Available online at www.sciencedirect.

com
ScienceDirect
ScienceDirect
Procedia Computer Science 00 (2020) 000–000
Available online at www.sciencedirect.com
Procedia Computer Science 00 (2020) 000–000 www.elsevier.com/locate/procedia
www.elsevier.com/locate/procedia
ScienceDirect
Procedia Computer Science 181 (2021) 333–340

CENTERIS - International Conference on ENTERprise Information Systems / ProjMAN -

International
CENTERIS Conference on Project
- International MANagement
Conference / HCist -Information
on ENTERprise International Conference
Systems on Health
/ ProjMAN -
and Social Care Information Systems and Technologies 2020
International Conference on Project MANagement / HCist - International Conference on Health
and Social Care Information Systems and Technologies 2020
IT-Business Alignment: A Systematic Literature Review
IT-Business Alignment: A Systematic Literature Review
Samgwa Quintine Njanka, Godavari Sandula, Ricardo Colomo-Palacios*
Samgwa QuintineØstfold
Njanka, Godavari
University
a
College, B R ASandula, Ricardo
Veien 4, Halden Colomo-Palacios*
1783, Norway
a
Østfold University College, B R A Veien 4, Halden 1783, Norway
Abstract
Abstract
IT-business alignment has been the focus for top managers in the last two decades. Literature reported IT-business alignment as
one of the key enablers for the success of IT in an organization. Given its importance, this study aimed at exploring the reported
IT-business alignment has been the focus for top managers in the last two decades. Literature reported IT-business alignment as
benefits
one of theofkey
IT-business alignment,
enablers for the of
the success proposed
IT in anmethodologies and theitschallenges
organization. Given importance, in this
implementing
study aimedthese models. the
at exploring To reported
do so, a
systematic literature review was conducted to find answers to these questions. This study reveals that applying
benefits of IT-business alignment, the proposed methodologies and the challenges in implementing these models. To do so, a IT in an appropriate
and timely way, in harmony with business strategies, goals and needs can result in plenty of benefits for an organization. These
systematic literature review was conducted to find answers to these questions. This study reveals that applying IT in an appropriate
benefits
and include
timely way, inenhanced
harmonycooperation
with business among members,
strategies, goals competitive
and needs can advantage, performance
result in plenty enhancement,
of benefits high return
for an organization. on
These
investment, facilitation
benefits include of processes
enhanced and growth
cooperation amongamong others.
members, In fact, IT today
competitive is not only
advantage, a tool but enhancement,
performance has become a business enabler
high return on
delivering values for organization and this implies that huge investment on IT must be well managed and controlled in order to
investment, facilitation of processes and growth among others. In fact, IT today is not only a tool but has become a business enabler
align IT with
delivering business.
values Also, the study
for organization reviewed
and this implies some proposed
that huge methodologies
investment on IT must or be
models that haveand
well managed contributed
controlledininachieving
order to
sustained alignment between business and IT. Lastly, the study reveals that, despite the inevitable
align IT with business. Also, the study reviewed some proposed methodologies or models that have contributed benefits, there are
in still some
achieving
difficulties or challenges organizations faced in establishing an atmosphere of honesty and humility between IT and business. These
sustained alignment between business and IT. Lastly, the study reveals that, despite the inevitable benefits, there are still some
challenges are
difficulties lack of effective
or challenges communication,
organizations low return an
faced in establishing onatmosphere
IT investments, lack of
of honesty thehumility
and necessary skills IT
between to and
adapt to changes
business. in
These
technology or conflicting priorities.
challenges are lack of effective communication, low return on IT investments, lack of the necessary skills to adapt to changes in
technology or conflicting priorities.
© 2019 The Authors. Published by Elsevier B.V.
This is an
© 2019
2021 open accessPublished
The article under Elsevier
the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
© The Authors.
Authors. Published by by Elsevier B.V.
B.V.
Peer-review
This is an under
open responsibility
access article underof
This is an open access article under thethethe
CCscientific
CC BY-NC-ND
BY-NC-ND committee
license of the CENTERIS - International Conference on ENTERprise
license (https://creativecommons.org/licenses/by-nc-nd/4.0)
(http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review Systems
Information under responsibility
/ ProjMAN – of the scientific
International committee
Conference of the MANagement
on Project CENTERIS - /International Conference
HCist - International on ENTERprise
Conference on Health
Peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise
Information
and Social Systems
Care / ProjMAN
Information - International
Systems and Conference on Project MANagement / HCist - International Conference on Health
Technologies
Information Systems
and Social Care / ProjMAN
Information – International
Systems Conference
and Technologies 2020on Project MANagement / HCist - International Conference on Health
and Social Care Information Systems and Technologies
Keywords: IT-business alignment; IT-business alignment benefits; IT-business alignment models; IT-business alignment challenges
Keywords: IT-business alignment; IT-business alignment benefits; IT-business alignment models; IT-business alignment challenges

Corresponding Author: Tel: + 47 6921 5000; fax: + 47 6921 5002.

