluation
C3
A16 Phase A Architecture Governance Framework
Phase G -Context, Structure, Key Success Factors
A14 Phase B -Process, Repository, Monitoring, Reporting, Compliance A15 Phase C
Phase D
C4
A21
Preliminary Drivers (Preliminary Phase)
Phase B
- Stakeholder lists each Activity and Deliverables include in IT Business Representative - Business Viewpoints
A23 Phase G
Facilitators (Teams of COE's boards), Outcomes -Feedback mechanisms for IT- business partner -The stakeholder's communication section
C5
A28
Phase D
Create IT standards and flexible architecture A30
A29 Enable or drive business process change A30
C6
A32 Preliminary Phase
Generic Skills Business Skills Manager Skills
A34 Requirement Management
Phase
Program/Project Management Skills
IT General Knowledge Skills
K. Metamodel and Artifacts Mapping Based on the results of mapping criteria and attributes
(components) of SAMM into phases of ADM TOGAF 9.1, carried initiation process of metamodel and artifacts TOGAF to get result of the artifact matrix as results of the mapping process that ensures strategic business IT alignment. The demonstration of the architecture design that ensures the alignment shown in this paper here is limited only from Preliminary Phase to the Technology Architecture (Phase D). Artifact design matrix that is resulted here will then be used in
this paper as a technical guide in designing Enterprise Architecture that ensures the alignment (Table IV).
TABLE IV ARTIFACTS BASED ON MAPPING RESULTS
ADM Metamodel Artefacts SAMM Prelimi
nary Architecture Principles Principles C1, C4,
C6
Phase A
Organization Vision Business Principles,
Goals, Drivers Strategic Objectives C1 Business Principles and Goals C3 Architecture Require Value Chain Diagram
Stakeholder Stakeholder Map Stakeholder Matrix
Organization Structures Organization Catalog
Organizational Units Role Catalog C3
Phase B
Business Capability Business Catalog C4
Business Services Business Interaction Matrix Business Processes Business Process Map
Phase C
Data Entities Data Entity Catalog
C1
C3
C4
Data Entity/Business Function Matrix
Logical Data Subject Area Model Conceptual Data Components
Conceptual Data Model
Application Portfolio Application Catalog
Application Components
Application/ Organization Matrix
App Interaction Diagram
App Communication Diagram
Phase D
Platform Services Technology Catalog C4
C5
Logical Technology Components
Application- Technology Matrix
Physical Technology Components
Business-App- Technology Diaram
L. Metamodel TOGAF Based On Mapping The whole mapped artefacts are then integrated with
TOGAF content metamodel to generate diagrams including the relations therein. Fig 4 shows the relationships between artifacts with content metamodel in a full metamodel diagram.
Fig. 4 Metamodel TOGAF from Mapping Result
M. Enterprise Architecture Design
1) Preliminary Phase: The initial phase of the ADM which is a preparatory stage in the design of the EA. This phase defines preparatory activities that will guide how the architecture will be designed. The artifacts designed in this phase can be seen in the following table.
TABLE V DESIGN ON PRELIMINARY PHASE
Phase Artifacts Output
Pr el
im in
ar y
Ph as
e
Requirement • Business Principles • Business Goals • Business Drivers
Scope • Organization Model • Scope of Organization Impacted • Problem and Resolution Approach • Roles Responsibilities
Constraints • Architectural Constraints • Organizational Constraints
Principles • Business Principles • Data Principles • Application Principles • Technology Principles
2) Architecture Vision (Phase A): Identification in this phase represented through aspects of the vision and mission, business goals, business objectives, business organization, architecture scope and stakeholders. The artifacts designed in this phase can be seen in the following table.
TABLE VI DESIGN ON ARCHITECTURE VISION (PHASE A)
Phase Artifacts Output
A rc
hi te
ct ur
e V
is io
n (P
ha se
A )
Organization Vision
• Vision and Mission • Strategis Objectives
Organization Structure
• Structure of Broad Organization • Structure of Organization Impacted
Stakeholder • Stakeholder Map • Stakeholder Analysis Matrix
Value Chain Diagram
• Primary Activities • Secondary Activities
3) Business Architecture (Phase B): Identification in this phase is represented through analysis of existing business processes, define the problems occurred, then create the target business architecture model (future state). The artifacts designed in this phase can be seen in the following table.
TABLE VII DESIGN ON BUSINESS ARCHITECTURE (PHASE B)
Phase Artifacts Output
B us
in es
s A rc
hi te
ct ur
e (P
ha se
B )
Catalogs • Segment Architectures • Business Capabilities • Business Processes • Business Functions
Diagrams • Segment Architecture Diagram • Business Capability Map • Business Process Map • Business Function Map • Business-Organization Interaction
Diagram • Business-Actor Interaction Diagram
Matrices • Business-Segment Architecture Matrix
• Capability-Process Matrix • Business-Organization Matrix • Business-Actor Matrix
4) Information System Architecture (Phase C): The purpose of this phace is to build the information system architecture consists of Data Architecture and Application Architecture, which will give an idea of how the two architectures are able to execute the business architecture and architecture vision that has been designed based on the above requirement management. The design of data architecture is done through the identification of data entities for the current state, the identification of candidate data entities that support business process improvement, the proposed modeling data architecture for the expected conditions (future state) and relationships data entities with business process improvement results as well as the conceptual data model. Meanwhile the design of application architecture is done by identifying the current application state (current state), the identification of candidate applications that support business process improvement, and the proposed application architecture. The artifacts designed in this phase can be seen in the following tables.
TABLE VIII DESIGN ON DATA ARCHITECTURE (PHASE C)
Phase Artefak Output
D at
a A
rc hi
te ct
ur e
(P ha
se C
)
Catalogs • Data Catalog Diagrams • Subject Area Model
• Conceptual Data Model • Business-Data Interaction Diagram
Matrices • Business-Data (Input) Matrix • Business-Data (Output) Matrix
TABLE IX DESIGN ON APPLICATION ARCHITECTURE (PHASE C)
Phase Artefak Output
A pp
lic at
io n
A rc
hi te
ct ur
e (P
ha se
C ) Catalogs • Application Catalog
Diagrams • Application Interaction Diagram • Application Communication
Diagram • Business-Application Interaction
Diagram Matrices • Business-Application Matrix
• Business Management-Application Matrix
5) Technology Architecture: Design of technology architecture is represented by identifying the current technology, the identification of candidate technology that support business process, data and application, the proposed technology architecture for the future state and the interaction between the business process, data and application. The artifacts designed in this phase can be seen in the following table.
TABLE X DESIGN ON TECHNOLOGY ARCHITECTURE (PHASE D)
Phase Artefak Output
A pp
lic at
io n
A rc
hi te
ct ur
e
(P ha
se D
)
Catalogs • Technology Catalog Diagrams • Technology Architecture Model
• Function-Application-Technology Interaction Diagram
• Business-Application-Technology Interaction Diagram
Matrices • Application (Core)-Technology Matrix
• Application (Supporting)- Technology Matrix
V. TESTING THE DESIGN
This section presents the testing of Enterprise Architecture models that have been produced from the design above through the completeness test of artifacts that lists all the components that have resulted from the process of mapping.
TABLE XI TESTING THE DESIGN OF ENTERPRISE ARCHITECTURE MODEL
Architecture Components Check-list
Check Cardina-
lity
Check Referen-
ce (1) (2) (3) (4)
1. Deliverable Business Principles, Goals & Drivers Signed OK Architecture Principles Signed OK Organizational Model for EA Signed OK Business Context Signed OK Proposed Improvement Signed OK Architecture Repository Signed OK Enterprise Architecture Diagram Signed OK 2. Artifacts 2.1. Catalogs Business Catalog V No Error No Error Information System Catalog V No Error No Error Technology Catalog V No Error No Error 2.2. Diagrams 2.2.1. Business Architecture Segment Architecture Diagram V No Error No Error Business Function Map V No Error No Error Business Process Map V No Error No Error Business-Organization Interaction Diagram
V No Error No Error
Business-Responsible Actor Interaction Diagram
V No Error No Error
2.2.2. Information System Architecture
Subject Area Model V No Error No Error Conceptual Data Model V No Error No Error Business-Data Interaction Diagram V No Error No Error Application Interaction Diagram V No Error No Error Application Communication Diagram V No Error No Error Business-Application Interaction Diagram
V No Error No Error
2.2.3. Technology Architecture Technology Architecture Model V No Error No Error Function-Application-Technology Interaction Diagram
V No Error No Error
Business-Application-Technology Diagram
V No Error No Error
2.3. Matrices 2.3.1. Business Architecture Business-Segment Architecture Matrix
V No Error No Error
Capability-Process Matrix V No Error No Error Business-Organization Matrix V No Error No Error Business-Actor Matrix V No Error No Error 2.3.2. Information System Architecture
Business-Data (Input) Matrix V No Error No Error Business-Data (Output) Matrix V No Error No Error Business-Application Matrix V No Error No Error Business Management-Application Matrix
V No Error No Error
2.3.3. Technology Architecture Application (Core)-Technology Matrix
V No Error No Error
Application (Supporting)-Technology Matrix
V No Error No Error
The test is performed by making checklist for each of the alignment artifacts based on their respective domains of ADM phase. In this stage, the process can be done by delivering expert judgment from the IT and business executive of the organization. The next test is to check the cardinality of all artifacts that become a component architecture (architecture repository) includes an attribute, domain, data entities, models and interaction, and then proceed to conduct reference checks on all components of the architecture has been designed. Table XI shows a sample table of testing the design of Enterprise Architecture model.
VI. CONCLUSIONS
Enterprise Architecture design that ensures strategic business IT alignment can be done by integrating components of SAMM and metamodel of TOGAF through the mapping process between the attributes of SAMM and the artifact of TOGAF 9.1 for each phase of ADM, resulting architecture model of business, data, applications and technology that are integrated and aligned with business needs and IT support of the organization. Through this mapping process we can see SAMM attributes that can be integrated into every phase of the ADM to produce TOGAF artifacts that can be used as a basis for designing Enterprise Architecture that ensures the alignment of business and IT strategies.
REFERENCES
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[3] Drs. A. J. Gilbert Silvius, "Business & IT Alignment in theory and Practice," in Proceedings of the 40th Hawaii International Conference on Systems Sciences, (HICSS’07) , 2007.
[4] J. and Peppard, J. Ward, Strategic Planning for Information Systems, 3rd ed.: John Willey & Sons, Ltd , 2002.
[5] J. N. Luftman, P. R. Lewis, and S. H and Oldach, "Transforming the enterprise: The alignment of business and information technology strategies ," IBM System Journal, vol. 32, no. 1, pp. 198-221, 1993.
[6] J. C. and Venkatraman, N Henderson, "Strategic alignment: Leveraging information technology for transforming organizations," IBM Systems Journal, vol. 32, no. 1, 1993.
[7] J. N. Luftman, "Key Issues for IT Executives 2004," in MIS Quarterly Executive, vol. 4, 2005.
[8] J. N Luftman, "Assessing IT/Business Alignment," Information Systems Management, vol. 20, no. 4, pp. 9-15, 2003.
[9] IBM, Leveraging SOA, BPM and EA for Strategic Business and IT Alignment.: IBM, 2008.
[10] Jim Amsden, Scott Darlington, Martin Owen, Eric Herness, and Pablo Irassar Claus Torp Jensen Ian Charters,., 2008.
[11] IBM, "IBM Redbooks," in Combining Business Process Management and Enterprise Architecture for Better Business Outcomes., 2011.
[12] Chen H.M., "SOA, Enterprise Architecture, and Business-IT Alignment: An Integrated Framework," in Proceeedings of the 6th International Workshop On System/Software Architectures(IWSSA'07) , 2007.
[13] Ramkumar Dharga, "Effectiveness of EA Frameworks in Achieving BITA: An Analysis Based on SAMM," vol. 10, no. 2, pp. 21-28, 2012.
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[15] Inc. Gartner. IT-Glossary. [Online]. http://www.gartner.com/it- glossary/enterprise-architecture-ea/
[16] Jaap Schekkerman, How to Survive in the Jungle of Enterprise Architecture Frameworks: Creating or choosing an enterprise architecture framework, Second Edition ed. Victoria, Canada: Trafford Publishing, 2004.
[17] TOGAF Version 9.1 "Enterprise Edition". [Online]. http://www.opengroup.org/togaf/
[18] The Open Group, TOGAF Version 9.1. US: Van Haren Publishing, 2011. [19] B. H., and Benbasat, I Reich, "Measuring the linkage between business
and in- formation technology objectives ," MIS Quarterly, vol. 20, no. 1, pp. 55-81, 1996.
[20] J. N Luftman, "Assessing Business-IT Alignment Maturity," Communications of the Association for Information Systems , vol. 4, no. 14, 2000.
[21] J. N. Luftman, "Measure Your Business-IT Alignment," no. 26, December 2003.
[22] R., D. Rijsenbrij, O. Truijens and H. Goedvolk Maes, "Redefining Business–IT Alignment Through A Unified Framework ," in Proceedings of the Universiteit Van Amsterdam, 2000.
[23] Johnny Flores, Enrique Silva, Norman Vargas, Mathias Ekstedt Leonel Plazaola, "An Approach to Associate Strategic Business-IT Alignment Assessment to Enterprise Architecture," in Proceedings CSER, vol. 121, US, 2007.
[24] Johnny Flores, Norman Vargas, Mathias Ekstedt Leonel Plazaola, "Strategic Business and IT Alignment Assessment: A Case Study Applying an Enterprise Architecture-based Metamodel," in 41st Hawaii International Conference on System Sciences, 2006.
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zijn geoptimaliseerd voor weergave op een beeldscherm, e-mail en internet. 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Research_Papers/How Do Alignment of Business and Its Strategies Impact Aspects of Its Effectiveness_.pdf
International Journal of Applied Management and Technology 2013, Volume 12, Issue 1, Pages 1–15 ©Walden University, LLC, Minneapolis, MN DOI: 10.5590/IJAMT.2013.12.1.01
Please address queries to: Shankar Babu Chebrolu, 302 Briargate Terrace Lane, Cary, NC 27519. Email: [email protected]
How Does Alignment of Business and IT Strategies Impact Aspects of IT Effectiveness?
Shankar Babu Chebrolu Colorado Technical University Online
Lawrence Ness Capella University
Alignment between information technology (IT) and business stakeholders on their
strategies has traditionally been viewed as the means to achieve greater IT delivery
capabilities, but there is lack of empirical evidence as to how strategic alignment impacts
individual aspects of IT effectiveness (e.g., quality of service [QoS], user satisfaction, and IT
helpfulness to users); there is also a lack of empirical evidence surrounding how each
individual element of strategic alignment impacts overall IT effectiveness. The intent of this
research was to contribute to the body of knowledge that could be applied by researchers,
businesses, and IT organizations alike to achieve optimal results based on the findings from
a sample population, which included IT organizations of all sizes and types.
Keywords: business strategy, information technology, IT, IT effectiveness, IT strategy, strategic
alignment
Introduction and Background
Information technology (IT) is changing the way businesses operate, the process of creating products
and services for their customers, and the way in which they compete (Armbrust et al., 2009). Pierce
(2002) examined the relationships between business strategy, IT strategy, strategic alignment,
return on IT investment, and corporate performance and provided empirical evidence for the effect of
alignment between business and IT strategies by measuring return on IT investment and corporate
performance. Tallon and Kraemer (2003), using the theory of dynamic capabilities, examined the
relationships between IT flexibility, strategic alignment, and IT business value to assess whether
capabilities around flexibility can enable corporations to realize greater payoffs from IT investment.
Ness (2005) examined the relationships between IT flexibility, strategic alignment, and IT
effectiveness to provide empirical evidence on the strength of these relationships and asserted with
evidence that IT flexibility has greater influence on IT effectiveness than does strategic alignment on
larger IT organizations.
Chebrolu (2010) examined the relationships between cloud adoption, strategic alignment, and IT
effectiveness to determine the dominance and priority of these two constructs on IT effectiveness on
all IT organizations regardless of their size and type. This study is an extension of Chebrolu’s (2010)
research, drilling down to study the impact of individual strategic alignment and its construct
elements on IT effectiveness as a whole and on the individual aspects of IT effectiveness. Prior
research was used as the basis for certain construct elements, measures, and instrumentation as a
means for measuring and determining construct’s reliability, validity, and correlation. Studies from
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 2
Ness (2005), Tallon and Kraemer (2003), and Pierce (2002), along with their survey formats, were
used as a means to achieve construct measurement and instrumentation.
Statement of the Problem
Increased competitive pressures upon businesses as a result of global competition, increased
complexity and economic uncertainty, and more dynamism in the marketplace (Brown, 2004) are
continuing to escalate, generating the need for higher efficiency and productivity among IT
organizations (e.g., IT departments in IT companies as well as in non-IT companies). In preparation
for economic recovery from the global recession that started in 2007, many IT organizations have
been analyzing their management practices and sharpening their business models (Howard, 2009).
Information technology budgets will be leaner, management discipline tighter, and business models
more focused. The practice of removing extra expenses from the IT portfolio and determining areas of
strategic investment is essential in a restricted economy (Howard, 2009). Breakthroughs in
technology-based services and solutions are driving frequent, rapid, and unplanned changes in
business strategies along with the resultant demand upon IT for its support required to achieve
sustained competitive advantage (Ness, 2005). In particular, based on the literature reviewed, there
was a lack of empirical evidence about the relationships between strategic alignment and IT
effectiveness to the level of their individual constructs or aspects.
Purpose of the Study
The purpose of this quantitative correlational study was to assess the relationship between strategic
alignment by IT organizations and its impact on individual aspects of IT effectiveness. The
contribution of this study lies in measuring and publishing the empirical evidence between strategic
alignment by IT organizations and their aspects of effectiveness irrespective of the size or type of the
organization. The intent of this research was to contribute to the body of knowledge that could be
applied by researchers, businesses, and IT organizations alike to achieve optimal results through
strategic alignment. In addition, the new knowledge gained from the benefits of alignment of
business and IT strategies on the individual aspects of IT effectiveness would enhance the decision-
making process for IT managers when considering strategic alignment.
Definition of Terms
This research focused on the following two main variables: strategic alignment (independent) and IT
effectiveness (dependent). A brief overview of those constructs and related concepts follows:
Strategic Alignment Slightly modifying the operational definition given by David (2003) to reflect the relationship
between the business and IT, strategic alignment can be defined as the art and science of
formulating, integrating, and implementing decisions between the business and IT, which enables an
organization to achieve its objectives. According to Feeny and Willcocks (1998), the function of
architecture planning is analogous to that of strategic alignment in that a technical blueprint is
created, enabling IT to effectively respond to the needs of business, both current and future.
IT Effectiveness Differences of opinion exist as to the best definition, dimensions, and measures to use for IT
effectiveness (Seddon, Staples, Patnayakuni, & Bowtell, 1999). To ensure overall continuity and to
maintain a high degree of construct validity and reliability, this study incorporated the definition
used by Tallon, Kraemer, and Gurbaxani (2000) suggesting that IT effectiveness is defined by how
well IT delivers products and services based on the needs—or requirements—of the business. This
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 3
definition moves beyond the theoretical ability of IT to deploy new products and services and
assesses actual performance.
Assumptions and Limitations
The assumptions of this study were that the participants would answer the survey questions based
on their technical expertise in IT. The participants’ technical expertise must include knowledge
pertaining to their firm’s alignment efforts with business on strategy and how effective their IT
organizations are. Also, it was assumed that the participants would answer all survey questions
honestly.
The limitations of this study were that the sampling population firms in the United States have one,
or more, IT employee. The results from this study should not be generalized to non-IT organizations.
In addition, the results would represent participants from multiple business types, and therefore, the
results should not be interpreted as representing any specific business sector, type, or size.
Literature Review
Strategic Alignment
Conceptually, IT strategic alignment is viewed in the literature as a bridge that links IT to different
viewpoints on other domains of an organization and its environment (Avila, Goepp, & Kiefer, 2009).
Strategic alignment process makes sure that business strategy, IT strategy, organizational
infrastructure and processes, and IT infrastructure and processes are all in alignment. Strategic
alignment of IT exists when a business organization’s goals and activities are in harmony with the
information systems that support them. Chief information officers (CIOs) have consistently
considered IT alignment with business strategy a top priority.
Any requirements for an organization’s IT should be in alignment with its business strategy. It is
important that the requirements analysis capture both an organization’s strategic business
objectives and the activities and processes by which those objectives are to be achieved (Bleistein,
Cox, & Verner, 2005). Two major themes identified in the research literature about strategic
alignment success factors are mutual understanding of business strategy between business and IT
managers and incorporation of this understanding into IT planning and development. Babar, Cox,
Bleistein, and Verner (2007) argued that organizations need to understand that by getting
requirements right, they can get alignment right; but, the issues of business strategy and strategic
alignment are ignored in requirements engineering research literature. Bleistein and colleagues
(2005) proposed an approach that incorporates an explicit understanding of business strategy within
requirements engineering activity as a means of ensuring alignment between system requirements
and the business strategy that it is intended to support.
Huang (2009) studied how IT resources can be strategically used to be an innovative company and
found that in order to increase strategic alignment while pursuing aggressive innovation at large
companies, their IT functions should be flexible in structure. Brodbeck, Rigoni, and Hoppen (2009)
studied the level of maturity and order of importance of the criteria that promote strategic alignment
and found that elements such as communication, skills, and architectural scope are of greatest
importance to promote strategic alignment between business and IT. There have been several
studies on strategic alignment between various functions within organizations. Becker, Prikladnicki,
and Audy (2008) proposed that quality function deployment is an effective technique that can be
used to align strategic goals and software process improvement within an IT organization.
Motjolopane and Brown (2004) found that those IT systems that match business goals and strategies
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 4
or those that create new strategies and direction to business will guarantee strategic alignment, not
any successful IT implementations by itself. Qiu and Li (2009) argued that there are two factors
influencing IT strategic alignment—IT flexibility and visibility of information resources—and, in
order to achieve strategic alignment between enterprise IT and business, IT strategy should include
end users’ perceptions of business strategy. Pierce (2002) suggested that alignment pertained to
long-term planning as a strategic process rather than short-term planning as a tactical operational
method.
IT Effectiveness
Several studies have shown that effectiveness of IT investments lead to favorable results in terms of
firms’ performance directly or indirectly across various business fields such as the healthcare
industry (Halamka, 2009), rubber industry (Huang, 2007), supply chain management (González-
Benito, 2007), and across various countries and transitional economies (Samoilenko, 2006). Research
also indicates that firms with superior IT capability exhibit higher performance when compared to
average industry performance (Santhanam & Hartono, 2003). Huang (2007) found that several
factors such as ease of use, frequency and length of use, and company culture and attitudes of
employees toward IT affects the company’s performance in a positive manner, even though there is
no direct impact of IT investment on performance. Anderson, Banker, and Ravindran (2006)
published their research analysis that showed that the companies that spent more on IT upgrades
increased in value and improved their earnings performance over time. Motjolopane and Brown
(2004) recognized that achieving a strategic business–IT alignment contributes immensely to
ensuring that IT investments result in improved organizational performance. Lee, Chu and Tseng
(2009) argued that strategic alignment between IT and business is required to use IT assets
effectively to assist business management and practices and to functionally integrate with internal
and external variables. González-Benito (2007) found out that IT investment and its effectiveness is
related to the degree of strategic integration with business and the performance improvement of
business because IT takes place in very different ways and at different levels.
Methodology
Research Design
The purpose of this quantitative correlative study was to examine the relationship between strategic
alignment by IT organizations and its impact on individual aspects of IT effectiveness, which can be
measured and published. The research was designed to study the degree to which the individual
constructs of strategic alignment correlate with individual elements or aspects of IT effectiveness in
terms of the ability of IT executives to deliver solutions to the business in a dynamic marketplace.
The research questions are as follows:
1. To what extent, if any, does strategic alignment between IT and business impact IT QoS
within all IT organizations, irrespective of their type and size?
2. To what extent, if any, does strategic alignment between IT and business impact user
satisfaction within all IT organizations, irrespective of their type and size?
3. To what extent, if any, does strategic alignment between IT and business impact IT
helpfulness to users within all IT organizations, irrespective of their type and size?
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 5
4. To what extent, if any, do the elements of strategic alignment between IT and business
impact overall IT effectiveness within all IT organizations, irrespective of their type and
size?
The research design was nonexperimental. The research approach for this study was quantitative
correlational, which allows for some flexibility in assessing the relationships among the variables. In
an effort to retain the identical validity and reliability from previous research methods and
instrumentation by Ness (2005) and Tallon and Kraemer (2003), a 7-point Likert-type scale was used
to represent ordinal data values. Prior research was used as the basis for certain construct elements,
measures, and instrumentation, as a means for measuring and determining construct’s reliability,
validity, and correlation. The literature search revealed no previous studies that have been
conducted that assess the relationships among constructs of strategic alignment and elements or
aspects of IT effectiveness simultaneously; however, some authors provided the elements and
instrumentation necessary to measure each construct individually for the current research. In
particular, the studies from Ness (2005), Tallon and Kraemer (2003), and Pierce (2002), along with
their survey formats, were used as a means to achieve construct measurement and instrumentation.
The analyses of ordinal data values was handled through linear and bivariate regression analysis
and chi-square testing. The use of regression analysis for ordinal data types was consistent with
prior research by Ness (2005), Tallon and Kraemer (2003), and Pierce (2002). The survey questions
on strategic alignment and IT effectiveness by Ness (2005) were used as part of the total survey
instrument in this study to achieve overall construct reliability, validity, and correlation among
strategic alignment and IT effectiveness.
Conceptual Model
This study’s conceptual model is shown in Figure 1. It is an extension of Chebrolu’s (2010) research,
drilling down to study the impact of the construct elements of strategic alignment on IT effectiveness
as a whole and on the individual aspects of IT effectiveness among IT organizations irrespective of
their type and size. Figure 1 shows seven constructs of strategic alignment as inputs to IT
effectiveness and three aspects of IT effectiveness as output. The primary interest of current
research was to assess the relationship between seven constructs of strategic alignment and IT
effectiveness as a measure of IT organizations’ success and sustained competitive advantage.
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 6
Figure 1: Conceptual Model
Operational Definition of Variables
The elements from prior research were used to assess the constructs of strategic alignment and IT
effectiveness. This method of measurement helped to ensure validity and reliability between this
study and previous research. Strategic alignment had multiple survey questions that were used to
measure each element’s strength toward IT effectiveness based on a 7-point Likert-type scale. The
total strength of the overall construct on IT effectiveness was determined through an averaging of
the means of each aspect. Following is a description of the primary elements belonging to two
variables on this study.
Strategic Alignment Elements The primary elements (or items) that were identified by Pierce (2002) were used to measure strategic
alignment construct. Ness (2005) asserted that specific elements identified by Pierce (2002)
regarding coordination of business and IT plans were very closely aligned to that required for
strategic alignment. The research instrument questions used by Ness (2005) and Pierce (2002) were
all based on a 7-point Likert-type scale representing ordinal data. These elements are IT knowledge
of firm’s business objectives, strategies, and goals; clear directions from business for IT planning;
participation of IT management in business strategic plan; close interaction of IT and business in IT
strategic plan; independence of IT strategy from business strategy; derivation of IT strategy from
business strategy; and integration of IT and business strategies.
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 7
IT Effectiveness Elements The primary elements (or items) that were used to measure IT effectiveness construct were taken
from prior research by Tallon and colleagues (2000), which they used to assess the construct of
strategic flexibility. Ness (2005) asserted that elements used to measure strategic flexibility
appeared to be closely aligned operationally and provided the best source to measure IT
effectiveness. These elements are overall QoS, user satisfaction with IT, and helpfulness of IT staff to
users.
This study was consistent with the prior researchers in terms of methodology, and hence a 7-point
Likert-type scale was used as the basis for data collection and analysis. The scale’s ordinal data
represents data elements in an ordered measurement relative to size or quality (Aczel &
Sounderpandian, 2002). In regression analysis, collected data must show that the independent
variables have a normal distribution prior to testing.
Sample
The sampling methods used by prior researchers were followed as much as possible to replicate
validity and reliability. The target population for this study needs to be those who had extensive
knowledge of IT and its relationship to the business. In most cases, senior IT managers (including IT
directors, IT vice presidents, and IT senior vice presidents) in the role of CIOs were identified to
satisfy this population criterion. A list of 4,146 names and mailing addresses of top IT executives
(i.e., CIOs) was purchased from Applied Computer Research Inc.
(http://www.itmarketintelligence.com). The above count of 4,146 was based on the contacts that were
playing a CIO role in various IT organizations with titles like CIO, deputy CIO, acting CIO, co-CIO,
global CIO, interim CIO, and associate CIO out of a total of 30,466 contacts that were available in
Applied Computer Research Inc. database for IT executives based in United States. Unlike similar
studies done by Ness (2005), size and type of the IT organizations were not used to narrow down the
contacts, as this study is focused on all IT organizations and therefore include all sizes (small,
medium, and large) and all types (for-profit, not-for-profit, educational, corporate, and government
organizations). Out of 4,146 survey memos that were mailed, 71 were returned as undeliverable by
the United States Postal Service, leaving 4,075 eligible participants.
Instrumentation / Measures
The survey instrument consisted of questions that were designed to collect information from the
participants on strategic alignment and IT effectiveness. The source for this study’s survey
instrument was based on the research done by Ness (2005) on IT flexibility, strategic alignment, and
IT effectiveness. The survey was a combination of the original survey questions that were created by
Tallon and colleagues (2000) and later used by Tallon and Kraemer (2003) and Ness (2005) for IT
flexibility, strategic alignment, and IT effectiveness. In an attempt to replicate the original survey,
the content, layout, and format of the previous survey questionnaire was maintained for added
validity and reliability. All questions maintained their original standardized 7-point Likert-type
scale format for assessment.
Data Collection and Analysis
Data was collected through an online survey instrument that was described earlier. The link to the
online survey was distributed to the potential participants by sending an envelope by United States
Postal Service regular mail, which directed participants to the questionnaire hosted by
SurveyMonkey (https://www.surveymonkey.com), a company specializing in online survey data
collection and storage. The targeted participants in this survey were IT executives (whose titles
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 8
include director, vice president, and senior vice president) playing the role of CIOs for U.S.-based
firms. A total of 148 participants had responded to the survey questionnaire within the timeframe
allotted for statistical analysis from among 4,075 eligible participants, but only 143 participants
provided answers to at least one question. The survey results, in the form of a zip file containing a
Microsoft Excel spreadsheet, were downloaded from SurveyMonkey. The data was then imported
into SPSS student version 20 software for the required statistical analysis and formatting. Multiple
regression analyses were performed as confirmation to the chi-square results obtained. The strength
of each relationship between strategic alignment and IT effectiveness (ITE1, ITE2, and ITE3) was
evaluated based on the correlation coefficients and the statistical significance level calculated for
each factor. In addition, the strength of each relationship between individual constructs of strategic
alignment and ITE1, ITE2, and ITE3 was also evaluated based on the correlation coefficients and
the statistical significance level calculated for each factor.
Validity and Reliability
According to Swanson and Holton (2005), there are three common types of validity: content validity,
criterion validity, and construct validity. A construct is something that cannot be directly measured
or observed like job satisfaction and IT effectiveness. A construct can be measured quantitatively
and analyzed statistically, which is what this study incorporated. According to Cooper and Schindler
(2008), a measure is reliable to the degree that it supplies consistent results. Reliability is a
necessary contributor to validity but is not a sufficient condition for it. The reliability of a study
implies that the operations of the study can be repeated with the same results.
Findings
Assessment of Scale Validity and Reliability
According to the G*Power 3 post-hoc power analyses, a sample size of 118 was recommended to
achieve the statistical power necessary to establish the validity of this study. The survey sample
collected by SurveyMonkey totaled 143. In addition, an overall Cronbach’s alpha score of 0.805 was
calculated from standardized items that substantiated the internal consistency for this study.
Norusis (2008a) recommended a Cronbach’s alpha score of at least 0.5 to establish the reliability of a
study’s measures. These statistical tests have shown that the data used in this study is both valid
and reliable. Only 118 participants answered all 10 questions, as some participants chose to skip
few. Norusis (2008b) recommended that before calculating a correlation coefficient, a screening for
data outliners should be made to prevent misleading results. A box and whisker plot was completed
using the entire 118 response dataset. The box and whisker plot identified one response dataset (92)
for ITE1 and ITE3 outside of the interquartile range, whereas it identified no response datasets for
strategic alignment (or for any of the individual elements SA1 through SA7) outside of the
interquartile range. Norusis (2008b) warned that any dataset outside the whisker range in the box
and whisker plot is considered an extreme and should be removed from the full response dataset.
Therefore, the dataset (92) was removed from this study leaving 117 responses for analysis.
Analysis and Evaluation of the Research Data
Bivariate Correlations and Linear Regression Analysis After adjusting the full response dataset to 117, an interscale correlation test was performed on all
paired constructs of strategic alignment versus ITE1 through ITE3 (see Table 1). The arrangement
of variables in the bivariate correlations test was such that the ITE1, ITE2, and ITE3 variables were
the target (dependent) and the strategic alignment was the predictor (independent) variable. The
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 9
results of the tests revealed that no positive correlations existed between SA-ITE1 at r = -.106 (p >
.05, r2 = .011), SA-ITE2 at r = -.087 (p > .05, r2 = .008), or SA-ITE3 at r = -.156 (p > .05, r2 = .024). The
linear regression tests validated the bivariate correlation test results by producing the exact
calculations. The phi/Pearson’s r- and p-values from Table 1 show that a positive correlation between
the paired constructs of SA-ITE1 (r = -.106, p > .05), SA-ITE2 (r = -.087, p > .05), and SA-ITE3 (r = -
.156, p > .05) cannot be established due to the negative r-values and their problematic p-values.
Table 1: Bivariate Correlation, Linear Regression, and Pearson’s Chi-Square Crosstabs Analysis Results for SA Versus ITE1–ITE3 (n = 117)
SA-ITE1 SA-ITE2 SA-ITE3
Pearson’s chi-square (2) 117.665 115.465 112.467
Pearson’s correlation (r) -.106 -.087 -.156
R-square (r2) .011 .008 .024
Significance (p) .254
(> .05)
.348
(> .05)
.093
(> .05) Note: SA = strategic alignment; ITE = information technology effectiveness.
Pearson’s Chi-Square Test The Pearson’s chi-squared test results with 117 response datasets are shown in Table 1. The
Pearson’s chi-squared results for SA-ITE1 were 2(1, N =117) = 117.665, p > .05; for SA-ITE2 were
2(1, N =117) = 115.465, p > .05; and for SA-ITE3 were 2(1, N =117) = 112.467, p > .05. The
relationships between SA-ITE1, SA-ITE2, and SA-ITE3 are weak, and their p-values are
problematic.
Scatter Plot Analysis According to Norusis (2008b), the inequality of regressions or heteroscedasticity represents a
sequence of random variables with different variances, and hence square-root transformations are
commonly used when addressing the assumption of heteroscedasticity in linear regression analyses.
The paired constructs of ITE1-SA, ITE2-SA, and ITE3-SA have negative slopes, but the technique of
square-root transformation for √ITE1-SA, √ITE2-SA, and √ITE3-SA constructs are used for further
analysis. The same kinds of slopes with similar r2 linear values are obtained, however.
Normal P–P Plots for √ITE1, √ITE2, √ITE3, and Strategic Alignment According to Norusis (2008a), an assumption of hypothesis testing is a normal distribution of values
of the dependent variable. To demonstrate that √ITE1, √ITE2, and √ITE3 had a normal distribution
at the reduced response dataset of 117, the observed cumulative probability was plotted against the
expected cumulative probability for √ITE1, √ITE2, and √ITE3. It was found that their standardized
values represent a normal distribution of the independent variables and conformed to the
assumption of homoscedasticity for regression analysis. Therefore, the 117 datasets represented in
√ITE1, √ITE2, and √ITE3 (aspects of IT effectiveness) for this study were valid for parametric
regression testing. Similarly, the observed cumulative probability was plotted against the expected
cumulative probability for strategic alignment to make sure that the 117 datasets represented in
strategic alignment for this study were valid for regression testing.
Bivariate Correlations Analyses With √ITEn The direction and strength of the relationships between the variables were determined by the r2-
values of each correlation calculation (see Table 2). The p-value was the basis for the rejection or
acceptance of each null hypothesis of this study. The bivariate correlations and linear regression
analyses were performed on paired constructs (SA-√ITE1, SA-√ITE2, and SA-√ITE3). Table 2 shows
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 10
that the paired construct of SA-√ITE3 (r = -.158, r2 = .025, p > .05) had relatively the strongest
negative correlation, followed by paired constructs of SA-√ITE1 (r = -.111, r2 = .012, p > .05) and SA-
√ITE2 (r = -.094, r2 = .009, p > .05).
Table 2: Bivariate Correlation and Linear Regression Results for SA Versus √ITE1–√ITE3 (n = 117)
SA-√ITE1 SA-√ITE2 SA-√ITE3
Pearson’s Correlation (r) -.111 -.094 -.158
R-square (r2) .012 .009 .025
Significance (p) .233
(> .05)
.314
(> .05)
.089
(> .05) Note: SA = strategic alignment; ITE = information technology effectiveness.
The same method that was used to determine the correlations among the constructs in Table 2 was
also used to determine the correlations among the constructs of strategic alignment. Table 3 shows
the correlation and size of each construct used in strategic alignment (SA1 through SA7) and √SA.
The bivariate correlations test results in Table 3 provided evidence that there were positive and in
most cases strong correlations among constructs of strategic alignment and √SA with the
relationship between SA4-√SA being the strongest (r = .913, p < .001) and the relationship between
SA5-√SA being the weakest (r = .411, p < .001).
Table 3: Bivariate Correlation and Linear Regression Results for SA1–SA7 Versus √SA (n = 117) SA1-
√SA
SA2-
√SA
SA3-
√SA
SA4-
√SA
SA5-
√SA
SA6-
√SA
SA7-
√SA
Pearson’s
correlation (r)
.887 .866 .863 .913 .411 .864 .847
R-square (r2) .787 .750 .746 .834 .169 .746 .717
Significance
(p)
.000
(< .001)
.000
(< .001)
.000
(< .001)
.000
(< .001)
.000
(< .001)
.000
(< .001)
.000
(< .001) Note: SA = strategic alignment; ITE = information technology effectiveness.
The effect sizes of each dimension represent the r2-value used in this study’s conceptual model
results as shown in Figure 2.
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 11
Figure 2: Conceptual Model Results
Based on the r2-values, it is easy to argue that there is almost no correlation between the paired
constructs of SA-ITE1, SA-ITE2, and SA-ITE3 when the sample consists of IT organizations of all
sizes and types. The findings from this study are different than that of Ness’s (2005) research, which
showed that there is a positive relationship of strategic alignment on IT effectiveness (r2 = .068, p <
.05) within larger IT organizations.
Examination of Hypotheses
The research findings were examined to determine the rejection or acceptance of the study’s
hypotheses. The values in Table 2 represent the interscale correlation results with transformation
for the dependent variable (√ITE), which were used to reject or accept each null hypothesis.
Hypothesis 1: Strategic Alignment Correlated With ITE1 H10: Strategic alignment was not positively correlated with QoS within all IT
organizations, irrespective of the type and size of the IT organization.
H1a: Strategic alignment was positively correlated with QoS within all IT
organizations, irrespective of the type and size of the IT organization.
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 12
Finding 1: H10 Not Rejected Strategic alignment did not positively correlate with QoS. The null hypothesis was not rejected
because the p-value of .233 was greater than the significance level of .05 for testing (Norusis, 2008a).
The values for strategic alignment in Table 2 confirm that there is no or very little negative
correlation between strategic alignment and QoS. The values for SA-√ITE1 were r = -.111, r2 = .012,
p >.05; therefore, the findings established that there is no positive correlation between strategic
alignment and ITE1 (QoS) with the sample population that includes all types and sizes of IT
organizations.
Hypothesis 2: Strategic Alignment Correlated With ITE2 H20: Strategic alignment was not positively correlated with user satisfaction
within all IT organizations, irrespective of the type and size of the IT
organization.
H2a: Strategic alignment was positively correlated with user satisfaction
within all IT organizations, irrespective of the type and size of the IT
organization.
Finding 2: H20 Not Rejected Strategic alignment did not positively correlate with user satisfaction. The null hypothesis was not
rejected because the p-value of .314 was greater than the significance level of .05 for testing (Norusis,
2008a). The values for strategic alignment in Table 2 confirm that there is no or very little negative
correlation between strategic alignment and user satisfaction. The values for SA-√ITE2 were r = -
.094, r2 = .009, p > .05; therefore, the findings established that there is no positive correlation
between strategic alignment and ITE2 (user satisfaction) with the sample population that includes
all types and sizes of IT organizations.
Hypothesis 3: Strategic Alignment Correlated With ITE3 H30: Strategic alignment was not positively correlated with IT helpfulness to
users within all IT organizations, irrespective of the type and size of the
IT organization.
H3a: Strategic alignment was positively correlated with IT helpfulness to
users within all IT organizations, irrespective of the type and size of the
IT organization.
Finding 3: H30 Not Rejected Strategic alignment did not positively correlate with IT helpfulness to users. The null hypothesis
was not rejected because the p-value of .158 was greater than the significance level of .05 for testing
(Norusis, 2008a). The values for strategic alignment in Table 2 confirm that there is no or very little
negative correlation between strategic alignment and IT helpfulness to users. The values for SA-
√ITE3 were r = -.158, r2 = .025, p > .05; therefore, the findings established that there is no positive
correlation between strategic alignment and ITE3 (IT helpfulness to users) with the sample
population that includes all types and sizes of IT organizations.
Hypothesis 4: Impact of SA1 Through SA7 on IT Effectiveness H40: None of the individual constructs of strategic alignment were positively
correlated with overall IT effectiveness within all IT organizations,
irrespective of the type and size of the IT organization.
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 13
H4a: At least some of the individual constructs of strategic alignment were
positively correlated with overall IT effectiveness within all IT
organizations, irrespective of the type and size of the IT organization.
Finding 4: H40 Not Rejected Except SA5, most of the individual constructs of strategic alignment did not positively correlate with
overall IT effectiveness. The null hypothesis was not rejected because the p-value—even for the
positive correlation of SA5-ITE—was .176, which is greater than the significance level of .05 for
testing (Norusis, 2008a). The values for SA1-SA7 versus IT effectiveness in Table 4 confirm that
there is no positive correlation (p-value was problematic in case of SA5) between constructs of
strategic alignment and overall IT effectiveness with the sample population that includes all types
and sizes of IT organizations.
Table 4: Bivariate Correlation and Linear Regression Results for SA1–SA7 Versus ITE (n = 117) SA1-ITE SA2-ITE SA3-ITE SA4-ITE SA5-ITE SA6-ITE SA7-ITE
Pearson’s
correlation (r)
-.173 -.156 -.112 -.165 .126 -.050 -.124
R-square (r2) .030 .024 .013 .027 .016 .002 .015
Significance
(p)
.063
(> .05)
.094
(> .05)
.230
(> .05)
.075
(> .05)
.176
(> .05)
.595
(> .05)
.184
(> .05) Note: SA = strategic alignment; ITE = information technology effectiveness.
Summary and Implications
Summary
This research study provided new empirical evidence that strategic alignment has no or very small
negative correlation with the aspects of IT effectiveness (ITE1, ITE2, and ITE3) within a sample
population including all types and sizes of IT organizations (hypotheses 1 through 4). These findings
are inconsistent with prior research done by Ness (2005), which established a positive correlation of
strategic alignment with IT effectiveness with a sample population that includes only large and for-
profit IT organizations. These findings are consistent, however, with prior research done by Chebrolu
(2010), which established a very little or negative correlation of strategic alignment with IT
effectiveness within a sample population that includes all types and sizes of IT organizations.
Many authors have researched the constructs of strategic alignment and IT effectiveness for large,
for-profit IT organizations—either as a singled or as paired factors—to determine business value
through competitive advantage. This study, however, filled an information gap in the literature
because it focused on the impact of strategic alignment on individual aspects of IT effectiveness and
the impact of individual constructs of strategic alignment on overall IT effectiveness and included
small, medium, large, for-profit, not-for-profit, educational, corporate, and government IT
organizations.
Implications
Strategic alignment between IT and business works better in the case of larger IT organizations
than in the case of smaller and medium-scale IT organizations based on this research and research
done by Ness (2005). The implication of this research finding is that IT executives and IT managers
within smaller and medium-scale IT organizations should not allocate more financial resources
Chebrolu & Ness, 2013
International Journal of Applied Management and Technology 14
toward strategic alignment with business to improve their IT effectiveness. If they are planning to
align strategically with business, they should do so by prioritizing other elements like cloud adoption
(Chebrolu, 2012) or IT flexibility (Ness, 2005), which seems to have positive and stronger impact on
IT effectiveness.
The findings from this study represented only firms in the United States that were from multiple
business types and sizes, and therefore, the results should not be interpreted as representing any
specific business sector type or size. Finally, because the participants were all top IT executives
acting in a CIO role in various IT organizations, the findings did not reflect any information that
could have been obtained from lower managers or end users.
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The International Journal of Applied Management and Technology (IJAMT), sponsored by Walden University's School of Management, is a peer-reviewed, online journal that addresses contemporary national and international issues related to management and technology. The objectives of the IJAMT are to: (a) encourage collaborative and multi-disciplinary examinations of important issues in business and technology management, and (B) engage scholars and scholar-practitioners in a dynamic and important dialogue. Walden University Publishing: http://www.publishing.waldenu.edu
Research_Papers/Inf&Man_Coughlan copy 2.pdf
1
Seeing the big PICTURE: A framework for improving the
communication of requirements within the Business-IT relationship
Jane Coughlan*, Mark Lycett and Robert D. Macredie
Department of Information Systems and Computing Brunel University
Uxbridge, UB8 3PH, UK
Abstract The relationship between the business and IT departments in the context of the organisation has been characterised as highly divisive, with major problems revolving around the failure to adequately communicate and meet requirements. This study seeks to analyse the communication characteristics of the relationship between the retail business and IT within a high street bank with the aid of a four-dimensional framework. 29 individuals on mid-high management level were interviewed and the transcripts analysed for their thematic content. The paper concludes with a set of four principles based on the framework’s analysis for the improvement of business and IT relations. Keywords: Communication; Requirements; Relationship management
1. Introduction
In the current dynamic and increasingly demanding global economic climate, the worlds of
Business and IT (BIT) face the constant challenge of keeping apace of the latest
developments that would add a competitive advantage to their organisation. The challenges
BIT face force a union between the two worlds, as IT undoubtedly now forms an integral part
of any given organisation on which business decisions and strategies are enabled, often at
hugely elevated investment costs [e.g., 28]. However, given the high levels of expenditure for
IT, the benefits for business in these investments are relatively small in comparison [see 4].
