A paper named “Organizational Culture Impact on Business-IT Alignment” written by Mohamed El Mekawy and me has been accepted for publication in the proceedings of Hawaii International Conference on System Sciences (HICSS-44) publisher IEEE Computer Society (http://www.hicss.hawaii.edu/hicss_44/apahome44.htm). The Hawaii International Conference on System Sciences (HICSS) is a top ranked conference and is ranked “A” according to The Australian Government’s Excellence in Research project (ERA) (http://lamp.infosys.deakin.edu.au/era/?page=cfordet&selfor=0806). Therefore we are very happy that our paper (that has received excellent reviews) has been accepted for publication in HICSS-44 conference proceedings. An abstract of our paper is following below.
Importance of Business-IT Alignment (BITA) has increased over the past few years. However, achieving and maturing BITA still has apparent difficulties. Therefore, research efforts resulted in a number of theoretical models that can be applied as supportive tools for assessing different components of BITA. Most of these efforts have been produced either in Anglo-Saxon Countries or based on their experiences. The purpose of this paper is to explore the impact of organizational culture on maturity of BITA. The paper relies on the nine dimensions of Project GLOBE to understand societal as well as organizational culture. It also relies on the bottom-up comprehensive approach of Luftman’s Strategic Alignment Maturity Model to understand organization’s alignment components. To fulfill the purpose of this study, a comparative analysis has been carried out between two subsidiaries of a multinational organization with a federal organizational structure that operates in Egypt and Sweden. The results shows that: a) is a difference in how different components of BITA are interpreted and implemented in different organizational culture, and b) that the impact of organizational culture on BITA maturity is more complex than what is expected especially on variables that require social interactions.