E-mail address: [email protected]
Corresponding Author: Tel: + 47 6921 5000; fax: + 47 6921 5002.
E-mail address: [email protected]
1877-0509 © 2019 The Authors. Published by Elsevier B.V.
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
1877-0509 © 2019 The Authors. Published by Elsevier B.V.
Peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise Information Systems /
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
ProjMAN – International Conference on Project MANagement / HCist - International Conference on Health and Social Care Information
Peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise Information Systems /
Systems and Technologies
ProjMAN – International Conference on Project MANagement / HCist - International Conference on Health and Social Care Information
Systems and Technologies
1877-0509 © 2021 The Authors. Published by Elsevier B.V.
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise
Information Systems / ProjMAN - International Conference on Project MANagement / HCist - International Conference on
Health and Social Care Information Systems and Technologies 2020
10.1016/j.procs.2021.01.154
334 Samgwa Quintine Njanka et al. / Procedia Computer Science 181 (2021) 333–340
2 Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2020) 000–000

1. INTRODUCTION
Information technology (IT) plays a prominent role in organizations worldwide. Back in 2011, IT and
business alignment appeared as a top concern for IT practitioners and company executives [1]. This interest lies in the
potential of IT– business alignment to drive not only technological success, but organizational success as well, and
above all it facilitates competitive and strategic advantages of an organization. Moreover, IT is transforming the way
companies operate. In particular, IT affects business processes, how companies deliver their services to customers,
their communication means with customers, suppliers, and even employees inside the organization [2]. However,
many organizations and consultants have realized that IT cannot in itself offer these benefits, but it is rather through
its proper use and management, in alignment with the business objectives, that corporate value can be obtained [3].
Hence, for any organization to achieve long-term sustainable success, it is essential that all elements that comprise the
organization, in particular IT, fully understand the business objectives and work together in a duly controlled and
coordinated way to ensure that those objectives are met.
The concept of IT-business alignment entails IT and business working in communion. In this paper, authors
adopt the definition provided in [4] given the seminal importance of the work. In this paper, the alignment between
business and IT is defined as the degree of fit and integration between business strategy, IT strategy, organisational
infrastructure and IT infrastructure. More precisely, alignment is the degree to which business and IT depend on one
another and share their domain knowledge to achieve a common goal.
Unfortunately, the majority of research in the last fifteen years in the topic has treated IT and the business as
diverse and separate organizational areas [5]. This approach has been criticized as it creates artificial boundaries,
which in turn lead to misalignment. The claim is that large investments required for IT projects often raise questions
regarding their business justification. Some companies, for instance, poured millions of dollars into enterprise resource
planning (ERP) systems, only to find ineffective operations, work disruption, or even lost revenues[6]. It also argues
that IT alignment remains elusive, not because of a lack of understanding of the requirement or challenge, but rather
because of a lack of clarity as who should be held responsible, which parties should contribute and what mechanisms
should be employed[7]. In particular, the collective role of the board and the chief information officer (CIO) in an
organization still remain vague. Given the importance of the subject, authors carried out a systematic literature review
(SLR) in order to find out the different initiatives reported to achieve this alignment, as well as the main challenges
and benefits reported.

2. RESEARCH METHODOLOGY
We adopted SLR as the technique to conduct the literature review. A SLR is a means of identification,
evaluation and interpretation of research relevant to a specific research question or a subject of interest. The reference
guide for this piece of work is adapted from [8]. In the next subsection, the research questions defining the focus and
aim of this paper are presented. Finally, authors will explicitly describe the process of review protocol and data
sources.
2.1. Research questions
The following research questions were examined:
Q1: What are the reported benefits of IT-Business alignment?
Q2: What are the available models of IT- Business alignment?
Q3: What are the challenges in adopting IT-Business alignment models?
2.2. The process of systematic review protocol
This subsection comprises of a series of steps, as follows: establishing a reliable data source for the research
questions, conducting a search strategy, study process, selection of relevant primary studies (inclusion and exclusion
criteria), quality assessment and data extraction.
2.2.1. Data sources
To find relevant literature on the benefits and challenges of IT and business alignment, five databases were
 Samgwa Quintine Njanka et al. / Procedia Computer Science 181 (2021) 333–340 335
Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2019) 000–000 3

selected and used for this study as follows:

 ACM Digital Library (http://dl.acm.org)
 Science Direct (http://www.sciencedirect.com)
 Springer Link (http://link.springer.com)
 IEEE Xplore Digital Library (https://ieeexplore.ieee.org)
 Taylor and Francis Group online (https://www.tandfonline.com)
The aforementioned online databases were chosen by authors, given that they are among the most relevant sources
of articles within the broad field of computing and because they are accessible using institutional accounts.
2.2.2. Search strategy
When conducting a literature search, it is imperative to establish a search strategy to find relevant search
results. To do so, research questions are used to derive keywords. In our case, RQ1 is aimed to identify reported
benefits of IT and business alignment. RQ2 deals with the available models of IT-Business alignment and RQ3
explicitly is aimed to discuss the challenges in adopting IT-Business alignment models.
Therefore, IT-Business Alignment, benefits, challenges and models are the keywords for the search string. Final search
string is as follows:
(“IT-business alignment” OR “IT and Business alignment” OR "IT/business alignment") AND ("Benefits"
OR "Opportunities" OR "Challenges" OR "Threats")
This search string was adapted and applied in the several databases listed in the previous section. A single keyword
was chosen for all research questions. Authors tried specific search strings for each of the RQs and obtained same
values. We also tried different synonyms (Disadvantages, for instance) providing same results.
2.2.3. Search Process
The process of selecting relevant primary studies began with the definition of the final search query which
was executed in the selected academic databases. The resulting articles were then read and filtered according to the
inclusion and exclusion criteria. The approved articles were checked for duplicates and their references were analysed
to identify studies that could have been overlooked in the initial search.
2.2.4. Study selection
After initial results were retrieved, non-pertinent primary studies were exempted by applying the inclusion
and exclusion criteria defined in what follows:
Inclusion criteria:
 Papers that discussed the value of IT in an organization.
 Papers that contextually handle IT-business alignment.
 Papers that are focused on the challenges of adopting IT-Business alignment models.
 Papers that are accessible.
Exclusion criteria:
 Papers that do not contextually discuss IT-Business alignment.
 Papers that do not capture relevant keywords of IT and Business alignment.
 Papers that are inaccessible.
 Papers that are published before 1990
2.2.5. Data extraction
Retrieved papers were collected in Endnote reference manager tool to enable screening and filtering of
results. Filtering was made by means of Microsoft Excel. This tool was a valid mean to classify qualitative and
quantitative data needed to answer the three research questions defined earlier.
3. SELECTION OF PRIMARY STUDIES
In Section II, authors explain the protocol followed to identify the relevant primary studies and extraction of
the relevant data. In this section, authors present the results of the systematic literature review conducted. The search
336 Samgwa Quintine Njanka et al. / Procedia Computer Science 181 (2021) 333–340
4 Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2020) 000–000

query term was executed in the various databases and a total of 732 results were retrieved initially. In the first round
after reading their titles, keywords and abstracts, a final number of 84 papers were selected. In the second round,
inclusion and exclusion criteria were applied, duplicates files removed, as a result 24 full texts were selected as primary
sources for the study to answer the research questions.
Table 1: paper filtering phases
Library Number of hits Titles, keywords and Abstracts Full text
ACM Digital Library 31 5 2
ScienceDirect 175 10 3
Springer Link 259 28 4
IEEE Xplore 179 21 8