The relationship between business and IT continually fails to act synergistically and this has
been commonly depicted in the literature through the concept of ‘alignment’ [27, 75, 7, 35].
The notion of alignment in this body of work tends to represent “a one-way sequential
integration” as opposed to other strands of research, which point to “a two-way reciprocal
integration” [76: p. 310). This idea was exemplified by Khandelwal [36] who found that in
order for full alignment to be achieved, IT managers had to develop a business oriented
perspective, while their business counterparts needed to gain an understanding of technology.
However, the alignment paradigm has been questioned in recent times by Smaczny [66] who
* Corresponding author. Tel.: +44 01895 274 000 Ext. 2390; Fax: +44 01895 251686. Email address: [email protected] (J. Coughlan)
2
instead offers the concept of ‘fusion’ as a way of looking at the integration of the business and
IT functions. This emphasises the need for developing and implementing strategies (both
business and IT) simultaneously, whereas alignment has a suggestion of passivity in a mere
‘straightening up’ of organisational business affairs as one side of the business catches up
with the other [see 61].
Alternative studies have dispensed with the notion of alignment altogether and taken a more
sceptical view in looking to the real-life separation of BIT activities. This body of work
points to a more fractured view of the BIT relationship as a clear divide that needs to be
bridged. This has been reflected most strongly in recent times with a whole series of ‘gap’
type articles in the research literature [e.g., 85, 73, 53, 52] and computer and business press
[e.g., 34, 55]. However, a common contributory factor to the problems that BIT face is poor
communication, which has adversely affected the integration of business and IT strategy
within an organisation [see 78]. In characterising the split between BIT as a communication
gap, a primarily behavioural and socially oriented view is taken on the examination of this
divide, as espoused by Reich and Benbasat [58], for example. Such a view permits a focus on
values, communications and understanding — all of which are important for fostering a
strong BIT relationship. The actual nature of this relationship within the context of
communication within the organisation is discussed next.
2 Examining the Business-IT relationship: The importance of communication
Human communication that occurs within the context of organisations is called organisational
communication [see 8] and can be formally defined as “the flow of messages within a
network of interdependent relationships” [23: p.11]. Given such dependencies, one important
function of communication in this context is relational, which permits the creation and
maintenance of business and personal relationships with other diverse members of the
organisation [10]. These relations can be considered in terms of three different
communication processes: upward [e.g, 72]; downward [e.g., 16]; and horizontal [e.g., 23].
This last process of communication is of special interest as it enforces the notion of
integration, which suggests that however specialised particular departments may be within an
organisation, co-ordination with other departments in different areas of expertise is necessary
in order to make the organisation more seamless. One method of creating integration (or at
best the illusion of it) has been promised by the strategy of ‘Relationship Management’ (RM).
This paradigm seems to be prevalent in the banking industry [see 21], where it is seen as
being particularly useful in ameliorating the problems between the IT function and the rest of
the business as a way of ‘marketing’ perceptions about IT [e.g., 29].
3
The establishment of the role of the relationship manager is becoming more commonplace
and has been devised (in the organisation under study) to combat problems caused by a BIT
divide by providing both an understanding of the technology side and the business interests
that they are meant to serve. Of course, many roles exist (with a different title) which could
match this job description, as most roles involve some type of liaison capabilities. However,
the establishment of a specific relationship manager’s post bestows a distinctive status upon
the individual, which has been given scant attention in the literature [but see 31]. However, it
is not the purpose of this paper to debate the merit of a RM programme per se, but to take up
the concept of ‘relationship’ which has proliferated in this area, in various guises (e.g.,
alignment) and employ it as the unit of analysis to study organisational communication. The
literature that has been presented points to the continued and problematic ties between
Business and IT. Information requirements (for basing decisions, enabling strategies etc.)
from one side are not in the main communicated properly to the other, or are misunderstood
entirely [see 79], and so a fresh focus is required to explain the phenomenon.
The central thesis of this paper therefore is that the notion of communication provides a more
fruitful direction for studies to take. Communication is a prerequisite for relationship
development and a key factor in relationship breakdowns [see 19], for an authoritative
account from social psychology. In terms of conferring strategic advantage, communication-
based organisations, which encourage cross-functional interactions, tend to be more
successful with regards to internal operations [e.g., 80] and external international business
relations [e.g., 24]. Although poor communication and collaboration tends to be the norm
between, for example, IT specialists and (financial) product managers [see 82]. Therefore in
order to address the various communication issues that a study of the BIT relationship
presents, the paper is divided into a further six sections. Section 3 presents a four-
dimensional framework to be applied to the context under study, which is organisational
communication examined across a BIT divide in a UK bank. Section 4 provides the
background details to the organisation in the study. Section 5 presents the research method
and sample of interviewees. Section 6 presents the thematic content analysis. Section 7
outlines the utility of a four-dimensional framework approach to enhancing relationships in
the working organisation and draws out a set of principles based on the framework’s analysis
for the improvement of BIT relations. Section 8 concludes the findings, with some final
thoughts on the implications of this communication-based study.
3 PICTURE: A framework for the effective communication of requirements
A four-dimensional framework (PICTURE) was applied in this communication study. This
was a framework originally devised for the micro-level analysis of small group and
4
interpersonal contexts of communication in the elicitation of requirements for system design
and how it could be improved [see 11]. The study reported here looks at the elicitation of
requirements on a much broader level of analysis, in the wider context of the organisation,
particularly the BIT relationship, within which the communication of messages (or their
respective information requirements) is meant to occur. Alternative frameworks and models
related to organisational communication have been focused in at least four (though not
exhaustive) ways: 1) organisational structure [53] — a high performing organisation was
found to house business and IT units which saw themselves as part of an equal partnership
based on a strong foundation of communication; 2) co-operative work groups [2] — how the
nature and quality of the interdependencies between various groups can be enhanced for more
effective communication outcomes in UK banks; 3) Members’ meanings of organisational
communication [81] — planning an agenda for communication to increase satisfaction of
communication experiences; 4) Knowledge gaps [1] — how the mismatch in knowledge
between BIT manifests itself as misunderstandings (or gaps) and how these can be illustrated
graphically.
The four dimensional framework presented here (PICTURE) attempts to provide an
encompassing view of issues pertaining to organisational communication by focusing
explicitly on a critical relationship within an organisation, that between the business and IT.
The framework is referred to by the acronym PICTURE, which makes reference to both the
four dimensions of the framework (numbered 1-4) and its area of applicability (requirements
elicitation) and can be described thus: (1) Participation and selection; (2) Interaction; (3)
Communication activities; (4) Techniques; Used for Requirements Elicitation. Fig. 1
presents a high level overview of the way that communication occurs within the BIT
relationship according to PICTURE, a representation that is based on a classic model of
communication by Shannon and Weaver [64].
5
R1 BUSINESS Stakeholder R2 Interaction Communication activities
IT Stakeholder Techniques
Feedback
KEY: R1 = Message sent; R2 = Message received.
Fig. 1 PICTURE applied to communication within the BIT relationship [based on 64]
This work transforms the early Shannon-Weaver Model considerably in looking to a more
dynamic view of communication as a process that occurs within a group of stakeholders,
which in this instance are managers from two sides of an organisation (business and IT). For
example, previously unconsidered by the Shannon-Weaver Model was the concept of
‘feedback’, which is seen as an important mechanism for checking understanding and
maintaining the flow of communication. The various elements of the communication process,
as represented in Fig. 1 are explained next, in Sections 3.1-3.4, by way of the dimensions of
the PICTURE framework.
3.1 Dimension 1: Participation and Selection
All human communication has an information source, which in this instance is a type of
person or group of persons identified in Fig. 1 as ‘business stakeholder’ whose reason for
engaging in communication is to share and negotiate knowledge on their requirements. A
message that is sent via a source has a destination, which is identified in Fig. 1 as ‘IT
stakeholder’1. However, a stakeholder can also be seen as the destination of requirement
messages as well as the original source, which is especially true if the concept of feedback is
considered. A vital prerequisite in communication activities for sharing requirements is
selecting the appropriate BIT representatives who can participate and therefore contribute
1 The term ‘stakeholder’ has been used by Mitroff [48] referring to a group of people who can affect and be affected by organisational policy.
6
fully and effectively with a team [37]. Identifying suitable candidates highlights the
importance of having an organisational structure. Interfaces between divisional departments
need to be clear as well as the key members within departments in order to establish workable
communication links so that an appropriate exchange of stakeholder views can occur [44].
Given the fact that there are many different needs and interests that require accommodation
and co-ordination in determining information requirements of an organisation, there are many
ways in which specific types of stakeholder can be identified. For example, stakeholders can
be identified on the basis of: domain knowledge and responsibilities [5]; particular attributes
such as power [47]; and roles [56].
Macaulay [42] however, usefully identifies a hypothetical group of stakeholders that can be
categorised into at least three different types, presented here with a short description: (i) task
knowledge and skill – domain knowledge; (ii) status – high-low ranking managers with
decision making powers; (iii) responsibility – technical implementers and financial
accountants. One example of a type of stakeholder represented in this work is the
‘relationship manager’. The establishment of such a role, as liaison, is relatively new in the
industry and has been promoted in efforts to combat problems caused by a BIT divide. The
relationship manager’s remit is to provide both an understanding of the technology side and
the business interests that they are meant to serve; a co-ordination task which in practice is so
demanding from a communication standpoint that it is almost impossible to fulfill [see 31].
This exemplifies the acute difficulties of sharing information with a wide variety of people,
through interactions that are additionally subject to a number of mediating influences,
discussed next.
3.2 Dimension 2: Interaction
Before it is sent, stakeholders formulate messages by way of a transmitter (or an encoder),
which in this instance is seen as the interaction between a number of mediating factors that
influence the delivery of the requirements. Organisational life in general, then, is replete with
a wide range of features that are manifest in any given organisation [54]. These features can
be seen as elements (or sub-structures) of the overall structure of an organisation as typified
by organisational charts, illustrating functional relationships. Structures need not be
necessarily physical in this way, but can be perceptual (e.g., culture) which gives rise to the
complexity that organisations present and the intricacies of the way that these structures link
and co-ordinate with each other and across boundaries [26]. Typically, then, there are
different types of ‘structure’ in place within an organisation that mediate the way that
interaction proceeds, whether explicitly apparent or not. The interaction between
7
stakeholders for the communication of information requirements can be mediated on at least
two major levels, which comprise the categories for this dimension outlined below:
(i)
(ii)
Culture and politics – A definition of organisational culture has been provided by Schein
[62] as the pattern of basic assumptions that are accepted and used by an organisation.
Building on this basic (but useful) definition is the notion that communication cannot be
seen as a separate entity from culture as each is produced from the other as part of a
highly dynamic relationship [63]. Moreover, the culture of an organisation has been
shown to affect the messages that are communicated [86]. Typologies of organisations
have been constructed which clearly indicate the different models of culture that various
organisations can exhibit. For example, Quinn and McGrath’s [57] typology
distinguishes between market (the rational), adhocracy (the ideological), clan (the
consensual) and hierarchy (the hierarchical), which have been shown in practice to affect,
for example, the communications of project managers in the projects that they undertake
[20], or the success of organisations as a whole [53]. However, work by Janson et al. [32]
shows that not all organisations necessarily have to fit into one of these typologies.
Research with a company called Colruyt, exhibited a unique culture that was strongly
influenced by Mr. Colruyt himself, who was dedicated to obtaining the maximum
participation and commitment of every single employee. The results of such a philosophy
were so effective that the business and IT within the organisation enjoyed a close working
relationship within Colruyt, which owes much to the culture of the company. However,
while Colruyt exhibited a strongly uniform (and communication-based) culture, Rousseau
[59] has acknowledged that some organisations can be quite fragmented culturally, with a
number of sub-cultures in force, which can be evidenced than by the fact that business
and IT are often divided within a single organisation (see Section 4.1 for more detail on
communication across a divide).
Roles – Given the nature of heterogeneous work groups, stakeholders will adopt roles and
relationships relative to each other. The adoption of roles holds implications for
communication as ‘mediating posts’, where the type of role adopted can affect the quality
of interaction and therefore the knowledge transfer of requirements. At the most basic
level, one way that roles can be described is by being either business- or IT-led, which has
typically been characterised as a ‘culture gap’ [e.g., 73]. The uptake of different
communication roles can be dependent on the situation in question, but provides the
means through which knowledge exploration and collaboration and negotiation (in the
case of conflict) can be enabled [70]. All of these activities are important in the
communication of information requirements and their successful execution is dependent
8
on the particular collection of behaviours exhibited by an individual, which serve to make
up a certain management style [6]. The style that a business/IT/relationship manager
adopts in the communication of requirements determines the way that information is
exchanged, where such styles have been grouped into four along two main dimensions,
responsiveness and assertiveness [see 15]. These are: i) analyser (less responsive, less
assertive); ii) director (less responsive, more assertive); iii) relater (more responsive, less
assertive); and iv) socialiser (more responsive, more assertive). Based upon this simple
categorisation, many assumptions can be made about the links between (culturally
influenced) management style and communication, although the permutations can seem
endless [77]. The key point to be made here is that management style is a major
component of the communication process. Certain styles will be more or less amenable to
creating an atmosphere, in which communication is encouraged among employees
towards the development of a shared understanding of the requirements.
3.3 Dimension 3: Communication activities
Encoded messages require decoding by the receiver and in this instance it is the
communication activities and the particular behaviours that stakeholders engage in that serve
to break down the messages or requirements (represented as R2 in Fig. 1) in order to create a
mutual understanding. The communication activities that are undertaken by the management
echelons of an organisation have a bearing on the degree, structure and quality of
communication between organisational members. Indeed, communication is a key activity of
managers [65], so much so that communication is considered as actually being the work of
managers [46]. However, the activities should be structured in a way that promotes effective
communication, especially in light of research that has indicated that engaging in co-operative
and highly communicative strategies has been linked to excellence in performance of
individuals, for example in the IT domain [69].
The basic and most productive behaviours of a communication activity programme revolve
around knowledge acquisition, sharing and integration activities. Sharing activities involve
negotiation behaviours, which are essential to understanding the information requirements,
reinforcing participation and avoiding conflict. Communication activities can be categorised
by behaviour in three ways [based on 84]:
(i) Knowledge acquisition – There are links that need to be made between the different
stakeholders’ realms of knowledge and experience and of the technological options, so as
to achieve a shared understanding and common vision. This behaviour can also be seen
as the preparation stage for future knowledge negotiations.
9
(ii)
(iii)
Knowledge negotiation – Information requirements need to be negotiated as part of an
iterative process, which helps to define the requirements (assuming the knowledge of
requirements has been satisfactorily acquired) through a sharing of multiple stakeholder
perspectives and the understanding that this fosters.
Knowledge integration – Acceptance of the strategy/system implies integration of
stakeholder viewpoints where all parties co-operate to understand the scope of the
problem and are satisfied that it will work within the limitations imposed (e.g., particular
work relations, organisational structure, etc.)
Engagement in these activities can be said to make communication effective in dissemination
and shared interpretation of information [3], which in the banking industry is acutely
necessary in order to rapidly launch new products to meet market demands [87]. However,
while these activities provide a structure, they cannot be considered without relation to the
techniques that can facilitate communication, which are discussed next.
3.4 Dimension 4: Techniques
Communication occurs through different channels, both verbal and non-verbal. Different
techniques, or media (to use a term more commonly used in the context of organisational
communication), are available which can be categorised in different forms to convey an array
of organisational messages to meet certain communication goals that the sender intends [74].
Selecting the most appropriate media for conveying messages is of the utmost importance in
terms of the functions that can be achieved by the content and form of the messages that are
sent out. For example, in receiving timely feedback, reducing uncertainty, resolving
differences in opinion and achieving understanding to name but a few possible
communication outcomes [30]. To this end media richness theory has proved influential [see
13], which postulates that organisational media can be organised into a richness hierarchy,
where understanding is changed by the capacity of the media’s richness. This richness can be
evaluated on four different levels [see 14]: 1) the opportunity for timely feedback; 2) the
ability to convey multiple cues; 3) the tailoring of messages to personal circumstances; and 4)
language variety. Table 1 displays the variety of media available (and their richness
according to the four levels) for communicating messages within an organisation.
10
MEDIA RICHNESS
FORM CHANNEL 1 2 3 4
SPOKEN Meetings (informal/formal);
conferences
Video (phone/conferencing) Ltd Ltd
Telephone Ltd
TEXT-BASED E-Mail X Ltd
Memos; letters; fax Ltd X X
Company newspaper; bulletin
board; policy manuals; posters;
intranet
X X X Ltd
KEY: channel contains feature; X channel does not contain feature (apart from the standard visual
format); Ltd channel partly contains feature
Table 1. Media richness of spoken and text-based channels of communication [based on 14]
According to media richness theory, any media that involves face-to-face discussion (e.g.,
meetings) will be the richest as it operates on all four of the levels described above as opposed
to written communications (e.g., e-mail), which decrease the opportunities for interaction.
However, computer-mediated communications, such as e-mail, have given rise to a great deal
of research into their effectiveness in improving the flow of communication within an
organisation [e.g., 71]. This has shown that the full range of benefits of such electronic media
may be more far-reaching than previously assumed by media richness theory [see also 51].
Indeed, Yoshioka et al. [88] have taken this idea yet further in their proposal of a genre
taxonomy of communicative structures. A genre (e.g., a meeting) can be defined as a
communication type recognised and enacted by members of an organization and analysed on
a number of dimensions with the aim of helping managers, for example, to learn more about
communication processes and how they can be more effectively applied. Despite the
diversity in these perspectives on media selection, the key element is the idea of ‘richness’
and the development of a selection system that will guide and support the organisation’s use
of various channels of communication. The way that this is achieved in the particular context
under study — FinCo, a UK bank — is discussed next.
4 FinCo: Organisational background
The focus of the study is on the elicitation of requirements in the context of communication
within a single UK organisation and across a BIT divide. The organisation of interest is
11
referred to, for reasons of confidentiality, as FinCo — a major high street bank, with a
customer base of over 15 million people. As a financial services provider, FinCo has faced
fierce competition. The advent of non-banking or Internet only organisations offering highly
attractive rates on financial products, has created an environment where the banking industry
as a whole has been aggressive in the uptake of new technology for generating IT solutions
for business to meet their evolving requirements [e.g., 39, 33]. In addition, increased
pressures to be innovative, to achieve new financial success, effective internal, external and
cross-functional communication becomes essential in co-ordinating these initiatives with
existing services and infrastructure [40]. The litmus test of the success of a BIT partnership is
reflected in, for example, customer satisfaction with interactions with the bank and the quality
of their product [9].
An additional twist in this organisational context is the implementation of a Relationship
Management (RM) programme, which comprised FinCo’s response to improving relations
and communication between BIT across a perceived divide (see Section 4.1 for extended
discussion on the divide). Analysis of this organisation was pertinent to the study of the BIT
relationship as this divide was perceived to be significant in particularly inhibiting the
communication of requirements of retail business and their counterparts in IT (namely
directors and managers). Furthermore, this study made use of a free data set in the sense that
the interview questions posed were not directly related to the framework as in previous work
[see 11]. This study then was conducted as more of a test of PICTURE, which is deemed
useful in assessing the levels and quality of communication in the organisation in accordance
with each of its four dimensions. The particular areas of the organisation under scrutiny —
retail business and IT — are presented next.
4.1 Retail business and IT: Communication across a divide
As part of its banking structure, FinCo has three main divisions (with each containing
different business units) in retail, wholesale, and wealth management and long-term savings.
In addition, the company also has one (recently integrated) IT division, which incorporates
most of the IT departments and enables the company to perform their business by providing
and maintaining the technology and infrastructure for present and future market ventures.
Internally, however, FinCo has followed the UK and US tendency to separate business and IT
activities, implicitly creating a ‘barrier’ between them [12, 68]. In considering the divide, the
focus of the study was directed at two key areas of the organisation: (i) retail banking and (ii)
IT. Retail banking was specifically chosen as some research suggests that it is here that
organisational divisions appear more pronounced [e.g., 38] and because it is the biggest
‘customer’ of the IT part of the organisation. Consequently, this ‘barrier’ has emerged as an
12
area of organisational concern owing to its perceived negative effects on organisational
dialogue and communication. The two opposing areas of business (retail) and IT are now
described.
4.1.1 Structure of the retail business departments
Retail banking covers services ranging from current accounts through to credit cards, buying
and selling shares to sending money overseas. The retail business division is comprised of
different (often competitive) units catering for customer service, retail sales and information
management, for example, and is relatively distributed. All of the different retail business
units are considered as part of a general change programme (or ‘transformation’),
emphasising delivering change rather than (technical) capability in terms of optimising
resources and delivery of benefits, which are constantly measured internally and against
competitors’ standards. Owing to its vast nature, only the relevant part of the structure of the
retail bank, with the main retail business units is presented graphically in Fig. 2 (which has
been constructed with the aid of organisational charts).
RETAIL TRANSFORMATION
DIRECTOR
CUSTOMER SERVICE PROGRAMME
DIRECTOR
RETAIL SALES PROGRAMME
DIRECTOR
INFORMATION MANAGEMENT PROGRAMME
MANAGER
Fig 2. Part structure of the retail business division
Fig. 2 provides a clear illustration of how the business is organised into units, which are
relatively separate from one another. The figure also provides an indication of the hierarchy
as part of a tiered directorate down to management levels. The ways in which these
departments communicate with each other, however, is not apparent from this figure and
internal business communications, whilst important, are beyond the scope of this study.
13
4.1.2 Structure of the IT departments
The IT division is comprised of units catering for solutions delivery, infrastructure and
architectures and support, for example, but is relatively (and recently) centralised. Again,
with the use of organisational charts the relevant part of the structure of the IT division can be
conceptualised as shown in Fig 3.
SOLUTIONS DELIVERY DIRECTOR
TECHNOLOGY SERVICES DIRECTOR
TECHNOLOGY ARCHITECTURES
& SUPPORT DIRECTOR
TECHNOLOGY SERVICE
MANAGEMENT DIRECTOR
GROUP PROJECT MANAGEMENT
MANAGER
SERVICE SUPPORT MANAGER
TECHNOLOGY ARCHITECTURES
MANAGER
PRODUCT SYSTEMS MANAGER
CUSTOMER SYSTEMS MANAGER
IT & INFRASTRUCTURE DIRECTOR
Fig 3. Part structure of the IT division
Fig 3 shows a very different organisational structure to that of the retail bank, though one
point of similarity is that the IT directorate is also tiered, and managers are also represented
(the blank space represented in the figure is copied from the organisational chart). The figure,
then, highlights a ‘silo’ structure, where departments are divided into separate lanes, as it
were, and where adjacent lanes do not necessarily have as much contact and communication
as might be expected. Similarly, departments within lanes may not necessarily be in close
contact, though as with the business, the issues of internal IT communications have not been
focused upon in this study.
5 Research method
The approach to this study can be described as interpretative, where FinCo’s communication
issues were investigated within the context of the BIT relationship. Such an approach is
commonly favoured by communication researchers [see 50], as it affords an in-depth look at a
dynamic process such as communication in terms of the shared meanings and experiences of
14
people [e.g., 83]. These are interpreted from the perspectives of the individuals involved,
given that multiple realities exist in this organisation which have formed two very distinct
realities (business and IT), socially constructed by the participants themselves through their
respective communication experiences [see 25]. Therefore this study sought to establish the
perceptions of communication from the business and IT groups, which is in keeping with
many other interpretative studies of this kind, such as Fuller and Lewis [22], which focused
on the meaning of relationships in small businesses.
The data were collected by way of semi-structured interviews. In total, 29, (hour long)
interviews were conducted with each of the individuals from either retail banking and IT with
the aid of an interview guide [e.g., 67]. A set of specific questions was prepared, designed to
probe for experiences, thoughts and opinions relating to perceptions of the BIT divide (see
Appendix A). The questions were asked in a natural conversational order and extra questions
were asked of respondents in pursuit of clarification or further avenues of relevant enquiry.
Table 2 illustrates the exact nature of the interviewee mix.
ORGANISATIONAL DIVISION
MANAGERIAL LEVEL Retail Banking IT TOTAL
Director 8 5 13
Head 2 2 4
Manager 2 10 12
TOTAL 12 17 29
Table 2. Composition of the interviewees
As can be seen from the table, the interviewees cover the spectrum of top-level management
for both retail banking and IT. Of note is the position of ‘Head’, which was a new title given
to individuals as part of organisational restructuring which was underway at the time of the
interviews. The ‘Head’ position is considered as part of the tiered directorate and so is above
manager level and denotes organisational efforts to promote certain departments and improve
communication. For example, there was a ‘Head of Customer Service’ in the sample and a
‘Head of Relationship Management’ (which denotes the initiation of a relationship
management programme). Individuals beneath management level were to be interviewed in
the next phase of the study, which was outside of the time frame for the work presented here.
However, the collection of data from at least three different levels within the organisation
permits the elicitation of multiple viewpoints from individuals within the same departmental
division to be contrasted across divisions so as to identify the themes that represent common
issues for both business and IT.
15
6 Data analysis: Theme identification
Data analysis took the form of a thematic content analysis of the interview material [see 49],
which looked to identifying a number of themes, assigned to the four dimensional categories
of PICTURE, to provide a qualitative account of organisational communication. A thematic
analysis of this kind [e.g., 60, 18, 41] is highly appropriate to the present study as the themes
that are identified provide a useful illustration of the interconnections between dimensions
and categories. The themes were generated by following a basic, but systematic, coding
procedure conducted manually [see 67, 17]. This took the unit of the analysis as the complete
concept of a respondent’s utterance, typically ranging from a few words to an entire
paragraph to which codes were attached [45]. These codes act as labels on the chunks of data,
which represent the theme prevalent in that section of text, which is then assigned to the
predefined categories for each dimension. Thus nine broad themes were identified in total.
The ensuing sections (6.1-6.9) revolve around discussion of each individual theme supported
by extensive narrative descriptions. This is typically verbatim extracts from the transcripts,
delivered from the point of view of firstly the retail business, but balanced with a view from
IT in order to compare and contrast perceptions of communication from two key areas of the
organisation.
6.1 Business/IT experience
A lack of business/IT experience was a distinct problem within this organisation though it
was accepted as the norm. As far as the business could see, the main difficulty revolved
around, what was consistently described as “the right people for the job” (Director, Retail
Finance), though it was generally accepted that there was little scope for IT to increase
resources in terms of recruiting people with sufficient experience. IT personnel also
recognised that the ability to allocate the right people to the job was seriously debilitated and
added to this was the problem that business requirements often exceed the resources
available. Interestingly enough, considering the amount of criticism levelled at IT from
business, IT in fact agreed with the business on the issue of business/IT experience. IT also
recognised that there was a need that the “right people should take lead roles according to
specialisms” (Director, Group Technology Services). Also, that there was a call for “hybrid
skills” (Manager, Group Project Management), as the boundaries between business and IT
were very unclear.
6.2 Organisational structure
16
The organisational structure was very particular in this organisation and was not very
conducive to creating a team culture, as it provided a separation of business and IT activities,
effectively constructing the divide in the first place. The nature of the organisational structure
was in the form of “silos” for both Retail and IT. Not only that, but these silos were
hierarchical in that “problems have to go to the top to get sorted” (Director, Retail
programme). Also, as the business observed, the “silos” in IT were very “product related and
expertise [was] concentrated in a small group of individuals” (Head of Customer Service).
Overall, business identified that there were “distinct cultures” between IT and retail in
particular (Director, Retail Customer Service).
IT personnel reaffirmed the silo structure of the organisation as a whole and furthermore that
Retail’s structure seemed to “support layers of responsibility” (Director, Group Technology
Architectures and Support). This, as far as members from the IT group could see, acted as a
barrier to a successful mixing of business and IT concerns. Another point that was made
concerning structure was in terms of the working timetable. IT pointed out that Retail works
on the traditional 9-5 schedule, whereas IT tends to operate on long (up to 20-hour) days. The
difference in working patterns explained instances of where Retail demanded delivery of
solutions within a specified time frame that IT could not hope to accommodate, either because
of the complexity of the task that Retail had not anticipated, or because IT were busy meeting
other competing deadlines.
6.3 Location of IT division
The physical location of the IT division in isolation from the Retail division was symbolic of
the general estrangement in working relationships. The image that the business had of IT was
that “IT people don’t move around, they just sit in X” (Managing Director, Retail Finance)
and they have different agendas and “just want to be told what needs to be done” (Manager,
Group Development). These views reinforce the reactive rather than proactive nature of IT
and their unwillingness to align IT functions with the rest of the business. From IT’s
perspective, they felt that they had almost been removed from the rest of business to be placed
within the confines of one building, although many in IT voiced the idea that “co-location
should be encouraged” (Manager, Data Centre Operation). This illustrates that there is a
desire for co-operation on behalf of IT and that their physical separation only encourages
misunderstandings and a bad feeling among the business that IT is only concerned with the
technology it delivers and not to whom it delivers.
6.4 Business and IT camps
17
The theme of business and IT camps related to the identity that business and IT held about
each other. From the business perspective, they were quick to establish that there was a ‘them
and us’ type of attitude. The business saw that IT very much distanced itself from the
business. One manager from the Information Management Programme said that on several
occasions they would hear the IT phrase “the business wants this”. Their argument,
supported by many others, was that IT are the business, as much as other parts of the
organisation, as they depend on each other to meet customer needs and demands. Of course a
lack of focus on customer contact shows that IT is not united with the business regarding the
same objectives (see also Section 5.6.2). Even harsher criticism was that IT displayed a lack
of a “one team attitude” (Manager Director, Retail Banking). Such was the strength of feeling
on this issue, that it was felt by some that IT only identify with their own particular group and
do not see themselves as part of the organisation as a whole, just more of an add-on.
IT similarly recognised that there was a lack of a “one team culture” with the business
(Manager, Retail Channel and Operations Development). Although, IT felt that part of the
reason was that it was perceived that business had an extremely limited view of IT as simply a
business support function. Looking at the responses of some individuals that attested to the
importance of IT in helping to drive the business as a whole, it was clear that this ‘one team’
attitude was not upheld across the organisation. A possible reason for this was the lack of
alignment in terms of reward structure between the two groups. While business members
would often receive rewards for meeting deadlines or cost-cutting, IT’s performance when
exceeding expectations failed to be recognised and this lent weight to the perception that IT in
general was undervalued and that their efforts were subordinate to those of business, who
reaped the ultimate rewards.
6.5 Clarity and understanding
The most commonly noted feature of business-IT interactions was that people’s roles seemed
unclear to both groups. Many of the business directors admitted that they just did not know
who to talk to in the IT department and what certain people or departments could offer them.
This was a perception which business attributed to IT as well, evidenced when the IT division
introduced passwords on a system, but failed to recognise the appropriate people within
business with whom they should co-operate. On a par with business, IT also found that
pinpointing the appropriate business people with whom to communicate on problematic
issues was “extremely poor especially regarding system breakdown” (Manager, Data Centre
Operation). This is evidently a situation that requires immediate rectification as a long delay
could dissatisfy customers and cause financial loss.
18
6.6 Gaps in understanding
Gaps in understanding of either the business or IT was a prevalent theme in the transcripts
revolving around people keeping abreast of the ‘big picture’. What was made apparent from
the business perspective was that there was an overwhelming need for business and IT to
share the same objectives. However, the reasons for this not being forthcoming were firmly
placed at the door of IT personnel. A typical comment was that “IT needs to understand the
needs and constraints of business” (Head of Relationship Management, Lending). This
suggested that IT did not identify with the business in any way, which would “open the doors
to understanding”, as one director of Partner Relationships described it. Indeed, the main
complaint from business seemed to be IT’s blatant disregard for business matters, where the
delivery of technology has many implications for business which need to be focused on in IT
projects. The main reason for this was that “IT is too compartmentalised” (Director, Retail
Finance) and that they do not try to talk to business people in a language that they understand.
For instance, there were many occasions on which business people signed off documents
from IT, despite the fact that they often did not know what they meant. Overall, the main area
of criticism was that “IT provides a reactive response to requirements” (Director, Retail
Programme), when in reality more closeness is required with business in order to share needs.
While the criticism levelled at IT was strong, IT was its own harshest critic, as they upheld
everything that was said about them by business. The reactivity of IT’s actions was
confirmed by an array of IT personnel. It seemed to stem largely from the fact that they have
“little knowledge of business requirements and objectives” (Manager, Group Development)
and even less appreciation of the impacts of IT on the business, which meant that they were in
fact “missing the whole picture” (Director, Retail Customer Risk and Decisioning). However,
a criticism of the business was on the subject of their “naivety…on how requirements fit with
IT timescales and affect costs” (Systems Manager). This shows that business are also missing
the ‘big picture’; though their lack of appreciation of IT is not made as much of an issue as
IT’s ignorance in certain business areas.
6.7 Information exchange
This theme refers to the fact that it was felt from the business perspective that there was a lack
of information exchange, owing to a shortage of communication channels within the
organisation. As one director from Retail Banking pointed out “communication with lower
levels of [the] organisation is important but rare”. Communication between the business and
IT, was characterised as lacking in dialogue, by being very one-sided as the business seemed
19
to view IT as being very closed and lacking input into processes. As a manager from the
Information Management Programme described, there are “no system ideas or input from IT
that would provide applications to the business area”. While IT’s input was perceived as
minimal, it was also the case that little cross-fertilisation of knowledge was encouraged
between business and IT. Indeed, a Managing Director from Retail Banking complained that
they were “rarely asked to talk at IT conferences” which might have been symptomatic of the
fact that IT had a “tendency to not talk to people in the know”, with IT preferring to “reinvent
the wheel” (Director, Retail Programme). Evidently this is a time-consuming activity and
highly obstructive, though it is perhaps an indication of the different cultures of the two
groups, which many interviewees commented on and which served to perpetuate many of the
communication problems that were experienced. However, probably the most damning
complaint voiced by some of the business personnel was that there was, as one director of
Retail Finance described, “a dearth of information to indicate why projects fail to start on
time, etc.”. This suggests that history is repeating itself in this firm, with costly consequences
especially in communication terms.
Interestingly enough, the IT perspective on this theme was similar to that of business in its
critique of their approach to IT problems. IT saw that somewhere along the line there
appeared to be a bottleneck in the channels of communication; as one manager of Customer
Systems put it: “messages to business don’t get through or are confused”. Conversely, there
was a “lack of information coming back from the business” (Manager, Service Introduction),
which would evidently cause a lot of problems. However, despite their troublesome nature,
these problems afford opportunities for discussion of a concrete issue to diagnose the nature
of the difficulty, though this was not the case in the experiences from IT. Indeed, the
common situation was that “system problems were fixed without discussion of issues with the
business”, which was symptomatic of the “limited channels for discussing problems”
(Director, Solutions Delivery). Much of the reticence on behalf of IT to engage in a dialogue
with the business, stems in some way from the fact that they have “difficulty in articulating
problems to the business” (Systems Manager). Generally, the conversion of IT language to
business speak was taken care of by the service managers, though this situation proved less
than satisfactory. Another complaint from IT was that business did not seem to understand
the implications of some of their technical requests. The business often gave poor notice on
demands that continually changed, though this may also be a reflection of the fact that IT
failed to understand the dynamic nature of business. A lack of open communication channels
between the two groups does not allow for an efficient exchange of information, which would
inform decision-making to the mutual satisfaction of both parties.
20
6.8 Customer contact
While the focus of this analysis is on the internal nature of communications in terms of the
business-IT divide, much mention was made of the contact with the customer or, as the
business personnel more colloquially put it, contact with ‘the man on the street’. In terms of
the communication of requirements, this outside entity is an important one when considering
the BIT divide. The generation of both business and IT requirements stemmed from having a
customer to deliver to and whose requirements had to be met, although this service could be
hindered by a BIT divide. Indeed, it was felt by the business that the flaw in IT’s working
practices was that they did not realise that they were in fact working for a customer. The idea
of the customer was more tangible for the business, especially for the retail side, as their
whole existence is predicated on the fact that they have someone to sell a service to in the first
place. This theme supports the one of ‘information exchange’ (in Section 6.7) as it is clear
that if IT distances itself from the business, then they are too far removed from the customer
to be aware of the technological impacts of the systems that they have the responsibility for
implementing.
From the IT perspective, there was little acknowledgement of the ‘man on the street’, though
a few managers admitted that IT generally ignored the customer. One instance of this can be
seen in the case of the systems failing in branches. One IT manager admitted that this would
be treated as a purely technical problem, whereas in fact it is an urgent customer (or human)
problem. This belies the fact that IT tend to operate from a very machine-oriented
perspective looking at the system purely in terms of hardware and software and not from a
more integrated perspective of system, people and context. However, despite this somewhat
closed view, IT managers did say that they in fact received “little feedback on the customer
experience”. This implies that they may require assistance and constant reaffirmation that
they are in fact delivering to business and ultimately to a customer. The fact that the service
IT performs is not necessarily well-received needs to be addressed.
6.9 Meetings
In this organisation, there was no prescribed schedule for meetings between business and IT.
One director (Retail Banking) described the process for gathering people for a meeting as
totally “ad hoc”, where it felt as if the people at the meeting had been located through a
random flick through the internal telephone directory (which was actually the case in some
instances). Therefore, the people at the meeting were not chosen with any particular criteria
in mind (apart from having an entry in the phone book). In general, the complaint was that
21
there were “not enough forums for talking” (Director, Retail Finance). What tended to be the
case was that business-only forums or IT (systems)-only forums did not allow for enough
interactivity to take place, which in turn limited the representation of each community and the
scope for increased understanding through debate and the exchange of ideas, however
disparate. IT also highlighted the fact that, aside from regular formal meetings, there was a
severe lack of “mixing and talking with people generally” (Manager, Supply Management).
The general infrequency of meetings served to maintain the divide between the business and
IT and to perpetuate the belief that these two groups were more different than similar.
7 PICTURE: An image for organisational success
This study aimed to provide an explicit test of PICTURE, in the use of a free data set to
provide additional support for the framework and its applicability to issues involved in the
communication of requirements on an organisational scale and across a divide within it. In
this analysis, then, themes were assigned to the four dimensional categories, (see Table 3), the
significance of these results are discussed in the context of the difficulties encountered by this
particular organisation.
DIMENSION CATEGORY THEME
(and Section number)
PARTICPATION
AND SELECTION
Task knowledge and skill 6.1 Business-IT experience
Culture and politics 6.2 Organisational structure
6.3 Location of IT division
6.4 Business and IT camps
INTERACTION
Roles 6.5 Clarity and understanding
Knowledge acquisition 6.6 Gaps in understanding COMMUNICATION
ACTIVITIES Knowledge negotiation 6.7 Information exchange
6.8 Customer contact
TECHNIQUES Spoken 6.9 Meetings
Table 3. Categories and themes relating to perceptions of a business-IT divide
The themes surrounding the dimension of interaction, particularly within the category of
culture and politics, were more numerous than in other categories. This shows that this aspect
of organisational life appeared to be causing major problems for FinCo in terms of
successfully communicating requirements across the BIT divide. Also of note were themes
associated with the category of knowledge negotiation, where two key themes emerged
(information exchange and customer contact). This demonstrated that opportunities within
22
the organisation to communicate were practically non-existent and could be starting to have a
dangerous knock-on effect on relationships outside the organisation, such as with their
customers.
The thematic findings, therefore, hold interesting implications for this organisation in terms of
both the extent and quality of communication that exists. FinCo’s problems have clearly
manifest themselves as a divide within the organisation, of which there is a strong awareness,
although the actual extent of the communication problem may not be so obvious to the
stakeholders. In this capacity, the PICTURE framework has proved useful in pinpointing
certain areas that require urgent attention. FinCo’s attempt to introduce a RM programme is
admirable in the sense of being proactive about tackling a problem, but there are in fact many
misgivings about the potential success of RM. This suggests that the organisation, as
revealed by the analysis, could perhaps make use of the PICTURE framework as an aid to
identifying and combating potential problem areas for communication. This is especially true
in the case of anyone undertaking the role of a RM, who may encounter a difficult time in co-
ordinating his activities within such a communication minefield.
The drawbacks to this research are that relationships are extremely important but are seriously
misunderstood, as revealed by this communication study. The study focuses on the BIT
relationship at a very basic level, in the sense that internal communications within the
separate business and IT departments are not analysed. Such analysis could provide a clearer
and more complete view of the causes of such a divide and a useful typology of relationships,
as provided by Fuller and Lewis [22]. In addition, the interviews in this study only extended
to participants at the management level. Interviews beyond this level would have proved
useful to obtain the ‘grass roots’ view of the BIT relationship and value could also have been
gained from groups outside the BIT relationship, such as customers and suppliers, so as to
build up a comprehensive and dynamic view of communication within the company.
In many ways, the state of relationships within an organisation (particularly BIT) can act in
this case as a barometer for the communication effectiveness of the organisation as a whole,
given that the BIT relationship is pivotal to the organisation’s success. Communication is
embedded in many organisational processes and so it is an extremely useful and powerful lens
through which to view the BIT relationship, particularly with the aid of a framework such as
PICTURE. The next section explains clearly the value of PICTURE through the provision of
clear practical guidelines, illustrating its worth as an organisational tool for diagnosing
communication problems.
23
8 Four communication principles
The discussion of communication issues within FinCo can be succinctly summarised by the
presentation of four broad principles. These have been derived from (i) the structure of the
framework (dimensions and categories) as explained in Section 3; and (ii) the thematic
analysis of the interviews from FinCo’s business and IT managers and directors. The
principles demonstrate the utility of the framework for pinpointing the pitfalls as well as
directing attention towards the benefits that can be gained for organisations attempting to
become more communication-based.
PRINCIPLE 1: KNOW YOUR STAKEHOLDERS
Become familiar with who would be appropriate for inclusion into the stakeholder group from
anything from the execution of a task, development of a project or advancing the
organisational vision or strategy. The general lack of understanding of types of stakeholder in
FinCo has led to dealings with people whose input will be severely limited in acquiring,
negotiating or reaching agreement (see Principle 3), primarily through lack of either business
or IT experience. The company’s response to such gaps in experience was to set up the RM
programme as a method of guaranteeing buy-in by pulling the two sides of business and IT
together. In communicative terms, the success of such an enterprise is yet to be fully realised
but as to encouraging full participation from BIT, knowing who to collaborate and
communicate with remains a problem area.
PRINCIPLE 2: BEWARE OF ORGANISATIONAL INFLUENCES
There are many factors that can influence communication, the most important ones existing
‘behind the scenes’. These factors act as structures in an organisation, such is their
robustness, and they clearly mediate interaction in such a way that these effects can often
determine the success of a project/strategy. In FinCo, the BIT divide was encouraged for
example by the physical dislocation of core units which further estranged parties that should
have been working together, although their opposite numbers in corresponding units across
the organisation often remained unknown (see Principle 1). The culture and politics of an
organisation can set the whole tone for the way that messages are circulated, through the use
of media (see Principle 4) though this may not be obvious to an outsider. At best, roles and
management styles need to be fairly clear-cut — a lack of a defined plan for stakeholder
interaction will mean that stakeholders are largely left in the dark as to their specific
involvement in the organisational scheme.
24
PRINCIPLE 3: BUILD WORKING RELATIONSHIPS
In order for relationships to be built up and to operate successfully, first, knowledge must be
acquired in terms of the understanding of BIT requirements and commitment to the changes
that will ensue. In FinCo, however, major gaps in understanding within the BIT camps
impeded information acquisition. Secondly, knowledge, once acquired, needs to be
negotiated, as perspectives need to be shared and an overall understanding of the problem
area reached. Again, however, this was not executed to a great extent in FinCo, as there was
a strong lack of information exchange (i.e., two-way communication from the business to IT
and vice versa). If successful, this would have allowed for updating the relevant people
across the organisation to the tasks at hand, a process that can be additionally inhibited if the
knowledge that is first acquired is very weak. Thirdly, once knowledge is acquired and
negotiated there is a need for integration, where this information is consolidated and accepted
by all parties, which can be achieved through formal means such as meetings/conferences.
These can serve to allay fears, clear up misunderstandings and reinforce the sense of
commitment, which binds a relationship together and makes it work.
PRINCIPLE 4: UTILISE A RANGE OF COMMUNICATION MEDIA
There is a whole range of media available that serves to uncover different types of
information that are needed to construct requirements, maintain relationships and indeed
sustain the general flow of communication as open and multi-directional. Meetings were
used overwhelmingly in FinCo as a method for scheduling communication and connecting
people, but they had variable success particularly if Principle 1 was flouted, as unsuitable
involvement of stakeholders would have a detrimental effect on the outcome of the meeting.
There is a call for a combination of media use in order to gain access to people, and thus the
information that they can provide, in different ways. However, a caveat for the use of media
use in a real-world functioning organisation such as FinCo is that it is often not only sensitive
to stakeholder type but also to the culture and politics within a project team/organisation. The
culture of an organisation may restrict the use of certain media, where time management
schedules or the pervading philosophy does not allow for extensive interaction to occur, as
apparent in FinCo’s clear BIT divide.
9 Summary
The challenges of functioning in large (and multinational) organisations are huge, particularly
in terms of maintaining the balance of communication, in horizontal organisational structures.
Communication cannot be made the sole responsibility of one individual such as a
relationship manager or even a designated communications department. For example, in his
25
study of corporate communications managers, Marion [43] points out that communication is
an activity, which cannot be localised to any one organisational area, although it may have a
specific function to serve (e.g., public relations). This study upholds that idea in advancing
the view that the key to communicating effectively is ‘seeing the big picture’. The business
and IT parts of a company need to communicate together in such a way that the organisation
can simultaneously recognise group specialisms and expertise, whilst presenting a united
front.
Appendix A. Interview schedule
Section A: Background/General 1. Can you describe your department’s primary role(s) and responsibilities within the organisation? 2. Which other functional units/departments does your department interact with to fulfil these roles
and responsibilities?
PROMPT: How important is the relationship with IT and in what ways?
3. Please describe typical scenarios of interaction with business/IT units, highlighting any particularly good or bad examples?
PROMPT: Purpose, effectiveness, formalities, frequency, communication channels?
Section B: Intent for enhancing business-IT relationship
4. Given your knowledge of business/IT strategy/direction, how do you see your relation with business/IT units changing/transforming in the future?
PROMPT: Optimism or pessimism and why?
5. If you were granted three wishes to improve the relationship between business and IT units, what changes would you like to see within your relationships?
PROMPT: Expectations, intent to collaborate and requests?
6. What could you do to facilitate these changes and what could others to do to facilitate these changes?
Section C: Relationship management solution option
7. What do you understand by the term ‘relationship management’ and its role? 8. In what ways do you think ‘relationship management’ can/cannot improve the relationship
between the business and IT?
