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dc.contributor.authorStreet, Chris
dc.contributor.authorGalupe, Brent
dc.contributor.authorBaker, Jeff
dc.date.accessioned2018-06-10T08:56:48Z
dc.date.available2018-06-10T08:56:48Z
dc.date.issued2018-03
dc.identifier.citationStreet, C., Gallupe, B., and Baker, J. “The Influence of Entrepreneurial Action on Strategic Alignment in New Ventures: Searching for the Genesis of Alignment”. Journal of Strategic Information Systems. Volume 27, no. 1 (2018) pp. 59-81.en_US
dc.identifier.issn0963-8687
dc.identifier.urihttp://hdl.handle.net/11073/9361
dc.description.abstractThe alignment of IT strategy with business strategy has been among the top concerns of business leaders for several decades (Kappelman et al., 2014; Niederman et al., 1991). This interest from practitioners has stimulated researchers to produce a voluminous body of literature where definitions and dimensions of alignment have been proposed, measures and models have been developed, and antecedents and outcomes have been identified (Chan and Reich, 2007). Interest in alignment is driven by the reality that there are important organizational performance benefits for firms that achieve a high degree of alignment (Gerow et al., 2015). Our purpose in this paper is to examine the development of strategic alignment in the specific context of new ventures.en_US
dc.description.sponsorshipSchool of Business Administrationen_US
dc.description.sponsorshipDepartment of Marketing and Information Systemsen_US
dc.language.isoen_USen_US
dc.publisherElsevieren_US
dc.relation.ispartofseriesAmerican University of Sharjah Faculty Worken_US
dc.relation.urihttp://dx.doi.org/10.1016/j.jsis.2017.06.002en_US
dc.titleThe Influence of Entrepreneurial Action on Strategic Alignment in New Venturesen_US
dc.typeArticleen_US
dc.typePreprinten_US
dc.typePeer-Revieweden_US
dc.identifier.doi10.1016/j.jsis.2017.06.002


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