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- Seeing the big PICTURE: A framework for improving the communication of requirements within the Business-IT relationship
- Jane Coughlan*, Mark Lycett and Robert D. Macredie
- Brunel University
- Abstract
- ORGANISATIONAL DIVISION
- MANAGERIAL LEVEL
- Retail Banking
- Director
- Head
- TOTAL
- The organisational structure was very particular in this organisation and was not very conducive to creating a team culture, as it provided a separation of business and IT activities, effectively constructing the divide in the first place. The nature of the organisational structure was in the form of “silos” for both Retail and IT. Not only that, but these silos were hierarchical in that “problems have to go to the top to get sorted” (Director, Retail programme). Also, as the business observed, the “silos” in IT were very “product related and expertise [was] concentrated in a small group of individuals” (Head of Customer Service). Overall, business identified that there were “distinct cultures” between IT and retail in particular (Director, Retail Customer Service).
- 6.9 Meetings
- In this organisation, there was no prescribed schedule for meetings between business and IT. One director (Retail Banking) described the process for gathering people for a meeting as totally “ad hoc”, where it felt as if the people at the meeting had been located through a random flick through the internal telephone directory (which was actually the case in some instances). Therefore, the people at the meeting were not chosen with any particular criteria in mind (apart from having an entry in the phone book). In general, the complaint was that there were “not enough forums for talking” (Director, Retail Finance). What tended to be the case was that business-only forums or IT (systems)-only forums did not allow for enough interactivity to take place, which in turn limited the representation of each community and the scope for increased understanding through debate and the exchange of ideas, however disparate. IT also highlighted the fact that, aside from regular formal meetings, there was a severe lack of “mixing and talking with people generally” (Manager, Supply Management). The general infrequency of meetings served to maintain the divide between the business and IT and to perpetuate the belief that these two groups were more different than similar.
- Section A: Background/General
- Section B: Intent for enhancing business-IT relationship
- Section C: Relationship management solution option
Research_Papers/IT-Business Alignment.pdf
Communications of AIS, Volume 4, Article 14 1 Assessing Business Alignment Maturity by J. Luftman
Volume 4, Article 14 December 2000
ASSESSING BUSINESS-IT ALIGNMENT MATURITY
Jerry Luftman School of Management
Stevens Institute of Technology
STRATEGY
Communications of AIS, Volume 4, Article 14 2 Assessing Business Alignment Maturity by J. Luftman
ASSESSING BUSINESS-IT ALIGNMENT MATURITY
Jerry Luftman School of Management
Stevens Institute of Technology
ABSTRACT
Strategic alignment focuses on the activities that management performs to
achieve cohesive goals across the IT (Information Technology) and other
functional organizations (e.g., finance, marketing, H/R, manufacturing).
Therefore, alignment addresses both how IT is in harmony with the business,
and how the business should, or could be in harmony with IT. Alignment evolves
into a relationship where the function of IT and other business functions adapt
their strategies together. Achieving alignment is evolutionary and dynamic. It
requires strong support from senior management, good working relationships,
strong leadership, appropriate prioritization, trust, and effective communication,
as well as a thorough understanding of the business and technical environments.
Achieving and sustaining alignment demands focusing on maximizing the
enablers and minimizing the inhibitors that cultivate alignment. The strategic
alignment maturity assessment provides organizations with a vehicle to evaluate
these activities. Knowing the maturity of its strategic choices and alignment
practices make it possible for a firm to see where it stands and how it can
improve. This paper discusses an approach for assessing the maturity of the
business-IT alignment. Once maturity is understood, an organization can identify
opportunities for enhancing the harmonious relationship of business and IT.
Communications of AIS, Volume 4, Article 14 3 Assessing Business Alignment Maturity by J. Luftman
Keywords: Alignment of IT plans with business plans, IT strategic planning, IT
management, information technology impact, organizational strategies, enabling
and inhibiting activities.
I. INTRODUCTION
Business-IT alignment refers to applying Information Technology (IT) in an
appropriate and timely way, in harmony with business strategies, goals and
needs. It is still a fundamental concern of business executives. This definition of
alignment addresses:
1. how IT is aligned with the business, and
2. how the business should or could be aligned with IT.
Mature alignment evolves into a relationship where IT and other business
functions adapt their strategies together. When discussing business-IT
alignment, terms like harmony, linkage, fusion, and integration are frequently
used synonymously with the term alignment. It does not matter whether one
considers business-IT alignment or IT-business alignment; the objective is to
ensure that the organizational strategies adapt harmoniously.
The evidence that IT has the power to transform whole industries and
markets is strong. (e.g., King, 1995; Luftman, 1996; Earl 1993; Earl, 1996;
Luftman et. al., 1993; Goff, 1993; Liebs, 1992; Robson, 1994; Luftman, Papp,
Brier, 1999; Luftman, Brier, 1999). Important questions that need to be
addressed include the following:
• How can organizations assess alignment?
• How can organizations improve alignment?
• How can organizations achieve mature alignment?
Communications of AIS, Volume 4, Article 14 4 Assessing Business Alignment Maturity by J. Luftman
The purpose of this paper is to present an approach for assessing the
maturity of a firm’s business-IT alignment. Until now, none was available. The
alignment maturity assessment approach described in this paper provides a
comprehensive vehicle for organizations to evaluate business-IT alignment in
terms of where they are and what they can do to improve alignment. The
maturity assessment applies the previous research that identified
enablers/inhibitors to achieving alignment (Luftman, Papp, & Brier, 1995; Luftman
& Brier, 1999), and the author’s consulting experience that applied the
methodology that leverages the most important enablers and inhibitors as
building blocks for the evaluation. The maturity assessment is also based on the
popular work done by the Software Engineering Institute (Humphrey, 1988),
Keen’s reach and range (Keen 1996) and an evolution of the Nolan and Gibson
stages of growth (Nolan 1979).
This paper, after the Introduction, is divided into six sections. They are:
1. Why Alignment Is Important – presents some of the earlier work that
was applied in creating the strategic alignment maturity assessment
method. This research, along with the author’s consulting experience,
led to the strategic alignment maturity assessment method.
2. The Strategic Alignment Maturity Assessment Description – explains
the essential components of the maturity assessment.
3. The Six Strategic Alignment Maturity Criteria - illustrates each of the
six criteria that are evaluated in deriving the level of strategic alignment
maturity. Examples from many of the previously conducted
assessments are included.
4. Conducting a Strategic Alignment Maturity Assessment – describes the
process applied in carrying out an evaluation. This section ties the
respective assessment metrics together. Along with the examples in
the Appendix, the last section served as the vehicle for validating the
model.
Communications of AIS, Volume 4, Article 14 5 Assessing Business Alignment Maturity by J. Luftman
5. Conclusions – summarizes the strategic alignment maturity
assessment research, to date
6. Appendices
A - Strategic Alignment Maturity Assessment Experiences –
highlights the experiences with 25 Fortune 500 companies
that participated in the initial strategic alignment maturity
assessments. It also includes summaries of six assessments
of Fortune 200 companies and a large university.
B - The Five Levels of Strategic Alignment Maturity – describes
each of the five levels of strategic alignment maturity.
II. WHY ALIGNMENT IS IMPORTANT
Alignment’s importance has been well known and well documented since the
late 1970's (e.g., McLean & Soden, 1977; IBM, 1981; Mills, 1986; Parker &
Benson, 1988; Brancheau & Whetherbe 1987; Dixon & Little, 1989; Niederman
et al., 1991; Chan & Huff, 1993; Henderson, J., & Venkatraman, N. 1996;
Luftman & Brier, 1999). Over the years, it persisted among the top-ranked
concerns of business executives. Alignment seems to grow in importance as
companies strive to link technology and business in light of dynamic business
strategies and continuously evolving technologies (Papp, 1995; Luftman, 1996).
Importance aside, what is not clear is how to achieve and sustain this harmony
relating business and IT, how to assess the maturity of alignment, and what the
impact of misalignment might be on the firm (Papp & Luftman 1995). The ability
to achieve and sustain this synergistic relationship is anything but easy.
Identifying an organization’s alignment maturity provides an excellent vehicle for
understanding and improving the business-IT relationship.
Communications of AIS, Volume 4, Article 14 6 Assessing Business Alignment Maturity by J. Luftman
Alignment continues in importance today as companies strive to link
technology and business (Papp, 1995, Luftman, 1996, Luftman & Brier, 1999).
Alignment addresses both
• doing the right things (effectiveness), and
• doing things right (efficiency).
In recent years, a great deal of research and analysis focused on the linkages
between Business and IT (Luftman, Papp, & Brier 1995; Luftman & Brier 1999;
Luftman, 1996; Earl, 1993; Henderson, Thomas & Venkatraman, 1992,), the role
of partnerships between IT and business management (Keen, 1996; Ives,
Jarvenpaa, & Mason, 1993) and the need to understand the transformation of
business strategies resulting from the competitive use of IT (Boynton, Victor, &
Pine, 1996; Davidson, 1996). Firms need to change not only their business
scope, but also their infrastructure as a result of IT innovation (Keen, 1991;
Foster, 1986; Weill & Broadbent, 1998). Much of this research, however, was
conceptual. Empirical studies of alignment (Henderson & Thomas, 1992;
Broadbent & Weill, 1993; Chan & Huff, 1993; Baets, 1996) examined a single
industry and/or firm. Conclusions from such empirical studies are potentially
biased and may not be applicable to other industries. It was the lack of consistent
results across industries, across functional position, and across time that was the
impetus for defining a vehicle for assessing business – IT alignment maturity.
The components of the strategic alignment model are shown in Figure 1,
which is reproduced from Luftman, 1996. It is the relationships that exist among
the twelve components of this model that further define business-IT alignment.
The components of this model, in concert with the enablers/inhibitors research
(Luftman et al., 1999), form the building blocks for the strategic alignment
maturity assessment method. Aligning these components focuses on the
activities that management performs to achieve cohesive goals across the
information technology and other functional organizations (e.g., finance,
marketing, H/R, manufacturing). Therefore, alignment addresses both how IT is
in harmony with the business, and how the business should, or could be in
Communications of AIS, Volume 4, Article 14 7 Assessing Business Alignment Maturity by J. Luftman
harmony with IT. Alignment maturity evolves into a relationship where the
function of IT and other business functions adapt their strategies together.
Achieving alignment is evolutionary and dynamic. IT requires strong support
from senior management, good working relationships, strong leadership,
I. BUSINESS STRATEGY 1. Business Scope – Includes the markets, products, services, groups of customers/clients, and locations where an enterprise competes as well as the competitors and potential competitors that affect the business environment. 2. Distinctive Competencies – The critical success factors and core competencies that provide a firm with a potential competitive edge. This includes brand, research, manufacturing and product development, cost and pricing structure, and sales and distribution channels. 3. Business Governance – How companies set the relationship between management, stockholders, and the board of directors. Also included are how the company is affected by government regulations, and how the firm manages its relationships and alliances with strategic partners. II. ORGANIZATION INFRASTRUCTURE & PROCESSES 4. Administrative Structure – The way the firm organizes its businesses. Examples include central, decentral, matrix, horizontal, vertical, geographic, federal, and functional. 5. Processes - How the firm’s business activities (the work performed by employees) operate or flow. Major issues include value added activities and process improvement. 6. Skills – H/R considerations such as how to hire/fire, motivate, train/educate, and culture. III. IT STRATEGY 7. Technology Scope - The important information applications and technologies. 8. Systemic Competencies - Those capabilities (e.g., access to information that is important to the creation/achievement of a company’s strategies) that distinguishes the IT services. 9. IT Governance - How the authority for resources, risk, conflict resolution, and responsibility for IT is shared among business partners, IT management, and service providers. Project selection and prioritization issues are included here. IV. IT INFRASTRUCTURE AND PROCESSES 10. Architecture -The technology priorities, policies, and choices that allow applications, software, networks, hardware, and data management to be integrated into a cohesive platform. 11. Processes - Those practices and activities carried out to develop and maintain applications and manage IT infrastructure.
Communications of AIS, Volume 4, Article 14 8 Assessing Business Alignment Maturity by J. Luftman
12. Skills – IT human resource considerations such as how to hire/fire, motivate, train/educate, and culture.
FIGURE 1. The Twelve Components of Alignment
appropriate prioritization, trust, and effective communication, as well as a
thorough understanding of the business and technical environments. Achieving
and sustaining alignment demands focusing on maximizing the enablers and
minimizing the inhibitors that cultivate the integration of IT and business.
The strategic alignment maturity assessment provides organizations with
a vehicle to evaluate these activities. Knowing the maturity of its strategic choices
and alignment practices make it possible for a firm to see where it stands and
how it can improve. Once the maturity is understood, the assessment method
provides the organization with a roadmap that identifies opportunities for
enhancing the harmonious relationship of business and IT.
Several proposed frameworks assess the strategic issues of IT as a
competitive weapon. They have not, however, yielded empirical evidence nor do
they provided a roadmap to assess and enhance alignment. Numerous studies
focus on business process redesign and reengineering (Rockart & Short, 1989;
Davenport & Short 1990; Hammer & Champy, 1993; Hammer & Stanton, 1995)
as a way to achieve competitive advantage with IT. This advantage comes from
the appropriate application of IT as a driver or enabler of business strategy.
Alignment of IT strategy with the organization's business strategy is a
fundamental principle advocated for over a decade (Robson, 1994; Rogers 1997;
Rockart et al. 1996). IT investment has been increasing for years as managers
are looking for ways to manage IT successfully and to integrate it into the
organization’s strategies. As a result, IT managers need to:
• be knowledgeable about how the new IT technologies can be integrated into
the business as well as among the different technologies and architectures
Communications of AIS, Volume 4, Article 14 9 Assessing Business Alignment Maturity by J. Luftman
• be privy to senior management's tactical and strategic plans
• be present when corporate strategies are discussed, and
• understand the strengths and weaknesses of the technologies in question
and the corporate-wide implications (Rockart et. al, 1996)
While alignment is discussed extensively from a theoretical standpoint in
the literature, there is scant empirical evidence regarding the appropriate route
to take in aligning business and IT strategies.
As previously discussed, known enablers and inhibitors help and hinder
alignment. Executives experience them daily. Anecdotal publications have
described them (Wang, 1997). Research underway since 1992 (Luftman et al.,
1999; Luftman et al., 1995) identified these trends. Analysis of the research data
shows that the six most important enablers and inhibitors, in rank order are those
shown in Table 1.
Table 1. Enablers and Inhibitors of Strategic Alignment (Luftman et. al, 1999)
ENABLERS INHIBITORS
1 Senior executive support for IT IT/business lack close relationships
2 IT involved in strategy development
IT does not prioritize well
3 IT understands the business IT fails to meet commitments 4 Business - IT partnership IT does not understand business 5 Well-prioritized IT projects Senior executives do not support
IT 6 IT demonstrates leadership IT management lacks leadership
What is striking about Table 1 is that the same topics (executive support,
understanding the business, IT-business relations, and leadership) show up as
both enablers and inhibitors.
Communications of AIS, Volume 4, Article 14 10 Assessing Business Alignment Maturity by J. Luftman
III. STRATEGIC ALIGNMENT MATURITY ASSESSMENT
As the summary of the maturity assessment in Figure 2 illustrates, the model
involves the following five levels of strategic alignment maturity:
1. Initial/Ad Hoc Process
2. Committed Process
3. Established Focused Process
4. Improved/Managed Process
5. Optimized Process
Each of the five levels of alignment maturity focuses, in turn, on a set of six
criteria based on practice validated with an evaluation of 25 Fortune 500
companies. A summary of the evaluations is presented in Appendix A. The five
levels of maturity are described in detail in Appendix B. The same criteria are
used for each level of maturity.
The six IT-business alignment criteria are illustrated in Figure 3 and are
described in the following section of this paper. These six criteria are:
1. Communications Maturity
2. Competency/Value Measurement Maturity
3. Governance Maturity
4. Partnership Maturity
5. Scope & Architecture Maturity
6. Skills Maturity
Communications of AIS, Volume 4, Article 14 11 Assessing Business Alignment Maturity by J. Luftman
•Initial/Ad-Hoc process
•Committed process
•Established focused process
•Improved/ managed process
•Optimized process
Level 2
Level 1
Level 3
Level 4
Level 5
•COMMUNICATIONS: Business/IT lack understanding •COMPETENCY/VALUE: Some technical measurements •GOVERNANCE: No formal process,cost center, reactive priorities •PARTNERSHIP: Conflict; IT a cost of doing business •SCOPE & ARCHITECTURE: Traditional (e.g., acctng, email) •SKILLS: IT takes risk, little reward; Technical training
•COMMUNICATIONS: Limited business/IT understanding •COMPETENCY/VALUE: Functional cost efficiency •GOVERNANCE: Tactical at Functional level,occasional responsive •PARTNERSHIP: IT emerging as an asset; Process enabler •SCOPE & ARCHITECTURE: Transaction (e.g., ESS, DSS) •SKILLS: Differs across functional organizations
•COMMUNICATIONS: Good understanding; Emerging relaxed •COMPETENCY/VALUE: Some cost effectiveness; Dashboard established •GOVERNANCE: Relevant process across the organization •PARTNERSHIP: IT seen as an asset; Process driver •SCOPE & ARCHITECTURE: Integrated across the organization •SKILLS: Emerging value service provider
•COMMUNICATIONS: Informal, pervasive •COMPETENCY/VALUE: Extended to external partners •GOVERNANCE: Integrated across the org & partners •PARTNERSHIP: IT-business co-adaptive •SCOPE & ARCHITECTURE: Evolve with partners •SKILLS: Education/careers/rewards across the organization
•COMMUNICATIONS: Bonding, unified •COMPETENCY/VALUE: Cost effective;Some partner value;Dashboard managed •GOVERNANCE: Managed across the organization •PARTNERSHIP: IT enables/drives business strategy •SCOPE & ARCHITECTURE: Integrated with partners •SKILLS: Shared risk & rewards
FIGURE 2 STRATEGIC ALIGNMENT MATURITY SUMMARY
Communications of AIS, Volume 4, Article 14 12 Assessing Business Alignment Maturity by J. Luftman
Figure 3. Alignment Maturity Criteria
The procedure for assessing maturity is as follows:
1. Each of the criteria is assessed individually by a team of IT and
business unit executives to determine the firm’s level of strategic
maturity on this criterion. In other words, each of the six criteria is
GOVERNANCE
• Business Strategic Planning
• IT Strategic Planning • Reporting/Organization • Structure • Budgetary Control • IT Investment
Management • Steering Committee(s) • Prioritization Process
PARTNERSHIP
• Business Perception of IT Value
• Role of IT in Strategic Business Planning
• Shared Goals, Risk, Rewards/Penalties
• IT Program Management • Relationship/Trust Style • Business
Sponsor/Champion
COMMUNICATIONS • Understanding of
Business by IT • Understanding of IT
by Business • Inter/Intra-
Organizational • Learning • Protocol Rigidity • Knowledge Sharing • Liaison(s)
effectiveness
COMPETENCY/VALUE MEASUREMENTS
• IT Metrics • Business Metrics • Balanced Metrics • Service Level
Agreements • Benchmarking • Formal
Assessments/Reviews • Continuous Improvement
SCOPE & ARCHITECTURE
• Traditional, Enabler/Driver, External
• Standards Articulation Architectural Integration: - Functional Organization
- Enterprise -Inter-enterprise
• Architectural Transparency
• Flexibility Managing Emerging Technology
SKILLS • Innovation,
Entrepreneurship • Locus of Power • Management Style • Change Readiness • Career crossover • Education, Cross-
Training • Social, Political,
Trusting Environment
SIX IT BUSINESS ALIGNMENT MATURITY CRITERIA
Communications of AIS, Volume 4, Article 14 13 Assessing Business Alignment Maturity by J. Luftman
found to be at either level 1, level two, level three, level four, or level
five.
2. The evaluation team converges on a single assessment level for each
of the six criteria. The discussions that ensue are extremely valuable in
understanding both the current state of the organizations alignment
maturity and how the organization can best proceed to improve the
maturity.
3. The evaluation team, after assessing each of the six criteria from level
one to five, uses the results to converge on an overall assessment level
of the maturity for the firm. They apply the next higher level of maturity
as a roadmap to identify what they should do next.
This conceptual framework (qualities and attributes) is described in Appendix
B. The process of conducting a Strategic Alignment Maturity Assessment is
described in more detail in Section V.
IV. THE SIX STRATEGIC ALIGNMENT MATURITY CRITERIA This section describes each of the six criteria (illustrated in Figure 3) that
are evaluated in deriving the level of strategic alignment maturity. Examples
taken from actual assessment summaries illustrate the kinds of insights that can
be identified. Appendix A includes a more complete description of seven of
these studies, as well as the benchmark data attained thus far.
Most organizations today are at a level 2. This is similar to what has been
found by the Carnegie software models that identifies the comparable stage of
application development. Naturally, the objective of the Strategic Alignment
Maturity model is to assess the organization at a higher stratum.
Communications of AIS, Volume 4, Article 14 14 Assessing Business Alignment Maturity by J. Luftman
1. COMMUNICATIONS
Effective exchange of ideas and a clear understanding of what it takes to
ensure successful strategies are high on the list of enablers and inhibitors to
alignment. Too often there is little business awareness on the part of IT or little
IT appreciation on the part of the business. Given the dynamic environment in
which most organizations find themselves, ensuring ongoing knowledge sharing
across organizations is paramount.
Many firms choose to draw on liaisons to facilitate this knowledge sharing.
The key word here is facilitate. Often the author has seen facilitators whose role
is to serve as the sole conduit of interaction among the different organizations.
This approach tends to stifle rather than foster effective communications. Rigid
protocols that impede discussions and the sharing of ideas should be avoided.
For example, a large aerospace company assessed its communications
alignment maturity at level 2. Business-IT understanding is sporadic. The
relationship between IT and the business function could be improved. Improving
communication should focus on how to create the understanding of IT as a
strategic business partner by the businesses it supports rather than simply a
service provider. The firm’s CIO made the comment that there is “no constructive
partnership”. However, in an interview with the firm’s Director of Engineering &
Infrastructure, he stated that he views his organization as a “strategic business
partner”. One way to improve communications and, more important,
understanding would be to establish effective business function/IT liaisons that
facilitate sharing of knowledge and ideas.
In a second case, a large financial services company’s communication
alignment maturity placed it in level 2 with some attributes of level 1. Business
awareness within IT is through specialized IT business analysts, who understand
and translate the business needs to other IT staff (i.e., there is limited awareness
of business by general IT staff). Awareness of IT by the firm’s business functions,
Communications of AIS, Volume 4, Article 14 15 Assessing Business Alignment Maturity by J. Luftman
is also limited, although senior and mid-level management is aware of IT’s
potential. Communications are achieved through bi-weekly priority meetings
attended by the senior and middle level management from both groups, where
they discuss requirements, priorities and IT implementation.
In a third example, a large utility company’s communication alignment maturity places it
at a level 2-. Communications are not open until circumstances force the business to
identify specific needs. There is a lack of trust and openness between some business
units and their IT team. IT business partners tend to be bottlenecks in meeting
commitments. Its poor performance in previous years left scars that have not healed.
2. COMPETENCY/VALUE MEASUREMENTS
Too many IT organizations cannot demonstrate their value to the business
in terms that the business understands. Frequently business and IT metrics of
value differ. A balanced “dashboard” that demonstrates the value of IT in terms
of contribution to the business is needed.
Service levels that assess IT’s commitments to the business often help.
However, the service levels have to be expressed in terms that the business
understands and accepts. The service levels should be tied to criteria (see
subsection 4. Partnership) that clearly define the rewards and penalties for
surpassing or missing the objectives.
Frequently organizations devote significant resources to measuring
performance factors. However, they spend much less of their resources on
taking action based on these measurements. For example, an organization that
requires an ROI before a project begins, but that does not review how well
objectives were met after the project was deployed provides little to the
organization. It is important to assess these criteria to understand (1) the factors
Communications of AIS, Volume 4, Article 14 16 Assessing Business Alignment Maturity by J. Luftman
that lead to missing the criteria and (2) what can be learned to improve the
environment continuously.
For example, a large aerospace company assessed its competency/value
measurement maturity to be at a level 2. IT operates as cost center. IT metrics
are focused at the functional level, and Service Level Agreements (SLAs) are
technical in nature. One area that could help to improve maturity would be to add
more business-related metrics to SLAs to help form more of a partnership
between IT and the business units. Periodic formal assessments and reviews in
support of continuous improvement would also be beneficial.
A large software development company assessed its competency/value
measurement maturity at level 3. Established metrics evaluate the extent of
service provided to the business functions. These metrics go beyond basic
service availability and help desk responsiveness, evaluating such issues as
end-user satisfaction and application development effectiveness. The metrics are
consolidated on to an overall dashboard. However, because no formal feedback
mechanisms are in place to react to a metric, the dashboard cannot be
considered to be managed.
At a large financial services company, IT competency/value was assessed
at a level 2 because they use cost efficiency methods within the business and
functional organizations. Balanced metrics are emerging through linked business
and IT metrics, and a balanced scorecard is provided to senior management.
Service level agreements are technical at the functional level. Benchmarking is
not generally practiced and is informal in the few areas where it is practiced.
Formal assessments are done typically for problems and minimum
measurements are taken after the assessment of failures.
Communications of AIS, Volume 4, Article 14 17 Assessing Business Alignment Maturity by J. Luftman
3. GOVERNANCE
The considerations for IT governance were defined briefly in Figure 1.
They are expanded in Luftman and Brier (1999). Ensuring that the appropriate
business and IT participants formally discuss and review the priorities and
allocation of IT resources is among the most important enablers/inhibitors of
alignment. This decision-making authority needs to be clearly defined.
For example, IT governance in a large aerospace company is tactical at
the core business level and not consistent across the enterprise. For this reason,
they reported a level 2 maturity assessment. IT can be characterized as reactive
to CEO direction. Developing an integrated enterprise-wide strategic business
plan for IT would facilitate better partnering within the firm and would lay the
groundwork for external partnerships with customers and suppliers.
A large communications manufacturing company assessed its governance
maturity at a level falling between 1 and 2. IT does little strategic planning
because it operates as a cost center and, therefore, cost reduction is a key
objective. In addition, priorities are reactive to business needs as business
manager’s request services.
A large computing services company assessed their governance maturity at a
level 1+. A strategic planning committee meets twice a year. The committee consists of
corporate top management with regional representation. Topics or results are not
discussed nor published to all employees. The reporting structure is federated with the
CIO reporting to a COO. IT investments are traditionally made to support operations
and maintenance. Regional or corporate sponsors are involved with some projects.
Prioritization is occasionally responsive.
4. PARTNERSHIP
The relationship that exists between the business and IT organizations is
another criterion that ranks high among the enablers and inhibitors. Giving the IT
Communications of AIS, Volume 4, Article 14 18 Assessing Business Alignment Maturity by J. Luftman
function the opportunity to have an equal role in defining business strategies is
obviously important. However, how each organization perceives the contribution
of the other, the trust that develops among the participants, ensuring appropriate
business sponsors and champions of IT endeavors, and the sharing of risks and
rewards are all major contributors to mature alignment. This partnership should
evolve to a point where IT both enables AND drives changes to both business
processes and strategies. Naturally, this demands having a good business
design where the CIO and CEO share a clearly defined vision.
For example, a large software development company assessed their
partnership maturity at a level of 2. The IT function is mainly an enabler for the
company. IT does not have a seat at the business table, either with the
enterprise or with the business function that is making a decision. In the majority
of cases, there are no shared risks because only the business will fail. Indications
are that the partnership criterion will rise from a level 2 to 3 as top management
sees IT as an asset, and because of the very high enforcement of standards at
the company.
Partnership for a large communications manufacturing company was
assessed at level 1. IT is perceived as a cost of being in the communications
business. Little value is placed on the IT function. IT is perceived only as help
desk support and network maintenance.
For a large utility company, partnership maturity was assessed at a level
of 1+. IT charges back all expenses to the business. Most business executives
see IT as a cost of doing business. There is heightened awareness that IT can
be a critical enabler to success, but there is minimal acceptance of IT as a
partner.
Partnership for a large computing services company was assessed at
level 2. Since the business executives pursued e-commerce, IT is seen as a
Communications of AIS, Volume 4, Article 14 19 Assessing Business Alignment Maturity by J. Luftman
business process enabler as demonstrated by the Web development,.
Unfortunately, the business now assigns IT with the risks of the project. Most IT
projects have an IT sponsor.
5. SCOPE AND ARCHITECTURE
This set of criteria tends to assess information technology maturity. The
extent to which IT is able to:
• go beyond the back office and the front office of the organization
• assume a role supporting a flexible infrastructure that is transparent to all
business partners and customers
• evaluate and apply emerging technologies effectively
• enable or drive business processes and strategies as a true standard
• provide solutions customizable to customer needs
Scope and Architecture was assessed at a level of 2+ at a large software
development company. This is another area where the company is moving from
a level 2 to a level 3. ERP systems are installed and all projects are monitored at
an enterprise level. Standards are integrated across the organization and
enterprise architecture is integrated. It is only in the area of Inter-enterprise that
there is no formal integration.
A large financial services company assessed their scope and architecture at
level 1. Although standards are defined, there is no formal integration across the
enterprise. At best, only functional integration exists.
6. SKILLS
Skills were defined in Figure 1. They include all of the human resource
considerations for the organization. Going beyond the traditional considerations
such as training, salary, performance feedback, and career opportunities, are
Communications of AIS, Volume 4, Article 14 20 Assessing Business Alignment Maturity by J. Luftman
factors that include the organization’s cultural and social environment. Is the
organization ready for change in this dynamic environment? Do individuals feel
personally responsible for business innovation? Can individuals and
organizations learn quickly from their experience? Does the organization
leverage innovative ideas and the spirit of entrepreurship? These are some of
the important conditions of mature organizations.
For example, a large aerospace company assesses their skills maturity at
a level 2. A definite command and control management style exists within IT and
the businesses. Power resides within certain operating companies. Diverse
business cultures abound. Getting to a non-political, trusting environment
between the businesses and IT, where risks are shared and innovation and
entrepreneurship thrive, is essential to achieve improvements in each of the
other maturity tenets.
Skills maturity at a large computing services company is assessed at a
level of 1. Career crossover is not encouraged outside of top management.
Innovation is dependent on the business unit, but in general is frowned upon.
Management style is dependent on the business unit, but is usually command
and control. Training is encouraged but left up to the individual employee.
V. CONDUCTING A STRATEGIC ALIGNMENT MATURITY
ASSESSMENT
An essential part of the assessment process is recognizing that it must be
done with a team including both business and IT executives. The convergence
on a consensus of the maturity levels and the discussions that ensue are
extremely valuable in understanding the problems and opportunities that need to
be addressed to improve business-IT alignment. The most important part of the
process is the creation of recommendations addressing the problems and
opportunities identified. The most difficult step, of course, is actually carrying out
Communications of AIS, Volume 4, Article 14 21 Assessing Business Alignment Maturity by J. Luftman
the recommendations. This section ties the assessment metrics together. The
examples and experiences provided in Appendix A, together with the procedure
described here, served as the vehicle for validating the model.
Each of the criteria and levels are described by a set of attributes that
allow a particular dimension to be assessed using a 1 to 5 Likert scale, where:
1 = this does not fit the organization, or the organization is very ineffective
2 = low level of fit for the organization
3 = moderate fit for the organization, or the organization is moderately
effective
4 = this fits most of the organization
5 = strong level of fit throughout the organization, or the organization is
very effective
Different scales can be applied to perform the assessment (e.g., good,
fair, poor; 1, 2, 3). However, whatever the scale, it is important to evaluate each
of the six criteria with both business and IT executives to obtain an accurate
assessment. The intent is to have the team of IT and business executives
converge on a maturity level. Typically, the initial review will produce divergent
results. This outcome is indicative of the problems/opportunities being
addressed.
The relative importance of each of the attributes within the criteria may
differ among organizations. For example, in some organizations the use of SLAs
(Service Level Agreements) might not be considered as important to alignment
as the effectiveness of liaisons. Hence, giving SLAs a low maturity assessment
should not significantly impact the overall rating in this case. However, it would
be valuable if the group discusses why the organization does not consider a
particular attribute (in this example, SLAs) to be significant.
Communications of AIS, Volume 4, Article 14 22 Assessing Business Alignment Maturity by J. Luftman
Using a Delphi approach with a Group Decision Support Tool (Luftman,
1997) often helps in attaining the convergence. The author’s experience
suggests that “discussions” among the different team members helps to ensure a
clearer understanding of the problems and opportunities that need to be
addressed.
Keep in mind that the primary objective of the assessment is to identify
specific recommendations to improve the alignment of IT and the business. The
evaluation team, after assessing each of the six criteria from level one to five,
uses the results to converge on an overall assessment level of the maturity for
the firm. They apply the next higher level of maturity as a roadmap to identify
what they should do next. A trained facilitator is typically needed for these
sessions.
Experience with 25 Fortune 500 companies indicates that over 80 percent
of the organizations are at Level 2 maturity with some characteristics of Level 3
maturity. Figure 4 (including parts A through F) in Appendix A illustrates the
“average” results of the Strategic Alignment Maturity assessments for these 25
companies. These results are the start of a Strategic Alignment Maturity
Assessment benchmark repository. As the sample grows, it is anticipated that
exemplar benchmarks based on factors such as industry, company age, and
company size will be available. The figure shows the maturity attributes for each
of the six maturity components. Figure 4 (without the average numbers) can be
used as the basis for determining an organizations maturity level.
The specific results of the maturity assessment for seven firms are also
included in Figure 4. Keep in mind that the results of these maturity
assessments were not the principal objective of this exercise. Rather, the goal is
to provide the firm with specific insights regarding what it can do to improve the
maturity level and thereby improving IT-business strategic alignment.
Communications of AIS, Volume 4, Article 14 23 Assessing Business Alignment Maturity by J. Luftman
STRATEGIC ALIGNMENT AS A PROCESS
The approach applied to attain and sustain business-IT alignment focuses on
understanding the alignment maturity, and on maximizing alignment enablers
and minimizing inhibitors. The process (Luftman & Brier 1999) includes the
following six steps:
1. Set the goals and establish a team. Ensure that there is an executive
business sponsor and champion for the assessment. Next, assign a team
of both business and IT leaders. Obtaining appropriate representatives
from the major business functional organizations (e.g., Marketing,
Finance, R&D, Engineering) is critical to the success of the assessment.
The purpose of the team is to evaluate the maturity of the business-IT
alignment. Once the maturity is understood, the team is expected to
define opportunities for enhancing the harmonious relationship of business
and IT. Assessments range from three to twelve half-day sessions. The
time demanded depends on the number of participants, the degree of
consensus required, and the detail of the recommendations to carry out.
2. Understand the business-IT linkage. The Strategic Alignment Maturity
Assessment is an important tool in understanding the business-IT linkage.
The team evaluates each of the six criteria. A trained facilitator can be
valuable in guiding the important discussions.
3. Analyze and prioritize gaps. Recognize that the different opinions
raised by the participants are indicative of the alignment opportunities that
exist. Once understood, the group needs to converge on a maturity level.
The team must remember that the purpose of this step is to understand
the activities necessary to improve the business-IT linkage. The gap
between where the organization is today and where the team believes it
needs to be are the gaps that need to be prioritized. Apply the next higher
level of maturity as a roadmap to identify what can be done next.
Communications of AIS, Volume 4, Article 14 24 Assessing Business Alignment Maturity by J. Luftman
4. Specify the actions (project management). Naturally, knowing where
the organization is with regards to alignment maturity will drive what
specific actions are appropriate to enhance IT-business alignment. Assign
specific remedial tasks with clearly defined deliverables, ownership,
timeframes, resources, risks, and measurements to each of the prioritized
gaps.
5. Choose and evaluate success criteria. This step necessitates revisiting
the goals and regularly discussing the measurement criteria identified to
evaluate the implementation of the project plans. The review of the
measurements should serve as a learning vehicle to understand how and
why the objectives are or are not being met.
6. Sustain alignment. Some problems just won’t go away. Why are so
many of the inhibitors IT related? Obtaining IT-business alignment is a
difficult task. This last step in the process is often the most difficult. To
sustain the benefit from IT, an "alignment behavior" must be developed
and cultivated. The criteria described to assess alignment maturity
provides characteristics of organizations that link IT and business
strategies. By adopting these behaviors, companies can increase their
potential for a more mature alignment assessment and improve their
ability to gain business value from investments in IT. Hence, the
continued focus on understanding the alignment maturity for an
organization and taking the necessary action to improve the IT-business
harmony is key.
The research to derive the business-IT alignment maturity assessment has
just begun. The author would appreciate hearing from practitioners, researchers,
and consultants, as the strategic alignment process and the alignment maturity
Communications of AIS, Volume 4, Article 14 25 Assessing Business Alignment Maturity by J. Luftman
assessment needed are applied. The intent is to enhance the alignment
assessment tool and provide a vehicle to benchmark exemplar organizations.
VI. CONCLUSIONS
Achieving and sustaining IT-business alignment continues to be a major
issue. Experience shows that no single activity will enable a firm to attain and
sustain alignment. There are too many variables. The technology and business
environments are too dynamic.
The strategic alignment maturity assessment provides a vehicle to
evaluate where an organization is and where it needs to go to attain and sustain
business-IT alignment. The careful assessment of a firm’s alignment maturity is
an important step in identifying the specific actions necessary to ensure IT is
being used to appropriately enable or drive the business strategy. If you are
interested in participating in the benchmarking of alignment maturity, please
contact the author. The journey continues.
Editor’s Note: This article was received on September 15, 2000 and was published on December
31, 2000.
REFERENCES
Baets, W. (1996) “Some Empirical Evidence on IS Strategy Alignment in Banking,” Information and Management, Vol. 30:4, pp. 155-77. Boynton, A., B. Victor, and B. Pine II, (1996) "Aligning IT With New Competitive Strategies" in J. N. Luftman (ed.) Competing in the Information Age, New York: Oxford University Press. Brancheau, J., & Wetherbe, J. (1987) “Issues In Information Systems Management,” MIS Quarterly, 11(1), 23-45.
Communications of AIS, Volume 4, Article 14 26 Assessing Business Alignment Maturity by J. Luftman
Broadbent, M. and P. Weill (1993) “Developing Business and Information Strategy Alignment: A Study in the Banking Industry,” IBM Systems Journal, (32), 1. Chan, Y., and S. Huff (1993) "Strategic Information Systems Alignment," Business Quarterly (58),1 pp. 51-56. Davenport, T., & Short, J. (1990). “The New Industrial Engineering: Information Technology and Business Process Redesign,” Sloan Management Review, Vol. 31, No. 4, 11-27. Davidson, W. (1996) "Managing the Business Transformation Process," in J. N. Luftman (ed.) Competing in the Information Age New York: Oxford University Press. Dixon, P., & John, D. (1989). “Technology Issues Facing Corporate Management in the 1990s,” MIS Quarterly, 13(3), 247-55. Earl, M. J. (1993) Corporate Information Systems Management Homewood, Ill: Richard D. Irwin, Inc. Earl, Michael J (1996). “Experience in Strategic Information Systems Planning,” MIS Quarterly, 17(1), 1-24. Faltermayer, E. (1994). “Competitiveness: How US Companies Stack Up Now,” Fortune, 129(8), (April 18), 52-64. Foster, R. (1986) Innovation: The Attacker's Advantage New York: Summit Books. Goff, L. (1993). “You Say Tomayto, I Say Tomahto,” Computerworld, (Nov. 1, 1993), page 129. Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto For Business Revolution, New York: Harper Business. Hammer, M., & Stanton, S. (1995). The Reengineering Revolution, New York: Harper Business. Henderson, J., & Venkatraman, N. (1990). Strategic Alignment: A Model For Organizational Transformation Via Information Technology, Working Paper 3223- 90, Cambridge, MA: Sloan School of Management, Massachusetts Institute of Technology.
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Henderson, J., J. Thomas, and N. Venkatraman (1992) Making Sense Of IT: Strategic Alignment and Organizational Context, Working Paper 3475-92 BPS, Cambridge, MA: Sloan School of Management, Massachusetts Institute of Technology. Henderson, J. and J. Thomas (1992) "Aligning Business and Information Technology Domains: Strategic Planning In Hospitals" Hospital and Health Services Administrative, 37(1), pp. 71-87. Henderson, J., & Venkatraman, N. (1996). “Aligning Business and IT Strategies,” in J. N. Luftman (ed.) Competing in the Information Age: Practical Applications of the Strategic Alignment Model, New York: Oxford University Press. Humphrey, W.S., “Characterizing the Software Process: A Maturity Framework,” IEEE Software, 1988 Vol. 5, No. 2, pp. 73-79. IBM (1981) Business Systems Planning, Planning Guide, GE20-0527, White Plains, NY: IBM Corporation Ives, B., S. Jarvenpaa, and R. Mason, (1993). "Global Business Drivers: Aligning Information Technology To Global Business Strategy," IBM Systems Journal, (32) 1, pp.143-161. Keen, P. (1991). Shaping the Future, Boston, MA: Harvard Business School Press. Keen, P. (1996). “Do You Need An IT Strategy?” in J. N. Luftman (ed.) Competing in the Information Age, New York, Oxford University Press. King, J. (1995) “Re-engineering Focus Slips,” Computerworld, March 13, 1995; Liebs, S. (1992). “We're All In This Together,” Information Week, October 26, 1992; Luftman, J., Lewis, P., & Oldach, S. (1993). “Transforming the Enterprise: The Alignment of Business and Information Technology Strategies,” IBM Systems Journal, 32(1), 198-221 Luftman, J., Papp, R., & Brier. T. (1995). “ The Strategic Alignment Model: Assessment and Validation,” In Proceedings of the Information Technology Management Group of the Association of Management (AoM) 13th Annual International Conference, Vancouver, British Columbia, Canada, August 2-5, 1995, 57-66.
Communications of AIS, Volume 4, Article 14 28 Assessing Business Alignment Maturity by J. Luftman
Luftman, J. (1996). Competing in the Information Age: Practical Applications of the Strategic Alignment Model, New York: Oxford University Press; Luftman, J. (1997). “Align in the Sand”, Computerworld, February 17,1997. Luftman, J. and Brier, T., (1999) “Achieving and Sustaining Business-IT Alignment,” California Management Review, No. 1, Fall 1999, pp 109-122. Luftman, J., Papp, R. Brier, T. (1999) “Enablers and Inhibitors of Business-IT Alignment,” Communications of the Association for Information Systems, (1) 11. McLean, E., & Soden, J., (1977). Strategic Planning for MIS, New York, John Wiley & Sons Mills, P., (1986), Managing Service Industries, New York Ballinger; Niederman,F.,Brancheau, J., and Wetherbe, J. (1991). “Information Systems Management Issues For the 1990s,” MIS Quarterly, 15(4), 475-95. Nolan, R.L. (1979), “Managing the Crises In Data Processing,” Harvard Business
Review, March 1, 1979.
Papp, R. (1995). Determinants of Strategically Aligned Organizations: A Multi- industry, Multi-perspective Analysis, (PhD Dissertation), Hoboken, New Jersey: Stevens Institute of Technology. Papp, R., and Luftman, J. (1995). “Business and IT Strategic Alignment: New Perspectives and Assessments,” In Proceedings of the Association for Information Systems, Inaugural Americas Conference on Information Systems, Pittsburgh, PA, August 25-27, 1995. Parker, M., & Benson, R., (1988). Information Economics, Englewood Cliffs, New Jersey: Prentice-Hall. Robson, W. (1994). Strategic Management and Information Systems: An Integrated Approach, London: Pitman Publishing. Rockart, J., & Short, J. (1989). “IT in the 1990's: Managing Organizational Interdependence,” Sloan Management Review, 30(2), 7-17 Rockart, J., Earl, M., and Ross, J. (1996). “Eight Imperatives for the New IT Organization”. Sloan Management Review, (38)1, 43-55. Rogers, L. (1997). “Alignment Revisited”. CIO Magazine, May 15, 1997.
Communications of AIS, Volume 4, Article 14 29 Assessing Business Alignment Maturity by J. Luftman
Wang, C. (1997). Techno Vision II, New York: McGraw-Hill. Watson, R., & Brancheau, J. (1991). “Key Issues In Information Systems Management: An International Perspective,” Information & Management, Vol. 20, pp. 213-23; Weill, P., & Broadbent, M. (1998). “Leveraging the New Infrastructure”, Harvard University Press.
Communications of AIS, Volume 4, Article 14 30 Assessing Business Alignment Maturity by J. Luftman
APPENDIX A
STRATEGIC ALIGNMENT MATURITY ASSESSMENT EXPERIENCES
As of November 2000, formal assessments of 25 Fortune 500 firms have
been completed. The last column in Figure 4 (A, B, C, D, E, and F) in this
appendix illustrates the “average” evaluations (rated using a Likert scale) for the
six criteria of the Strategic Alignment Maturity assessments for these 25 firms.
The numbers are the average responses from all participants (e.g., IT, Finance,
Marketing from all 25 firms) for each of the respective components of the six
criteria. These results are the start of a Strategic Alignment Maturity Assessment
benchmark repository. Future assessments will be included to provide exemplar
benchmarks based on decisive factors such as industry, and company size.
Figure 4 (A, B, C, D, E, and F) in this appendix also includes the
responses from six actual assessments of Fortune 200 companies and a large
university. These seven assessments represent the average evaluations (rated
using a Likert scale) that the multi functional group (e.g., IT, Finance, Marketing)
from each of the firms identified. They are a subset of the twenty-five firms.
Typically, after getting the individual responses from the participants for
their perception of the level of maturity for each of the six criteria, a discussion
was facilitated to obtain consensus on the respective maturity level for each of
the six criteria. In one case, a Delphi was used to derive the consensus. The
maturity level at the bottom of each column represents the consensus for the
respective group. Most of the examples used in the main part of this paper,
especially in the section The Six Alignment Maturity Criteria, come from these
seven firms. Figure 4 (without the average numbers) can be used as the basis for
determining an organizations maturity level.
Communications of AIS, Volume 4, Article 14 31 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms UNDERSTANDING OF BUSINESS BY IT 1. IT management not aware 3 3 1 3 2 1 0 2 2. Limited IT awareness 4 3 3 2 2 4 2 4 3. Senior and mid-management 2 1 3 1 1 2 5 3 4. Pushed down through organization 0 0 1 0 0 0 1 1 5. Pervasive 0 0 0 0 0 0 0 1 UNDERSTANDING OF IT BY BUSINESS 1. Business management not aware 2 3 2 3 2 2 2 3 2. Limited business awareness 4 3 4 2 3 4 3 4 3. Emerging business awareness 1 1 1 0 0 1 2 1 4. Business aware of potential 0 0 0 0 0 0 0 1 5. Pervasive 0 0 0 0 0 0 0 0 INTER/INTRA-ORGANIZATIONAL LEARNING 1. Casual, ad-hoc 3 2 2 3 2 1 0 4 2. Informal 3 4 3 2 3 4 5 4 3. Regular, clear 0 1 2 0 0 0 0 1 4. Unified, bonded 0 0 0 0 0 0 0 1 5. Strong and structured 0 0 0 0 0 0 0 0 PROTOCOL RIGIDITY 1. Command and control 4 3 2 4 4 4 5 4 2. Limited relaxed 2 2 4 2 2 2 0 3 3. Emerging relaxed 0 0 1 0 0 1 0 1 4. Relaxed, informal 0 0 0 0 0 0 0 1 5. Informal 0 0 0 0 0 0 0 0 KNOWLEDGE SHARING 1. Ad-hoc 1 2 1 2 1 0 1 2. Semi structured 2 2 3 3 2 4 5 5 3. Structured around key processes 2 4 3 1 1 3 0 3 4. Institutionalized 0 0 0 0 0 1 0 1 5. Extra-enterprise 0 0 0 0 0 0 0 0 LIAISON(S) BREADTH / EFFECTIVENESS 1. None or ad-hoc 4 2 1 2 1 1 1 2 2. Limited tactical technology based 1 2 3 3 4 4 4 4 3. Formalized, regular meetings 0 0 4 0 1 2 2 3 4. Bonded, effective at all internal levels 0 0 1 0 0 0 0 1 5. Extra-enterprise 0 0 0 0 0 0 0 0
MATURITY LEVEL 2 2 2 2 2 2 2 2+
Figure 4A. Communications
Communications of AIS, Volume 4, Article 14 32 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms IT METRICS 1. Technical; Not related to business 4 2 1 5 3 4 5 5 2. Cost efficiency 3 3 4 4 4 4 5 4 3. Traditional financial 3 4 4 3 4 3 3 3 4. Cost effectiveness 1 3 2 1 1 0 0 2 5. Extended to external partners 0 1 1 0 0 0 0 1 BUSINESS METRICS 1. Ad-hoc; Not related to IT 4 2 2 4 4 2 5 4 2. At the functional organization 3 3 3 4 4 4 4 4 3. Traditional financial 2 4 4 4 4 4 5 4 4. Customer based 0 3 1 1 1 1 0 3 5. Extended to external partners 0 1 1 1 0 0 0 2 BALANCED METRICS 1. Ad-hoc metrics unlinked 3 2 0 1 3 3 4 3 2. Business and IT metrics unlinked 4 3 2 5 5 4 4 4 3. Emerging business and IT metrics linked 0 2 4 0 0 2 0 3 4. Business and IT metrics linked 0 0 1 0 0 0 0 1 5. Business, partners and IT metrics linked 0 0 0 0 0 0 0 1 SERVICE LEVEL AGREEMENTS 1. Sporadically present 1 2 2 0 3 4 4 3 2. Technical at the functional level 5 3 5 5 4 2 3 4 3. Emerging across the enterprise 1 4 1 2 1 0 0 2 4. Enterprise wide 0 1 1 1 0 0 0 1 5. Extended to external partners 0 0 1 0 0 0 0 1 BENCHMARKING 1. Not generally practiced 2 1 1 1 1 3 2 2 2. Informal 4 2 4 3 2 4 5 4 3. Focussed on specific processes 2 4 3 4 4 3 1 3 4. Routinely performed 2 3 1 2 3 1 0 2 5. Routinely performed with partners 1 1 0 1 1 0 0 1 FORMAL ASSESSMENTS/REVIEWS 1. None 1 0 0 1 0 2 2 2 2. Some; Typically for problems 4 2 4 4 4 5 4 4 3. Emerging formality 2 3 2 3 4 1 0 2 4. Formally performed 2 3 1 1 2 0 0 1 5. Routinely performed 0 0 0 1 1 0 0 0 Continuous Improvement 1. None 1 0 2 0 2 2 3 2 2. Minimum 3 2 3 3 3 3 3 3 3. Emerging 1 4 3 3 3 1 2 3 4. Frequently 1 1 1 2 2 0 0 2 5. Routinely performed 1 1 1 1 1 0 0 1
MATURITY LEVEL 2 3 2 2 2 2 2 2+
Figure 4B. Competency/Value Measurements
Communications of AIS, Volume 4, Article 14 33 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms BUSINESS STRATEGIC PLANNING 1. Ad-hoc 3 1 1 4 2 1 2 3 2. Basic planning at the functional level 5 3 5 3 4 5 3 5 3. Some inter-organizational planning 2 2 2 1 2 3 1 2 4. Managed across the enterprise 0 1 1 0 1 0 0 1 5. Integrated across and outside the enterprise 0 0 0 0 0 0 0 0 IT STRATEGIC PLANNING 1. Ad-hoc 3 1 1 4 5 4 4 3 2. Functional tactical planning 5 4 5 2 2 2 5 4 3. Focussed planning, some inter-organizational 2 4 4 1 1 1 1 4 4. Managed across the enterprise 0 1 1 1 0 0 0 1 5. Integrated across and outside the enterprise 0 0 0 0 0 0 0 0 REPORTING/ORGANIZATION STRUCTURE 1. Central/Decentral; CIO reports to CFO 2 0 3 5 3 5 4 4 2. Central/Decentral; Some co-location; CIO reports to CFO
5 4 5 2 4 1 4 4
3. Central/Decentral; Some federation; CIO reports to COO
1 3 0 1 0 0 0 3
4. Federated; CIO reports to COO or CEO 0 4 0 0 0 0 0 2 5. Federated; CIO reports to CEO 0 2 0 0 0 0 0 2 BUDGETARY CONTROL 1. Cost Center; Erratic spending 2 2 3 3 4 4 5 3 2. Cost Center by functional organization 5 5 5 5 3 1 3 5 3. Cost Center; Some investments 1 4 1 1 1 0 1 3 4. Investment Center 0 0 0 0 0 0 0 1 5. Investment Center; Profit Center 0 0 0 0 0 0 0 1 IT INVESTMENT MANAGEMENT 1. Cost based; Erratic spending 4 2 3 5 5 5 5 4 2. Cost based; Operations and maintenance focussed 4 2 5 4 4 4 5 5 3. Traditional; Process enabler 1 4 2 2 1 1 4 3 4. Cost effectiveness; Process driver 0 0 1 0 0 0 0 1 5. Business value; Extended to business partners 0 0 0 0 0 0 0 0 STEERING COMMITTEE(S) 1. Not formal/regular 2 2 2 4 4 4 2 2 2. Periodic organized communication 5 4 3 3 2 3 5 4 3. Regular clear communication 0 2 1 0 0 0 1 1 4. Formal effective committees 0 0 1 0 0 0 0 1 5. Partnership 0 0 0 0 0 0 0 0 Prioritization Process 1. Reactive 4 2 3 5 4 4 5 4 2. Occasional responsive 4 4 5 3 2 2 2 4 3. Mostly responsive 1 4 2 0 0 0 0 3 4. Value add, responsive 0 1 0 0 0 0 0 1 5. Value added partner 0 1 0 0 0 0 0 0
MATURITY LEVEL 2 3 2 1+ 1+ 1 2 2+
Figure 4C. Governance
Communications of AIS, Volume 4, Article 14 34 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms BUSINESS PERCEPTION OF IT VALUE 1. IT perceived as a cost of business 4 4 3 5 5 4 5 4 2. IT emerging as an asset 5 5 5 1 1 5 3 5 3. IT is seen as an asset 2 1 2 0 0 2 0 2 4. IT is part of the business strategy 1 0 1 0 0 0 0 1 5. IT business co-adaptive 0 0 0 0 0 0 0 0 ROLE OF IT IN STRATEGIC BUSINESS PLANNING 1. No seat at the business table 2 5 3 5 5 5 5 4 2. Business process enabler 5 5 5 2 2 5 4 5 3. Business process driver 0 0 0 0 0 0 0 1 4. Business strategy enabler/driver 0 0 0 0 0 0 0 0 5. IT Business co-adaptive 0 0 0 0 0 0 0 0 SHARED GOALS, RISK, REWARDS/PENALTIES 1. IT takes risk with little reward 5 5 3 5 5 5 4 4 2. IT takes most of the risk with little reward 4 5 5 2 2 4 3 5 3. Risk tolerant; IT some reward 1 0 1 0 0 0 3 1 4. Risk acceptance and rewards shared 0 0 0 0 0 0 0 0 5. Risk and rewards shared 0 0 0 0 0 0 0 0 IT PROGRAM MANAGEMENT 1. Ad-hoc 2 1 1 1 2 2 4 2 2. Standards defined 5 5 5 4 4 3 4 4 3. Standards adhered 2 4 3 2 2 2 2 2 4. Standards evolved 2 3 3 2 0 0 0 2 5. Continuous improvement 0 0 1 0 0 0 0 0 RELATIONSHIP/TRUST STYLE 1. Conflict/Minimum 3 3 3 4 4 4 4 3 2. Primarily transactional 4 4 5 3 3 4 5 4 3. Emerging valued service provider 2 3 3 0 0 0 0 2 4. Valued service provider 1 1 1 0 0 0 0 0 5. Valued partnership 1 0 0 0 0 0 0 0 BUSINESS SPONSOR/CHAMPION 1. None 2 4 3 5 4 3 4 4 2. Limited at the functional organization 2 4 4 2 4 3 4 4 3. At the functional organization 4 2 3 0 0 0 4 3 4. At the HQ level 1 1 1 0 0 0 0 1 5. At the CEO level 1 1 0 0 0 0 0 1
MATURITY LEVEL 2 2 2 1 1+ 2 2 2+
Figure 4D. Partnership
Communications of AIS, Volume 4, Article 14 35 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms TRADITIONAL, ENABLER/DRIVER, EXTERNAL 1. Traditional (e.g., accounting, email) 2 2 3 4 2 4 5 2 2. Transaction ( e.g., ESS, DSS) 2 3 4 3 3 2 2 3 3. Expanded scope (e.g., business process enabler) 5 4 3 2 4 0 0 4 4. Redefined scope (business process driver) 1 0 0 1 0 0 0 1 5. External scope; Business strategy driver/enabler 0 0 0 0 0 0 0 0 STANDARDS ARTICULATION 1. None or ad-hoc 0 0 4 4 0 4 3 2 2. Standards defined 5 4 3 2 4 1 4 4 3. Emerging enterprise standards 4 3 1 3 4 0 1 3 4. Enterprise standards 3 3 0 0 3 0 0 1 5. Inter-enterprise standards 0 0 0 0 0 0 0 0 ARCHITECTURAL INTEGRATION: Functional Organization 1. No formal integration 0 0 5 4 1 4 5 2 2. Early attempts at integration 3 3 2 2 2 3 1 5 3. Integrated across the organization 4 4 0 0 4 0 0 1 4. Integrated with partners 1 0 0 0 0 0 0 0 5. Evolved with partners 0 0 0 0 0 0 0 0 Enterprise 1. No formal integration 1 2 5 5 1 4 4 3 2. Early attempts at integration 3 4 3 3 3 3 1 4 3. Standard enterprise architecture 4 3 2 1 4 1 1 3 4. Integrated with partners 1 1 0 0 0 0 0 0 5. Evolved with partners 0 0 0 0 0 0 0 0 Inter-Enterprise 1. No formal integration 2 3 5 4 3 4 4 3 2. Early concept testing 4 3 2 2 3 1 0 3 3. Emerging with key partners 3 1 0 0 1 0 0 2 4. Integrated with key partners 2 0 0 0 0 0 0 1 5. Evolved with all partners 0 0 0 0 0 0 0 0 ARCHITECTURAL TRANSPARENCY, FLEXIBILITY 1. None 2 2 3 5 4 4 3 4 2. Limited 4 4 5 2 4 4 4 4 3. Focussed on communications 5 3 2 3 3 1 2 3 4. Effective emerging technology management 3 2 0 2 2 0 0 2 5. Across the infrastructure 2 1 0 0 2 0 0 2
MATURITY LEVEL 3 2+ 1 1 2+ 1 1 2+
Figure 4E. Scope and Architecture
Communications of AIS, Volume 4, Article 14 36 Assessing Business Alignment Maturity by J. Luftman
7 Assessments Summarized Initial 1 2 3 4 5 6 7 25 Firms INNOVATION, ENTREPRENEURSHIP 1. Discouraged 3 3 4 3 4 5 3 4 2. Dependent on functional organization 4 5 5 4 5 3 4 3 3. Risk tolerant 1 2 0 0 1 1 2 2 4. Enterprise, partners, and IT managers 0 0 0 0 0 0 0 1 5. The norm 0 0 0 0 0 0 0 0 LOCUS OF POWER 1. In the business 3 2 4 2 2 5 3 3 2. Functional organization 4 4 2 4 4 2 4 4 3. Emerging across the organization 4 2 0 1 1 1 1 2 4. Across the organization 0 0 0 0 0 0 0 1 5. All executives, including CIO and partners 0 0 0 0 0 0 0 0 MANAGEMENT STYLE 1. Command and control 5 3 4 3 4 4 3 4 2. Consensus-based 2 4 2 3 3 1 2 3 3. Results based 1 2 2 2 2 1 3 2 4. Profit/value based 0 0 0 1 0 0 0 1 5. Relationship based 0 0 0 0 0 0 0 0 CHANGE READINESS 1. Resistant to change 4 4 5 3 4 4 3 4 2. Dependent on functional organization 4 5 1 5 4 3 4 4 3. Recognized need for change 2 2 1 2 2 2 4 2 4. High, focused 0 0 0 0 0 0 1 0 5. High, focused 0 0 0 0 0 0 0 0 CAREER CROSSOVER 1. None 2 1 5 2 1 4 3 3 2. Minimum 5 5 3 5 4 2 4 4 3. Dependent on functional organization 1 3 2 1 3 2 1 2 4. Across the functional organization 0 0 0 0 0 0 0 0 5. Across the enterprise 0 0 0 0 0 0 0 0 EDUCATION, CROSS-TRAINING 1. None 3 2 1 1 3 4 4 3 2. Minimum 4 4 5 4 4 2 4 4 3. Dependent on functional organization 4 4 4 2 4 2 3 3 4. At the functional organization 0 0 0 0 0 0 1 1 5. Across the organization 0 0 0 0 0 0 0 0 SOCIAL, POLITICAL, TRUSTING ENVIRONMENT 1. Minimum 3 3 4 2 2 4 3 4 2. Primarily transactional 4 4 3 3 3 1 4 3 3. Emerging valued service provider 3 3 1 0 2 0 3 3 4. Valued service provider 0 0 0 0 0 0 0 1 5. Valued partnership 0 0 0 0 0 0 0 0
MATURITY LEVEL 2 2 1 2 2 1 2+ 2
Figure 4F. Skills
Communications of AIS, Volume 4, Article 14 37 Assessing Business Alignment Maturity by J. Luftman
APPENDIX B
THE FIVE LEVELS OF STRATEGIC ALIGNMENT MATURITY
This appendix describes each of the five levels of strategic alignment
maturity summarized in Figure 2. Each of the six criteria described in the main
part of this article are evaluated in deriving the level of strategic alignment
maturity.
LEVEL 1 – INITIAL/AD HOC PROCESS
Organizations that meet many of the characteristics of the attributes in the
six Strategic Alignment Maturity criteria for Level 1 can be characterized as
having the lowest level of Strategic Alignment Maturity. It is highly improbable
that these organizations will be able to achieve an aligned IT business strategy,
leaving their investment in IT significantly unleveraged.
COMMUNICATIONS ATTRIBUTE CHARACTERISTICS • Understanding of Business by IT Minimum • Understanding of IT by Business Minimum • Inter/Intra-organizational learning Casual, ad-hoc • Protocol Rigidity Command and Control • Knowledge Sharing Ad-hoc • Liaison(s) Breadth/Effectiveness None or Ad-hoc
Communications of AIS, Volume 4, Article 14 38 Assessing Business Alignment Maturity by J. Luftman
GOVERNANCE ATTRIBUTE CHARACTERISTICS
• Business Strategic Planning Ad-hoc • IT Strategic Planning Ad-hoc • Reporting/Organization Structure Central/Decentral; CIO reports to CFO • Budgetary Control Cost Center; Erratic spending • IT Investment Management Cost based; Erratic spending • Steering Committee(s) Not formal/regular • Prioritization Process Reactive
PARTNERSHIP
ATTRIBUTE CHARACTERISTICS • Business Perception of IT Value IT Perceived as a cost of business • Role of IT in Strategic Business Planning No seat at the business table • Shared Goals, Risk, Rewards/Penalties IT takes risk with little reward • IT Program Management Ad-hoc • Relationship/Trust Style Conflict/Minimum • Business Sponsor/Champion None
COMPETENCY/VALUE MEASUREMENTS
ATTRIBUTE CHARACTERISTICS
• IT Metrics Technical; Not related to business • Business Metrics Ad-hoc; Not related to IT • Balanced Metrics Ad-hoc unlinked • Service Level Agreements Sporadically present • Benchmarking Not generally practiced • Formal Assessments/Reviews None • Continuous Improvement None
Communications of AIS, Volume 4, Article 14 39 Assessing Business Alignment Maturity by J. Luftman
LEVEL 2 – COMMITTED PROCESS
Organizations that meet many of the characteristics of the attributes in the
six Strategic Alignment Maturity criteria for Level 2 can be characterized as
having committed to begin the process for Strategic Alignment Maturity. This
level of Strategic Alignment Maturity tends to be directed at local situations or
functional organizations (e.g., Marketing, Finance, Manufacturing, H/R) within the
overall enterprise. However, due to limited awareness by the business and IT
communities of the different functional organizations use of IT, alignment can be
difficult to achieve. Any business-IT alignment at the local level is typically not
SKILLS
ATTRIBUTE CHARACTERISTICS • Innovation, Entrepreneurship Discouraged • Locus of Power In the business • Management Style Command and control • Change Readiness Resistant to change • Career crossover None • Education, Cross-Training None • Social, Political, Trusting Environment Minimum
SCOPE & ARCHITECTURE ATTRIBUTE CHARACTERISTICS
• Traditional, Enabler/Driver, External Traditional (e.g., accounting, email) • Standards Articulation None or ad-hoc • Architectural Integration: No formal integration
- Functional Organization - Enterprise - Inter-enterprise
• Architectural Transparency, Flexibility None
Communications of AIS, Volume 4, Article 14 40 Assessing Business Alignment Maturity by J. Luftman
leveraged by the enterprise. However, the potential opportunities are beginning
to be recognized.
GOVERNANCE ATTRIBUTE CHARACTERISTICS • Business Strategic Planning Basic planning at the functional level • IT Strategic Planning Functional tactical planning • Reporting/Organization Structure Central/Decentral, some co-location;
CIO reports to CFO • Budgetary Control Cost Center by functional organization • IT Investment Management Cost based; Operations & maintenance focus • Steering Committee(s) Periodic organized communication • Prioritization Process Occasional responsive
COMMUNICATIONS ATTRIBUTE CHARACTERISTICS • Understanding of Business by IT Limited IT awareness • Understanding of IT by Business Limited Business awareness • Inter/Intra-organizational learning Informal • Protocol Rigidity Limited relaxed • Knowledge Sharing Semi structured • Liaison(s) Breadth/Effectiveness Limited tactical technology based
COMPETENCY/VALUE MEASUREMENTS
ATTRIBUTE CHARACTERISTICS • IT Metrics Cost efficiency • Business Metrics At the functional organization • Balanced Metrics Business and IT metrics unlinked • Service Level Agreements Technical at the functional level • Benchmarking Informal • Formal Assessments/Reviews Some, typically for problems • Continuous Improvement Minimum
Communications of AIS, Volume 4, Article 14 41 Assessing Business Alignment Maturity by J. Luftman
PARTNERSHIP
ATTRIBUTE CHARACTERISTICS • Business Perception of IT Value IT emerging as an asset • Role of IT in Strategic Business Planning Business process enabler • Shared Goals, Risk, Rewards/Penalties IT takes most of the risk with little reward • IT Program Management Standards defined • Relationship/Trust Style Primarily transactional • Business Sponsor/Champion Limited at the functional organization
SCOPE & ARCHITECTURE ATTRIBUTE CHARACTERISTICS
• Traditional, Enabler/Driver, External Transaction (e.g., ESS, DSS) • Standards Articulation Standards defined • Architectural Integration:
- Functional Organization Early attempts at integration - Enterprise Early attempts at integration - Inter-enterprise Early concept testing
• Architectural Transparency, Flexibility Limited
SKILLS
ATTRIBUTE CHARACTERISTICS • Innovation, Entrepreneurship Dependent on functional organization • Locus of Power Functional organization • Management Style Consensus-based • Change Readiness Dependent on functional organization • Career crossover Minimum • Education, Cross-Training Minimum • Social, Political, Trusting Environment Primarily transactional
Communications of AIS, Volume 4, Article 14 42 Assessing Business Alignment Maturity by J. Luftman
LEVEL 3 – ESTABLISHED FOCUSED PROCESS
Organizations that meet many of the characteristics of the attributes in the
six Strategic Alignment Maturity criteria for Level 3 can be characterized as
having established a focused Strategic Alignment Maturity. This level of Strategic
Alignment Maturity concentrates governance, processes and communications
towards specific business objectives. IT is becoming embedded in the business.
Level 3 leverages IT assets on an enterprise-wide basis and applications
systems demonstrate planned, managed direction away from traditional
transaction processing to systems that use information to make business
decisions. The IT extrastructure (leveraging the inter-organizational
infrastructure) is evolving with key partners.
COMMUNICATIONS ATTRIBUTE CHARACTERISTICS • Understanding of Business by IT Senior and mid-management • Understanding of IT by Business Emerging business awareness • Inter/Intra-organizational learning Regular, clear • Protocol Rigidity Emerging relaxed • Knowledge Sharing Structured around key processes • Liaison(s) Breadth/Effectiveness Formalized, regular meetings
COMPETENCY/VALUE MEASUREMENTS
ATTRIBUTE CHARACTERISTICS • IT Metrics Traditional Financial • Business Metrics Traditional Financial • Balanced Metrics Emerging business and IT metrics linked • Service Level Agreements Emerging across the enterprise • Benchmarking Emerging • Formal Assessments/Reviews Emerging formality • Continuous Improvement Emerging
Communications of AIS, Volume 4, Article 14 43 Assessing Business Alignment Maturity by J. Luftman
GOVERNANCE ATTRIBUTE CHARACTERISTICS • Business Strategic Planning Some inter-organizational planning • IT Strategic Planning Focused planning, some inter-organizational • Reporting/Organization Central/ Decentral, some federation;
Structure CIO reports to COO • Budgetary Control Cost Center; some investments • IT Investment Management Traditional; Process enabler • Steering Committee(s) Regular clear communication • Prioritization Process Mostly responsive
PARTNERSHIP
ATTRIBUTE CHARACTERISTICS • Business Perception of IT Value IT seen as an asset • Role of IT in Strategic Business Planning Business process enabler • Shared Goals, Risk, Rewards/Penalties Risk tolerant; IT some reward • IT Program Management Standards adhered • Relationship/Trust Style Emerging valued service provider • Business Sponsor/Champion At the functional organization
SCOPE & ARCHITECTURE ATTRIBUTE CHARACTERISTICS
• Traditional, Enabler/Driver, External Expanded scope (e.g., business process enabler)
• Standards Articulation Emerging enterprise standards • Architectural Integration: Integrated across the organization
- Functional Organization Integrated for key processes - Enterprise Emerging enterprise architecture - Inter-enterprise Emerging with key partners
• Architectural Transparency, Flexibility Focused on communications
Communications of AIS, Volume 4, Article 14 44 Assessing Business Alignment Maturity by J. Luftman
LEVEL 4 – IMPROVED/MANAGED PROCESS
Organizations that meet many of the characteristics of the attributes in the
six Strategic Alignment Maturity criteria for Level 4 can be characterized as
having a managed Strategic Alignment Maturity. This level of Strategic Alignment
Maturity demonstrates effective governance and services that reinforce the
concept of IT as a value center. Organizations at Level 4 leverage IT assets on
an enterprise-wide basis and the focus of applications systems is on driving
business process enhancements to obtain sustainable competitive advantage. A
Level 4 organization views IT as an innovative and imaginative strategic
contributor to success.
SKILLS
ATTRIBUTE CHARACTERISTICS • Innovation, Entrepreneurship Risk tolerant • Locus of Power Emerging across the organization • Management Style Results based • Change Readiness Recognized need for change • Career crossover Dependent on functional organization • Education, Cross-Training Dependent on functional organization • Social, Political, Trusting Environment Emerging valued service provider
COMMUNICATIONS ATTRIBUTE CHARACTERISTICS • Understanding of Business by IT Pushed down through organization • Understanding of IT by Business Business aware of potential • Inter/Intra-organizational learning Unified, bonded • Protocol Rigidity Relaxed, informal • Knowledge Sharing Institutionalized • Liaison(s) Breadth/Effectiveness Bonded, effective at all internal levels
Communications of AIS, Volume 4, Article 14 45 Assessing Business Alignment Maturity by J. Luftman
GOVERNANCE ATTRIBUTE CHARACTERISTICS • Business Strategic Planning Managed across the enterprise • IT Strategic Planning Managed across the enterprise • Organizational Reporting Structure Federated; CIO reports to COO or CEO • Budgetary Control Investment Center • IT Investment Management Cost effectiveness; Process driver • Steering Committee(s) Formal, effective committees • Prioritization Process Value add, responsive
PARTNERSHIP
ATTRIBUTE CHARACTERISTICS • Business Perception of IT Value IT is seen as a driver/enabler • Role of IT in Strategic Business Planning Business strategy enabler/driver • Shared Goals, Risk, Rewards/Penalties Risk acceptance & rewards shared • IT Program Management Standards evolve • Relationship/Trust Style Valued service provider • Business Sponsor/Champion At the HQ level
COMPETENCY/VALUE MEASUREMENTS
ATTRIBUTE CHARACTERISTICS • IT Metrics Cost effectiveness • Business Metrics Customer based • Balanced Metrics Business and IT metrics linked • Service Level Agreements Enterprise wide • Benchmarking Routinely performed • Formal Assessments/Reviews Formally performed • Continuous Improvement Frequently
Communications of AIS, Volume 4, Article 14 46 Assessing Business Alignment Maturity by J. Luftman
LEVEL 5 – OPTIMIZED PROCESS
Organizations that meet the characteristics of the attributes in the six
Strategic Alignment Maturity criteria for Level 5 can be characterized as having
an optimally aligned Strategic Alignment Maturity. A sustained governance
processes integrates the IT strategic planning process with the strategic business
process. Organizations at Level 5 leverage IT assets on an enterprise-wide basis
SCOPE & ARCHITECURE ATTRIBUTE CHARACTERISTICS
• Traditional, Enabler/Driver, External Redefined scope (business process driver) • Standards Articulation Enterprise standards • Architectural Integration: Integrated with partners
- Functional Organization Integrated - Enterprise Standard enterprise architecture - Inter-enterprise With key partners
• Architectural Transparency, Flexibility Emerging across the organizations
SKILLS
ATTRIBUTE CHARACTERISTICS • Innovation, Entrepreneurship Enterprise, partners, and IT managers
• Locus of Power Across the organization • Management Style Profit/value based • Change Readiness High, focused • Career crossover Across the functional organization • Education, Cross-Training At the functional organization • Social, Political, Trusting Environment Valued service provider
Communications of AIS, Volume 4, Article 14 47 Assessing Business Alignment Maturity by J. Luftman
to extend the reach (the IT extrastructure) of the organization into the supply
chains of customers and suppliers.
GOVERNANCE ATTRIBUTE CHARACTERISTICS • Business Strategic Planning Integrated across & outside the enterprise • IT Strategic Planning Integrated across & outside the enterprise • Organizational Reporting Structure Federated; CIO reports to CEO • Budgetary Control Investment Center; Profit Center • IT Investment Management Business value; Extended to business partners • Steering Committee(s) Partnership • Prioritization Process Value added partner
COMMUNICATIONS ATTRIBUTE CHARACTERISTICS • Understanding of Business by IT Pervasive • Understanding of IT by Business Pervasive • Inter/Intra-organizational learning Strong and structured • Protocol Rigidity Informal • Knowledge Sharing Extra-enterprise • Liaison(s) Breadth/Effectiveness Extra-enterprise
COMPETENCY/VALUE MEASUREMENTS
ATTRIBUTE CHARACTERISTICS • IT Metrics Extended to external partners • Business Metrics Extended to external partners • Balanced Metrics Business, partner, & IT metrics • Service Level Agreements Extended to external partners • Benchmarking Routinely performed with partners • Formal Assessments/Reviews Routinely performed • Continuous Improvement Routinely performed
Communications of AIS, Volume 4, Article 14 48 Assessing Business Alignment Maturity by J. Luftman
PARTNERSHIP
ATTRIBUTE CHARACTERISTICS • Business Perception of IT Value IT co-adapts with the business • Role of IT in Strategic Business Planning Co-adaptive with the business • Shared Goals, Risk, Rewards/Penalties Risk & rewards shared • IT Program Management Continuous improvement • Relationship/Trust Style Valued Partnership • Business Sponsor/Champion At the CEO level
SCOPE & ARCHITECTURE ATTRIBUTE CHARACTERISTICS • Traditional, Enabler/Driver, External External scope; Business strategy
driver/enabler • Standards Articulation Inter-Enterprise standards • Architectural Integration: Evolve with partners
- Functional Organization Integrated - Enterprise Standard enterprise architecture
- Inter-enterprise With all partners • Architectural Transparency, Flexibility Across the infrastructure
SKILLS
ATTRIBUTE CHARACTERISTICS • Innovation, Entrepreneurship The norm • Locus of Power All executives, including CIO & partners • Management Style Relationship based • Change Readiness High, focused • Career crossover Across the enterprise • Education, Cross-Training Across the enterprise • Social, Political, Trusting Environment Valued Partnership
Communications of AIS, Volume 4, Article 14 49 Assessing Business Alignment Maturity by J. Luftman
ABOUT THE AUTHOR
Jerry Luftman is the Executive Director and Distinguished Service
Professor for the graduate information systems programs at Stevens Institute of
Technology. His twenty-two year career with IBM prior to his appointment at
Stevens included strategic positions in management (IT and consulting),
management consulting, Information Systems, marketing, and executive
education. He played a leading role in defining and introducing IBM’s Consulting
Group. As a practitioner he held several positions in IT, including a CIO.
Dr. Luftman’s research papers have appeared in leading professional journals
and he has presented at many executive and professional conferences. His
book, "Competing in the Information Age", published by Oxford University Press,
is one of the bases for the current paper. His PhD in Information Management is
from Stevens Institute of Technology.
Copyright ©2000, by the Association for Information Systems. Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and full citation on the first page. Copyright for components of this work owned by others than the Association for Information Systems must be honored. Abstracting with credit is permitted. To copy otherwise, to republish, to post on servers, or to redistribute to lists requires prior specific permission and/or fee. Request permission to publish from: AIS Administrative Office, P.O. Box 2712 Atlanta, GA, 30301-2712 Attn: Reprints or via e-mail from [email protected]
Communications of AIS, Volume 4 Article 14 50 Expanding the Findings of “Assessing Business-IT Alignment Maturity”: Letter By J. Luftman
October 2001
EXPANDING THE FINDINGS OF “ASSESSING BUSINESS-IT ALIGNMENT MATURITY”
Jerry Luftman School of Management
Stevens Institute of Technology [email protected]
Since “Assessing Business-IT Alignment Maturity” was published in
December 2000, the total number of firms that used the business-IT alignment
methodology has approached 50. The results proved useful to each of the firms
that completed the survey described in the article. The range of results is
consistent with the firms that were described in the original article. From a
research point of view, the over-all results obtained are encouraging. To obtain a
statistically significant sample to report results, we will need additional firms in
our sample. AIS members who have access to firms appropriate for
implementing this survey are encouraged to contact me at:
I urge subscribers with interest in the issue who know potential firms to
reread the article to determine whether the firms they know about are
appropriate for this study.
Copyright © 2001 by the Association for Information Systems. Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and full citation on the first page. Copyright for components of this work owned by others than the Association for Information Systems must be honored. Abstracting with credit is permitted. To copy otherwise, to republish, to post on servers, or to redistribute to lists requires prior specific permission and/or fee. Request permission to publish from: AIS Administrative Office, P.O. Box 2712 Atlanta, GA, 30301-2712 Attn: Reprints or via e-mail from [email protected] .
LETTER TO THE EDITOR
ISSN: 1529-3181
EDITOR Paul Gray
Claremont Graduate University
AIS SENIOR EDITORIAL BOARD Henry C. Lucas, Jr. Editor-in-Chief University of Maryland
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Edward A. Stohr Editor-at-Large Stevens Inst. of Technology
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Research_Papers/jit.2015.1.pdf
Research article
Aligning business and IT strategies in multi-business organizations Peter Reynolds1, Philip Yetton2
1Sloan School of Management, Massachusetts Institute of Technology, Cambridge, MA, USA; 2Australian School of Business, University of New South Wales, Sydney, NSW, Australia
Correspondence: P Reynolds Centre for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, Level 7, 5 Cambridge Centre, Cambridge, MA 02142, USA. Tel: +447944339266; E-mails: [email protected]
Abstract The alignment of business and information technology (IT) strategies is an important and enduring theoretical challenge for the information systems discipline, remaining a top issue in practice over the past 20 years. Multi-business organizations (MBOs) present a particular alignment challenge because business strategies are developed at the corporate level, within individual strategic business units and across the corporate investment cycle. In contrast, the extant literature implicitly assumes that IT strategy is aligned with a single business strategy at a single point in time. This paper draws on resource-based theory and path dependence to model functional, structural, and temporal IT strategic alignment in MBOs. Drawing on Makadok’s theory of profit, we show how each form of alignment creates value through the three strategic drivers of competence, governance, and flexibility, respectively. We illustrate the model with examples from a case study on the Common- wealth Bank of Australia. We also explore the model’s implications for existing IT alignment models, providing alternative theoretical explanations for how IT alignment creates value. Journal of Information Technology (2015) 30, 101–118. doi:10.1057/jit.2015.1; published online 24 March 2015 Keywords: IT alignment; organizational performance; capabilities; IT strategy; IT strategic planning; IT governance
Introduction
A ligning business strategy and information technology(IT) strategy is an important and enduring theoreticalchallenge for the information systems (IS) discipline and for practitioners (Luftman and Kempaiah, 2008; Luftman and Derksen, 2012). Despite both this concern in practice over many years and extensive research findings that alignment between business and IT strategy is positively correlated with organizational performance (Tallon, 2008; Preston and Karahanna, 2009; Yayla and Hu, 2012; Gerow et al., 2014), there is little agreement on the dimensions of IT alignment and the mechanisms by which they create value (Queiroz et al., 2012).
Over the same period, IT alignment has become more complex. Organizations have become more diversified, growing from single lines of business into multi-business organizations (MBOs), which is now the dominant organizational form for large organizations;1 more digitized, embedding IT deeper within their business strategies to enable new business models (El Sawy, 2003; Orlikowski, 2009); and are under pressure to
become more flexible in response to environmental turbulence and increasing industry clock speed (El Sawy and Pavlou, 2008; Tanriverdi et al., 2010; Tallon and Pinsonneault, 2011).
This increased complexity has led some researchers to question whether IT alignment can be achieved because our overly simplified models do not reflect the ‘intricacies of real business processes and behaviors, which in the meantime [in practice] have become even more complicated’ (Ciborra, 1997: 69). Other researchers question whether in fast-moving environments, where the business strategy is constantly developing, alignment may create non-competitive rigidities because of strong path dependencies (Vitale et al., 1986; Kearns and Lederer, 2000; Tallon and Kraemer, 2003). The alternative conclusion is that these findings signal the need to reframe the extant models of alignment to reflect how organizations depart from the assumptions in the extant IT alignment literature.
To do the latter, we reframe IT alignment theory in three ways. First, we relax the assumption that alignment occurs
Journal of Information Technology (2015) 30, 101–118 © 2015 JIT Palgrave Macmillan All rights reserved 0268-3962/15 palgrave-journals.com/jit/
between a single business strategy and a single IT strategy (Reich and Benbasat, 1996).2 Instead, we recognize that business and IT strategic alignment creates value in multiple locations within an MBO, including at the corporate level, within strategic business units (SBUs), and between these two levels (Grant, 2002).
Second, the extant literature typically assumes that align- ment between the corporate IT function and all SBU IT functions is the same (see, for example, Hodgkinson, 1996; Broadbent and Weill, 1997). However, this does not take into account the different needs of SBUs competing in their own markets, using their unique IT capabilities and lever- aging the corporate IT platform capabilities, as observed by Brown (1997). Instead, we model alignment between each individual SBU IT strategy and the corporate IT platform strategy.
Third, the literature implicitly, if not explicitly, assumes that strategies are defined up-front, contemporaneously, and are independent of previous strategy choices. Typically, the dynamics of IT alignment are assumed to be adaptive: An ongoing process of mutual adaption in which IT responds to changes in business strategy and business strategy responds to changes in IT strategy (see, for example, Henderson and Venkatraman, 1993). Instead, we recognize that, once strategic decisions have been taken, announced to the market and implemented, they are rarely reversed easily and quickly. Therefore, we formally include path dependencies (Ghemawat, 1991) to explain the process by which strategy persists over time.
These three assumptions frame our new model. Three propositions formally define how business and IT strategic alignment creates value within the corporate level and the SBU level, between these two levels, and over time. To do this, we draw on Makadok’s (2010, 2011) theory of profit. He shows how three profit drivers (competence, govern- ance, and flexibility) create value. We show how the three primary forms of IT alignment, functional, structural, and temporal alignment (see review by Chan and Reich, 2007), affect the three profit drivers and, therefore, create value.
The model is normative in the sense that it explains how alignment creates value. In this, it is similar in form to the classic paper by Henderson and Venkatraman (1993) on the Strategic Alignment Model (SAM). We limit our analysis to formal, top down decision making in MBOs, in which the top management team (TMT) approves the corporate business and corporate IT strategies, and the corresponding SBU business and SBU functional IT strate- gies, to develop and sustain business and IT strategic alignment.
The model excludes some important aspects of alignment examined in the extant literature, including skills, shared knowledge, communication, and processes. Instead, it is an idealized model of IT alignment in an MBO, which specifies the decisions that are taken at the corporate level and the SBU level, rather than the process of ‘how they are taken’. The model is not intended to represent all of the complex- ities of IT alignment in practice. Rather the intent is to develop a new model of IT alignment with which to re- examine and build on findings in the literature and to identify new issues for research, where examination has been limited or inhibited by the three theoretical assump- tions described above.
We illustrate how the model would work in practice with examples drawn from a case study of the Commonwealth Bank of Australia (CBA). The CBA is one of the world’s top 10 largest banks by capitalization, with a high Price to Earnings (P/E) ratio. It is also regarded as a leader in the application of IT to banking. The illustrations are not intended to be an initial test of the model developed here. Rather, they provide a concrete and accessible analysis of how the model explains the influence of IT alignment on performance.
The contributions to theory and practice of the proposed reframing take three forms. First, the model enables us to re- examine critical extant IT alignment findings through a new lens. For example, we provide new potential insights to explain the Sabherwal et al. (2001) finding, in which IT dynamic alignment is a punctuated equilibrium model.
Second, we explain how the model can be applied to platform organizations, illustrated by Apple, Google, and Amazon, in which value creation is primarily a function of corporate IT platform-based competences rather than SBU- based competences. Customers of these companies are custo- mers of Apple, Google and, Amazon, and not customers of their various business units. This analysis helps to explain how organizations are leveraging longer-term IT platform capabil- ities to create organization-wide value and achieve increased SBU flexibility.
Third, we identify and discuss other research areas where the model can inform future research. These include, for example, the effects on merger and acquisition (M&A) performance of post-acquisition IT integration. Interpreting post-acquisition IT integration as equivalent to post-acqui- sition IT alignment, the three propositions developed here have implications for M&A performance (see Yetton et al., 2013).
This paper begins by reviewing the literature on IT align- ment. Using Makadok’s (2010, 2011) theory of profit, we explain how each form of alignment creates value. Then, we combine the three forms of alignment to develop a model of business and IT alignment for MBOs. We define propositions for each form of alignment, which map directly onto the mechanisms identified by Makadok (2010, 2011) to create value. Finally, we discuss proxies for alignment that could be employed in future research to measure each of the three forms of alignment, and discuss the limitations of the model and the implications for theory.
Literature review Here, we review the literature on functional, structural, and temporal alignment, identifying three challenges to contri- bute to the theory of alignment in MBOs. Functional alignment specifies how IT capabilities leverage and sup- port business capabilities (see, for example, Oh and Pinsonneault, 2007; Tallon and Pinsonneault, 2011). Struc- tural alignment specifies how to allocate business and IT decision rights for capabilities developed at corporate and SBU levels (see, for example, Hodgkinson, 1996). Temporal alignment explains how the effects of strategic decisions on alignment at one point in time shape and constrain the range of strategic options available in the future (see, for example, Sabherwal et al., 2001).
We begin our analysis of challenges by differentiating between corporate and SBU business strategies, which is a
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 102
critical dimension of how MBOs compete. Corporate strategy specifies how to compete as an organization, including the choice of markets in which to compete, and the level and nature of the shared capabilities across the organization (Collis and Montgomery, 1995; Johnson and Scholes, 1999; Bowman and Ambrosini, 2003). SBU strategy specifies the resources and capabilities required by each SBU to compete in its own market.
Corporate and SBU business strategies are supported by functional strategies. These involve the elaboration and implementation of business strategies through various func- tions, including sales, marketing, finance, and IT (Kathuria et al., 2007). Developing functional IT capabilities to leverage and support business capabilities creates value, which is contingent on the effective utilization of these capabilities to form distinctive competences in the market- place. Competence is one of the four profit drivers identified by Makadok (2010, 2011) as mechanisms for creating value in organizations.
Therefore, the first challenge is one of IT functional alignment: How can organizations develop competencies at the corporate level and within each SBU, in which IT capabilities leverage and support business capabilities?
In MBOs, the development of competencies at the corpo- rate level and within each SBU creates coordination require- ments (Christensen, 1998). The MBO organizational form is designed to manage this complexity by operating a set of semi- autonomous SBUs coordinated by the corporate function. The critical challenge is for SBUs to combine corporate and SBU- specific capabilities to compete faster, cheaper, and with less risk than their competitors. Otherwise, they obtain no compe- titive advantage from being part of the MBO. This coordina- tion requires an effective IT governance structure to allocate IT decision rights in the MBO. Makadok (2010, 2011) identifies effective governance as a second mechanism to create value in organizations.
Therefore, the second challenge is one of IT structural alignment: How can organizations assign IT decision rights to develop complementary IT capabilities between the corporate level and the SBU level to leverage and support business capabilities?
Corporate and SBU business strategies change and, there- fore, so do the IT capabilities required to support and leverage those strategies. The time frame for a corporate strategy is frequently 3–5 years. Within that time frame, the corporation builds its IT platform, and the SBUs develop their own strategies and IT application portfolios to leverage the corpo- rate business capabilities and the corporate IT platform capabilities.
The development of IT capabilities to leverage new business strategy capabilities takes time. This is particularly the case for developing capabilities in the corporate IT platform, which embeds the corporate shared IT capabil- ities. These new IT platform capabilities create path depen- dencies (Ghemawat, 1991), which both shape and constrain the subsequent IT strategy options available to the MBO that can reduce flexibility. Makadok (2010, 2011) identifies flexibility as one of the four mechanisms for creating value in organizations.3
Therefore, the third challenge is one of temporal alignment: How can organizations maximize IT flexibility when respond- ing to changes in the organization’s competitive environment by
building IT capabilities to leverage and support new business capabilities?
IT functional alignment Functional alignment models address the relationship between business strategy and functional level IT stra- tegy. This is also referred to as horizontal alignment (Chakravarthy and Henderson, 2007; Kathuria et al., 2007). The critical research challenge is to develop IT capabilities to leverage business capabilities at the corporate level and within each SBU.
Existing alignment models cannot address this issue because they assume that there is a single business strategy and a single IT strategy. For example, the Henderson and Venkatraman (1993) SAM,4 which is the dominant model of IT and business alignment (Chan and Reich, 2007), defines strategy as two sets of choices ‘involving both formulation (decisions pertaining to external competitive, product/market choices) and implementation (choices per- taining to the internal structures and capabilities of the firm in order to execute its product/market choices)’ (472).
Henderson and Venkatraman (1993) then argue that these strategy choices are equally relevant for IT strategy. IT alignment is defined as requiring both strategic align- ment, between positioning in the external market (Porter, 1980) and its internal organization infrastructure, and functional integration, between the business and IT domains. The latter aligns strategy, organizational pro- cesses, and structures (Chandler, 1962), and is associated with various configurational approaches, including the MIT90s model (Scott Morton, 1991).
SAM’s explanation of how alignment creates value draws on the contingency theory of external and internal fit. External fit matches organizational structure with the contextual environment (Lawrence and Lorsch, 1969) and positioning in the external market (Porter, 1980). SBUs are the drivers of value and the corporate resources are treated as an overhead (Goold and Campbell, 1987).
The focus of SAM is the alignment between a single business strategy and a single IT strategy. To consider strategy across both corporate and SBU levels, SAM has been adapted by some researchers, for example, using the Miles and Snow (1978) typology, which implicitly incorporates SBU level decisions (citing Delery and Doty, 1996; Sabherwal et al., 2001).
Table 1 presents a brief overview of SAM and other models of functional alignment. The critical limitation of these models is that their analytical frameworks assume a single business strategy and a single, separate IT strategy (Reich and Benbasat, 2000). This limits their ability to address the first two alignment challenges above for MBOs.
Over the last 20 years, SAM has been extensively refer- enced for its intuitively appealing argument for the need and importance of IT alignment, and the model’s compel- ling conceptual framework. However, the model’s develop- ment (see, for example, Maes, 1999; Maes et al., 2000; Hirschheim and Sabherwal, 2001) has not addressed the conclusion by Reich and Benbasat (1996) that the degree of alignment between business and IT strategies at the corpo- rate level may be different from those within individual SBUs, and their call for researchers to address IT alignment at multiple levels.
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 103
Table 1 Review of selected strategic ITalignment models
Study (by year of publication) Dimension of alignment Underpinning theory of how value is created
Locus of alignment
Scott Morton (1991) – MIT90s Functional: Fit between technology, structure, process, individual roles and skills, and business strategy
● Contingency theory A single-level organization at a single point in time. Can be applied at different levels (although not between levels).
Itami and Numagami (1992) – path dependencies
Dynamic: Theorizes how business and IT strategies at one point in time affect subsequent strategies
Three perspectives of the interaction over time: ● Current business strategy capitalizes on
current IT strategy ● Current business strategy cultivates the
development of future IT strategy ● IT strategy drives cognition of future
business strategies
Path dependencies between business and IT strategies between one point in time and the next. Applied at different levels (although not between levels).
Henderson and Venkatraman (1993) – SAM
Functional: Fit between business strategy and structure. Integration between business and IT
● Contingency theory ● Strategy and structure (Chandler, 1962) ● Positioning (Porter, 1980)
A single-level organization. Can be applied at different points in time (comparative statics).
Burn (1993) – stages of growth Dynamic: Recognizes that organizations change IT planning styles as they progress through stages of growth in using IT. Organizations go through four phases in alignment: punctuation, change, settling-in, and stability
● The development of IT capabilities is associated with different IT alignment change patterns
● Periods of dynamic change can be predicted at certain stages of growth
The pattern of strategic alignment between organizational configuration and the stage of IT growth.
Hodgkinson (1996) – federal model Structural: Addresses level of centralization and decentralization between corporate strategy and IT structure
● Contingency theory ● Goold and Campbell’s (1987) corporate
strategy styles ● Earl’s (1996) federal IT structure
A single-level organization at a single point in time. The level of centralization and decentralization across all SBUs
Broadbent et al. (1996) – IT infrastructure
Structural: Provides a typology of firm-wide strategy and IT infrastructure choices
● Contingency theory ● Four orientations (enabling, dependent,
utility, and none)
A single-level organization at a single point in time. IT infrastructure across all SBUs
Burn (1997) – lead–lag Dynamic: Suggests that there is an internal (functional) level of alignment, whereby internal processes and strategies are aligned and an external (strategic) level of alignment, in which industry, technology, and organizational strategies are aligned
● Organizations will alternate between IT leading change and IT catching up on change
● Cycles tend to be specific to particular organizational types and particular industries
Cycles of change and the organizational position in relation to them.
Sabherwal et al. (2001) – punctuated equilibrium
Dynamic: Applies a comparative statics framework of SAM at multiple points in time
● Fit and integration (draws on Henderson and Venkatraman, 1993)
● Punctuated equilibrium
Applied at different points in time (comparative statics).
Wagner (2007) Functional: Linkage between business and IT and the transmission process from IT resource to the economic impact of IT
● RBT (Rumelt, 1991) A single-level organization at a single point in time. Applied at strategic and operational levels.
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Here, we partition IT functional alignment between corpo- rate IT functional alignment and SBU IT functional align- ment. Therefore, IT functional alignment includes n+1 business and IT strategy dyads, where n is the number of SBUs, and the corporate business and corporate IT platform is the n+1th dyad.
To explain how functional alignment within each business and IT strategy dyad creates value, we adopt a Resource-based Theory (RBT) view (Wernerfelt, 1984; Barney, 1991; Mahoney and Pandian, 1992; Peteraf, 1993), in which organizational performance is a function of competitively distinct organiza- tional resources and capabilities. Capabilities refer to an organization’s ability to assemble, integrate, and deploy resources to create and capture value (Amit and Schoemaker, 1993; Schendel, 1994; Russo and Fouts, 1997). Capabilities are deemed to be potentially valuable if they are organization- specific, rare, and difficult to imitate or substitute (Barney, 1991; Peteraf, 1993).
The argument is that IT resources and capabilities create value in combination with complementary business resources and capabilities. Managers have a critical role to effectively structure, bundle, and leverage these resources and capabilities (Sirmon et al., 2011). Adopting this view, IT strategy defines the capabilities required to support and enable business strategies.
This creation of value, where one capability leverages another, is explained in Makadok’s (2010, 2011) theory of profit: Capabilities create organizational competencies through their interactions, which create value. Essentially, this is modeling a joint production function for two sets of capabilities, business capabilities and, IT functional capabil- ities. The critical assumption is that capabilities influence each other through complementary relationships, where the value of one capability is enhanced by the presence of the other (Teece, 1986; Powell and Dent-Micallef, 1997). Together, business and complementary IT capabilities can create unique organizational competencies (Barua et al., 1996; Barua and Whinston, 1998).
Effectively, IT is a magnifying glass. It acts as a capability multiplier, an enhancer of existing capabilities, and an enabler of new capabilities in combination with the existing resource portfolio, rather than as a stand-alone resource. It is generally accepted that competitive advantage cannot be realized by simply investing in the latest technology (Carr, 2003). Most IT, while valuable, is neither inimitable nor rare. In this way, IT functional alignment, by combining complementary IT and business capabilities, develops unique IT-based competences that create value.
Structural alignment Models of structural alignment explain the relationship between corporate and SBU level strategies and how they interact to create value. This is also referred to as vertical alignment (Chakravarthy and Henderson, 2007; Kathuria et al., 2007). Successful MBOs generate and capture synergies across their SBUs. Therefore, managing a successful MBO requires coordination between the corporate level and the SBU level5 (Teece et al., 1994; Foss and Christensen, 1996). The critical IT structural alignment challenge is to assign decision rights to coordinate the IT platform capabilities and SBU-specific IT capabilities.
In the IT structural alignment literature, alignment is restricted to an analysis of the level of centralization and decentralization between corporate and SBU levels (Brown and Magill, 1994). For example, Hodgkinson (1996) examines structural alignment between business strategy at the cor- porate level and IT structure at the SBU level. Alignment involves a trade-off between centralization, which reduces IT costs through standardization, and decentralization, which increases business value by increasing SBU IT flexibility to respond to market demands. Contingent on their relative emphasis on cost-based or growth-based strategies, SBUs typically disagree about the appropriate trade-off between standardization and flexibility. In that case, SBUs prioritize their unique needs over corporate needs, or seek to transfer IT costs to the corporate level (Hamel and Prahalad, 1989).
Broadbent et al. (1996) make the same assumption as Hodgkinson (1996) when examining alignment between orga- nization-wide strategy and IT infrastructure in MBOs. They define four types of IT infrastructure, enabling, utility, depen- dent, and none. Superior performance is contingent on align- ment between the IT infrastructure and the organizational strategy.
Implicitly, but not explicitly, both Hodgkinson (1996) and Broadbent et al. (1996) assume that the relationships between the corporate level and each SBU are similar: That is that each SBU adopts the same tradeoffs between cost and growth strategies. Essentially, these studies assume that a single IT strategy can meet the needs of the various corporate and SBU business strategies. This limits the analysis of alignment to that between the corporate and the average SBU, reducing the complexity of structural align- ment by treating the differences among SBUs in their relationships with the corporate centre as unimportant, with trivial implications for SBU performance. This is in direct conflict with the basic logic for adopting the MBO form, which is to allow each SBU to compete independently and uniquely in its own market.
Ravishankar et al. (2011) and Brown (1997) are two exceptions to the implicit assumption of alignment between a single strategy and a single level of centralization. The former show how a particular IT strategy can be aligned with some SBUs and misaligned with others. The latter describes the emergence of different hybrid IT structures across SBUs in an MBO. Here, we recognize that IT structural alignment between the corporate level and the SBU level varies across SBUs.
To examine how structural alignment between the corpo- rate level and the SBU level creates value, we draw on another of Makadok’s (2010, 2011) four profit mechanisms: The effect of governance on organizational performance. Makadok explains how improved governance creates value in two fundamental ways. One is that governance allocates resources to improve the efficiency with which an outcome is produced, by reducing transaction costs (Williamson, 1975, 1996). The other is that governance reduces agency coordination costs (Eisenhardt and Bourgeois, 1988).
In IT research, these two mechanisms have typically been explored as analytical frameworks in the research on out- sourcing. In that research, the analyses of transaction and agency costs are in terms of the location of IT activity inside vs outside the organization. The choice is between
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 105
price-mediated transactions vs authority-based hierarchy structures for coordinating organizational activities (Drnevich and Croson, 2013).
Instead, here, the analysis addresses hierarchical control: allocating the strategic IT decisions between the corporate level, specifically the development of the corporate IT plat- form, vs allocating them to a specific SBU and the develop- ment of its IT capabilities to compete in its market. An optimal IT governance structure would appropriately parti- tion IT-based strategic decisions between the corporate level and the SBU level consistent with the dominant logic of the MBO.
Temporal alignment Galliers (2004) highlights that IT alignment has both a cross- sectional and a temporal dimension, with the latter being under-researched. While models of strategic IT alignment may have descriptive power at a single point in time, few have normative or descriptive power over time. What is required is a deeper understanding of dynamics that integrates cross- sectional linkages within an organization and the temporal nature of strategic decision making (Labovitz and Rosansky, 1997; Venkatraman, 2000).
While SAM provides a cross-sectional view of alignment, its authors recognize that alignment is inherently dynamic. Changes in strategy are required to respond to opportunities or challenges created by competitor actions and changes in the external environment: ‘Choices made by one firm (if fundamentally strategic) will over time evoke competitor actions, which necessitate subsequent responses. Thus, stra- tegic alignment is not an event but a process of continuous adaptation and change’ (Henderson and Venkatraman, 1993: 473). They conclude that ‘the real business challenge is not static alignment among the four domains at any one point in time (when the strategic planning exercise is carried out), but ensuring continual assessment of the trends across these four domains to allow them to reposition the firm in the external environment and re-arrange their internal infrastructure’ (Henderson and Venkatraman, 1993: 482).
To examine the dynamics of business and IT alignment, researchers have applied SAM at multiple points in time within a comparative statics framework.6 Several analytical models have been proposed using this approach, including stages of growth (Burn, 1993; Street, 2006), lead–lag (Burn, 1996, 1997), and punctuated equilibrium (Sabherwal et al., 2001). For example, Sabherwal et al. observe long periods of relative stability, or weak evolutionary change, interrupted by short periods of quick and extensive or revolutionary change.
While comparative statics models of dynamic alignment provide a descriptive account of changes in alignment over time, they do not explain how strategy at one point in time is affected by previous strategy choices or how those choices affect subsequent strategy choices. Path dependence explains why strategy persists over time (Ghemawat, 1991). As Dosi et al. (2000: 346) state, ‘Path dependency recognizes that “history matters”. Bygones are rarely bygones. Thus, a firm’s previous investments and its repertoire of routines (its history) constrain its future behavior’. Each capability expands or constrains the future strategic options available to the organization.
Path dependence in the IT alignment literature is explored by Itami and Numagami (1992), who address how business and IT strategies at one point in time affect subsequent strategies. They present three perspectives on the interaction over time. The first is between current business and current IT strategy, where current business strategy capitalizes on the current IT strategy. The second is between current business strategy and future IT strategy, where business strategy cultivates the development of future IT strategy. The third perspective is between current IT strategy and future business strategies, where IT strategy shapes the future business strategies.
Itami and Numagami (1992) address path dependencies between individual business and IT strategies. However, more theorizing is required to understand how cor- porate business strategy and corporate IT strategy jointly affect SBU level strategy choices. For example, corporate choices with respect to IT infrastructure and shared IT applications frequently shape and constrain available SBU IT strategic choices. In turn, these choices shape and constrain an SBU’s ability to compete within its own market. Effectively, the fewer path dependencies, the greater the organizational IT flexibility is to establish and sustain IT alignment.
Increasing flexibility, which is another of Makadok’s (2010, 2011) four profit mechanisms, creates value. IT flexibility is required to enable an organization to respond to change and to capture new market opportunities. Consistent with this, Boyer et al. (2003) describe strategic planning as ‘an exercise in managing flexibility’.
Temporal alignment describes how the sequence of decision making across strategies affects IT flexibility. Rather than assuming decisions are made up-front and contempora- neously, sustaining high temporal alignment requires that capabilities are built sequentially, coordinated with market developments. This process reduces the degree by which developing IT capabilities constrain the future IT-based options available to the organization.
Flexibility can be achieved by sequencing strategic deci- sions (Cohen and March, 1974; March and Olsen, 1976), and maximizing discretion over their timing (Cyert and March, 1963). As markets evolve, this allows targeted capabilities to be developed to address specific market opportunities as they arise.
In addition, the ability to disaggregate and re-aggregate aspects of organizational capabilities and processes in modular ways is an important enabler by which components can be more easily added, replaced, or invoked in novel ways without needing to be rebuilt (Prahalad and Krishnan, 1999). This facilitates the creation of new business opportunities (Sanchez and Mahoney, 1996; Schilling and Steensma, 2001; Ethiraj and Levinthal, 2004).
The benefit of developing modular platforms is highly relevant in MBOs, where corporate IT platforms are seen as organizational infrastructure investments, which require SBUs to leverage them into markets to realize benefits. Temporal alignment involves managers sche- duling strategic IT decisions across corporate and SBU levels as part of the overall corporate planning cycle. These decisions include, but are not limited to, the choice of the corporate IT platform and individual SBU IT application portfolios.7
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 106
However, a particular challenge is that MBO corporate investment models are typically based on Net Present Value (NPV). This requires commitment by each SBU up-front to avoid ‘build-it-and-they-will come’ scenarios. If platforms are not built up-front, SBUs will build their own systems to respond to market challenges, without waiting for the corporate-based shared service to be developed.
One solution to this sequencing problem is to adopt real option pricing models for strategic IT investment decisions. This investment model allows the IT platform to be justified and developed up-front, with SBU capabilities to be developed if and when required by the market. This reduces risk, uncertainty, and complexity (Dixit and Pindyck, 1994; McGrath, 1997; Reynolds et al., 2010). Therefore, to sustain high temporal alignment requires sequencing decision making to maintain IT flexibility, which enables the organization to integrate, build, and reconfigure internal and external IT-based competencies to address rapidly changing market environments (Teece et al., 1997).
A model of alignment for MBOs We address the three challenges identified above to develop a model of business and IT strategic alignment for MBOs. We begin by defining business and IT strategy at the corporate and SBU levels, and develop a model of functional and structural alignment. Then, we extend that model to include temporal IT alignment.
We examine how the three forms of IT alignment create value and illustrate the arguments with highlights from the CBA’s implementation of a major IT platform investment that supports the new corporate strategy to improve customer service. The methodology employed to research this case is briefly described in the Appendix.
Drawing on the arguments for how the three forms of alignment create value, we present three propositions that specify a model of alignment in MBOs. We describe three proxies, Shortfall, Underutilization, and Subsidies, to measure functional, structural, and temporal alignment.
Functional and structural alignment in MBOs In MBOs, the rights over IT strategy decisions can be allocated to two different levels in the organization, with decisions over the organization’s IT platform strategy made at the corporate level and decisions over an SBU’s IT application portfolio strategy made within each SBU. This partitions IT strategies between those providing organization-wide shared IT services based on the corporate IT platform, and those shaping an individual SBU IT application portfolio to compete in its own specific market.
Here, the IT corporate platform strategy is defined as the set of choices that specifies an organization’s shared digi- tized processes and data, and the applications that support these business processes and data repositories. The SBU IT application portfolio strategy is defined as the set of choices specifying the unique IT capabilities required to compete within each individual SBU market and to leverage the shared corporate IT platform capabilities.
The IT platform literature has emerged from the devel- opment of organization-wide IT infrastructure (Broadbent
and Weill, 1997), which is the enabling base of the shared IT capabilities that provide the foundation for other business systems (citing McKay and Brockway, 1989; Broadbent and Weill, 1993). As organizations have developed more sophis- ticated IT capabilities, the literature has begun to explore the concept of digitized process platforms. These are defined as a coherent set of standardized IT-supported business processes and data, and the applications that support these business processes and data repositories that support the organization’s core business transactions (Ross et al., 2006).
Recently, the concept of platform-centric organizations has been explored in which platforms are defined as ‘the extensible codebase of software-based systems that provide core functionality shared by the modules8 that they operate with it and the interfaces with which they operate’ (Tiwana et al., 2010).
Apple, Google, and Amazon are examples of platform- centric organizations. The success of these organizations is partially explained by the effective deployment of their corporate IT platform to leverage their business strategies. Importantly, digital businesses, which leverage IT to create competitive advantage, are not restricted to online businesses. Traditional organizations, including, for example, CBA, Proc- tor & Gamble, and 7-Eleven Japan, are digitizing their business processes to compete on the basis of IT-based corporate capabilities.
The deployment of their IT platform by platform-centric organizations is one example of how IT can create value at the corporate level. The above review of the alignment literature explains that IT functional alignment creates value when the IT capabilities complement the business capabilities to create unique competencies within the cor- porate level and/or the SBU level. To do this, each IT capability must support or leverage the delivery of one or more business capabilities.
Structural alignment creates value between these two levels by optimally allocating decision rights to develop and deploy IT capabilities. This requires strong and effective IT govern- ance for MBOs, in which the corporate function oversees the development of the shared IT platform capabilities that are leveraged by individual SBUs to compete in their own markets.
Figure 1 identifies six alignment relationships (R1–R6). Three are IT alignment relationships, of which one is specific to MBOs. The two functional alignment relation- ships at the corporate and SBU levels (R1 and R2) are variations on the traditional challenge of aligning business and IT functional strategies. The IT alignment relationship between the corporate IT platform strategy and the indivi- dual SBU IT application portfolio strategies (R3) is unique to MBOs. The fourth alignment relationship (R4) is the relationship in the strategy literature between corporate strategy and SBU strategies. Typically, it is assumed that SBU strategy is defined within the constraints set by the corporate strategy.
For completeness, we also note the diagonal relationships between SBU business strategies and the corporate IT plat- form (R5), and corporate strategy and SBU IT application portfolio strategies (R6). Typically, the corporate strategy does not specify IT capabilities for SBUs, and the SBU strategies do not define the corporate IT platform. Instead, both relation- ships are evidence of misalignment and are discussed later in
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 107
this section as subsidies between the corporate level and the SBU level.
Illustration 1a: CBA Functional Alignment
To support CBA’s corporate strategy and deliver a single view of client, the capabilities required to deliver a single view of client were partitioned into those that would be shared across SBUs and those required in individual SBUs.
The IT platform specified the capabilities to achieve the desired level of sharing across SBUs as specified by the Corporate strategy. The IT platform enabled a single customer identifier, tracking of customers across channels, multi-channel access, and electronic customer records.
SBU IT applications portfolio strategies specified the capabilities to support each SBU strategy. The Retail Bank focused on its end-to- end home loan process, leveraging the customer service information in the IT platform. The Insurance SBU focused on bundling and cross-selling home insurance with retail home loans. The Corporate bank focused on selling complex structured lending instruments, recognizing that its customers were frequently also individual retail and wealth management customers.
Value was created by the IT strategies specifying complementary business and IT capabilities at the corporate level as well as within each SBU.
SBU IT Portfolios
IT Platform Comm See platform: Customer and Account Service Functions
Investment and
Investment Products
Retail. Lending Product
Origination
Corporate Complex Lending,
Other
Before that, we illustrate how the framework in Figure 1 can be applied in an MBO. Consider the CBA, which is organized into individual customer-facing SBUs, including Investment and Insurance, Retail Banking, and Corporate Banking, and its corporate support and services functions. CBA’s corporate strategy has focused on customer service relative to its peers (externally measured). The Board regularly reviews perfor- mance against this goal.
As part of its strategies, over the past decade, CBA has developed a number of IT platforms that have significantly improved customer service. The focus of our study here is a
single corporate strategy cycle that focused on developing a single view of all customer information (see Thorogood et al., 2011).
As with most financial services organizations, CBA’s sys- tems had evolved separately for different products, channels, and business units. Depending on the product or channel, staff needed to use multiple systems to check customers’ informa- tion and were frequently unaware of products and services customers had with other parts of the Bank.
Illustration 1b: CBA Structural Alignment
CBA’s strategies were formally allocated to their natural owner at corporate and SBU levels and overseen by the executive committee (EXCO), which included the CEO, SBU Heads and CIO.
EXCO approved the corporate strategy and the IT platform strategy, ensuring that it would support the future SBU IT strategies. Later, the team endorsed each of the SBU strategies (and their associated IT portfolios), ensuring they would leverage the IT platform strategy.
Where SBU applications were proposed that did not leverage the platform, these were scrutinized by EXCO to determine if it was because the IT platform was unable to support the application or if it was a duplication of capabilities.
Value was created by ensuring stronger and more effective and efficient governance of capability development between corporate and SBU levels.
The CBA sought to meet customers’ expectations to ‘know me’, ‘give me what I want’, and ‘do it reliably’. The single view of client (SVC), delivered by CommSee (see Appendix), provided the capability for accessing each customer’s complete set of products and services to deliver a consistent customer experience across all business units and channels.
First, to deliver CBA’s corporate strategy required comple- mentary IT capabilities including a single customer ID, tracking of customers, multi-channel access, and so on, delivered as part of the IT platform strategy (see Illustration 1a).
The platform then enabled the SBUs to use this customer information to provide improved services and for cross-selling products, for example, selling home insurance when a custo- mer takes out a home mortgage, without having to ask if the customer already has CBA home insurance. By knowing a customer’s assets in other parts of the Bank, potential
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 108
customer needs can be targeted, including the need for more complex banking and other products (see Illustration 1b).
Temporal alignment in MBOs Recall that the extant IT alignment literature implicitly assumes that IT misalignment can always be corrected by adjusting the business strategy, the IT strategy, or both. Instead, we assume that temporal alignment is path depen- dent. Path dependencies (Ghemawat, 1991) are few at the beginning of the corporate business strategy investment cycle and increase over the duration of that cycle as strategic decisions create additional path dependencies that cumula- tively constrain future IT options by reducing IT flexibility.
This pattern of path dependencies may help to explain why business and IT alignment has remained a critical challenge for CIOs (Luftman and Kempaiah, 2008; Luftman and Derksen, 2012). The IT strategies implemented to leverage past business strategies create technical path dependencies. These reduce IT flexibility, limiting the IT strategic options to leverage proposed new business strategies. This is because IT corporate strategies are implemented as technical decisions about combinations of software and hardware, which are expensive to undo to implement a new IT strategy.
To examine this issue further, we partition path dependen- cies into two components. One set of path dependencies is set in place when the organization commits to its initial IT platform choices at the beginning of the corporate investment cycle. This allows SBUs to plan on the corporate IT capabil- ities being built. The other set of path dependencies grows over the duration of the cycle as the corporate level and the SBUs implement their IT strategies, and as they propose and develop new IT capabilities to exploit market changes that were not foreseen at the beginning of the cycle.
Figure 2 shows how these choices are made. Two paths map the dependencies across the four strategy domains. One path (P1) identifies the sequence of strategic choices to develop the shared IT platform capabilities. The other path (P2) identifies the sequence of strategic choices to develop SBU IT applica- tion capabilities. When SBU IT capabilities leverage IT plat- form capabilities, the SBU IT capabilities are dependent on both paths.
Together, the two paths correspond to the typical top-down, business-led approach with the corporate strategy defined first, followed by the SBU strategies, and in which business strategies are defined before determining the associated functional IT strategies. This is typical of formal decision-making and invest- ment processes in MBOs (Grant, 2002). Once the corporate and SBU strategy decisions have beenmade, the IT platform and SBU IT strategies are developed within the frameworks set by those strategic business decisions, respectively.
In developing this idealized model, we recognize that it is possible to have emergent corporate strategies and emergent IT platform strategies. However, emergent strategies at the corporate level are rare and much less frequent than formal strategies because the scale of corporate-level strategies typi- cally involves multi-million dollar investments requiring Board approval. Emergent strategies at the SBU level are accommodated in the model. If emergent strategies within an SBU are adopted and implemented at the corporate level, we assume that they would be subject to a formal review and decision process across SBUs.
Once the IT platform strategy has been specified, alignment between the corporate IT platform and SBU IT strategies evolves as each SBU strategy is specified. Note: This is the ‘intended strategy’ (see Mintzberg and Waters, 1985),9 which is then refined as strategic decisions are made and embedded. Thus, the realized strategy emerges over time as capabilities are developed.
Recall from the development of Figure 1 that structural alignment between the corporate IT platform strategy and the SBU IT portfolio strategies is the relationship that is unique to MBOs. It is the outcome of IT strategic decisions at the corporate and SBU levels to support the corporate business strategy and the SBU business strategies, respectively.
Typically, the CIO proposes the design for the IT corporate platform based on the corporate strategic intent to be approved by the TMT, of which the SBU CEOs are members. Except by incompetence, the SBU CEOs would not, and certainly should not, approve a corporate IT platform strategy that would not support their intended, but not yet approved, SBU business strategies. In this way, the initial structural alignment between the IT platform strategies and the SBU IT applications portfolios is the outcome of decisions strongly influenced by SBU CEOs wearing their two hats as both members of the
Figure 1 Functional and structural alignment in MBOs.
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 109
TMT, at the corporate level, and CEOs of the various SBUs, at the SBU level.
Not all capabilities must be defined up-front. Instead, managers make decisions over time and establish multiple workstreams to define and develop specific IT capabilities. In doing so, the capabilities are developed in parallel. This is especially important for the corporate IT platform, which typically includes developing extensive IT infrastructure and shared applications. Where possible, IT capabilities required early by SBUs are defined up-front and independently of other platform capabilities to allow them to be developed early in the cycle. These capabilities are integrated with other IT platform capabilities as they are developed.
Illustration 1c: CBA Temporal Alignment
CBA sequenced its strategy development across corporate and SBU levels to allow decisions to be made in response to SBU market needs, and to minimize path dependencies
CBA framed the IT platform as an infrastructure investment that would enable the corporate strategy and would generate returns through future SBU IT applications that would be required over time, but were not yet known in detail and could be subject to change.
Adopting a real-options investment framework, the IT platform was approved prior to individual SBU strategies being proposed. This framework provides a two-stage decision process to reframe IT investment decisions. In the first stage, IT infrastructure investment is seen as the premium paid to acquire execution rights over the development of business projects. In the second stage, the organization decides which of the portfolio of business projects to execute, delay or discard.
Each SBU business case was developed and implemented independently of other SBU cases, thereby avoiding building in path dependencies for one SBU contingent on developments for another SBU. Dependencies frequently arise when an IT investment is treated as an integrated project within a NPV framework.
Value was created through the flexibility for SBUs to specify and develop IT capabilities in time with their market needs.
In CBA, the SBUs defined their strategies over time as part of their planning processes and in response to their market environment. The IT platform was defined first, and was treated as an infrastructure investment that would enable subsequent investments within each SBU to be made over time (see Illustration 1c).
Defining the IT platform and committing the investment up-front created flexibility for SBUs to develop their business
strategies without creating complex path dependencies across SBUs.
The value of alignment in MBOs Drawing on the above arguments, we present three proposi- tions for how IT alignment creates value. First, functional alignment at corporate and SBU levels creates value by specifying and building IT capabilities that are complementary with their respective business capabilities. Consistent with Makadok’s (2010, 2011) theory of profit, these form compe- tencies that are rare, valuable, and hard to copy, and for which there are no substitutes. Thus, they act as a key driver of profit:
Proposition 1: IT functional alignment has a positive effect on organizational performance: The profit driver for this effect is the development of IT-based competencies con- tingent on complementary business and IT capabilities.
Second, structural alignment depends on the relationship between the corporate IT platform and each SBU IT applica- tion portfolio. This relationship is contingent on the quality of IT governance (see Illustration 1b). Improving IT governance improves the allocation and coordination of IT resources between the corporate level and the SBU level. In MBOs, this typically involves allocating decision rights over shared IT capabilities to the corporate level, including the CIO and the corporate IT function, and decision rights for individual SBU IT capabilities to that SBU. Consistent with the M-Form organization, each SBU is quasi-independent, with the corpo- rate level coordinating the shared IT services across SBUs.
Proposition 2: IT structural alignment has a positive effect on organizational performance: The profit driver for this effect is the quality of the IT governance.
Third, temporal misalignment is a function of path depen- dencies that reduce future IT options. With options having value, a reduction in options reduces organizational value. In particular, the number of path dependencies should be mini- mized when designing the corporate IT platform, and, con- sistent with the MBO organizational design, SBU IT applications portfolios should be designed to be independent. In that case, path dependencies in one SBU IT application portfolio do not create path dependencies for another SBU, and so do not decrease IT flexibility.
Proposition 3: IT temporal alignment has a positive effect on organizational performance: The profit driver for this effect is IT flexibility, which is contingent on reducing the cumulative IT-based path dependencies embedded among the corporate IT platform and individual SBU IT portfolios.
Proxies for functional, structural, and temporal alignment Effectively, functional IT alignment requires that IT capabil- ities support and enable the business capabilities. This requires that the IT strategy specifies all the IT capabilities required by the business strategy, and does not specify IT capabilities that are not required. These are discussed below in terms of shortfalls and underutilization between business strategies and IT strategies within the corporate and SBU levels.
Structural alignment assigns ownership and accountability (KPIs) to the relevant decision makers. Without strong own- ership and accountability, the corporate function may not
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 110
build the IT platform capabilities that are required by SBUs, and SBUs may develop their own capabilities, duplicating what already is being, or is planned to be, delivered at the corporate level. Structural IT alignment requires that shortfall and underutilization between corporate and SBU IT strategies are minimized.
Finally, to maximize their IT flexibility to respond to unfore- seen threats and opportunities, organizations must minimize the path dependencies embedded in the strategic IT platform, which, otherwise, would significantly restrict future IT options. This requires unbundling of corporate and SBU IT capabilities and the development of IT modular capabilities over time.
Shortfall, underutilization, and subsidies For an MBO to be in high IT alignment as specified by Propositions 1, 2, and 3 above, there would be no shortfall or underutilization among business and IT strategies. Within corporate and SBU levels, IT shortfall occurs where IT cannot fully support the business strategy. A lack of IT support could be because of inadequate levels of IT spending or misalloca- tion of IT resources to areas that are more peripheral to the business strategy (Tallon and Kraemer, 2003).
In contrast, IT underutilization recognizes that IT spending may be more than adequate considering the current needs of the business. IT support may be abundant but whether because of a lack of business opportunities or managerial oversight, the business strategy has not yet evolved to take full advantage of the IT capabilities that already exist within the organization (Tallon and Kraemer, 2003).
Therefore, functional-based IT shortfall and IT underutili- zation within the corporate and SBU levels are proxies for how well IT is functionally aligned with the business, and how the business should or could be better aligned with IT. Hence, these two dimensions reflect the relationship between business strategy and IT use (Itami and Numagami, 1992; Chen et al., 2010), and are consistent with other theoretically based approaches to alignment (Kearns and Lederer, 2003).
Similarly, to be in high structural IT alignment, the IT platform strategy would include the IT capabilities that are to be shared across SBUs. Shortfalls occur when the IT platform strategy does not include capabilities that are necessary to support the SBU IT portfolios. Underutilization occurs when the IT platform strategy includes capabilities that are not leveraged by any SBU IT portfolios. Whenever possible, the SBU strategies should define capabilities that leverage the shared IT capabilities to compete within their own markets, rather than build their own version of those capabilities. Similarly, the corporate IT function should avoid building capabilities that introduce more sharing than specified by the corporate strategy and required by the SBUs.
Finally, in high IT structural alignment, there would be no subsidies between the IT platform and individual SBU cap- abilities, or among SBU IT portfolios capabilities. These influences are shown as R5 and R6 in Figure 1. The IT platform capabilities should not include IT capabilities to meet an individual SBU strategy requirement. These should be defined and developed within the particular SBU IT applications portfolio. Similarly, SBU IT portfolios should not include IT capabilities to be shared across SBUs. These capabilities should be defined and developed within the IT platform strategy, based on the level of sharing approved by
the TMT. Therefore, structural-based shortfalls, underutiliza- tion, and subsidies are proxies for structural misalignment.
These proxies cannot be used to measure temporal IT alignment, which determines the cumulative IT flexibility at a point in time in the investment cycle. When there is high temporal alignment, SBUs are able to define their SBU business strategies and IT applications portfolio strategies at a time of their own choosing, leveraging the corporate capabilities, but maintaining independence from other SBUs. The outcome would be a highly modular IT platform and portfolios of SBU IT applications.
This is consistent with the literature on modular systems, which comprise units that are designed independently but function as an integrated whole (Baldwin and Clark, 1997). The power of modularity is its capacity to partition designs into logical modules for parallel development and later integration into a seamless continuous design (Baldwin and Clark, 1997, 2000, 2006), providing a measure of IT architectural flexibility.
Boundary conditions Weber (2003) stresses the importance of establishing the boundaries of a new theory. Here, we examine three potential boundary conditions for the new model of IT alignment. First, consider different levels of diversification. Under conditions of low diversification, collapsing Figure 2 across SBUs creates a functionally structured organization with related lines of business. This is similar to the model assumed in the extant IT alignment literature. Researchers have extended the find- ings for this type of organization to a single ‘representative’ SBU (line of business) in an MBO (see, for example, Tallon and Pinsonneault, 2011).
This ignores the value created at the corporate level by the IT platform in an MBO. Traditionally, business strategy has viewed SBUs as the primary source of value creation within MBOs (Goold and Campbell, 1987; Grant, 2002). As organi- zations become more diversified, the model developed here would predict that the IT platform would become a more important source of competitive advantage (Martin and Eisenhardt, 2010).
Under conditions of high diversification, collapsing verti- cally across the corporate and SBU levels in Figure 1, would create a platform-centric organization with multiple lines of business, selling suites of products or services, rather than independent SBUs. In these organizations, the IT platform becomes the major source of IT-based competitive advantage (see, for example, Google and Amazon). For example, IT platforms are recognized mechanisms for realizing competi- tive advantage by enabling greater use of data, processes, and knowledge sharing with the potential to reshape traditional business models and create new ones (Straub and Watson, 2001; Wheeler, 2002; El Sawy, 2003; Ross et al., 2006). The development and ownership of the corporate IT platform is a new and critical role for the corporate function.
The CBA case above illustrates how the corporate function is more than an overhead or control function. Similarly, Proctor and Gamble (P&G) coordinates across its 300+ brands to provide shared IT and business services (Chui and Fleming, 2011). P&G (corporate) wants to own the customer, providing digital business intelligence, digital business capabilities, and digital experiences, to transform consumer relationships and the customer experience. In the new model, this represents a shift in
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 111
value creation from the SBU level to the corporate level and, specifically, to the relationship between the corporate business strategy and the corporate IT platform strategy.
Therefore, for the second boundary condition, consider increased levels of digitization, where many strategic IT decisions are made as a part of the corporate business strategy rather than as part of the functional IT strategy. This raises the question of how to develop senior line managers who can contribute to IT-based corporate business strategizing.
This issue has been managed elsewhere, for example, with respect to the marketing function. No one would propose that the marketing strategy should be aligned with the business strategy. The marketing strategy is part of the business strategy. At the same time, there is a critical need in many organizations for a strong marketing function that imple- ments the functional marketing strategy, building marketing- based competencies. Even in highly digitalized MBOs, it would be unusual for there not to be a strong IT function to implement the corporate level IT platform strategy.
The third boundary condition relates to the emerging dynamic and turbulent market conditions: How do organiza- tions become more flexible? Initially, it may appear logical that the investment cycle should simply speed up, with shorter cycles of capability development. However, in practice, we are seeing the development and implementation of IT platforms taking 3–7 years.
The new model provides some insights into this apparent paradox. The explanation is that organizations are developing long-term capabilities giving more flexibility to respond to market changes. Long-term IT platform capabilities are being developed that are then leveraged by flexible business unit IT application portfolios. The result is a ‘two-speed’ IT strategy. The corporate IT capabilities are becoming a source of long- term, sustainable competitive advantage. The business units are highly dynamic, able to leverage the massive IT platform capabilities to compete in the marketplace.
Discussion This paper extends the extant literature on business and IT strategic alignment to explain how IT alignment creates value in MBOs. Drawing on Makadok’s (2010, 2011) theory of profit, we show how alignment creates value in three ways.
First, functional alignment creates value at the corporate level and within each SBU by developing IT-based competencies: The corporate IT platform capabilities leverage and support corporate business capabilities, and SBU IT portfolio capabil- ities leverage and support SBU business capabilities.
Second, structural IT alignment creates value through effective governance controlling the allocation of decision rights over IT strategies: IT governance specifies what is shared, the IT corporate platform, and what is unique to each individual SBU, the SBU IT applications portfolio. Third, temporal alignment creates value by maximizing IT flexibility over the investment cycle: IT flexibility increases the IT options available to respond to market changes.
Within this reframing of IT alignment theory, the model provides new potential insights into and develops alternative potential explanations for the influence of IT alignment on performance reported in the extant IT alignment literature. An example of the new insights is that traditional IT alignment models do not distinguish between how functional alignment creates IT-based value at the corporate level and within individual SBUs. Other insights and examples of different explanations are discussed below. Before discussing them, we review the limitations of the new model of alignment and make suggestions for future research.
Limitations and suggestions for future research Here, we review five limitations of, or validity threats to, the model presented in Figure 2. First, while the new model addresses some issues that cannot be addressed by the existing literature, further questions remain to be explored about the nature of alignment in MBOs. For example, in developing the model in Figures 1 and 2, we do not theorize about the interactions among the three forms of alignment and their influence on performance.
Second, there are other organizational forms in addition to the MBO form. In MBOs, value is driven by scale and scope at the SBU level, and by integration across a set of quasi- independent SBUs at the corporate level. However, there are also new organizational forms emerging based on networks and ecosystems (see, for example, Iansiti and Levien, 2004). One of these is the specific case of platform-centric organiza- tions, such as Google and Cisco. Research is needed on
Figure 2 Paths to temporal alignment in MBOs.
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 112
whether the model presented in Figure 2 could be extended to explain value creation in this and other organizational forms.
Third, the review of the alignment literature, on which the model developed here is based, is limited to an analysis of a top-down, business-led strategy cycle in MBOs. It does not include emergent strategies or IT-led business strategies. It also does not include the influence of social and political processes that affect IT alignment. Instead, it is limited to understanding how formal strategic decision making affects IT alignment and the implications of that alignment for creating value in MBOs.
Fourth, in our analysis of the model, we make the simplify- ing assumption that the business strategy cycle and the IT investment cycle are contemporaneous. Whatever has been the case in the past, as IT strategy becomes an integral component of business strategy, the two cycles are likely to become increasingly in phase with each other. This should be the subject of future research.
Fifth, empirical analysis is required to validate the new theory. The absence of substantive empirical testing in this paper, while being a limitation, reflects our focus on theory building, which, in itself, is a contribution to IS research (Zmud, 1998; Weber, 2003). Critically, the new framework is empirically testable. Proxies for the three forms of alignment are proposed above that measure alignment in terms of the levels of shortfall, underutilization, subsidies, and IT platform modularity.
Implications for theory By simultaneously relaxing key constraints in alignment models – typically framed around a single business and IT strategy at a single point in time – we develop a new model that allows us to examine how alignment creates value at multiple levels over time. In particular, we examine how the model creates value contingent on IT functional and structural alignment and limits value creation as temporal IT misalign- ment accumulates across the strategy cycle until a new strategic agenda is adopted. In the latter case, the challenge is not to correct misalignment but to avoid creating misalign- ment in the first place by minimizing path dependencies and, hence, maximizing IT strategic flexibility.
To illustrate the potential power of the new model, we discuss the contribution of the model under two headings. First, we revisit the extant literature and give six examples of where the model could generate new insights to be researched. Second, examining the role of IT alignment in M&As, we illustrate how the model could contribute to our understand- ing of behavior in domains that draw upon theories of business and IT alignment.
Reinterpreting the extant alignment literature Weber (2003) stresses the importance of a new theory to be powerful: reinterpreting existing findings and motivating new questions for research. Here, we review five research findings and ask how our interpretation of those findings would change if viewed through the lens of the new model.
First, Hodgkinson’s (1996) solution to the conflict among SBUs for differential trade-offs between centralization and decentralization is ‘balance and compromise’ between SBUs and the corporate function. Agreeing a single IT strategy that fulfills the needs of both the corporate strategy and various
SBU strategies is challenging. More importantly, the result could be suboptimal for every SBU IT portfolio strategy.
In the model developed here, the level of centralization varies across SBUs, controlled by the IT governance structure. The goal is to optimize the trade-off between creating IT- based competencies at the corporate level or the SBU level. This decision is made for each SBU rather than averaged across SBUs, and is overseen by the TMT.
Second, Broadbent et al. (1996) assume that more IT infrastructure creates greater strategic flexibility for SBUs. This was consistent with earlier research, including, for example, Duncan (1995). Therefore, Broadbent et al. predict that, in high (low) uncertainty environments, firms would invest in more (less) IT infrastructure. Instead, they find the opposite to be true.
The model developed here provides a simple explanation for their unexpected finding. In environments of high uncer- tainty, where the corporate strategy would mandate high autonomy for SBUs, there would be limited shared corporate IT capabilities specified and, therefore, limited investment in the corporate IT platform. The converse holds for low uncertainty environments, which are associated with tighter margins, where the corporate strategy is likely to specify greater sharing across SBUs, and, therefore, higher investment in the corporate IT platform.
Third, the new model allows us to re-examine the limited research on the dynamics of IT alignment. Critically, in addition to the path dependencies between business and IT strategies described in Itami and Numagami (1992), the new model also considers the path dependencies between the corporate level and the SBU level. This forms a key contribu- tion of the model, relaxing one of the critical assumptions of extant models that choices at one point in time are implicitly independent of prior strategic decisions.
Fourth, Sabherwal et al. (2001) note that periods of revolu- tionary change were preceded by new corporate strategies being announced (often coinciding with a new CEO). In that case, the new strategy and associated investment opens up the opportunity for a new IT platform that resets the temporal IT misalignment to low. Unconstrained by previous IT strategic decisions, organizations make revolutionary changes.
Sabherwal et al. (2001) conclude that this pattern is a general property of IT alignment. However, could this simply be an artifact of adopting an NPV investment model to justify the next generation IT platform investment? NPV investment models require forward commitments of up to 5 years from all SBUs for their expected IT project costs and associated revenue flows. This locks in the SBU strategies and change is then evolutionary.
However, if a different investment model was used, for example, a Real Options Pricing model (Dixit and Pindyck, 1994), this would generate a different pattern of alignment evolution. Real Options Pricing would treat the corporate IT platform as the price for SBUs to be able to generate options over potential business projects (see, for example, Ross and Beath, 2002; Thorogood and Yetton, 2005). Initially, the TMT and the Board would approve the IT platform on the basis of the potential SBU applications it enables. Within this frame- work, the IT platform investment is the premium paid by the corporate level for SBUs to acquire the rights, but not the obligation, to develop future IT-based business strategies at a time of their own choosing. The result would be a multi-stage
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 113
process, with corporate accountability for building the IT platform, and SBU accountability for their subsequent invest- ments in business initiatives and IT application portfolios to leverage the corporate IT platform.
Fifth, at the beginning of this paper, we noted the finding by Luftman and his colleagues (Luftman and Kempaiah, 2008; Luftman and Derksen, 2012) that business and IT strategic alignment has remained a critical challenge for CIOs over the last 20 years and more, and that there has been limited research on how to sustain IT alignment.
The model developed above offers a potential explanation for why alignment has remained a challenge. The extant literature assumes misalignment can be corrected by adjusting either the strategic IT decisions or the strategic business decisions (see, for example, Henderson and Venkatraman, 1993). Here, we argue that strategic business decisions are not easily or frequently revisited except at the beginning of a new strategy cycle, or on the appointment of a new CEO.
Therefore, the challenge is not to sustain alignment by correcting misalignment but to avoid creating misalignment in the first place. To do this, an MBO must minimize path dependencies and, hence, maximize IT flexibility. This is particularly true with respect to maximizing IT platform flexibility, which enables SBUs to respond to threats and opportunities in the market place.
Post-acquisition alignment in M&As The other set of potential contributions concerns domains outside the immediate IT alignment literature to which the model could be applied. Here, we examine the role of IT in M&As to illustrate the potential power of the model to contribute to our understanding of other domains in which IT alignment affects organizational performance.
The lack of post-acquisition IT integration is a major threat to M&A performance. For example, Sarrazin and West (2011) report that 45–60% of the expected business benefits from acquisitions are directly contingent on IT integration, and an Accenture survey of 151 serial acquirers ranked IT integration as the second most important reason for acquisition failures (Curtis and Chanmugam, 2005).
In general, organizational performance and alignment are positively correlated. So any acquisition that reduces the acquirer’s post-acquisition alignment would reduce the expected acquisition benefits. Applying the model developed here to the behavior of serial acquirers, post-acquisition IT integration would be treated as a special case of temporal alignment or misalignment. Cumulative temporal misalign- ment would be a critical threat to M&A performance as serial acquirers make 60% of all acquisitions (Kengelbach et al., 2011).
Unless a serial acquirer is both ‘ready to acquire’, with high temporal alignment and high IT flexibility, and sustains that IT alignment across multiple acquisitions, cumulative tem- poral misalignment would reduce IT flexibility, reduce the value of subsequent acquisitions, and put at risk the growth- by-acquisition strategy (Henningsson and Yetton, 2013; Yetton et al., 2013).
For the case of an MBO acquiring an SBU from another MBO, the model developed above provides a framework for integrating an acquisition either as part of an existing SBU, to capture economies of scale, or as a new SBU, to realize the benefits of a growth option. In the former case, the existing IT
platform and SBU applications portfolio provide the necessary IT support. In the latter case, a coexistence IT integration process replaces some of the acquisition’s IT support with capabilities from the acquirer’s IT platform, and retains the rest of the acquisition’s IT support as the basis for the new SBU’s IT applications portfolio (see Henningsson and Yetton, 2013).
Conclusion This research draws on the extant strategy literature and IS theory to propose a new model of business and IT alignment in MBOs. This has been a problematic issue for both academics and IT executives for the past two decades. The new model reframes the theory of business and IT alignment to provide explanations of how IT creates value both within and between the corporate level and the SBU level over the investment cycle. Drawing on developments in the recent strategy literature, the model offers a new potential research agenda on how capabilities are created, reconfigured, and retired. The model opens up new opportunities to research the dynamics of how business and IT strategic alignment can be established and sustained over time.
Notes 1 Multi-business organizations involve the management of multiple business units, or divisions, each of which competes in its own market. They are also referred to as multi-divisional or M-Form organizations. In the 1990s, 60% of assets in the United States were controlled by multi-business organizations. On average, these firms engaged in more than 10 lines of business. In Europe, the percentage similar (Collis and Montgomery, 1995; Pedersen and Thomsen, 1997).
2 In their words: ‘keep linkage measures centered on a single dyad’ (Reich and Benbasat, 1996: 74).
3 The fourth mechanism, collusion, is specific to certain market structures and can be reconciled within the capabilities literature (Hooley et al., 1998). It is not relevant to how functional, structural, and temporal alignment create value and is not discussed here.
4 SAM builds on and extends the work developed as part of the MIT90s project (Scott Morton, 1991).
5 Establishing alignment between corporate and SBU strategies has been extensively explored within the strategic management literature. For example, Bowman and Ambrosini (1997) and Foss and Christensen (1996, 2001) point out that the notion is not new and is integral to ideas, including related diversification and core competencies, dating back to the work of Penrose (1959), Chandler (1962), and Ansoff (1965). It remains an important stream of strategy research. For a summary of this research, see Management Decision, Special Issue: Hierarchy of Strategy – the State of Play, Volume 45, Issue 3, 2007.
6 The comparative statics framework assesses cross-sectional IT alignment at one point in time and compares it with cross- sectional alignment at another point in time.
7 The reconfiguration of capabilities across SBUs is typically undertaken as part of the corporate strategy planning cycle.
8 Tiwana et al. (2010) define a module as an add-on application subsystem connecting to the platform and adding functionality to it (e.g., an iPhone application or a business unit application). The platform ecosystem is defined as the platform and the modules
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 114
specific to that platform. Tiwana et al. argue that the combination of the platform and modules idiosyncratic to that platform can create formidable competitive barriers for rival platforms.
9 This is also sometimes referred to as ‘espoused strategy’. Intended strategy refers to plans, ‘missions’, strategic intent, or vision concerning the desired future of the organization. In contrast, realized strategy refers to the strategic decisions of and actions by the organization (Bowman and Ambrosini, 1997).
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About the Author
Peter Reynolds is Research Affiliate at the Center for Infor- mation Systems Research (CISR) Sloan School of Manage- ment, MIT and Executive Director at one of the United Kingdom’s new elite technology centres, the Future Cities Catapult. Before his current appointments, he spent 4 years as a full-time research scientist with MIT, focused on digital strategy and innovation, customer-centric design, and IT-
based transformation. He holds a Ph.D. in Strategy and Entrepreneurship and an honorary professorship at the Uni- versity of Wollongong. From 1998 to 2006, he was a senior executive at the Commonwealth Bank of Australia (CBA), the first 5 years as the head technology strategy and Chief Technology Officer.
Philip W. Yetton is the Commonwealth Bank Professor of Management at the AGSM. He is a graduate of Cambridge, Liverpool, and Carnegie-Mellon Universities. His major research interests are in IT strategic alignment, ISD project management, SMEs, strategic leadership, and IT-based strate- gic change. He has extensive consulting experience in both public and private sectors and is co-author of ‘Steps to the Future’ and has written more than 50 articles published in international journals.
Appendix
CBA case context The CBA CommSee case analysis details the development of business and IT capabilities to deliver a SVC across the organization. The case study follows corporate and SBU strategy development across the strategy cycle between 2003 and 2006. Separate IT platform and SBU IT portfolio strate- gies are developed and approved. The IT platform strategy delivers the shared IT capabilities across the Bank, including IT infrastructure and CRM capabilities. The individual SBU portfolio strategies deliver the SBU IT capabilities, while leveraging the IT platform capabilities, to support their competitively distinct product and credit decision processes.
Five business capabilities and 11 IT-based capabilities are defined. The IT platform capabilities are justified by business cases supporting the corporate strategy. Each SBU IT cap- ability is justified by a business case supporting its relevant SBU strategy and leverages corporate capabilities where avail- able. The IT platform strategy defines five IT-based capabil- ities, which included, for example, a single customer ID, the ability to track interactions across all channels, and the imaging of signatures. The SBU IT portfolio strategies define another six IT-based capabilities. These capabilities included, for example, the ability to leverage the customer information in the platform to streamline the sales of home loans, commercial loans, and cross-sell home insurance. The total IT capital investment is between A$200 million and A$250 million.
The strategic path maps the sequence and path dependen- cies among capabilities over time, showing how corporate strategy decisions shape and constrain SBU strategy decisions and how strategy independence is maintained among SBUs. The empirical pattern matches the expected pattern for the dynamics of alignment. The number of strategic decisions declines over time, with strategic decisions being shaped and constrained by previous decisions. There is no evidence that any of the 55 strategic IT decisions were reversed, and those decisions persist over the strategy cycle.
Data collection Data collection involved semi-structured interviews, and the collection of public and internal documents (see Table A1).
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 117
This process was augmented by direct and participant obser- vation. Together, the multiple data sources enabled triangula- tion of evidence, facilitating construct validity and reliability (Yin, 1994). These are indexed (and in some cases contained) within a case database within NVivo™.
Six rounds of interviews were conducted involving 78 semi- structured interviews of corporate and SBU managers. The interview rounds were conducted at approximately 6-month intervals across the strategy cycle. Informants included senior business and IT executives, project managers, branch staff, and technicians. The first cycle of respondents included group executives (direct reports to the CEO) and their immediate reports. These respondents seeded the data capture and suggested subjects for further interviews. The full list of interviews is included in Table A2.
The interview design and execution was based on Yin (1994). Interviews were semi-structured, open-ended conver- sations, with the objective of encouraging informants to describe CommSee developments from their own perspective. This involved open-probe questions around the MIT90s and SAM constructs and focused-probing questions to explore topics relevant to the specific roles and interests of the informants. Follow-up interviews were more structured, with a focus on reflecting on changes and specific issues raised during earlier interviews, or clarifying and/or verifying data collected from other sources.
All interviews were with a single interviewee. The duration of interviews was from 1–1.5 h. The interviews were recorded, transcribed, and made available to the informants. Between
interviews, the interviewers reviewed their approach and refined the protocols. Workbook and journal entries summar- ized daily activities, and included reflections on the interview content.
The case included the collection of extensive public and internal documents and materials. The public documents included public announcements, analyst briefings, and press clippings. Private information included Board papers, strategic plans, steering committee papers and minutes, business cases, project plans, audiovisual materials, and software demonstrations.
The case database contains a complete set of CommSee- related Board, Executive Committee, and steering committee papers, business cases and financial reports, and other project- related materials. This material provided formal and detailed information on data gathered from interviews, and corrobo- rated and verified data obtained from other sources. Docu- ment storage procedures were followed to comply with confidentiality requirements, with a view to maintaining the records for 5 years.
Formal interviews and document collection were aug- mented by participant and direct observation (McCall and Simons, 1969; Jorgenson, 1989). Participant observation involved the researcher assuming a variety of roles, actively including social interactions with the case study situation and, occasionally, participating in the events being studied. Direct observation involved making field visits to the case study site to observe relevant behavior and environmental conditions (Yin, 1994).
Table A1 Data collection
Type Approach Content
Interviews Face-to-face Project managers Individual interviewees Executive steering group
Purposeful sampling at multiple organizational levels Documents Public documents Analyst briefings
Private documents Business cases, project plans, executive committee, and board papers Audiovisual materials Videotapes
Software demonstrations Observations Post-event description Attendance at steering committees/project meetings/executive briefings
Direct observation Business case planning and presentation Participant observer Branch and call centre operations
Source: Adapted from Creswell (2004).
Table A2 Research interviews
Role Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Total
Corporate — 1 1 1 — — 3 Corporate IT 7 12 10 8 4 2 43 SBU business 2 3 5 2 13 1 26 SBU IT 2 1 2 1 — — 6 Total 11 17 18 12 17 3 78
Aligning business and IT strategies in MBOs P Reynolds and P Yetton 118
- Aligning business and IT strategies in multi-business organizations
- Introduction
- Literature review
- IT functional alignment
- Structural alignment
- Temporal alignment
- A model of alignment for MBOs
- Functional and structural alignment in MBOs
- Temporal alignment in MBOs
- The value of alignment in MBOs
- Proxies for functional, structural, and temporal alignment
- Shortfall, underutilization, and subsidies
- Boundary conditions
- Discussion
- Limitations and suggestions for future research
- Implications for theory
- Reinterpreting the extant alignment literature
- Post-acquisition alignment in M&As
- Conclusion
- Notes
- References
- Appendix
- CBA case context
Research_Papers/kanungorel2001.pdf
Research_Papers/Matt2015_Article_DigitalTransformationStrategie.pdf
CATCHWORD
Digital Transformation Strategies
Christian Matt • Thomas Hess • Alexander Benlian
Received: 14 May 2015 / Accepted: 1 July 2015 / Published online: 4 August 2015
� Springer Fachmedien Wiesbaden 2015
Keywords Digital transformation framework � Cross- functional strategy � Digital technologies
1 Background and Basic Understanding
In recent years, firms in almost all industries have con-
ducted a number of initiatives to explore new digital
technologies and to exploit their benefits. This frequently
involves transformations of key business operations and
affects products and processes, as well as organizational
structures and management concepts. Companies need to
establish management practices to govern these complex
transformations. An important approach is to formulate a
digital transformation strategy that serves as a central
concept to integrate the entire coordination, prioritization,
and implementation of digital transformations within a
firm.
The exploitation and integration of digital technologies
often affect large parts of companies and even go beyond
their borders, by impacting products, business processes,
sales channels, and supply chains. Potential benefits of
digitization are manifold and include increases in sales or
productivity, innovations in value creation, as well as novel
forms of interaction with customers, among others. As a
result, entire business models can be reshaped or replaced
(Downes and Nunes 2013). Owing to this wide scope and
the far-reaching consequences, digital transformation
strategies seek to coordinate and prioritize the many
independent threads of digital transformation. To account
for their company-spanning characteristics, digital trans-
formation strategies cut across other business strategies and
should be aligned with them (Fig. 1).
While there are various concepts of IT strategies
(Teubner 2013), these mostly define the current and the
future operational activities, the necessary application
systems and infrastructures, and the adequate organiza-
tional and financial framework for providing IT to carry out
business operations within a company. Hence, IT strategies
usually focus on the management of the IT infrastructure
within a firm, with rather limited impact on driving inno-
vations in business development. To some degree, this
restricts the product-centric and customer-centric opportu-
nities that arise from new digital technologies, which often
cross firms’ borders. Further, IT strategies present system-
centric road maps to the future uses of technologies in a
firm, but they do not necessarily account for the transfor-
mation of products, processes, and structural aspects that
go along with the integration of technologies.
Digital transformation strategies take on a different per-
spective and pursue different goals. Coming from a busi-
ness-centric perspective, these strategies focus on the
transformation of products, processes, and organizational
aspects owing to new technologies. Their scope is more
broadly designed and explicitly includes digital activities at
the interface with or fully on the side of customers, such as
Accepted after one revision by Prof. Dr. Sinz.
Dr. C. Matt (&) � Prof. Dr. T. Hess Institute for Information Systems and New Media,
Ludwig-Maximilians-Universität München, Ludwigstr. 28,
80539 Munich, Germany
e-mail: [email protected]
Prof. Dr. T. Hess
e-mail: [email protected]
Prof. Dr. A. Benlian
Chair of Information Systems and E-Services, Technische
Universität Darmstadt, Hochschulstraße 1, 64289 Darmstadt,
Germany
e-mail: [email protected]
123
Bus Inf Syst Eng 57(5):339–343 (2015)
DOI 10.1007/s12599-015-0401-5
digital technologies as part of end-user products. This con-
stitutes a clear difference to process automation and opti-
mization, since digital transformation strategies go beyond
the process paradigm, and include changes to and implica-
tions for products, services, and business models as a whole.
Similar to the previous discussion on the alignment
between business strategies and IT strategies (Henderson
and Venkatraman 1993), it is critical to obtain a close fit
between digital transformation strategies, IT strategies, and
all other organizational and functional strategies. Research
has addressed this issue and has sought to consolidate IT
strategies and business strategies into a comprehensive
‘‘digital business strategy’’ (Bharadwaj et al. 2013). Digital
business strategies often discuss the possibilities and the
effects of digital technologies for firms. For instance,
Oestreicher-Singer and Zalmanson (2013) shed light on the
connection of content and community, and prove that com-
munity-based digital business models can create profitable
revenue streams in times of ‘freemium’ business models.
Drnevich and Croson (2013) show how IT can impact on a
firm’s business-level strategies and its capabilities. There-
fore, while digital business strategies often describe desired
future business opportunities and strategies for firms that are
partly or fully based on digital technologies, they do typi-
cally not include transformational insights on how to reach
these future states. In contrast, a digital transformation
strategy is a blueprint that supports companies in governing
the transformations that arise owing to the integration of
digital technologies, as well as in their operations after a
transformation. Despite first research efforts and the fre-
quent challenges encountered in practice, academia still
lacks specific guidelines for firms on how to formulate,
implement, and evaluate digital transformation strategies.
2 Two Perspectives on Digital Transformation
Strategies
Strategic planning refers to the process of defining a
strategy as well as deciding on the resources that are
allocated to pursue a strategy in order to achieve firms’
goals. While procedural aspects govern the development,
implementation, and evaluation of digital transformation
strategies, owing to their novel character one first needs to
define which content aspects digital transformation strate-
gies should consist of. The following four key dimensions
and the resulting overarching framework are the result of
preliminary works, including literature analysis and mul-
tiple case studies and interviews.
2.1 The Four Dimensions of Digital Transformation
Strategies
Independent of the industry or firm, digital transformation
strategies have certain elements in common. These ele-
ments can be ascribed to four essential dimensions: use of
technologies, changes in value creation, structural chan-
ges, and financial aspects. The use of technologies
addresses a company’s attitude towards new technologies
as well as its ability to exploit these technologies. It
therefore contains the strategic role of IT for a company
and its future technological ambition. A firm needs to
decide whether it wants to become a market leader in terms
of technology usage with the ability to create own tech-
nological standards, or whether it prefers to resort to
already established standards and sees technologies as
means to fulfill business operations. While being a tech-
nological market leader can lead to competitive advantages
and can create the opportunity of other firms becoming
dependent on one’s technological standards, it might be
more risky and requires certain technological competences.
From a business perspective, the use of new technologies
often implies changes in value creation. These concern the
impact of digital transformation strategies on firms’ value
chains, i.e. how far the new digital activities deviate from
the classical – often still analog – core business. Further
deviations offer opportunities to expand and enrich the
current products and services portfolio, but they are often
accompanied by a stronger need for different technological
and product-related competences and higher risks owing to
Corporate strategy
Operational strategy (Products, markets,
processes)
Functional strategy (Finance, human resources,
IT, …)
Digital transformation strategy
Fig. 1 Relation between digital transformation strategy and
other corporate strategies
123
340 C. Matt et al.: Digital Transformation Strategies, Bus Inf Syst Eng 57(5):339–343 (2015)
less experience in the new field. The digitization of prod-
ucts or services can enable or require different forms of
monetization, or even adjustments to firms’ business scope,
if other markets or new customer segments are addressed.
With different technologies in use and different forms of
value creation, structural changes are often needed to
provide an adequate basis for the new operations. Struc-
tural changes refer to variations in a firm’s organizational
setup, especially concerning the placement of the new
digital activities within the corporate structures. For this
assessment it is further important, whether it is mainly
products, processes, or skills that are affected most by these
changes. If the extent of the changes is fairly limited, it
might be more reasonable to integrate the new operations
into existing corporate structures, while for more substan-
tial changes it might be better to create a separate sub-
sidiary within the firm. However, the former three
dimensions can only be transformed after considering fi-
nancial aspects. These include a firm’s urgency to act
owing to a diminishing core business and its ability to
finance a digital transformation endeavor; financial aspects
are both a driver and a bounding force for the transfor-
mation. While lower financial pressure on the core business
may reduce the perceived urgency to act, companies
already under financial pressure might lack external ways
to finance a transformation. Therefore, firms should con-
front the need to conduct digital transformations and
explore their options openly and in good time.
To ensure the successful rollout of a digital transfor-
mation strategy and fully exploit its intended effects, it is
essential to closely align the four different dimensions: use
of technologies, changes in value creation, structural
changes, and financial aspects. The four transformational
dimensions and their dependencies can be integrated into
one joint Digital Transformation Framework (DTF)
(Fig. 2). If all of these four dimensions are taken into
account as part of the framework, this will support firms in
the assessment of their current abilities and the formulation
of a digital transformation strategy.
2.2 Procedural Aspects of Digital Transformation
Strategies
Digital transformation is a continuous complex undertaking
that can substantially shape a company and its operations. It
is therefore important to assign adequate and clear respon-
sibilities for the definition and implementation of a digital
transformation strategy. If a digital transformation strategy
is approached half-heartedly, firms may lose their scope and
may encounter operational difficulties. Companies should
ensure that the person who is operationally responsible for
the digital transformation strategy has sufficient experience
in transformational projects and directly align his or her
incentives with the strategy’s targets and progress. To date,
there is no clear answer to which senior manager should be
in charge of a digital transformation strategy. In addition to
CIOs or even CEOs, potential candidates include dedicated
business transformation managers or the fairly new role of
the Chief Digital Officer (CDO). In any case, given the long
duration of many transformational processes, this should
preferably continue to be one and the same person. Further,
beginning with the initial planning phase, top management
support is essential along the whole transformation process,
since digital transformation strategies affect the entire
company, and their execution may therefore result in
resistance from different areas of the company. To deal with
such resistance, transformation leadership skills are essen-
tial and require the active involvement of the different
stakeholders affected by the transformation.
Besides adequate staffing for both the initial phase and
further implementation, firms need to find procedures for
formulating, implementing, evaluating, and – if necessary –
adapting digital transformation strategies. This can be a
complex endeavor, and experts from inside and outside the
company might be needed as additional support. Further,
since diffusion of digital technologies can change swiftly,
there typically is high uncertainty concerning the digital
transformation strategies’ underlying assumptions. Hence,
digital transformation strategies should be subject to con-
tinuous reassessment, in which both the underlying
assumptions as well as the transformational progress to
date are evaluated. To ensure that early actions can be
taken if expectations are not met, clear procedures on the
reassessment of digital transformation strategies are nee-
ded. This not only concerns the intervals between
reassessments, but also the definition of procedures and
measures to evaluate intermediate progress and thresholds
upon which corrective actions can be taken. Such methods
are important to ensure management credibility and to
avoid decision-making bias, for instance if high sunk costs
impede the willingness to counter steer.
Use of technologies
Changes in value
creation
Financial aspects
Structural changes
Fig. 2 Digital transformation framework: balancing four transfor- mational dimensions
123
C. Matt et al.: Digital Transformation Strategies, Bus Inf Syst Eng 57(5):339–343 (2015) 341
3 Further Research Opportunities
While the basic foundations on digital transformation
strategies have been laid, there are various opportunities for
further research, which can be divided into at least three
different topics.
3.1 Elements and Success Patterns of Digital
Transformation Strategies
The digital transformation framework describes the
cornerstones of the transformation along four dimensions.
Future research should seek to further identify and con-
cretize common elements that can be attributed to these
four dimensions. This pertains in particular to the different
attributes companies could adopt for each of these ele-
ments. Empirical insights could help comparing digital
transformation strategies across different industries to
assess commonalities as well as differences, in order to
increase success rates. One key question relates to the
optimal extent of digitization that a firm should achieve,
since greater use of digital technologies may not always be
desirable (Grover and Kohli 2013). Future research should
analyze whether a firm’s size or the extent to which its core
products can be digitized have different influences in this
respect. Likewise, it is of great interest whether successful
patterns for B2C companies differ from those of B2B
companies.
Further, digital transformations are often accompanied
by changing skill sets that are not only necessary for the
transformation itself, but also for regular operations
thereafter. While current staff members may have a dif-
ferent, less tech-savvy mindset and may lack the required
technological capabilities to cope with the upcoming
changes, new highly skilled and focused staff members
might be difficult to find, given the particular location of a
firm. Research could support firms by providing guidance
on the assessment of their existing technological capabili-
ties and on procedures to weigh up their current options, as
well as guidance on the design of training procedures for
current employees and new hires.
3.2 Procedural Aspects and Responsibilities
Owing to limited empirical evidence, ambiguity about
conventions on how to formulate and reassess digital
transformation strategies remains. This is reinforced by the
considerable uncertainty that results from swift techno-
logical changes and makes necessary adjustments to digital
transformation strategies at a later stage more likely. This
calls for concrete recommendations for procedures for the
continuous refinement of digital transformation strategies,
such as how to observe and evaluate technological
developments and how to test their impacts in controlled
environments within the company. Other key questions
include the desired extent of digital transformations and the
granularity as well as the temporal extent of digital trans-
formation strategies, which could vary from swift, one-
time actions to multiple successive projects.
In addition to the definition of procedural aspects, fur-
ther insights are required to solve questions of responsi-
bilities, particularly related to the new CDO role, in the
planning and deployment of digital transformation strate-
gies (Horlacher and Hess 2014). Owing to the cross-func-
tional characteristics and the far-reaching scope of digital
transformation strategies, it might be useful that a dedi-
cated CDO takes on the responsibility (CIO 2013).
Research should analyze the necessity for a dedicated CDO
position in greater detail and should formulate guidelines
for the definition of this new role. For companies
employing both a CIO and a CDO, research should provide
recommendations for the concrete alignment between the
two; such research can build upon prior research on CIO-
CEO alignment (Johnson and Lederer 2010).
3.3 Integrating Digital Transformation Strategies
into Firms
As noted, digital transformation strategies have a cross-
functional character and need to be aligned with other
functional and operational strategies. However, the align-
ment of IT strategies with other strategies has remained a
difficult and controversial endeavor. Given the rather
recent appearance of digital transformation strategies, fur-
ther evidence is needed as to how this alignment can be
conducted in practice – not only related to IT strategies, but
also from an organizational perspective. In this respect, the
interaction of digital transformation strategies with busi-
ness development and business models also needs to be
assessed from a management perspective. Since digital
transformation strategies cut across various other strategies
at the same time, complex coordination efforts might be
needed. Research should provide guidelines for firms to
help structure these processes in order to achieve shared
goal-setting, the alignment of different strategies, and
cooperation between various people and entities through-
out a firm.
References
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Digital business strategy: toward a next generation of insights.
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business-level strategy: toward an integrated theoretical per-
spective. MIS Q 37(2):483–509
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implementing digital business strategy. MIS Q 37(2):655–662
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ing information technology for transforming organizations. IBM
Syst J 32(1):4–16
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nikationsökonomie 11(3):32–35
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strategic alignment, and the contribution of IS to the organiza-
tion. Inf Manag 47(3):138–149
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- Digital Transformation Strategies
- Background and Basic Understanding
- Two Perspectives on Digital Transformation Strategies
- The Four Dimensions of Digital Transformation Strategies
- Procedural Aspects of Digital Transformation Strategies
- Further Research Opportunities
- Elements and Success Patterns of Digital Transformation Strategies
- Procedural Aspects and Responsibilities
- Integrating Digital Transformation Strategies into Firms
- References
Research_Papers/paper0587.pdf
Beyond Business-IT Alignment - Digital Business Strategies as a Paradigmatic Shift: A Review and Research Agenda
Cathrin Kahre University of Duisburg-Essen
David Hoffmann University of Duisburg-Essen [email protected]
Frederik Ahlemann University of Duisburg-Essen
Abstract
Since the 1990s, business-IT alignment has been considered the appropriate organizational frame for business and IT strategies. Thereafter, with the rising importance of innovative digital technologies for performance and competitiveness, the concept of digital business strategies (DBS) emerged. The fusion of business and IT strategies is presumed to account for the inevitable transformations that digital technologies triggered. This paradigmatic shift poses new challenges to practitioners and researchers, as current assumptions regarding strategizing processes need to be questioned. This study sets out to provide a structured clarification of the current digital business strategies knowledge base. It provides a threefold contribution by: 1) structuring the research efforts on digital business strategies, 2) uncovering knowledge gaps and 3) developing an agenda for future research.
1. Introduction
Digital technologies increasingly determine our everyday life, especially the business world [12]. In this regard, researchers agree that IT can provide sustainable competitive advantages that significantly influence corporate success [58].
While the importance of innovative technologies steadily increased, IT/IS strategies were mostly treated as subordinate to business strategies: Practitioners as well as researchers called for business-IT alignment, which emphasizes the business value of IT but also its role of supporting business strategy [11,13]. While 78% of US CEOs are concerned about the rapid pace of technological change [61], 48% of CIOs still spend most of their time aligning IT operations with overall corporate objectives [32]. More recently, the concept of digital business strategies (DBS) came to the fore, postulating a merger of business and IT strategies as a prerequisite for driving innovations and remaining
competitive [8,50]. This phenomenon constitutes a global paradigmatic shift in understanding strategic management in the age of digital economics [70], accounting for the transformation of products, services, processes, organizational structures as well as business models through innovative technologies [52,65,75]. Since business and IT strategies should no longer solely “complement” [11:300] each other, it is imperative to assess how the fusion of business and IT affects organizations and their strategizing processes.
While literature on business-IT alignment is extensive and mature, the discussion on DBS is rather disconnected, with a lack of transparency and focus. The unique notion of DBS differs fundamentally from the traditional understanding of business and IT strategies or the concept of business-IT alignment, so that current assumptions regarding the strategizing process must be questioned. Although scholars constantly add remarkable insights to the body of knowledge on constituents of DBS, neither the effects of firm and environmental factors on DBS nor the relation and causal effect between the factors preceding and influencing the strategizing process have been assessed holistically.
To fertilize future research endeavors, a comprehensive overview integrating prior research on dominant themes of DBS and their relationships is in demand. To reach this aim, we compiled the following questions to guide our research: “Which environmental and organizational conditions and changes influence the content of digital business strategies, and what are the associated outcomes?” and “Which issues and phenomena at the intersection of strategy, technology, and organization have to be revisited in the light of digital business strategies?” We assess the existing body of knowledge to identify gaps in the understanding of DBS, and propose paths for future research. The contribution of this study is threefold: It provides a s of contributions in the area of DBS, identifies gaps in research, and shows avenues for addressing these gaps by providing a research agenda.
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Proceedings of the 50th Hawaii International Conference on System Sciences | 2017
URI: http://hdl.handle.net/10125/41736 ISBN: 978-0-9981331-0-2 CC-BY-NC-ND
The remainder of this paper is structured as follows: The subsequent section explains the necessary foundations and derives a research framework for our analysis. Next, the employed research method is described. Chapter 4 presents a synthesis of the current knowledge base. This is followed by the outline of identified research gaps and an agenda for future research on DBS. The conclusion provides a summary, including contributions and limitations. 2. Background and research framework
The primary goal of IT investments is traditionally
seen as supporting organizations to achieve business objectives. Consequently, firms strive for consensus among business and IT functions [11]; an idea that is further established in the beginning of the 1990s through the concept of business-IT alignment [28]. Research has shown that the successful alignment of business and IT/IS strategy leads to better firm performance [11]. As a prominent example, the Strategic Alignment Model (SAM) by Henderson and Venkatraman [28] was widely recognized as the base for business-IT alignment research, with several extensions and modifications over the past two decades (e.g. [4,41]). However, in most of the research on business-IT alignment, authors emphasized the subordinate role of IT strategies in supporting, not mutually shaping, business strategy [11,13].
The recent trend of digitalization leads to changes in this understanding of IT: An increasing digitalization of products and services significantly transforms existing business models, corporate structures, and whole industries [8,12]. The realization of new opportunities is enabled, dramatically reshaping the whole business [22]. This development calls for the active transformation of processes and systems through redefinition of the organization’s mission, structure and strategy in order to stay competitive [53]. As technologies are integrated into business services and products, they exceed the usual function of supportively complementing the business [50,55].
These aspects significantly influence the formulation of business strategies, leading to more recent research on the topic of digital business strategies [8]. DBS is a rather new concept, introduced by Mithas and Lucas in 2010 [50] and elaborated by Bharadwaj et al. three years later [8]. It represents an organizational strategy that is “formulated and executed by leveraging digital resources to create differential value” [8:472], triggered by the emergence of innovative and disruptive technologies [49]. Bharadwaj et al. [8] concretize the term by defining four themes of interest, namely scope, scale, speed, and
source. Scope, which defines the portfolio of products and services, highlights that DBS not only unite corporate and IT/IS strategies but integrates the whole business ecosystem. In this sense, scale, i.e. leveraging network effects, becomes increasingly important due to the more connectivity between partners and competitors. Besides connectivity, digitalization also leads to a higher speed of business activities. Lastly, the sources of value creation are expanded as digital technologies allow for new business models, extending traditional chains of supply and delivery [8].
In sum, DBS reflect a “new logic of competitive strategy” [75:538], where boundaries between business and IT strategy become blurred [57]. Dynamically synchronized, business and IT are mutual drivers of strategic change, business value and ultimately competitive advantage [8,52,65].
As DBS become more important for researchers as well as practitioners, understanding their core becomes imperative. In this regard, it is of interest to examine the changes in the content of a strategy as well as the dominant relationships among important elements [30]. Business strategists differentiate between common components, which are characteristic of a specific strategy. Basic building blocks are organizational conditions fostering the demand for a new or altered strategy, e.g. dynamic capabilities, [30,31,33,62] and exogenous factors moderating the strategy formulation and adaptation process like environmental turbulence [30,31,33,62]. Likewise considering the outcomes of strategy implementation is essential, with performance outcomes being most prominent in management literature [30,31,62]. In terms of the relation among the elements, organizations face increasingly turbulent conditions today, and therefore try to align themselves with shifting competitive and technological environments through measures of strategic change to survive and stay effective [36]. In particular, this includes organizational changes and changes in the content of a firm’s core strategy. Reciprocally, strategic change also includes how a firm aims to change its environment through adjusting strategy.
To assess these different aspects within the paper, we adopt an analytical framework based on the work of Rajagopalan and Spreitzer [63], who investigated strategic changes from a rational, learning and cognitive perspective. While Rajagopalan and Spreitzer consider managerial actions as central in the strategic change process, their argumentation reveals a lack of distinction between “Managerial actions” and “Changes in the content of strategy” [63]. We therefore neglect this element and derive our analytical framework as visualized in Figure 1.
Consistent with the abovementioned components and the learning perspective, “Organizational
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conditions & changes” reflect both, internal weaknesses inhibiting changes and strengths supporting the need for change. “Environmental conditions & changes” describe the exogenous influencing factors characterized by uncertainty and dynamism. “Organizational outcomes” focus on the effects of strategic change. The reciprocal relationships between the respective elements are incorporated into the framework.
Figure 1: Analytical framework adapted from Rajagopalan and Spreitzer [63]
3. Research method
This study utilizes a structured literature review approach to assess the current knowledge base and derive possible research opportunities with regard to DBS. We employed established recommendations [14,71] to guide our review in order to unveil the current research that may help to describe, understand, and explain the phenomenon.
For the literature selection, leading databases (EBSCOhost, JSTOR, Science Direct) were searched for combinations of “IT strategy”, “IS strategy”, “digital strategy”, “digital business strategy”, or “strategy” with “digitalization” or “digitization”. To allow for a literature sample that is as comprehensive as possible, the search was not limited to certain sources or a specific timeframe, as such restrictions would have unnecessarily diminished the list of suitable publications. This process was complemented with a forward and backward search approach to yield additional publications. In doing so, 59 potentially interesting publications were identified. After reading the titles and abstracts, publications that did not fit the scope of our research were excluded from the sample. We then studied the full text and excluded publications not related to our topic. As a result of this refinement, we considered 39 publications.
To support the literature classification and analysis, a classification scheme adopted from Urbach et al. [69] was developed. The adjusted framework guides the categorization mainly with regard to the content, native discipline, and research approach. To extract the main messages the authors conveyed, we applied the coding technique for literature analysis Wolfswinkel et al. [74] proposed and followed an
inductive-deductive approach to literature classification [46]. In the first phase of open coding, relevant passages were highlighted and paraphrased. With the help of axial coding, those aspects were reclassified across all stuides to common categories.
The output of this inductive classification derived from literature was combined with our prior research on the essential elements and relations of strategizing processes as indicated at the end of the background chapter, by deductively mapping the objects of analysis to our conceptual framework adapted from Rajagopalan and Spreitzer [63].
4. Results
The literature review illustrates the rising
importance of DBS for theory as well as practice: As more than 80% of the studies identified were published between 2010 and 2016, the results emphasize the novelty of the phenomenon and its gains in receiving attention in the scientific community.
The categorization based on the classification scheme adopted from Urbach et al. [69] is visualized as a part of the concept matrix in table 1. The framework applied to identify the focus areas of the publications reveals a diverse discourse on DBS. The following sections present a content-wise and in-depth description of the findings, structured according to our analytical framework. Insights about interrelationships are incorporated in the respective sections.
4.1. Organizational conditions and changes
A prominent organizational precondition for the formulation of DBS is a change in the understanding of IT. As mentioned in section 2, recent research suggests that business-IT alignment no longer represents the suitable strategic posture. Companies should not regard IT/IS strategies as subordinate or sumpplementary to corporate strategy anymore, but as coequal [8]; an understanding of IT which is reflected in the term fusion view [21,57]. If the merger of IT/IS and business strategies permeates the strategists’ mindsets, DBS rise [8,13].
Appropriate organizational structuring is another precondition for the formulation of DBS. Literature indicates that governance as well as power structures should account for the fusion of business and IT [51]. In this sense, leadership and accountability are considered fundamental success factors for effective DBS [47]. Organizations must decide on the senior manager in charge of the digitalization and development of DBS as well as associated report lines [3] and suitable incentive structures aligned with the
Organizational conditions &
changes
Environmental conditions &
changes
Changes in the content of strategy
Organizational outcomes
(2) (1)
(3) (4)
(5)
(6)
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digital strategy’s objectives [45]. When it comes to the definition of new business models by means of innovative technologies, organizations have to ensure that the IT is aware to senior management’s tactical and strategic plans early on [38]. Equally, the design and implementation of “digital governance” structures requires the joint work of IT and business representatives to ensure synchronized efforts and prioritizing initiatives [29,38].
As innovation is seen as the result of recombining existing resources [39,43], researchers strengthen the importance of dynamic capabilities to quickly adapt to changing conditions and reconfigure the existing resource base [21,49]. While the concept of dynamic capabilities, describing a firm’s ability to “integrate, build, and reconfigure internal and external competencies to address rapidly changing environment” [68:516], by itself is not new [20], it gains increasing attention in the context of digital innovations. The concept is now differentiated into “traditional” planned and improvisational dynamic capabilities, enabling spontaneous but not necessarily uncoordinated change in turbulent environments [21]. The resulting flexibility allows firms to respond to opportunities in the environment more easily and avoid potential threats from unexpected developments in the market [19].
However, structural inertia might pose a threat to a quick adoption to changes in the digital ecosystem, which highlights the stability of organizational arrangements opposed to environmental change [27]. In this sense, current research also employs the path dependence theory, which provides explanations for the reduction of managerial scope of action through self-reinforcing strategic patterns on organizational and technical levels over time. Path-dependent organizations, seen as socio-technical systems, face challenges when it comes to the timely adoption of innovation due to coordination problems and high switching cost [67].
4.2. Environmental conditions and changes
According to our literature review, several exogenous factors influence the formation and implementation of DBS. The increased availability and ubiquity of IT diminishes the significance of technologies themselves but enforces their effective and advantageous utilization [21,65]. Technologies progressively turn into “hygiene factors” [35,65]: As their impact declines, an effective application to innovative business models becomes the distinctive feature [35,56]. Viewed as a service ecosystem with a set of mostly loosely coupled actors engaged in the creation and delivery of value, the environment
requires organizations to prepare themselves to be flexible and maintain a shared worldview among participating actors [39,44]. While some organizations can achieve leading positions and power in these ecosystems, Markus and Loebbecke [44] challenge common beliefs in the competitive advantage of single, powerful actors. They suggest the consideration of business communities, which consist of multiple, partially overlapping ecosystems with several dominant actors aiming for supremacy.
According to El Sawy et al. [21], information systems reinforce environmental turbulence and necessitate their strategic use [56]. Organizations must be able to respond quickly to dynamism and turbulence, characterized by demand uncertainty, technological discontinuity and unpredictable changes in an industry [21,52]. The effective use of IT is therefore imperative for organizations “to be alert, predict the future, and effectively compete” [25:638].
At the same time, digital strategic changes influence the environment: Markets are confronted with altered strategic directions and ecosystems, which necessitate new forms of digital partnerships [9]. These can be linked to the aforementioned firm capacities like market adoption and dynamic capabilities, as well as the capability to design and manage networks of interacting organizations [8].
Research points out that path-dependent organizations are either unwilling or unable to exploit opportunities arising from emerging information systems [64]. In this sense, Wenzel et al. [72,73] highlight that innovative technologies have the potential to severely disrupt strategic paths of organizations. They represent an environmental destabilizer for the self-reinforcing mechanism of strategic paths and therefore require a repositioned or adapted business strategy [73]. Without such adjustments, the disruption will induce the demise of the organizational path. Authors in the field of path dependency therewith support the demand for DBS, by shedding further light on the disruptive nature of information systems on organizations.
4.3. Changes in the content of strategy
According to Bharadwaj et al. [8], “how, when, and why” innovative technologies impact the portfolio of products and services as well as the definition of necessary activities to create and deliver the portfolio [8] should be of particular interest. As digital products and services become “fundamental driver[s] of business value creation” [8:480], organizations should imagine digital strategy frameworks that introduce new sources of value creation [76]. Digital innovations might disrupt traditional value chains, often leading to
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new product and service portfolios, and addressing different markets and customer segments [45]. Consequently, digitalization induces networks of competitors, partners and customers that need to be incorporated into DBS [8,44]. This is specified through the idea of value co-creation, “which views value or experience as cocreated by the service offer(er) and the
service beneficiary” [39:157]. The diverse opportunities offered by innovative IT induces ecosystems of interdependent, co-creating entities [40], which calls for appropriate internal processes and distribution of roles to enhance the value the customer experiences [39]. Digitalization therefore demands synchronizing IT technologies and resources with
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[3] Banker et al. (2011) • • • • • • • • [6] Bennis (2013) • • • • • • • [7] Berman (2012) • • • • • [8] Bharadwaj et al. (2013) • • • • • • • • • • [9] Bharadwaj et al. (2013) • • • • • [11] Chan and Reich (2007) • • • • • [12] Collin (2015) • • • • • [13] Coltman et al (2015) • • • • • • • [15] Dehning et al. (2003) • • • • • • • • [16] Dehning and Stratopoulos (2003) • • • • • • • • • [17] Dhar and Sundararajan (2007) • • • • • • • [19] Drnevich and Croson (2013) • • • • • • • • • [21] El Sawy et al. (2010) • • • • • • • • • [24] Ganguly (2015) • • • • • • • [25] Granados and Gupta (2013) • • • • • • • [29] Hiekkanen (2015) • • • • • • • [34] Keen and Williams (2013) • • • • • • • [35] Korhonen (2015) • • • • • [37] Lucas et al. (2013) • • • • • • [38] Luftman and Brier (1999) • • •
• • • •
[39] Lusch and Nambisan (2015) • • • • • • • • • • [43] Mao et al. (2012) • • • • • • • [44] Markus and Loebbecke (2013) • • • • • • • [45] Matt et al. (2015) • • • • • • • • [47] McKeown and Philip (2003) • • • • • • • • • [48] Merali et al. (2012) • • • • • • • • • [49] Mithas et al. (2012) • • • • • • • • • [50] Mithas and Lucas (2010) • • • • • • • • • • • [51] Mithas et al. (2011) • • • • • • [52] Mithas et al. (2013) • • • • • • [55] Pagani (2013) • • • • • • • • • [56] Pavlou and El Sawy (2006) • • • • • • • • • [57] Peppard et al. (2014) • • • • • • [65] Sandberg (2014) • • • • • • • • • • • [66] Setia et al. (2013) • • • • • • • • • [72] Wenzel et al. (2015) • • • • • • [73] Wenzel et al. (2015) • • • • • • • • [75] Woodard et al. (2013) • • • • • • • • • • [76] Yoo et al. (2010) • • • • • • • • •
N=39 26 27 16 14 22 19 10 7 2 36 2 1 34 5 9 7 23 20 3 5 8 2 1 Share in % 67 69 41 36 56 49 26 18 5 92 5 3 87 13 23 18 59 51 8 13 21 5 3
Table 1: Concept matrix
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digital value propositions, becoming a part of key resources and processes [43]. Another activity is the careful choice and adaptation of disruptive technologies as well as the effective leveraging of IT capabilities [37,56].
In terms of the impact of DBS on organizations and their structure, businesses are confronted with new challenges since altered strategies, internal processes, capabilities as well as intra-organizational relationships are required [8]. In this context, the importance of organizational learning next to strategic design actions cannot be overemphasized [48]. By establishing a corporate knowledgebase, the development of further capabilities and therewith the opportunity for more flexibility and adaptability is enabled [43,47]. Furthermore, the activities of organizational leaders change dramatically because they need to decide about the implementation of innovative technologies [6]. According to Bharadwaj et al., this represents one of the major challenges with regard to DBS, as leaders need new, especially adaptive, capabilities to manage the process [6,9].
4.4. Organizational outcomes
An expanded or reconfigured digital business scope helps organizations to cultivate opportunities which let them expand into new markets and gain a competitive advantage [8,19]. However, research on the performance outcomes of DBS is scarce. In terms of nonfinancial improvements, faster and better adoption to changing environmental conditions and customer needs can be achieved [7,23,57], enabling a higher differentiation from competitors and extended sustainability [8,24,52]. While constantly changing environmental conditions erode strategic advantages, organizations leveraging DBS can enhance their flexibility and respond to new opportunities and threats more easily through infrastructural changes and innovations in their value propositions [19,21].
Concerning financial outcomes, researchers empirically traced significant business growth and enhanced profitability back to a successful IT-enabled transformation process [47]. They agree that information technologies and systems, which are effectively leveraged with the help of DBS, offer an enhanced competitive positioning [16], higher performance, productivity and profitability as well as new value propositions [24,34,43,50]. DBS enable greater organizational efficiency and effectiveness [29] through streamlined operations, enhanced resources as well as new capabilities or lines of business [19,23]. These aspects are also related to better financial performance reflected in profitability measures [19,50]
like return on sales, return on investment as well as return on assets [24,45].
Few authors analyze, how learning occurs when strategy content changes are realized, by assessing outcomes through defined procedures. Matt et al. [45] highlight the need for a continuous reassessment of the underlying assumptions and the overall transformational progress based on organizational outcomes, however, without providing concrete recommendations about implementation. Conceptually related to the aforementioned path-dependence of organizations, Woodard et al. [75] provide an empirical approach to assess “design moves” which enlarge, reduce, or modify the number of digital artifacts by evaluating the range of available options and technical debt resulting from prior business outcomes. 5. Discussion and research agenda
One goal of this study was to assess the current state of knowledge on DBS. As pointed out, the results indicate a significant growth of and increased attention to the environmental and organizational conditions, as well as changes in the strategy of organizations since 2010. The underlying phenomenon of a fusion view of both domains progressively emerged during the late 2000s, when publications on business-IT alignment started to emphasize the use of IT to achieve an overall competitive advantage [11,56].
Recent publications aim beyond the traditional understanding of business-IT alignment: As organizations increasingly digitize their business models and start to recognize the differential value of IT, researchers have postulated the necessity of a “two- way alignment” [13:96] between business and IT [8]. Organizations that possess digital options but are unable to leverage these assets through their processes, will likely fail to capitalize on digital opportunities [13,21,75]. Taken together, these insights infer that business processes and capabilities become a means through which IT creates value, creating a new notion of alignment.
We identified several gaps in the DBS field. From a holistic change perspective on digital business strategies, encompassing content, context, and processes [59,63], we came across publications that focus on the inner and outer context as well as the content of DBS. Current research therefore primarily addresses the “why” and “what” of change questions when it comes to DBS. However, research on the “how” of change, which can only be understood from a detailed analysis of the processes focusing on transformational changes, is scarce. In this context, comparative and longitudinal case study research
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might yield reliable empirical findings to explain how organizations formulate and implement DBS.
Only a few authors have adopted dedicated theoretical lenses to ground or reflect their work, with the resource‐based view or a capability perspective being the most common underpinning factor [16,19,48,51,57]. Substantial IT/business capabilities to leverage digital options and dynamic capabilities to reconfigure the resource base are seen as imperative in sustaining a competitive advantage in the digital era [13,21]. While attempts have been made to define “digital capabilities” [65:1] as a collection of routines to leverage digital assets to create differential value, research lacks broader insights on what exactly these digital capabilities are, and how organizations can build the dynamic capabilities to quickly obtain digital capabilities. It might be promising to investigate the emergence of these meta-capabilities, which relate to “learning-to-learn capabilities” [1:34] and enable organizations to change the way they operate, and reconfigure themselves. While scholars from the organizational sciences already produced several publications on capability building and the emergence of dynamic capabilities at the beginning of the millennium (i.e. [77]), there is a lack of knowledge on capability building in the digital era. To account for the influence of technological dynamism and environmental turbulence, future research might employ organizational learning perspectives to explain how, when, and why organizations reconfigure their resource and capability base when confronted with technological disruption and – vice versa – how innovative technologies enable new dynamic capabilities.
Some researchers [8,11,13,38] also employed theories on business-IT alignment, such as SAM and its successors, to reflect on current developments. As stated earlier, the prevalent view on alignment, which has been advocated for two decades, is increasingly challenged and has even been reversed in some cases [13]. As the role of IT transcends beyond enabling the business [39], some questions need to be asked again and answered with renewed intensity. Researchers might explore which organizational processes, structures, and governance mechanisms are suited to achieve “digital alignment” and, using the terminology Henderson and Venkatraman provided [28], which new “alignment perspectives” are offered by digital business strategies.
Besides further steps with regard to already employed theories, we see opportunities to adapt alternative theoretical underpinnings. By using adoption diffusion theories, we would be able to understand the process of when and how digital innovations diffuse in a population, i.e. societies.
Traditional, customer-centric models in this area focus on forecasting long-term growth rates of technologies and sales patterns [5]. While it is interesting how digital products and services diffuse in the market, it could be even more promising to put organizations in the center of this investigation. As our review highlighted technological dynamism, competitive intensity and turbulence as driving forces in digital ecosystems [21,55], developing explanations for the mechanisms how organizational adoption of digital innovations and the incorporation in novel business models take place would be beneficial to assess the value of technologies and innovation capabilities.
Research acknowledges that future organizational activities will not only consist of explorative and innovative endeavors. While organizations should be able to rapidly capitalize on short-term opportunities, operational excellence is still seen as a crucial aspect of being able to deliver new digital business models [48]. While some recognize the paradoxical tension for firms in balancing innovative agility and operative stability [26], others already recommend ambidextrous approaches by establishing organizational duality to explore new innovations and exploit current ideas [2]. Drawing on the notion of ambidexterity, researchers might strive to explain how organizations pursue divergent activities in the light of digital disruption.
Authors emphasize the point that the networked co- creation of value infers a change of organizational structures among factors towards digital ecosystems [21,55,75]. As organizations are increasingly dependent on the environment and its resources, Resource Dependence Theory (RDT) [60] might provide a suitable conceptual lens. RDT argues that all organizations depend on other organizations for the provision of critical resources, and that this inter- organizational dependence is often reciprocal. RDT was frequently applied to investigate the mechanics of different inter-organizational arrangements, such as alliances, joint ventures, and mergers and acquisitions [18,54]. In the context of DBS, researchers postulate that organizations should manage uncertainty to their advantage to achieve a leading position in the ecosystem [49]. While researchers like Pagani [55] already provided insights into how digital ecosystems evolve and what their dynamics of value creation are, RDT might serve as a theoretical lens to explain what actions organizations can take to use environmental uncertainty to their advantage. The digital ecosystem may be envisioned as a “hostility-munificence continuum” [10:551], characterized by the scarcity or abundance of resources and the ability to support sustained growth. Several researchers have also proposed a meta-theoretical view by combining RDT with the resource‐based view due to their
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complementary focus on resources [54]. For example, a combined approach may provide novel explanations of how organizations can achieve a competitive advantage by obtaining valuable resources from digital ecosystems.
While the largest share of our review sample consists of non-empirical publications like conceptual studies, editorials, or research commentaries, only a small number employed empirical approaches; especially field study and survey research designs are rare. We encourage researchers to explore the utility of quantitative methods to generalize and test emerging theories in the field. Nevertheless, we are confident that more qualitative research will extend our knowledge on the variables and their relationships that lead to the formation of DBS before applying rigorous quantitative research. As soon as we have accumulated more knowledge of the variables of DBS and how they will be measured, survey and field study research as well as a combination of research methods may yield reliable insights on DBS and their impact on the alignment perspective [42].
It became apparent that the impact of DBS on organizational outcomes and reciprocal feedback mechanisms have up to now not been examined extensively [9,37,66]. We believe it is important to extend our knowledge on the impact of strategic changes on performance, because this relationship may be fundamentally different in a digital ecosystem compared to traditional environments [39,55]. To summarize, digital business strategies still offer plenty of room for investigation, quantitative as well as qualitative.
6. Conclusion
This study examines the current knowledge base on
DBS to identify the influence of this paradigmatic shift on research and practice. In accordance with our first research question, the assessment of publications resulted in a detailed overview of the environmental, organizational conditions, and changes influencing the strategizing process towards DBS. Equally, organizational outcomes are presented. Based on these findings, we indicated knowledge gaps and developed an agenda for further research to account for our second research question. Future research should assess the moderating role of internal and exogenous factors like dynamic capabilities, organizational structuring, or ecosystem dynamics. Especially the how, why, and when of organizational and process transformations to realize DBS is significant and should be assessed using different conceptual lenses and research approaches.
These findings highlight the contributions of this research: For practice, it focuses on the relevance of digital business strategies that will replace the demand for business-IT alignment and will become imperative for managers in the future. In view of the scientific community, the study suggests the need to question current assumptions on the strategizing process due to the digitalization and emergence of DBS. A structured description of the current knowledge base on DBS and related content elements as well as an agenda for future research are also introduced.
Nevertheless, the study faces some limitations with regard to the research approach: Publications may remain unaddressed due to the search terms focusing on digitalization in combination with strategies. Equally, the novelty of the topic might impact the publication state, so that more intense consideration of conference papers might have been of interest. 7. References [1] Ambrosini, V. and Bowman, C. What are dynamic capabilities and are they a useful construct in strategic management? International journal of management reviews 11, 1 (2009), 29–49. [2] Aubert, B.A., Kishore, R., and Iriyama, A. Exploring and managing the “innovation through outsourcing” paradox. Journal of Strategic Information Systems 24, 4 (2015), 255– 269. [3] Banker, R.D., Hu, N., Pavlou, P.A., and Luftman, J. Cio Reporting Structure, Strategic Positioning, and Firm Performance. MIS Quarterly 35, 2 (2011), 487–504. [4] Bashiri, I., Engels, C., and Heinzelmann, M. Strategic Alignment: Zur Ausrichtung von Business, IT und Business Intelligence. Springer-Verlag, 2010. [5] Bass, F. A New Product Growth for Model Consumer Durables. Management Science 15, 5 (1969), 215–227. [6] Bennis, W. Leadership in a Digital World: Embracing Transparency and Adaptive Capacity. MIS Quarterly 37, 2 (2013), 635–636. [7] Berman, S. Digital Transformation: Opportunities to Create New Business Models. Strategy & Leadership 40, 2 (2012), 16–24. [8] Bharadwaj, A., El Sawy, O.A., Pavlou, P.A., and Venkatraman, N. Digital business strategy: Toward a next generation of insights. MIS Quarterly 37, 2 (2013), 471–482. [9] Bharadwaj, A., El Sawy, O.A., Pavlou, P.A., and Venkatraman, N. Visions and Voices on Emerging Challenges in Digital Business Strategy. MIS Quarterly 37, 2 (2013), 633–634. [10] Castrogiovanni, G.J. Environmental Munificence: A Theoretical Assessment. The Academy of Management Review 16, 3 (1991), 542–565. [11] Chan, Y.E. and Reich, B.H. IT alignment: what have we learned? Journal of Information Technology 22, 4 (2007), 297–315.
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Strategic IT-Business Alignment as Managers’ Explorative and
Exploitative Strategies
Article in European Scientific Journal · March 2015
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European Scientific Journal March 2015 edition vol.11, No.7 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431
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STRATEGIC IT-BUSINESS ALIGNMENT AS MANAGERS’ EXPLORATIVE AND
EXPLOITATIVE STRATEGIES
Dr. Ra'ed (Moh’d Taisir) Masa'deh Associate Professor of Management Information Systems,
Management Information Systems Department, School of Business, The University of Jordan, Amman, Jordan
Dr. Ali Tarhini Researcher, Department of Information Systems and Computing, Brunel
University London, Uxbridge, Middlesex, United Kingdom Dr. Rand Hani Al-Dmour
Assistant Professor of Management Information Systems, Management Information Systems Department, School of Business,
The University of Jordan, Amman, Jordan Dr. Bader Yousef Obeidat
Associate Professor of Business Management, Business Management Department, The School of Business, The University of Jordan, Amman
Abstract It has been argued by many that firms in a dynamic environment are challenged to both explore new possibilities to survive in a changing business environment, and to exploit old certainties to secure efficiency benefits. Indeed, as the basic problem confronting an organization is to engage in sufficient exploitation to ensure its current viability and, at the same time, to devote enough energy to exploration to ensure its future viability. Besides managers and academics have recently become more aware of the need to understand how firms could manage exploration and exploitation. This research aims to investigate the literature within the concept of organizational learning orientations. This is done by viewing the definitions and distinctions of exploration and exploitation, how to manage the tension between the two strategies, how management could be organized to deal with exploration and exploitation at the managerial level, and finally ‘exploring’ the relationships between exploration and exploitation with performance. An early study conducted by Venkatraman (1989) described the concept of fit from six measurement perspectives: moderation, mediation, matching, gestalt, covariation, and profile deviation. However, the extant literature in MIS and
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management often uses the Strategic Alignment Model (SAM) of Henderson and Venkatraman (1993) to explain the ways that firms achieve alignment. Also, Papp (1995) proposed several perspectives for examining the business and IT strategies and infrastructures to determine if they work in harmony or in opposition.
Keywords: Strategic IT-Business Alignment, Exploration Strategy, Exploitation Strategy Introduction
The connection between business and IT strategies has not been clearly articulated. Researchers usually assume a type of IT-business strategic alignment where business strategy determines IT strategy (Miller, 1993; Kearns and Lederer, 2000, 2003; Sabherwal et al., 2001; Chan and Reich, 2007). On the other hand, others theorize the ways in which IT strategy could determine business strategy (Henderson and Venkatraman, 1993; 1999). In other words, despite the fact that IT-business strategic alignment models have been widely discussed, there is little agreement among MIS researchers regarding the best approach for measuring IT-business strategic alignment and its impact on firm performance (Shannak et al., 2010; Coltman et al., 2013; Masa’deh, 2013; Masa’deh, Maqableh, and Karajeh, 2014). Furthermore, although fit or alignment has been measured from several perspectives, the unilateral linkages between business and IT strategy provide a more sensitive analysis of the required resources and conditions for realizing IT potential. Also, thus far, there is little research on the impact of unilateral fits on firm performance, specifically the conditions that favor one unilateral fit over another. Indeed, earlier IS models (Morton, 1991; MacDonald, 1991; Baets, 1992; Henderson and Venkatraman, 1993; Papp, 1995; Masa’deh, 2012; Coltman et al., 2013) were not only theoretical and without empirical support, but also they did not take into account the antecedent variables that guide to a specific type of strategic alignment. Therefore, further emphasis is needed to capture the critical conditions and aspects of strategic fit, as the literature review demonstrates that there is not yet a model elaborating such relationships per se. Consequently, the current research aims to explain the conceptualization of IT-business strategic alignment in terms of managers’ exploration and exploitation activities/behaviorism.
This research is composed into seven sections. Firstly, section 1 provides the introduction. Section 2 begins by explaining the conceptualization of IT-business strategic alignment in terms of exploration and exploitation strategies. Section 3 elaborates exploration and exploitation definitions and distinctions. Section 4 discusses ways that cause tensions
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between exploration and exploitation. Section 5 discusses ways to manage the tensions between exploration and exploitation strategies. Section 6 shows how management could organize and deal with exploitation and exploration at the firm or unit level. Section 7 concludes the research. IT-Business Strategic Alignment Conceptualization
For more than two decades, IT-business strategic alignment has been consistently a concern for both researchers and practitioners. Indeed, aligning IT or IS strategy with business strategy has been ranked as one of the most important issues facing business and IT executives (Luftman, 1996; Chiang and Nunez, 2013; Coltman et al., 2013; Siurdyban, 2014; Tarhini et al., 2014a; Wagner et al., 2014). Several researchers argue that strategic alignment can influence organizational performance. For instance, Chan et al. (2006) stated that “simply put, those organizations that successfully align their business strategy with their IT strategy will outperform those that do not. Alignment leads to more focused and strategic use of IT which, in turn, leads to increased performance (cited in Chan and Reich, 2007, p. 298)”.
Furthermore, researchers have defined strategic alignment in different ways and used expressions synonymous with the term. For instance, Henderson and Venkatraman (1993) argued that alignment involves compatibility and integration among business strategy, IT strategy, business infrastructure and processes, and IT infrastructure and processes. Alignment has been defined as the extent to which the IT mission, objectives, and plans support and are supported by their business counterparts (Reich and Benbasat, 1996; Walter et al., 2013). King (1998) described alignment as the fit of IT strategies and plans to business strategies and goals, whereas Kanellis et al. (1999) stated that alignment is the fit between an organization and its strategy, structure, processes, technology and environment.
Strategic alignment terminologies have been used interchangeably in the MIS field, yet the precise definition of strategic alignment still requires more clarification. Ball et al. (2003) argued that although firms can substantially invest in IT, this does not guarantee a profitable return if the application does not accentuate the existing organizational strategies, infrastructure, and processes. Despite overwhelming agreement among IT experts, business people, and academics that achieving IT-business alignment is fundamental, it is not easily achieved. Nonetheless, Weill and Broadbent (1998) argued that alignment assists firms in three ways: by maximizing returns on IT investment, helping to achieve competitive advantage through IS, and by providing both flexibility and direction to react to new opportunities. Furthermore, they argued that few senior managers take into account the importance of collaboration between the business and the IT departments in order to maximize returns from investments in technology.
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Previous research on strategic fit is rudimentary, both theoretically and empirically, as will be discussed throughout the paper. In particular, it is evident that strategic fit is viewed differently by many theorists. For instance, Venkatraman (1989) elaborated that the concept of fit stems from several measurement perspectives, such as moderation, mediation, matching, gestalt, covariation, and profile deviation. Nevertheless, researchers found that there is no universally accepted way to measure strategic fit, and often the above six perspectives end in contradictory results (Bergeron and Raymond, 1995; Chan et al., 1997; Bergeron et al., 2001; Bergeron et al., 2004). Moreover, most studies consider strategic alignment as reciprocally interdependent. In other words, they view business strategy and IT strategy as mutually related, and then do not differentiate the order of the two types of fit (Bergeron and Raymond, 1995; Chan and Reich, 2007). As a result, studying new ways to conceptualize strategic fit is potentially an important area that should be explored further (Chan and Reich, 2007).
The direction of the causal link between business strategy and IT strategy has been neglected, and there is no unique way of measuring it (Powell, 1992; Chan and Reich, 2007). Indeed, researchers (e.g. Miller, 1993; Kearns and Lederer, 2000, 2003; Sabherwal et al., 2001; Chan and Reich, 2007; Masa’deh and Shannak, 2012; Tarhini et al., 2013) generally presume a type of fit or alignment where business strategy determines IT strategy, whereas others (e.g. Henderson and Venkatraman, 1993; 1999) speculate how IT strategy would verify business strategy. Initially, Bergeron and Raymond (1995) emphasized that organizations use two perspectives in managing the relation between business strategy and IT strategy. This is either the alignment approach or the impact approach. While the former is considered by the implementation of IT technologies planned to support the organization’s business strategy, the latter is characterized when IT management drives the organization in formulating a new vision and implementing IT goals. Therefore, in the second case, IT management plays a critical role in influencing the firm’s business strategy, and leads to key changes in the means it does business. Later, Chan and Reich (2007) stated that the two approaches on the relationship between strategy and IT appear as: the classical perspective and the processual approach. While the first approach considers the relationship between strategy and IT as to deal with recognizing the contingencies of the technology and its application to business objectives, the second school perceives the role of IT as a resource and an instrument for gaining power. However, researchers commonly pay close attention to how they use IT to support organization’s business strategy, and focus on the premise of considering IT as just an order-taker as technology yields benefits when it has been cautiously chosen to fit the
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organization’s goals and objectives (Palmer and Markus, 2000; Chan and Reich, 2007).
Because of the strategic role of IT, and the increasingly need for integration of existing and new IT systems (Tarhini et al., 2014b), IT strategic management receive attention from researchers and managers (Chan and Reich, 2007). For instance, Moody (2003) explored the terms of IT alignment and IT enablement. The first notion is considered in introducing the alignment of an organization’s IT strategy with the objectives of its business units. Project management methods and use of outsourcing arrangements are typical examples of IT alignment. The second term is used in reference to IT- enabled innovations. This refers to the ability of an organization to create new business processes, services, and products using IT strategy. Furthermore, while the first notion implies that IT and business strategies are interrelated so that budgets are in harmony, IT enablement requires independent budget in order to support new business capabilities such as enterprise resource planning (ERP). Also, Moody (2003) argued that some managers suppose that IT alignment would automatically lead to the benefits of enablement, but that presumes massive leap of faith accepting something intangible or improvable, or without empirical evidence. This is because IT alignment could be characterized as being achievable through traditional managerial processes, whereas IT enablement requires significant skills in innovation processes. Moody (2003) classified firms into two types: either traditional or innovation firms. The premise is that firms that promote innovation are more probably to be correlated with IT enablement initiatives than firms that do not foster innovation processes.
D’Souza and Mukherjee (2004) ascertained that IT revolution is about improving the performance of a firm in a coordinated manner over the long haul. Further, IT-business alignment that concentrate on instant results, and cast the task as a technology diffusion problem, would not be the best way to attain lasting financial enhancements. Instead, alignment models should focus on fitting the chosen IT package to the firm. This route is motivated by the premise that organizational change is inherently confused, time-consuming, and that top managers demands innovation activities. According to Peppard and Ward (2004, p. 169): “technology itself has no inherent value and that IT alone is unlikely to be a source of sustainable competitive advantage. The business value derived from IT investments only emerges through business changes and innovations, whether they are product/service innovation, new business models, or process change, organizations must be able to assimilate this change if value is to be ultimately realized”. In line with the above discussion, Strassmann (2003, p.5) confirmed that cutting of innovative investments is not how to restore security, reliability and system integrity. For instance, instead of feeding the increasingly costly IT infrastructure and
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throwing money at rising maintenance costs, firms should initiate IT investment cycles to replace old systems. The cure for most of the so called “legacy system” is not patching, but radical innovation, such as shifting the accountability for systems performance to vendors who would have the responsibility of delivering reliable and robust applications.
In addition, some researchers have argued that innovative (i.e. exploration) and superior quality of products and services (i.e. exploitation) offer firms a competitive advantage, whereby a company possesses certain intangible resources that a competitor cannot copy or buy easily (Cho and Pucik, 2005). This can be seen from the resource base view (RBV), which states that a sustainable competitive advantage is caused by the inimitability, rarity, and non-tradability of intangible resources (Barney, 1991). Broadly speaking, while innovation is defined as exploring something new which has not existed before, quality is seen as a dynamic threshold which firms have to meet to satisfy customers (Cho and Pucik, 2005). However, balancing innovation and quality (i.e. pursuing strategic ambidexterity) is a big challenge that firms may face, as March (1991) explained that exploration and exploitation are in competition for scarce resources which can maximize a firm’s return. Therefore, the relationship between exploitation and exploration with firm performance is not yet clear. In general, IT-business strategic alignment has traditionally been considered as unidimensional variable indicating IT support for the business strategy. This view is reached by exploiting IT resources which play a pivotal role in attaining the business goals, and in turn play a critical role in helping develop and implement strategy. However, in order to improve the degree of explorative strategic alignment within a firm, the IT role should be strategically positioned to ensure that business strategy employs new IT technologies and applications. In this case, business strategy would have to follow technology. In other words, organizational business strategy should support the appropriate IT configurations and resources. Oh and Pinsonneault (2007) conceptualize business and IT strategies into minimizing cost, achieving quality improvement, and obtaining revenue growth. While the first two require exploiting IT strategy in term of deployment of IT applications, and in turn allow for product and service differentiation; the third approach requires the rapid development of new IT systems, and in turn, result in offering a wide variety of new products and services.
Based on the above discussion, this study has considered strategic alignment as the levels of fit related to the directional linkages between business and IT strategy. Unilateral information technology strategy (ITS) fit concerns formulating the ITS to meet the business requirements (i.e. IT is considered as an enabling factor in the firm); and unilateral business strategy (BS) fit concerns, fitting the BS to the IT constraints (i.e. IT is considered as
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an innovative factor in the firm). Further, this study conceptualizes IT- business strategic alignment along the scale of productivity and innovation. The spectrum underlines the two fundamental concerns of a firm. Firms that utilize IT to comprehend their business strategy as a productivity lever are concerned with exploiting and using IT solutions to enhance growth; hence, this implies more managers’ exploitation works. Also, firms that utilize IT as an innovation lever concern leveraging and exploring IT capabilities to boost innovation require more managers’ exploration works. The next section explains the new conceptualization in great details. Exploration and Exploitation Definitions and Distinctions
Studies on organizational learning and technological innovation consider definitions and distinctions between exploration and exploitation. March (1991) argued that both exploration and exploitation are essentially different learning activities by which a firm divides its resources. From the organizational learning perspective, March (1991, p.71) stated that exploration includes things captured by terms such as search, variation, risk taking, experimentation, play, flexibility, discovery, and innovation; while exploitation includes such things as refinement, choice, production, efficiency, selection, implementation, and execution. The core of exploration strategy in organizational learning studies refers to learning achieved through activities of concerted variation, planned experimentation, and play (Baum et al., 2000); searching for new organizational norms, routines, structures, and systems (Nooteboom, 2000); developing new knowledge (Levinthal and March, 1993); and experimenting with new approaches towards technologies, business processes, or markets (March, 1991). Exploitation strategy has been captured by activities via local research, experiential refinement, and selection and re-use of existing routines (Levinthal and March, 1993; Baum et al., 2000); and by applying, improving, and extending existing competences, technologies, processes, and products (March, 1991).
In addition, some scholars distinguish between exploitation and exploration in technological and product innovation studies (Jansen, 2005). Benner and Tushman (2002, p. 679) stated that exploitative innovations involve improvements in existing technological trajectories, whereas exploratory innovation involves a shift to a different technological trajectory. He and Wong (2004, p.483) defined exploitative innovation as technological innovation activities aimed at improving existing product-market domains; and exploratory innovation as technological innovation aimed at entering new product-market domains. Moreover, some researchers (e.g. Tushman and Smith, 2002) linked the terms of exploration and exploitation with the terms of radical and incremental innovations. Tushman and Smith (2002) relate radical innovations that are designed to meet the needs of emergent
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customers to exploration activities, whereas incremental innovations are designed to meet existing customers’ needs to exploitation activities. Furthermore, Duncan (1976) argued that two subsequent stages occur in the innovation process: the first stage is characterized by exploration activities such as risk taking and searching for alternatives and the second stage is captured by exploitation activities like refining and implementing the innovation. Tensions between Exploration and Exploitation:
Tensions between exploration and exploitation occur for several reasons. For instance, some scholars have argued that organizational pressures steer an organization’s choice toward exploitation or exploration strategies (Lavie and Rosenkopf, 2006). It has been argued that pressures for exploitation come from organizational inertia, specifically "when the speed of reorganization is much lower than the rate at which environmental conditions change" (Hannan and Freeman, 1984, p.151). This is to say that the pressure to focus on efficiency and cutting costs forces directors to adopt exploitation perspectives. It has also been suggested that pressures for exploration derive from an absorptive capacity, which is defined as the ability to value, assimilate, and apply external knowledge (Cohen and Levinthal, 1990). Absorptive capacity, changes in technologies, regulation, and customer demands assist firms in identifying emerging opportunities, which in turn enhances exploration results. Even though strategies of exploitation and exploration are crucial for firms, they compete for scarce resources, and firms should make explicit and implicit choices between the two (March, 1991). Furthermore, Levinthal and March (1993, p.105) confirmed that an organization that engages exclusively in exploration will ordinarily suffer from the fact that it never gains the returns on its knowledge. An organization that engages exclusively in exploitation will ordinarily suffer from obsolescence. Explicit choices could be found in calculated decisions about alternative investments and competitive strategies, but the implicit choices are hidden in many features of organizational forms and customs (March, 1991). Moreover, costs and benefits vary between exploitation and exploration across time and space. Managers prefer to see more certain returns than less certain ones, resulting in the firm developing towards exploitation rather than exploration. March stated (1991, p.73) that "compared to returns from exploitation, returns from exploration are systematically less certain, more remote in time, and organizationally more distant from the locus of action and adaptation". Therefore, tensions between exploitation and exploration do actually exist.
Furthermore, Raisch and Birkinshaw (2008) reported that while some researchers argued that there is a trade-off in firms between following either
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efficient exploitation activities or effective exploration activities, others emphasized that firms should focus on and balance both activities with “ambidexterity”. Indeed, although several researchers (March, 1991; Gibson and Birkinshaw, 2004; He and Wong, 2004) used the concept of ambidexterity, Duncan (1976) was the first scholar that used the term to mean organizational ambidexterity. In addition, Mom (2006) claims that researchers formulate the relation between exploration and exploitation as a trade-off, oscillating, and combinatorial. The first way on the relation between exploration and exploitation (i.e. trade-off) argues that exploration and exploitation cannot be “combined” together at the same place and time, therefore, a raise in one (e.g. exploration) implies a decline in the other (e.g. exploitation), and vice versa. Other scholars argued that exploration and exploitation could follow each other over time (i.e. oscillating). Finally, some researchers argued that both exploration and exploitation can be combined within space and time, therefore, a raise in one (e.g. exploration) implies an increase in the other (e.g. exploitation) and vice versa. Managing the Tension between Exploration and Exploitation Strategies:
Distinguishing several tensions between exploration and exploitation, and the ways in which scholars formulate the relations between them (i.e. trade-off, oscillating, and combinatorial), would help to understand how firms could manage and combine such tensions between exploration and exploitation. According to Mom (2006), firms may deal (i.e. managing exploration and exploitation) with tensions between exploration and exploitation in three ways (paradoxes): spatial separation, temporal separation, and synthesis. These three ways are based on the above perspectives of the relation between exploration and exploitation as a trade- off, oscillating, and combinatorial.
The first response from firms’ “spatial separation” is dependent on the trade-off perspective on the relationship between exploration and exploitation. In this way, Mom (2006) argued that one horn of the paradox is assumed to operate in one physical or social locus, while the other operates in a different locus (Poole and Van De Ven, 1989, p. 566). Spatial separation can take place by level, function, and/or location (Volberda, 1998). In Mom’s words (2006, pp. 26-27): separation by level is related to hierarchy (e.g. top-, versus middle-, versus front-line-managers). Separation by function is related to distinctive functions performed, processes applied, or knowledge used (e.g. marketing, production, and engineering). Separation by location is influenced by geography and distinct business units. Traditionally, the exploration of capabilities and the development of strategy are assumed to take place at the top or corporate level, whereas the exploitation of these capabilities and the execution of strategy take place at lower levels (Chandler, 1962; Prahalad and
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Hamel, 1990). Others suggest that the best place to explore new opportunities, build capabilities, and develop strategy is at the lowest hierarchical levels (Kimberly, 1979; Burgelman, 1983b; Quinn, 1985), whereas the role of top management is to evaluate and ratify initiatives that emerge from across the organization (Floyd and Lane, 2000). Examples of separation by function can be found in nearly all large multi-unit firms. Typically, production-units are strongly geared towards exploitation by focusing on operational efficiency. R&D units and marketing units are more oriented towards exploration by engaging in unpredictable research projects, developing new products, and searching for and experimenting with new approaches to markets and customers (Volberda, 1998). Separation of exploration and exploitation by location can be found in studies on ‘structural ambidexterity’ (e.g. Benner and Tushman, 2003; O’Reilly and Tushman, 2004). While the exploration units are small and decentralized, with loose cultures and processes, the exploitation units are larger and more centralized, with tight cultures and processes (Benner and Tushman, 2003, p. 247).
The second response from firms to deal with tensions between exploration and exploitation is based on the oscillating view on the relation between exploration and exploitation. This is by temporally separating exploration and exploitation. According to Mom (2006, pp. 27-8): by taking the role of time into consideration in this approach, "one horn of the paradox is assumed to hold during one time period, and the other during a different time period" (Poole and Van De Ven, 1989, p. 566). Based on computer simulations of innovation processes, Cheng and Van De Ven (1996), for instance, illustrate that in the innovation process exploration and exploitation follow each other sequentially. Similarly, Duncan (1976) presents a model for designing organizations for initiating and implementing innovations. The initiation stage of the innovation process is facilitated by an organizational structure characterized by a high degree of complexity, low formalization, and low centralization. The implementation stage of the innovation process, however, is facilitated by an organizational structure characterized by a low degree of complexity, high formalization, and higher centralization. As initiation and implementation follow each other sequentially, Duncan (1976) suggests that organizations correspondingly should change their organization structure over time to match the changes in tasks. Some studies on technological innovations illustrate that technological change is characterized by periods of incremental change, punctuated by discontinuities (Tushman and Anderson, 1986). During periods of incremental change, competition and environmental uncertainty is lower than during periods of discontinuity, i.e. rates of competition and levels of uncertainty within the technological environment change cyclically (Tushman and Anderson, 1986). Consequently, these studies argue, firms should alternate between pursuing
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incremental innovations during times of incremental change and pursuing radical innovations during periods of discontinuities. The hypotheses, supported by computer simulations, as developed by Garcia et al. (2003), illustrate that a focus on technology exploration over exploitation within a firm is favorable in times when competition is high, whereas a focus on technology exploitation over exploration is favorable in times when competition is low.
The third response from firms to deal with tensions between exploration and exploitation is based on synthesizing the view on the relation between exploration and exploitation. This is by balancing both exploration and exploitation in both time and space (Levinthal and March, 1993). According to Mom (2006), pp. 28-29): “proponents of a combinatorial view typically argue that an organizational unit may combine contradictory demands at the same place and time by combining seemingly contradictory organizational design elements”. Gibson and Birksinshaw (2004) argue that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidexterity. Similarly, Adler et al. (1999) identify organizational mechanisms, i.e. meta-routines, job-enrichment, switching, and partitioning, which help an organization to combine routine and non-routine tasks. Rivkin and Siggelkow (2003) illustrate how an organization may balance search and stability by combining organizational design elements, which push the firm towards broad search with design elements that pulls it towards stability. Furthermore, Sheremata (2000) analyzes the difficulty for firms to be ambidextrous in terms of two opposing forces, centrifugal and centripetal forces. He defines centrifugal forces in this context as "structural elements and processes that increase the quantity and quality of ideas, knowledge, and information an organization can access’, whereas centripetal forces are ‘structural elements and processes that integrate dispersed ideas, knowledge, and information into collective action" (Sheremata, 2000, p. 390). Sheremata (2000) argues that centrifugal and centripetal forces must coexist to balance exploration and exploitation; there is a positive interaction effect between the two. Mom (2006) argued that in addition to the points that already mentioned regarding the presence of tensions between exploration and exploitation, one more reason against synthesizing them is that synthesizing exploration and exploitation could lead to ineffective compromise solutions. Related to this point, Weick (1979) argued that the critical point is that, in effecting the compromise solution, main adaptive responses have been selected against, and non-adaptive, moderate responses have been preserved.
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Exploration and Exploitation at the Managerial Level Researchers called for more research to understand how management
could organize and deal with exploitation and exploration at the firm or unit level (Levinthal and March, 1993). However, even though different levels of analysis have been found in the management studies at the industry, firm, unit, and group level (Klein et al., 1994), research to evaluate exploitation and exploration is almost nonexistent at the individual level.
While some researchers indicate that managers’ activities are essential to organizational change by focusing on exploitation or exploration activities, other studies suggest balancing exploitation and exploration perspectives. For instance, O’Reilly and Tushman (2004) said that general managers and corporate executives must constantly look backwards, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future. Therefore, managerial focus at all levels should be flexible enough to allow them to alternate between exploitation and exploration activities, or at times to conduct both activities simultaneously (ambidexterity). Mom (2006, p. 36) conducted several interviews in three firms to conceptualize managers’ exploration and exploitation activities and stated that interviews indicate that managers conduct exploration activities such as developing new technologies, products, or product combinations; renewing internal processes and systems; searching for, learning about, and experimenting with new technologies; experimenting with new distribution channels; searching for new opportunities in existing, new, or emerging markets; discovering changing customer preferences; discovering, and experimenting with new business models, products, and services in both existing and previously un-served markets. Examples of exploitation activities include specializing in and improving and refining in- depth knowledge pertaining to existing market segments, products, technologies, or processes; activities related to fine tuning and standardizing processes, procedures, and tasks; increasing efficiency and economies of scale; consolidating, extending, and/or divesting activities; and activities related to improving internal operations.
However, Mom et al. (2007) were the first to empirically validate the understanding on the subject of exploration and exploitation at the managerial level by investigating their (i.e. the managers’) exploration and exploitation activities. In their study, the assumption beyond using managers’ exploration and exploitation activities was that understanding the ways in which to influence managers’ exploration and exploitation activities will assist in understanding how a firm or a business unit will build exploration and exploitation. Moreover, Mom et al. (2007) have developed and tested the effects of managers’ knowledge inflows on managers’ exploration and exploitation activities. They distinguished top-down, bottom-up, and
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horizontal knowledge inflows of managers. While top-down knowledge inflows are concerned with knowledge coming from persons and units at higher hierarchical levels than the recipient manager; bottom-up knowledge inflows are associated with knowledge coming from persons and units at lower hierarchical levels than the recipient manager. Also, horizontal knowledge inflows are concerned with coming from persons and units at the same hierarchical level.
Mom et al. (2007) clearly contribute to the organizational literature by developing scales that assess managers’ exploration and exploitation activities. In this matter, they depend on March’s (1991) definitions of exploration and exploitation, and subsequently they developed seven exploration activity items, and another seven items to the exploitation activities. To improve the construct validity of the items, Mom et al. (2007) conducted twelve in-depth interviews with managers at several functions and different business units. Then, based on survey data from 104 managers, factor analysis ended up with five exploration items at 0.86 Cronbach’s alpha, and six exploitation items at 0.81 Cronbach’s alpha. In their pioneering study, Mom et al. (2007) confirmed that managers may well engage in high levels of exploration as well as exploitation activities. They found that top- down knowledge inflows from persons at higher hierarchical levels than the manager were positively related to exploitation activities, whereas they did not relate to managers’ exploration activities. On the contrary, horizontal and bottom-up knowledge inflows from peers and persons at lower hierarchical levels were positively related to exploration activities, but they did not relate to managers’ exploitation activities. Therefore, the findings showed that the higher a manager obtains top-down, horizontal, and/or bottom-up knowledge flows, the more the levels of exploration and exploitation which the manager employs. Also, their findings proved that exploration and exploration were two separate dimensions, and were not one continuum.
In this study, IT-business strategic alignment has been conceptualized as managers’ exploitation and exploration activities. Consequently, the current study will fill the research’s gaps by exploring the relationships between strategic alignment and its antecedent variables, before focusing on its outcomes through intermediary variables. Conclusion
The extant literature in MIS and management often uses the Strategic Alignment Model (SAM) of Henderson and Venkatraman (1993) to explain the ways that firms achieve alignment. The SAM comprises building linkages among four strategic domains: business strategy, IT strategy, organizational infrastructure and processes, and IT infrastructure and processes. These linkages result in several perspectives (e.g. strategy execution, technology
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transformation, competitive potential, and service level) and organizational roles carried out by business and IT managers and executives. Papp (1995) proposed a further eight perspectives for examining the business and IT strategies and infrastructures to determine if they work in harmony or in opposition. Some MIS researchers (e.g. Miller, 1993; Kearns and Lederer, 2000, 2003; Sabherwal et al., 2001) assume a type of alignment where business strategy determines IT strategy (unilateral fit). Others (e.g. Henderson and Venkatraman, 1993; 1999) theorize on how IT strategy could determine business strategy (unilateral fit). The SAM does not differentiate the conditions of how firms pursue different types of alignment and in which order. A firm can either sequentially starts with one followed by the other unilateral fit, or it can simultaneously pursue both. In addition, the SAM model does not take into account the antecedent variables that guide to greater strategic alignment.
Furthermore, several scholars (Baets, 1996; Sabherwal et al., 2001) argued that IS strategy alignment is a process, and its changes can be captured using a punctuated equilibrium model. There are two models of change, namely revolutionary changes and the evolutionary period. An example of revolutionary changes would be shifting a firm from prospector to defender business strategy, whereas an evolutionary period would consist of continuing to follow a prospector business strategy while conducting minor modifications, such as searching for best practices in IS and IT outsourcing; and implementing a new accounting system to track profit or loss by line of business. These scholars also found that the revolutionary changes in the strategic IS management profile did not always increase alignment, and that the evolutionary period could, in some cases, be characterized by a high level of alignment. Luftman and his associates (e.g. Luftman, 2000; Luftman et al., 2004) attempted to assess strategic alignment by evaluating a firms’ level of alignment to identify areas for improvements. They developed a strategic alignment maturity assessment approach to determine a firm’s level among five levels of maturity, from level 1 (mature) to level 5 (most maturity). They found that most of the firms were at level 2 of maturity. They argued that achieving high-sustained alignment requires a bilateral fit between business strategy and IT strategy in areas of communication, planning, architectural integration, and skill. They discussed six other steps of processes to assess strategic alignment, and argued that if a firm desires to realize its current IT- business alignment, then it should use the strategic alignment maturity model as a road map.
However, valid measures are essential to develop and assess the alignment mechanisms within firms. An early study conducted by Venkatraman (1989) described the concept of fit from six measurement perspectives: moderation, mediation, matching, gestalt, covariation, and
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profile deviation. While perspectives of fit such as moderation, mediation and matching look at linear relationships between a few variables, gestalt and covariation require a larger number of variables to test multivariate relations. Furthermore, Bergeron et al. (2001) supported Venkatraman’s (1989) theory that different perspectives to analyze fit may lead to different and contradictory results. Therefore, it is essential to identify the type of fit with strong theoretical support. Consequently, further research is needed to validate the ways researchers measure the concept of strategic IT-Business alignment taking into consideration both exploration and exploitation strategies. References: Adler, P., Goldoftas, B., and Levine, D. (1999). “Flexibility versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System”, Organization System, 10, pp. 43-68. Baets, W. (1992). “Aligning Information Systems with Business Strategy”, Journal of Strategic Information Systems, 1 (4), pp. 205-213. Baets, W. (1996). “Some Empirical Evidence on IS Strategy: Alignment in Banking”, Information & Management, 30 (4), pp. 155-177. Ball, N., Adams, C., and Xia, W. (2003). “Overcoming the Elusive Problem of IS/IT Alignment: Conceptual and Methodological Considerations”, In Proceedings the Americas Conference on Information Systems, Tampa. Barney, J. (1991). “Firm Resources and Sustained Competitive Advantage”, Journal of Management, 17 (1), pp. 99-120. Baum, J., Li, S., and Usher, J. (2000). “Making the Next Move: How Experiential and Vicarious Learning Shape the Locations of Chain’s Acquisitions”, Administrative Science Quarterly, 45, pp. 766-801. Benner, M., and Tushman, M. (2002). “Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries”, Administrative Science Quarterly, 47, pp. 676-706. Benner, M., and Tushman, M. (2003). “Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited”, Academy of Management Review, 28, pp. 238-256. Bergeron, F., and Raymond, L. (1995). “The Contribution of IT to the Bottom Line: A Contingency Perspective of Strategic Dimensions”, In Proceedings the 16th International Conference on Information Systems, pp. 167-181, Amsterdam. Bergeron, F., Raymond, L., and Rivard, S. (2001). “Fit in Strategic Information Technology Management Research: An Empirical Comparison of Perspectives”, International Journal of Management Science, 29 (2), pp. 125-142.
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Research_Papers/The it Alignment Planning Process.pdf
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Journal of Computer Information Systems
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The it Alignment Planning Process
Dan Peak & C. Steve Guynes
To cite this article: Dan Peak & C. Steve Guynes (2003) The it Alignment Planning Process, Journal of Computer Information Systems, 44:1, 9-15
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THE IT ALIGNMENT PLANNING PROCESS
DAN PEAK and C. STEVE GUYNES University of North Texas Denton, Texas 76203-5249
ABSTRACT
In 1998, the Information Technology Division (ITO) of Omaha Public Power District (OPPD) jointly developed an IT Alignment Planning Model with their Energy Services Unit. The model helped identify areas of information concern, resulted in the prioritized development of IT strategies, and served as a pilot for the corporate-wide implementation of the IT Alignment Planning process.
The IT Alignment Planning process was then applied to the five OPPD business units, giving management a view of Information Concerns and possible solutions. By tying the planning process directly to each business unit's Critical Success Factors (CSFs) in their strategic plans, IT Alignment Planning presented a strategic view of information and IT systems, products, and services across the corporation. The process also provided input into strategic and tactical planning processes, and considered the effects of competition on the objective of improving information quality for IT clients.
Keywords: IT alignment planning, critical success factors, strategic planning, information quality, visualization and color.
INTRODUCTION
IT alignment involves making the best possible use of IT resources to meet a corporation's business objectives (6). Strategically, it is a process for anticipating the future IT requirements of the corporation in an effort to ensure that the corporation will be prepared to meet future challenges. Tactically, it is a process of corporate-wide IT resource allocation, analogous to labor or asset resource allocation. Operationally, it is a process for achieving IT effectiveness and efficiency, in an effort to keep the business running smoothly and supporting customer requirements (I).
In 1998, the Information Technology Division (ITO) of Omaha Public Power District (OPPD) jointly developed an IT Alignment Planning Model with their Energy Services Unit. That model was used to create the Energy Services IT Alignment Roadmap, which identified areas of information concern and resulted in the prioritized development of IT strategies, systems, and other products. The alignment roadmap served as a pilot for the corporate-wide implementation ofthe IT Alignment Planning process (4).
DEREGULATION AND IT ALIGNMENT PLANNING
The power industry in the U.S. is undergoing deregulation. Most legislators agree that portions of the electric power industry would be more efficient and cost-effective in a competitive market (2). Directed by federal legislation, the electric utility industry is transitioning from a regional, monopolistic, regulated environment to a national, competitive, deregulated environment where retail customers choose
suppliers of their electricity. As a result, the power industry is now faced with competition-ehanging the way it uses IT and the way it does business.
Deregulation highlights the importance of strategically aligning business goals across the corporation and aligning business goals with IT. A competitive company can use IT Alignment Planning to connect strategic and tactical business goals with IT strategies, resources, systems, and services, providing to business units the information they need to be competitive. Conversely, a competitive company without strategic and aligned IT relegates information to a secondary, operational role-Impeding IT from being considered a strategic resource in formulating corporate goals.
Deregulation is a powerful motivator for IT Alignment, simply because the client satisfaction and the competitive effectiveness are critical outcomes of the IT Alignment Planning process. Because deregulated electric power companies ne longer have monopolistic control of their regional clientele, competitive pricing and variable subscriptions introduce new problems. Under deregulation, strategy and competitiveness become critical to company survival (2). Full deregulation brings regional and possibly national competition. Customers are no longer captive and can pick their electricity suppliers. According to market research, price is a primary motivator for switching suppliers, but it is only a short-term motivator in a stable supply environment (4). In anomalous situations like California where a controversial deregulation approach has produced supply instability and high prices, price becomes much more important. Customer satisfaction is a secondary but longer- term motivator, and is therefore a strategic factor in attracting and retaining customers.
THE IT ALIGNMENT PLANNING PROCESS
Every year the company goes through a strategic planning process called Plan, Deploy, and Review (PDR). PDR is a comprehensive planning and alignment process whose purpose is to focus the company's activities and resources against established priorities and to ensure alignment with corporate goals and measures. PDR is not a strategic planning method in a traditional sense because the latter has no alignment component. Instead, PDR is a systematic, top-down, goal-oriented planning and alignment process that successively allocates performance responsibility for corporate-level goals from the top through the lower levels. The lower levels are funded through a budgeting process; performance against budget is measured from the bottom up. The company largely determines its performance success, conditioned by the market environment, based on the performance results aggregated from lower-level goals. The PDR process also drives the performance measurement systems for professional employees. PDR is documented in The Power of Alignment (3).
IT Alignment Planning is a process that enables IT clients
Fall 2003 Journal of Computer Information Systems 9
METHODOLOGY
visualize information quality. The Quality Assessment Survey is electronically to managerial-level
to achieve their objectives by delivering to those clients quality information and quality IT products and services. IT Alignment Planning identifies needed information and needed IT products and services. Having identified them, the IT process can deliver information, products and services, and continually monitor and measure the effectiveness of delivery. By tying the IT planning process directly to each business unit's Critical Success Factors (CSFs) in their strategic plans, IT Alignment Planning takes a strategic view of information and IT systems, products, and services across the corporation. It identifies or discovers and creates new IT strategies, identifies and creates new IT resources, provides input into strategic and tactical planning processes, and factors in effects of competition with the objective of improving information quality for IT clients (5).
The corporate strategic plan rolls out to the business units, divisions, and departments, cascading through successive levels of the hierarchy. Vice presidents are in charge of the company business units, division managers run the divisions, and managers run the departments. Responsibility is allocated by job function, except in cases of shared measures, where PDR has identified key business processes that extend beyond divisional or unit boundaries.
The deliverable for each business unit, a custom IT Alignment Roadmap, contains a list of ranked Information Concerns, a prioritized development plan with schedule of candidate IT solutions, and a management-level portfolio of information systems. The deliverable for the corporation, the IT Alignment Plan integrates the business unit Roadmaps, provides consistent, corporate-wide IT vision and status, and also functions as a capital budgeting tool for major IT resources, projects, and systems (Figure 1).
Out of approximately 200 professional managers in the corporation, 75 senior managers and upper-middle managers were identified from the five business units in the study. All managers were given the opportunity to involve senior professionals who possessed management-level understanding of their information needs, either as a supplement or as a substitute for their expertise. Ultimately, 58 different individuals participated in the study, including 49 managers and nine professionals.
Using the results of the 1998 study as a model, a planning template was prepared with four information matrices constructed of paired Information Dimensions, empty of data. The rows and columns of each matrix were then filled with preliminary information: the CSFs columns were primed with CSFs from the corporate strategic plan. The business processes and information systems were extracted from IT information architecture files. Meetings were held with both IT managers and managers to confirm the processes, identify information needs, and confirm important information systems.
The data collection process of IT Alignment involves four main steps.
1) Identify information needs of each business unit. Key management-level personnel from each business unit are identified and contacted to collect IT Alignment information, including the information needs of and major systems important to that unit. This information is used to prepare a template IT Alignment Roadmap and an information quality survey.
2) Assess and Information administered
personnel for each business unit. The three surveys and approximately 700 questions are administered using an electronic data collection tool, used to improve accuracy and speed. The survey results are plotted in four 2x2 matrices, using color to indicate missing (black), inadequate (red), marginal (yellow), or adequate (green) information (Figure 2). Managers can view information quality trends in color - e.g., a predominantly green chart indicates the business unit perceives it is receiving adequate information.
3) Detect gaps between the business and its information. Based on perceived importance of the information the managers receive, the survey results are stratified in three categories: high importance, medium importance, and low importance. Those areas receiving the highest importance and the lowest quality scores comprise the gaps and are grouped into Information Concerns. Depicted in survey matrix, the matrix is broken into three sub-matrices: high importance, medium importance, and low importance. A depicted gap example would be the high importance sub-matrix containing predominantly red (inadequate) information quality survey results. These Information Concerns are presented to the business unit managers for verification and prioritization-s-the managers will discus the results and their most pressing information concerns. The feedback also is used to calibrate the survey.
4) Identify solution IT strategies, projects, and systems. Based on the results of the survey analysis and the business unit verification, both IT and the business units jointly identify possible solutions for the top Information Concerns. Solutions may include: a) strategies, such as studies, plans, tasks; b) new projects, such as major product acquisitions, process reengineering efforts, or enhancements of existing systems; and c) systems, such as new or acquired systems specifically designed to address information issues. The IT alignment participants then estimate budget, cost/benefit, schedule, resource requirements and assign priority to the solutions. Later, business cases will be developed for those solutions highest in priority and relevance to the company.
Following data collection and analysis, including the results review with the business units, IT alignment participants (IT planners and unit managers) will construct reports for each business, called IT Alignment Roadmaps. The Roadmaps are then integrated with each other and with the IT infrastructure strategies, constructing an IT strategy summary. The summary, following presentation and approval to senior management, will be used to construct the IT strategic plan for OPPD.
ASSESSING INFORMATION QUALITY
To assess the IQ of a paired set of information dimensions, they must answer two questions: First, are both of these dimensions important to me as I perform my job (e.g., are the Human Resource business process and the "Recruit, develop and retain quality employees" CSF part of my job)? Second, if question one is true, then what is the quality of information that I receive as I perform my job (e.g., as I perform the HR process, do I receive the CSF information that I need - or vice versa)?
Information Quality Score
When the respondents assess the information quality of the
Fall 2003 Journal of Computer Information Systems to
paired information dimensions, the numerical assessment ratings are Information Quality Scores (IQS). Respondents may choose from five color-coded Information Quality Scores, where the IQS can be 3 (Adequate-green), 2 (Marginal=yellow), I (Inadequate-red), 0 (Missing-black), or N/A (Not Applicable=
white). We use stoplight colors because a matrix of IQS scores can be interpreted intuitively. In other words, a mostly green matrix indicates overall adequate information, while a mostly red matrix indicates overall inadequate information (Figure 3).
FIGURE 1 Business Unit IT Alignment Roadmaps Align BU Information Requirements with the BU Strategic Plans
BU IT Alignment Roadmap
BU Strategicl Plan
-~_---- ---
Corporate Strategic Plan
-1 ----_._.- ,Ir
BU Strategic I BU Strategic Plan j
Plan
J
2 I, y I l
L
BU IT I BU IT Alignment I Alignment Roadmap I Roadmap
i ,__
!
3-- -- ... - - I
BU Strategic Plan
y
I BU IT
Alignment Roadmap
L
-T
-~-
I
--
BU Strategic Plan
BU IT Alignment Roadmap
i I
,... Infonnation Technology
Alignment Plan
(JrNtwP~P_ DNIi£1 A.p"'ll:l:ll'
I) The Corporate Strategic Plan drives the individual business unit Strategic Plans. 2) Key elements of the business unit Strategic Plans, especially Critical Success Factors and goals, drive the IT Alignment planning
process, resulting in an IT Alignment Roadmap. Previous Roadmaps also provide input into the process. 3) All IT Alignment Roadmaps are reconciled in the IT Alignment Plan, which is factored into the IT Strategic Plan.
Information Concerns
An Information Concern (Figure 4) is a candidate for immediate alignment attention. Although four information quality matrices may exhibit multiple areas where IQSs are inadequate, our objective is to identify a few top areas that
require priority attention. If the respondent identifies an information area as important and does not perceive he/she is receiving adequate information, then' that is an Information Concern-it results from a low IQS and a high Information Importance Rating.
The Information Need Importance Rating (INIR) is one
Fall 2003 Journal of Computer Information Systems 11
indicator of informat ion importance. It is an average rating respondents assign to each of their stated Information Need s (IN). Respondents can rate an Information Need as having Low (0), Medium (I), or High (2) importance. They enter their
ratings into the Facilitate.com electronic meeting software, which collects, calculates, and assigns an average score for each user information need.
FIGURE 2 Information Quality Matrices with Paired Information Quality Dimensions and Information Quality Scores
Go to the following link for a color version of this figure http://www.coba.unit.edu/oppd
A ·Bu ess Proc ess 10
IeCr Succes s Fa clor s ~ ~ s ~ ~... c.' ... ... ...-....-. '.H.._000<_ 2. 2 15 2 1
~~.IIId("""~ 142 15 27 14 "'-.....,..., l' } . 7 '..~..,..adilI" ...,""" 1 B :1. 2 " 22 2.'-'ftIf'lItt"~ B · rorm on Need to-- Crlllclll Success Fector e ti ~ ~ ~ &: l:i... u ...--I(W'......~. , 1 3 , 1
~aMIIft · . .... '"" I'tIUr.,~, 1 H 18 n 1 8 ' 4 s_ 21n 14 2 1-- H H 2 2 '0.II rnIat* , ....Md co.,.,....... - 2........"'...."". 22 7 , .. n 1 5.................... Ie 2
~-. H ....-..- "- ~........ "U,,,..,.,., ....~ , IS ~ I r....--....~ ....~~ -• B , ~
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....... CV1obnft~• ..-d~ ,1 2 3 2 23 ,_--, 2 2 H 1 2 ~ A~ ..........-..... - i e 2 -,,--2 H- I ., ~ " -......... ..."~........... hftf'I 16 •• 3 - :1......"._.,......,......~ ............. II-2J........~U'K1:adol\."""'" I • .~..,.CN1 mM"""'" nwncenal .cow-.
,. 15 n 17 1 2 _ -'''-' ' .5 -- _ J---- 2 '1 21 '""......., .......~ J _ 2_ _ 2 21 J 312 III ea -e-- 2' .S :' 16 2 .!~Md ..... ..om.._ ..... ....".." ~ :OS ~ 2 I S J 11 21ll-... t _ jJA. ..... U"" I
If necessary, we adjust INIRs upward until the highest IN for every business unit is 2, or high importance. All business units, each which may subjectively score their highest IN differently, then will have their most important IN scored comparably across the corporation. This adjustment was necessary because business units, who compete with each other for IT services and project resources, insisted they not be comparatively disadvantaged. This adjustment partially
eliminated the inclination of some managers to deliberately bias their responses for comparative advantage.
The Number of Voters is the second indicator of information importance. When respondents rate the information quality they receive for a question, we ask them to respond only if the question area is important to their job. For example, if two managers within the same business unit have orthogonal responsibilities, each manager would respond to different
Fall 2003 Journal of Computer Information Systems 12
questions. If a higher percentage of managers respond to one question and a much lower percentage respond to another, the higher percentage response is deemed more important.
THE IMPORTANCE OF VISUALIZATION AND COLOR
An important part of this IT Alignment Planning process is being able to visualize information quality. A select group of
client and IT managers authored this technique. When the planning model was being developed, the group consistently stressed the need for intuitive visual scoring and analysis. After considering a number of alternatives, the group chose stoplight colors (Figure 3) as the preferred technique for conveying information quality. The planning model was developed around that technique.
FIGURE 3 IT Alignment Color Legends, Showing Colored Text for IT Products and Systems, Colored Scores for Information Quality
Go to the following link for a color version of this figure http://www.coba.unt.eduloppd
Legend: ITSystems and Products color ".. ,
Definition phase (red)
Planning phase lblue)
II ,""A1.' "I ,. . " l;; EXisting (black)
Legend: Infonnation Quality Score 3=Adequate coverage perceived 2=Marginal coverage perceived 1=Inadequate coverage perceived o=No coverage perceived
=Not applicable. not addressed
Score Range (2.5-3.0)
(1.5 - 2.49)
(0.5-1.49)
(0- 0.49)
N/A
During the pilot study, management assigned information quality scores with color alone - not using numerical values. The group would discuss each square in the matrix and decide the appropriate color for that square. As the discussion progressed, the matrices of squares would gradually evolve into splashes of color - some regions were red, larger regions were yellow, smaller regions were green. Where information was missing, those regions were black.
The authors found that the traditional discussion approach (using flip charts and sequential verbal data collection) used during the pilot was very time-consuming. To speed things up, we automated data collection with a ODS tool, Facilitate.com. By selecting a ODS tool (using electronic bulletin boards for brainstorming and parallel computerized data collection), we minimized discussion and shortened the time requirement by an order of magnitude. That time savings allowed us to implement the IT Alignment Planning across the entire company. Even though numerical values (the IQSs) are now used in data collection, the numerical ranges still represent colors (Figure 3). Color is a major analytical and reporting feature of IT Alignment planning, as a result, a color data display, rather than a statistical tabular or numerical data display, is a primary feature of the process.
ASSIGNING AN INFORMATION QUALITY SCORE TO A QUESTION
During data collection, we ask respondents to assess the quality of information they receive as they perform their jobs. If they are receiving the "right" information to make the best decisions or the "right" information to do their job, then the information quality is adequate. Detailed knowledge of neither the delivery technology nor the information origin is necessary. We ask that they simply use their own perceptions of information quality, reflecting their own job needs, point of view, and best judgment.
To score an item, respondents go through a two-stage assessment process. First, the information must be important to
them in performance of their job. If not, they skip the question, and it receives the default NtA. Second, if the information is important, they assess the information quality with a score of 3, 2, I, or O. If any important aspect of that information is questionable (e.g., information is not immediately available, it is inaccurate, it is unreliable, etc.), then the item will receive a score of2 (marginal) or less.
Formulating IT Solutions
Figure 4 illustrates that CSF and business processes studied during the strategic planning process may generate IT Alignment Information Concerns, which will be discussed later in this paper. These Information Concerns, identified in the IT Roadmaps, encourage discussion between the IT organization and the business units for possible IT solutions.
IT solutions may include new projects, systems, and other IT candidate products. Solutions may also include the development of new IT strategies (e.g., a strategy for Electronic Commerce that spawns new systems and projects). To plan a solution, IT managers aggregate groups of related projects and activities into activity (work) streams, and estimate required resources and put them into an activity stream schedule. As a result, IT Alignment ties the information gaps identified at the strategic and process levels of the organization down to IT system and product solutions. IT Alignment operationalizes solutions to strategic Information Concerns (Figure 4).
Figure 5 illustrates that individual solutions are identified in the business unit IT Alignment Roadmaps. These projects are prioritized and scheduled into activity streams or streams of work. Activity streams give managers a grouped, high-level perspective of like solutions.
Isolated projects and activity streams from all IT Alignment Roadmaps are eventually reconciled in the IT Alignment Plan, with senior management input Finally, all activities and projects, with enabling technology and resource requirements, are factored into the IT Strategic Plan (Figure 5).
FaU2003 Journal of Computer InformatioD Systems 13
FIGURE 4 The Four Business Information Dimensions Reveal Information Concerns, Which Suggest IT Solutions
Strategic View of Information
~
Operational View of Information
1 B
c
Corporate Strategic Plan
BU Strategic Plan
Criticall Success Factors
(A \\
Business Processes
Information Needs
,
(D, \ \
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Pre"'ous auIT Alignment Roadmap
IT Solution (Strategy, System, Project, Product)
I) The business four dimensions range from strategic (Critical Success Factors) to operational (IT System or Product). Information Quality Scores (lQS) are collected from paired BU information dimensions (A, B, C, D).
2) A Low IQS that is rated by the client as High Importance information reveals an Information Concern (or information gap). 3) Client and IT managers discuss the gaps to suggest and prioritize IT Solutions. Solutions also consider additional information from the
BU Strategic Plan and previous IT Alignment Roadmaps.
CONCLUSIONS
A major benefit of the IT Alignment Planning process was that strategic thinking integrating IT at the corporate level increased. Senior managers and their direct reports could discuss IT projects and impacts across all company divisions using the same planning language and like-formulated resource estimates. The process also supported the development of strategic IT plans for individual business units and helped identify new solutions by examining information needs from multiple perspectives of strategy, business processes, information needs, and operational performance. Furthermore, it elevated information quality awareness to a strategic level and enhanced IT Infrastructure planning.
Examining the IQ of Information Needs and Business Processes provided an information quality view of information
requirements from a job function perspective through a business process perspective, Assessing the Information Quality (lQ) of the CSFs and the IT Products/Systems provided an Information quality view from strategic down through the operational levels of the organization.
REFERENCES
I. Deana, R.H., T.B. Clark, and D. Young. "Creating a Learning Project Environment: Aligning Project Outcomes with Customer Needs," Information Systems Management, 14:3, Summer 1997, pp. 54-60.
2. DOEIEIA=-X037. The Restructuring of the Electric Power Industry: A Capsule of Issues and Events, Energy Information Administration, www,eia.doc.gov, January 2000,
Fall 2003 Journal of Computer Information Systems 14
3. Labovitz, G. and V. Rosansky. The Power of Alignment: How Great Companies Stay Centered and Accomplish Extraordinary Things. New York: John Wiley & Sons, 1997.
4. Omaha Public Power District Annual Report. 2000. 5. Rockart, J.F., Mol. Earl, and J.W. Ross. "Eight Imperatives
for the New IT Organization," Sloan Management Review, Fall 1996, pp. 43-55.
6. Rosser, B. and C. Smith. "Aligning Business and IT Strategies," Document #R-41Q-I03, Management Strategies & Directions, Gartner Group, September 9, 1996.
FIGURES Business Unit IT Projects are Reconciled in the IT Alignment Plan
BU IT Alignment Roadmap
IT Solution (Strategy, System, Project, Product)
BU IT Alignment Roadmap
IT Solution (Strategy, System. Project, Product)
IfAc'"'' j('M>r!<) Streams
IT Strategic Plan
j,..
4 Information Technology
Alignment Plan
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I IT A~ti\1ty LStreams
r-
~---lt-- I IT Solution IT Solution I (Strategy, (Strategy,
System. System. Project. Project. Product) Product)
IT Solution (Strategy, System, Project, Product)
l_;~J ..--;::=:::::::=:::::::::::;::::=:::::",:":,,,,:2 ':j:""""""::=:::::::=:::::~::=:::::~;--...
[ ; U ITAlignment Roadmap
I. Individual projects (new systems, enhancements, strategies, studies, training programs) are identified in the business unit IT Alignment Roadmaps.
2. These projects are prioritized and scheduled into activity streams. 3. Projects and streams from all IT Alignment Roadmaps are reconciled in the IT Alignment Plan. 4. All activities and projects, with enabling technology and resource requirements, are factored into the IT Strategic Plan.
Fall 2003 Journal of Computer Information Systems 15
Research_Papers/The role of IT strategies architectures and services in the development of network economies.pdf
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The role of IT strategies, architectures, and services in the development of network economies
Piet Ribbers & Koen Milis
To cite this article: Piet Ribbers & Koen Milis (2008) The role of IT strategies, architectures, and services in the development of network economies, , 14:3, 179-183, DOI: 10.1002/itdj.20106
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The Role of IT Strategies, Architectures, and Services in the Development of Network Economies
Editorial Introduction
Piet Ribbers Department of Information Systems and Management, Tilburg University, PO Box 90153, 5000 LE Tilburg, The Netherlands. E-mail: [email protected]
Koen Milis Hogeschool-Universiteit Brussel & Tilburg University, Stormstraat 2; B-1000 Brussel, Belgium. E-mail: [email protected]
1. INTRODUCTION
Today, knowledge and information are at the very heart of economic activity and wealth creation. Understanding the knowledge-based economy is therefore of central importance to economic strategy. Geographical networks or clusters are major sources of competitive- ness in a country or region. They are seen as instruments of knowledge development and innovation (O’Callaghan & Andreu, 2006) and thus as invaluable elements of an economic strategy. Consequently, it is of utter importance to identify future functioning models, economic structures, and critical success factors of network organizations. How can IT strategies, architectures, and services, together with organizational change and governmen- tal support, create possibilities for more complex forms of collaboration and partnerships in developing regions?
The concept of organizational networks has been the subject of IT for development over a number of years as information technology infrastructures enable people in disparate regions to share resources. But more extensive and thorough research is needed, examining networks at different levels (micro, meso, and macro) from different perspectives (e.g., government policy or management). Hence the reason for launching this special issue.
2. THE MICRO LEVEL
There is a consensus among scholars and policymakers that the adequate use of information and communication technology (ICT) increases the competitiveness of employees and strengthens the position of companies in the global economy. Companies that launch ICT in a proper way perform significantly better than their competitors in the field of cost control and profit. A high level of computerization is perceived as a crucial factor to enhance the efficiency of employees and thus to remain competitive. Moreover, adequate
Information Technology for Development, Vol. 14 (3) 179–183 (2008) C© 2008Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/itdj.20106
179
180 RIBBERS AND MILIS
use of ICT resources impacts a firm’s knowledge absorption capacities and the nature of the firm’s knowledge flows, creating conditions that enable the company to maximize its capabilities.
Because the potential of a cluster depends on the capabilities of the constituent firms, the capabilities of a cluster are directly impacted by measures taken to enhance the use of ICT within an individual firm. More generally stated, a firm’s efforts to optimize knowledge and innovation capabilities contribute to the strength of the cluster in which it participates (Cohen & Levinthal, 1990; Storper, 2000). On the other hand, the position of the company in the network or cluster and its capabilities to benefit from it are directly related to the ability to absorb knowledge and to innovate. Hence, the performance of the cluster or network and the performance of the constituent companies are highly intertwined, making research at the level of each individual firm feasible and necessary to understand the dynamics of clusters.
The research of Beulen is an example of research at the micro level. The efforts to recruit and retain a sufficient number of highly educated knowledge workers in developing regions are described. ICT is used as an enabler to create a worldwide network among the different regional offices of a multinational.
3. THE MESO LEVEL
The research into the processes and network dynamics within different sectors (such as the automobile industry, aerospace industry, and electronics and software industry) demon- strates that economic structures evolve from a highly structured and relatively stable market, with a number of companies that dominate the supply chain, toward a cluster of cooper- ating companies. The processes become more and more fragmented while the network of cooperating companies becomes more volatile and fuzzy. The instability increases, forcing companies to abandon their traditional way of cooperating, though at the same time en- abling the creation of new and exciting organizational forms and manners of cooperation, creating substantial possibilities for developing regions.
The volatility within modern networks imposes additional strains on company structures. Even more than is the case in stable environments, good management of the cooperation, communication, and exchange of knowledge is essential (Schoo, 1999; Schreurs, Moreau, & Picart, 2003). Hence, the information, financial, and engineering flows between the members of a network need to be as flexible and smooth as possible. Active management of these flows should be pursued, enabling a more thorough integration of common processes, which might lead to closer cooperation, a higher level of trust, better communication, exchange of knowledge, better goal congruency, reduction of stock, and so on (Cooper, Lambert, & Pagh, 1997; Mason Jones, Naim, & Towill, 1997; Skott-Larsen, 1999).
Furthermore, the notion that the supply chain and its supporting IT chain are closely intertwined gains more and more support in the supply chain literature (Kleijnen & Smits, 2003). It becomes obvious that supply chain management cannot be conducted without knowing and understanding the IT that supports it. Therefore, the need to research the role of IT in supply chains is emphasized in many research agenda (Kauffman & Walden, 2001; Kleijnen & Smits, 2003; Lambert, Cooper, & Pagh, 1998).
Caution is needed, however. Too often, research builds blindly upon the premise that was applied in the early supply chain management literature, that is: “the more integration—the better the management of the chain.” Yet, high levels of integration might also lead to a form
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ROLE OF IT IN DEVELOPMENT OF NETWORK ECONOMIES 181
of rigidity. It becomes more difficult to adjust to changing markets. Changing partnerships and extending or decreasing the supply chain become increasingly difficult.
The aim of network research at the meso level is to get a more profound insight into the ways in which the different companies currently collaborate within a network. Special attention is given to elements such as the level and techniques of knowledge sharing (both single- and double-learning loops; Kim, 1994), the efficiency and effectiveness of the information flow, and the level of trust and cooperation.
The research of Cloete and Doens and that of Muhren, Van Den Eede, and Van de Walle are both situated at the meso level. Cloete and Doens focus on a specific sector, whereas Muhren et al. examine networks within international organizations.
4. THE MACRO LEVEL
The research at the macro level is aimed at discovering the impact of clusters on the economic environment on the one hand and developing ways to enhance the creation and growth of clusters on the other hand. Researchers try to establish the innovative power of a cluster and the effect it has on employment and turnover both within and outside the sector or region.
In recent years researchers and policy makers have developed and refined theories and practical insights into the knowledge-based economy and economic growth. Some scholars stress the importance of spatial structures in economic development. Knowledge-driven, technological progress tends to be geographically localized (Audretsch & Feldman, 1996; Porter & Stern, 2001). There is considerable evidence that technology is slow to diffuse from the faster growing, more technologically advanced regions. Technology spillovers tend to be localized and generate geographically concentrated growth (Martin & Sunley, 1998). Knowledge-driven economic growth often is geographically concentrated in larger spatial agglomerations, with accumulations of skilled labor, local knowledge spillovers, specialized suppliers and services, and locally embedded support structures (Gardiner, Martin, & Tyler, 2004). Several other approaches to examine clusters are explored. Some researchers view clusters as “complex systems” and focus on the emerging order in what would otherwise be a very disorderly system (Holland, 1998), whereas others see clusters as networks of relationships between individuals rather than networks of firms (Nohria & Eccles, 1992).
Spillover theory suggests that knowledge creation within private firms and clusters gen- erates widespread benefits enjoyed by other companies, industrial sectors, and society at large. Spillovers flow through a number of distinct channels: market, knowledge, network (Jaffe, 1996). Forecasts based on econometric models provide some limited indication of future trends. Any attempt to predict—in detail—the spillover effects of knowledge cre- ation is to some extent speculative. Economic forecasting models often lack the breakdown in detailed terms that would allow the future of the sector knowledge as such to be sug- gested in detail. Bottom-up approaches based on qualitative scenarios contribute to a better understanding of the broad economic effects of cluster-oriented initiatives.
Despite the problems concerning the predictability of economic growth and spillovers, the fact that knowledge-driven clusters and geographical networks do influence economic growth seems to be obvious. Networking has proliferated to such an extent that one of the most salient characteristics of the modern corporation is the fact that it is embedded in a network of alliances. Future economic growth depends—to some extent—on the
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182 RIBBERS AND MILIS
development of these network structures and alliance capabilities. The embeddedness in networks changes the relationship between companies and will therefore affect the way in which they compete with each other as well (De Man, 2004).
Kauffman and Kumar investigate government efforts made to cluster ICT activities and examine the impact of these clusters, and Milis elaborates on the impact of government policies to enhance ICT use and clustering within SMEs. Both are examples of research at the macro level.
5. CONCLUSIONS
There is little doubt that the existence of clusters enhances the economic strength and capabilities of a region. Clusters are motors of economic progress and as such are important instruments for the development of regions.
The volatility of modern economic markets, the trend toward more fragmented pro- cesses, and the evolution toward more fuzzy and volatile networks, combined with the fast enhancing capabilities of ICT, enabling diverse forms of outsourcing, create an important window of opportunity for developing regions, where regional clusters and networks are developing at high speed.
Unfortunately, however, the knowledge regarding the creation and the enhancement of clusters is limited. Moreover, we are only starting to understand the dynamics and impact of clusters. In view of the importance and the possible impact of clusters, we call upon the research community to explore this subject further, with special attention directed toward developing regions.
REFERENCES
Audretsch, D. B., & Feldman, M. P. (1996). R&D spillovers and the geography of innovation, and production. American Economic Review, 83, 630–638.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128–152.
Cooper, M. C., Lambert, D., & Pagh, J. (1997). Supply chain management: More than a new name for logistics. International Journal of Logistics Management, 8(1), 1–13.
de Man, A. P. (2004). A movable feast—Competition in the network economy, Technische Universiteit Eindhoven, Eindhoven, the Netherlands.
Gardiner, B., Martin, B., & Tyler, P. (2004). Competitiveness, productivity and economic growth across the European regions. Regional Studies, 38(9), 1045–1067.
Holland, J. (1998). Emergence: From chaos to order. Boston, MA: Addison-Wesley Longman Publishing Co., Inc.
Jaffe, A. B. (1996). Economic analysis of research spillovers. Lebanon, NH: Brandeis University Press, University Press of New England.
Kauffman, R., & Walden, E. (2001). Economics and electronic commerce: Survey and directions for research. International Journal of Electronic Commerce, 5, 5–116.
Kim, D. H. (1994). Managing organizational learning cycles. In K. Wardman (Ed.), Reflections on creating learning organizations. Waltham, MA: Pegasus Communications.
Kleijnen, J., & Smits, M. (2003). Performance metrics in supply chain management Journal of the Operational Research Society, 54(5), 507–514.
Lambert, D., Cooper, M. C., & Pagh, J. (1998). Supply chain management: Implementation issues and research opportunities. International Journal of Logistics Management, 9(2), 1–19.
Martin, R. L., & Sunley, P. (1998). Slow convergence?: Post neo-classical endogenous growth theory and regional development. Economic Geography, 74(3), 201–227.
Mason Jones, R., Naim, M., & Towill, D. (1997). The impact of pipeline control on supply chain dynamics. International Journal of Logistics Management, 8(2), 47–62.
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Nohria, N., and Eccles, R. (Eds.) (1992). Networks and organizations: Structure, form, and action. Boston, MA: Harvard Business School Press.
O’Callaghan, R., & Andreu, R. (2006). Knowledge dynamics in regional economies: A research framework. In R. Sprague (Ed.), Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS 06) (pp. 1–10). Washington, DC: IEEE Press.
Porter, M., & Stern, S. (2001). Innovation: Location matters. MIT Sloan Management Review, 42(4), 28–36.
Schoo, K. C. (1999). Engineering complex software implementation programmes. Ph.D. dissertation, Katholieke Universiteit Brabant, Tilburg, the Netherlands.
Schreurs, J., Moreau, R., & Picart, I. (2003). The value chain of the learning organisation. The L(E)RP system integrating all its subfunctions: An architecture. In S. Furnell & Paul Dowland (Eds.), Proceedings of the Euromedia Conference, Plymouth (pp. 95–97). Plymouth, U.K.: University of Plymouth.
Skott-Larsen, T. (1999). Interorganisational relations from a supply chain management point of view. Logistik Management, 2(2), 96–108.
Storper, M. (2000). Globalization and knowledge flows: An industrial geographer’s perspective. In J. H. Dunning (Ed.), Regions, globalization, and the knowledge-based economy (pp. 42–62). Oxford, U.K.: Oxford University Press.
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Research_Papers/Unpacking Green IT.pdf
Association for Information Systems AIS Electronic Library (AISeL)
AMCIS 2010 Proceedings Americas Conference on Information Systems(AMCIS)
8-1-2010
Unpacking Green IT: A Review of the Existing Literature Stoney Brooks Washington State University, [email protected]
Xuequn Wang Washington State University, [email protected]
Saonee Sarker Washington State University, [email protected]
Follow this and additional works at: http://aisel.aisnet.org/amcis2010
This material is brought to you by the Americas Conference on Information Systems (AMCIS) at AIS Electronic Library (AISeL). It has been accepted for inclusion in AMCIS 2010 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected].
Recommended Citation Brooks, Stoney; Wang, Xuequn; and Sarker, Saonee, "Unpacking Green IT: A Review of the Existing Literature" (2010). AMCIS 2010 Proceedings. Paper 398. http://aisel.aisnet.org/amcis2010/398
Brooks et al. A Review of Green IT Studies
Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 1
Unpacking Green IT: A Review of the Existing Literature
Stoney Brooks
Washington State University [email protected]
Xuequn Wang
Washington State University [email protected]
Saonee Sarker
Washington State University [email protected]
ABSTRACT
Green IT is the latest manifestation of sustainable business practices. The decision surrounding whether or not to implement Green IT strategies, policies, and tools provides compelling challenges for organizations. While practitioners have been highly interested in this topic for a while, recently, there is also a growing interest on this topic among academicians. In this paper, we conduct a comprehensive review of both the practitioner and academic literature surrounding Green IT. By presenting the overlaps and differences between both perspectives, we aim to identify noticeable gaps in the current literature. By presenting research questions, we aid scholars in determining rigorous academic research directions of this phenomenon.
Keywords
Green IT, literature review, environment
INTRODUCTION
As firms react to the challenge of rising energy prices and other related impacts to their bottom lines, many find themselves facing increased pressure to reduce their carbon footprint, emissions, or other metrics as a result of pressures from political and social actors. Given this focus on reducing energy costs (at a minimum), one component of environmental friendliness is the phenomenon of Green IT. The EPA told Congress in 2007 that data centers in the U.S. used 61 billion kilowatt-hours in 2006 (1.5% of all the power used) at a cost of $4.5 billion (InformationWeek, 9/2007). Both the EPA report and McKinsey (2008) among others, say that IT could reverse this trend significantly by enabling practices such as telecommuting and productive (non-wasteful) use of energy. Green IT is experiencing an exponential growth in terms of its relevance, and this is reflected in current events. In December 2009, Copenhagen, Denmark hosted the United Nations Climate Change Conference, and Green IT was a key topic of focus for the 192 members of the United Nations.
Given the focus on Green IT amongst practitioners, it is not a surprise that is slowly becoming a topic of increasing importance amongst academics. Recently, the Information Systems discipline’s premier conference, ICIS 2009, hosted a Green IT track for research papers. Even though Green IT is quickly becoming an important topic of study in the IS field, there is still a noticeable lack of published research in this area. Given the breadth of this topic, to further academic research on Green IT, it is important to identify the core areas that need investigation.
Our initial review suggests a few key areas that need examination in research surrounding Green IT. Firstly, there seems to be a gap in an understanding of what is meant by Green IT, which we believe is an important first step, before any rigorous academic research can be conducted on it. Further, Murray (2009) reports that public sector IT managers are deeply concerned over their ability to successfully implement Green IT. In that study, more than two-thirds of senior public sector IT managers expressed serious concerns about “their organizations’ ability to meet the government’s green IT targets”. Murray’s (2009) study seems to suggest that the adoption/implementation of Green IT is often cumbersome, and wrought with failures. Yet, failure to successfully adopt green IT policies can undermine an organization’s efforts to meet governmental regulations, and therefore run the risk of severe penalties.
Given much of the challenges surrounding Green IT, we thus believe that rigorous scholarly work is required in the area of Green IT, in an effort to help practitioners address some of the areas highlighted above. The specific objective of this paper is to review the current literature on Green IT studies from both the academic and practitioner journals and publications in order to identify gaps that need to be filled with rigorous academic research.
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BACKGROUND OF GREEN IT
Green Practices and Initiatives
Environmentally sound (or sustainable) practices can be traced back almost as far as a researcher would care to go. Perhaps the more important question is the motivation and the degree of emphasis at varying times in history, behind what are often called green practices. Some in the “green movement” would suggest that “green” is a reaction to the excesses resulting from the development of Western societies and the waste generated from that development. Rather than continuing to emphasize growth at any cost, the green movement suggests that the relationship between humans and their environment must not be taken for granted. Gradually, the ideas of sustainability and environmentally friendly practices evolved into what are now almost mainstream acceptance and usage by individuals and organizations. For purposes of our discussions in this paper, we also make a distinction between “green” and sustainable. “Green” usually means energy efficient and environmentally friendly and “sustainable means planning and investing in a technology infrastructure that serves the needs of today as well as the needs of tomorrow while conserving resources and saving money” (Pollack, 2008, p. 63).
As green practices became more and more common in organizations, at all levels, oil prices reached $100 a barrel in January 2008. A “wake-up call” as popular usage has it, must have been heard in IT departments around the developed world.1 As firms reacted individually to the challenge of escalating energy prices and other related impacts to their bottom lines, many also found themselves facing increased pressure to reduce their carbon footprint, emissions, or whatever other metric of choice was the focus for variety of regulatory, political, and social actors in their respective domains. Even firms that had not been adopting green practices as a consequence of a commitment to environmental and sustainable operations as part of their business, found themselves facing a whole new reality. They were now going to have to look at every aspect of their business with a “green lens” or face the consequences.
Given the focus on saving money on energy costs (at a minimum), Green IT could be seen as just a way to reduce what McKinsey research (2008) estimates will be three percent of worldwide greenhouse gas (GHG) emissions in 2020. Perhaps even more important, both the EPA report and McKinsey (among others), say that IT could reverse this trend significantly by enabling practices such as telecommuting and productive (non-wasteful) use of energy. Some, however, like Orsato (2006), suggest that green practices can be a source of competitive advantage. He suggests that by making the right choices, such as money spent on what he calls “eco-investments,” can transform a company. The framework he proposes for general green strategies can be applied to Green IT strategies as well—especially when Green IT strategies are aligned with the overall strategies of the organizations in which they are implemented.
Green IT Definition and Relevance to the IS Discipline
According to Benbasat and Zmud (2003), the IS discipline should deal with “IT artifact and its immediate nomological net”. The IT artifact is defined as “the application of IT to enable or support some task(s) embedded within a structure(s) that itself is embedded within a context”. In the context of Green IT, the concept can be reframed as the application of IT to enable more environmentally friendly processes within organizations. Therefore, Green IT can be viewed as a specific kind of IT artifact and IS researchers need to understand how it can impact the organization, environment, and so on. Sidorova et al. (2008) define the IS discipline as “how IT systems are developed and how individuals, groups, organizations, and markets interact with IT”. Green IT can introduce environmentally friendly business processes to organizations and environmentally healthier products to markets.
A key question that can be raised is what is meant by Green IT. Murugesan (2008) suggests that Green IT is:
"the study and practice of designing, manufacturing, using, and disposing of computers, servers, and associated subsystems—such as monitors, printers, storage devices, and networking and communications systems—efficiently and effectively with minimal or no impact on the environment. Green IT also strives to achieve economic viability and improved system performance and use, while abiding by our social and ethical responsibilities. Thus, green IT includes the dimensions of environmental sustainability, the economics of energy efficiency, and the total cost of ownership, which includes the cost of disposal and recycling. It is the study and practice of using computing resources efficiently."
To understand and study Green IT comprehensively, we must consider that Green IT involves power consumption and management, manufacturing practices, data center design and operations, recycling and end-of-life concerns for computer
1 Our paper is focused on Green IT as practiced in highly industrialized nations; it does not seek to examine the challenges of IT practices, let alone Green IT practices, in developing countries.
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equipment, total cost of ownership issues, both micro and macro-economic issues, systems performance and efficient systems use, and environmental, social, and ethical practices relating to IT acquisition, use, and disposal.
Thus, for this paper, we do not define Green IT as purely the hardware component of IT, but as an inclusive concept that goes beyond the working definition provided by Murugesan (2008). At this time, it is also important to make a distinction between Green IT and Green IS for the purpose of this paper. Watson et al. (2008) state that Green IT is mainly focused on energy efficiency and equipment utilization, whereas Green IS, in contrast, refers to the design and implementation of information systems that contribute to sustainable business processes. Our definition of Green IT includes the ideas of Murugesan's definition, but encompasses the technology, the human aspect, and the organizational mindset and culture concerning Green IS as well. In other words, we take a sociotechnical view of Green IT (Markus and Robey, 1988). Specifically, we categorize. Green IT in two ways: 1) the initiatives that utilize IT infrastructure to change organizational processes and/or practices to improve energy efficiency and reduce the environmental impacts, and 2) environmentally healthier IT products and/or services.
LITERATURE REVIEW
Practitioner Literature
To get a sense of what is being discussed in the practitioner literature, we reviewed multiple practitioner-related journals, including Communications of the ACM, CIO and PC World. Additional articles that are relevant and useful for our study have also been included in this paper. We found that the first time the term “Green IT” appeared was in 2007 in the CIO magazine, so we consider 2007 as the start year of our literature search. Table 1 lists a sample of practitioner studies.
Journal/Conference Reference Topic/Research Question Category Conclusion
CACM Kurp (2008) News about green computing
Adoption choice (cost); Eco- Efficiency
Much of the green computing movement’s focus is on data centers
CACM CACM Staff (2007)
In Search of Greener Pastures
Adoption choice (social pressure)
Report predicts environmental pressures will force companies to find greener ways
CACM CACM Staff (2007)
IBM allow owners to monitor mainframe power usage
Post Adoption (energy usage); Eco-Efficiency
IBM is going to report power consumption on servers
CIO Overby (2007) Introduction of new technology into data center
Adoption choice (cost and strategy); Eco-Efficiency
VistaPrint to save $500,000 and cut emissions. Benefits go beyond saving money
CIO Beach (2008) Talk with Michael Dell about Green strategy
Adoption choice (strategy); Eco- Collaboration
Make green a strategic pillar of the firm
CIO Burnham (2008) Green IT budgets getting cut
Adoption choice (cost)
Economic crashes are bad for Green IT
CIO Ricknäs (2009) Greener profits Adoption choice; Eco-Efficiency
European companies that are serious about green earned a 2% higher profit margin compared to others in the same industry
CIO Rosenbaum (2007)
Editorial including comments on green business practices and sustainability
N/A Comments on green practices and sustainability in editor's column in April 1, 2007 issue
CIO Swanborg (2009) Raytheon' Green IT strategy
Post Adoption; Eco- Efficiency
Raytheon project showed benefits for company and environment
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CIO West (2007) Data center management, efficiency, cost management
Post Adoption; Eco- Efficiency
Good practices for managing data center costs
PC World Perenson (2009) Reduced power consumption in internal hard drives
Adoption choice (cost); Eco- Efficiency
Saving money and saving power (Western Digital Caviar GP)
PC World Rebbapragada (2007)
Tips on a "green" office Adoption choice (cost); Eco- Efficiency
How to save energy and money by good "green" practices
IEEE Computer Society
Murugesan (2008) How to take advantage of Green IT
Adoption and post adoption; Eco- Efficiency, Innovation and Collaboration
Benefit, Holistic approach to green IT, how to use IT, enterprise Green IT strategy
Online Mines (2007) The strategies of Green IT supplier
Post Adoption Phases Of Green IT Services Engagement and data warehouse solution
Table 1. Practitioner Literature
A search of “Green IT’ done on a base of business literature yielded thousands of references. For the purposes of our review, obvious advertisements and editorials were eliminated from our analysis. We find what Mingay (2007), writing in a Gartner presentation presented at the World Economic Forum in Davos, Switzerland, called Green IT as a “new industry shock wave”. As Pollack (2008) says in a report on green and sustainable information technology oriented to education, “seldom does a day pass in which we don’t hear or read about sustainability or ‘going green’”. According to GreenerComputing.com (2008), energy efficiency is being used in one way or another to reduce environmental impacts and to cut costs, by at least sixty five percent of IT managers. However, the same survey indicates that forty percent of these managers are concerned about lack of top executive support. Ambivalence about the motivation for green initiatives in IT is evident; many organizations have a heightened awareness level but they may not be completely committed to Green IT beyond simple energy savings. Other organizations see the current challenge as an opportunity and see opportunities beyond cost savings as a result of implementing Green IT practices in their organizations.
The published literature from the practitioner side of information technology falls into four complementary categories (Murugesan, 2008): Green use, Green disposal, Green design, and Green manufacturing. These categories encompass areas of emphasis and activities such as:
• Designs and strategies for environmental sustainability including data center design and location (Cameron, 2009; Going Green with IT, 2008)
• Energy-efficient computing including power management and virtualization (Cloud computing and SaaS) (Big Blue Goes Green, 2007).
• Disposal and recycling practices that are responsible, sustainable, and comply with applicable regulatory requirements along with pollution prevention (Murugesan, 2008)
• Green metrics, assessment tools, and a methodology (ISO 14001) for effective use and practice.
Figure 1, a diagram from Siggins and Murphy (2009), sums up the information discussed in the practitioner literature. There are three orientations to adopt Green IT: eco-efficiency, eco-collaboration and eco-innovation.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 5
Figure 1. Three-sided Diagram of Green IT in Practitioner Literature
Murugesan's four categories relate to the three-sided diagram from Siggins and Murphy: Green Use and Green Disposal relate to Eco-Efficiency, Green Design relates to Eco-Collaboration, and Green Manufacturing relates to Eco-Innovation. Therefore, these three factors are discussed throughout the practitioner literature, and Table 2 shows this breakdown.
Category No. of Articles %
Eco-Efficiency 9 69.23%
Eco-Innovation 1 7.69%
Eco-Collaboration 3 23.08%
Total Count 13 100%
Note: One article may belong to multiple categories.
Table 2. Categories of Practitioner Literature
Academic Literature
Our review of the literature began with a search of the six premier academic IS journals (MIS Quarterly, Information Systems Research, Journal of MIS, Journal of the AIS, European Journal of Information Systems, and Information Systems Journal). This search did not reveal any rigorous academic research on this topic. The search was then expanded by including other academic journals and conference proceedings, such as MISQ Executive, AMCIS (Americas Conference on Information Systems), ICIS (International Conference on Information Systems), and PACIS (Pacific Asia Conference on Information Systems). Additional studies from other conferences or sources were included if they were determined to be relevant and useful for our study. Table 3 shows a breakdown of the categories of the literature reviewed, and Table 4 shows a sample of academic studies2.
Category No. of Articles %
Benefit (cost and environment) 1 12.5%
Initiation 3 37.5%
2 Here we only list the papers from IS literature. Relevant studies such as Jorgensen and Jorgensen (2009) are used in the discussion but not included in the table.
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Framework for adopting Green IT 1 12.5%
Enterprise Green IT Strategy 3 37.5%
Total Count 8 100%
Note: One article may belong to multiple categories.
Table 3. Categories of Academic Literature
Journal/Conference Reference Topic/Research Question Category Conclusion
ACIS 2009 Molla et al (2008)
A Green IT Readiness Framework
Adoption choice; Attitude, policy, practice, technology and governance are the five drivers that enable enterprises to deploy environmentally sustainable IT and IT processes
PACIS 2009 Sarkar and Young (2009)
Managerial attitude of Green IT
Adoption choice Attitudes will be transformed into action when a sound model exists, supplemented with articulately designed long- term awareness programs
PACIS 2009 Vykoukal et al (2009)
Relationship between Green IT and Grid Technology
Adoption choice; Eco-Efficiency
Green IT (Grid technology) has economical and ecological benefits. It also increases the companies' competitiveness
PACIS 2009 Molla (2009) Organizational motivation for Green IT
Adoption Choice; Eco-Efficiency , and Eco-Collaboration
A Green IT-Reach-Richness Matrix to classify Green IT strategies and initiatives
AMCIS 2009 Mann et al (2009)
The implementation framework of Green IT
Post Adoption Three step implementation framework for Green IT
AMCIS 2009 Sayeed and Gill (2009)
Explore the implementation of Green IT measures
Post Adoption; Eco- Efficiency and Eco- Collaboration
By mobilizing their dynamic resources, the organizations are able to leverage Green IT implementation for strategic purposes
MISQ Executive Weiss (2009) UPS experience with Green IT
Post Adoption; Eco- Collaboration
Collaboration between IT and other business units at UPS to implement "green" and sustainable practices
Table 4 Academic Literature
By reviewing these papers, four categories of Green IT are identified (also refer to table 4)3:
1. The Benefits of Green IT
There are two major categories of benefits: environmental and cost benefits.
3 One paper may contain several categories of content.
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 7
For environmental benefits, Jørgensen and Jørgensen (2009) examine the potential environmental risks related to IT together with nanotechnology and biotechnology, and recommend future study of the relationship between technology and society, which implies that IT needs to be environmentally green.
Cost reduction is a major benefit of Green IT. For example, Hopper and Rice (2008) show how system-level optimizations of power consumption could be achieved, which in turn can lower the operating costs. In another study, Vykoukal et al (2009) argue that Green IT initiatives (Grid technology) have economical benefits for company.
2. Initiation (When to adopt Green IT)
Molla et al (2008) evaluated the readiness of organizations’ adoptions of Green IT. They find that there are five important factors of success in Green IT – attitude, policy, practice, technology and governance – which together determine if the organization is ready to adopt Green IT. The combination of these five factors is unique to each organization, and enables the organization to deploy environmentally sustainable IT and IT processes. Later, Molla (2009) develops a matrix to classify motivation in the adoption of Green IT. In another empirical study, Sarkar and Young (2009) find that the existence of an effective cost model and awareness programs surrounding Green IT will influence managerial attitudes towards Green IT.
3. Framework for adopting Green IT
Mann et al. (2009) developed a three step implementation framework for Green IT: determine external and internal factors, determine the sophistication of the strategy, technology and processes, and measure sustainability of the proposed venture.
4. Enterprise Green IT Strategy
Vykoukal et al. (2009) argue that Green IT can increase the companies’ competitiveness. In another study, Sayeed and Gill (2009) show that by mobilizing their dynamic resources while implementing Green IT, organizations are able to take advantage of Green IT for strategic purposes. Although not closely related to Green IT, Weiss (2009) talk about how to use IT to reduce miles of travel and improve vehicle parts replacement “through a structured approach of gathering data, analyzing that data, and simplifying jobs.” Consistent with Molla (2009), IT can not only measure the energy being used but also reduce it.
ASSESSMENT OF CURRENT STATE OF GREEN IT RESEARCH
After reviewing the content from the practitioner and academic literature, there appears to be many overlaps between them; both communities discuss the benefits of Green IT, provide recommendations as to when an organization should start to adopt Green IT, and how an organization should become “green” and the strategies to employ when making the green decision (refer to Figure 2).
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Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 8
Figure 2. Focus and Overlap in the Reviewed Literature4
Have we as IS researchers done a sufficient job of studying Green IT? To date, arguably, we have not. The reasons are as follows:
1. The number of papers we identified in our review of the research literature is limited. To be specific, no papers on Green IT have yet appeared in the six premier MIS journals.
2. Limited theories have been developed and applied relating to Green IT. 3. Few empirical studies of Green IT have been performed.
Thus, the academic research in Green IT is still immature, and we suggest the IS research community needs to focus more on this increasingly important topic.
RESEARCH QUESTIONS FOR FUTURE STUDIES
Based on our review of the practitioner/academic research, we propose a total of three research questions that span the timeline of Green IT implementation/adoption. These three questions should receive the initial focus from the IS academics.
The beginning of the timeline concerns deciding whether or not to adopt the specific Green IT technology or process. Therefore, the first research question we propose is: “What are the motivational drivers for a company to choose to begin Green IT adoption?” Motivational drivers for the Green IT adoption decision are not evident in the literature reviewed. Prior research on Green IT initiation focused mainly on understanding when organizations are “ready” to adopt Green IT initiatives (Molla, 2009; Molla et al. 2008). While we agree that readiness is an important topic for Green IT research, organizations do not necessarily begin Green IT adoption when they are ready for it. Since only one study (Sarkar and Young, 2009) examines the factors which motivate organizations to adopt Green IT, this topic needs more attention in future research.
4 Please note that the figure is to represent the overlap and interrelationship between practitioner literature and academic literature. The size of each circle does not represent the number of previous studies.
Brooks et al. A Review of Green IT Studies
Proceedings of the Sixteenth Americas Conference on Information Systems, Lima, Peru, August 12-15, 2010. 9
Following the understanding of the motivational drivers for adoption/implementation, the second research question that we propose is concerned with the adoption/implementation process: “How should the firm manage the process of Green IT adoption?” This question is especially critical since as we have discussed earlier, practitioner articles have repeatedly highlighted the challenges associated with successfully adopting and implementing Green IT.
Finally, after the adoption/implementation has been completed, there are still considerations to keep in mind. Given that the effects of Green IT adoption/implementation do not end when the "official" process has been completed, an important research question to address would be: “What are the impacts (net benefits and risks) of the adoption of Green IT?”
Research studies utilizing these three research questions will be effective in filling the gaps in the current body of literature determined by the literature review.
CONCLUSIONS
In this paper, we reviewed the practitioner and academic literature for studies concerning the phenomenon of Green IT. The purpose of this review is to identify what the current status of Green IT research in the IS discipline is. We find that although the IS community is beginning to pay more attention to this important topic, more rigorous effort is needed to more fully understand the complexities of Green IT. We hope that our work will help researchers identify potential focuses in future studies.
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- Association for Information Systems
- AIS Electronic Library (AISeL)
- 8-1-2010
- Unpacking Green IT: A Review of the Existing Literature
- Stoney Brooks
- Xuequn Wang
- Saonee Sarker
- Recommended Citation