Taylor and Francis 88 20 7

TOTAL 732 84 24

4. FINDINGS AND DISCUSSION

This section describes the findings and answers the research questions. The relevant literature will be
discussed with respect to each research question. Firstly, Research Question 1 (RQ1) will discuss the reported benefits
or advantages of IT-Business alignment in an organization. Secondly, Research Question 2 (RQ2) will explain some
proposed models or methodologies that have been able to address misalignment to sustain the relationship between
Chief Information Officers (CIOs) and Chief Executive Officers (CEOs). Thirdly, Research Question 3 (RQ3) will
broadly discuss major challenges faced in implementing the IT-Business alignment models.
RQ1: What are the reported benefits of IT- Business alignment?
In what follows, the main benefits of IT-business alignment in an organization are reported.
Enhanced cooperation: Cooperation refers to the shared domain knowledge and common understanding
between the IT and line managers about a specific business process and how IT can be used to improve the
performance of that process [9]. This Shared IT-Business Understanding is the knowledge that IT managers possess
about a specific process, the knowledge the line managers possess about the potential opportunities to apply IT to
improve the process, and the common understanding between IT and line managers regarding how IT can be used to
improve process performance[10]. In other words, shared IT-Business understanding enables the organization to
conceive, implement, and use innovative IT applications to improve process performance [11].
Enhanced competitive advantage: This refers to a sustain advantage or an edge a company has over its
competitors. Alignment of IT and business strategy plays an important role to achieve company goals. Indeed, the
business and IT performance are tightly coupled, and company cannot be competitive if their business and IT strategies
are not aligned [12]. In this dimension, CIOs and CEOs today have a great role in the alignment of IT and business
strategy. They are responsible for matching IT strategy to organizational orientation to achieve competitive advantage.
They also play several leadership roles such as decision making, informational role, leader for change management,
and provocateur for technology initiatives among others.
Facilitates organizational processes and growth: When alignment exists, IT delivers systems and services
that are crucial to the company's strategies, operations, or user needs. As a result, executives can perceive the
contributions IT makes, and users are more likely to accept and utilize IT resources. In fact, its potential does not stop
there. By making plans based on the business strategy, IT can actually anticipate what the business will require in the
future, and lay out a trajectory to meet those upcoming needs [13].
Higher return on investment and performance enhancement: Business-IT alignment has shown to improve
return on investment, cost savings, time efficiency, and so on. This is because huge investments spent on IT by
companies are highly managed and controlled [14]. Research has also shown that small and medium enterprises
(SMEs) with high level of business- IT alignment indicate better performance and profit than SMEs with low level of
business-IT alignment. This means that there is a positive relationship between business- IT alignment and
organizational performance based on strategic perspective [13].
RQ2: What are the available models of IT- Business alignment?
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Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2019) 000–000 5

Several models have been proposed to explain how alignment between IT and business can be achieved and sustained.
The two main models are as follows:
I) Strategic Alignment Model (SAM): The model [15] relies on four different strategic domains: the business strategy,
organizational infrastructure and process, IT strategy, and IT infrastructure and process. It is also based on two
building blocks: strategic fit and functional integration and within each block, there are the external and internal
domains.
The concept of strategic alignment is primarily based on the notion that information technology must match
business strategy in order to forge a strong competitive edge and bring powerful solutions to organisations [16].
According to [15], a company must consider both ‘strategic fit’ and ‘functional integration’ to fully develop its
competitive potential and enhance alignment. Strategic fit is the extent to which infrastructure and processes support
a company's strategy while functional strategy is the extent to which information technology approaches support the
business approaches[17].
In the business strategy field, the external domain is the arena in which the firm competes and is concerned
with business scope decisions, distinctive competency decisions and governance decisions. This domain is termed as
‘business strategy’. On the other hand, the internal domain is concerned with choices that define the administrative
structure, the design or redesign of critical business processes and the acquisition and development of human resource
skills. This domain is termed as ‘organizational infrastructure and processes’. In the IT strategy field, the external
domain is concerned with how the firm is positioned in the IT marketplace according to its technology scope, systemic
competencies and IT governance. This domain is termed as ‘IT strategy’.On the other hand, the internal domain is
concerned with how the IT infrastructure should be configured and managed in respect of its architecture, processes
and skills [18]. This domain is termed ‘IT infrastructure and processes’. Research has shown [15] that effective
management of IT means achieving a balance among the choices made across all four domains—business strategy,
IT strategy, organizational infrastructure and processes, and IT infrastructure and processes.

Figure 1: Strategic Alignment Model [15]

II) Strategic Alignment Maturity Model (SAMM). This model was proposed by [19]. SAMM is a tool that can be
used to measure alignment maturity [20]. SAMM proposes that IT-Business alignment can be captured according to
six areas of maturity. Table 2 shows the areas and levels of maturity. It also shows some sample attributes of each
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6 Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2020) 000–000

area that are relevant to the measurement. SAMM prescribes the following areas in order to measure organizational
maturity: A) Communication; B) Competency / Value measurement; C) Governance; D) Partnership; E) Scope and
architecture; and F) Skills. For each of these areas, this maturity model classifies the alignment between business and
IT into five levels: 1) Initial / Ad hoc process (where business and IT are not harmonized or aligned); 2) Committed
process (where the organization has committed to becoming aligned with IT); 3) Established / Focused process (where
the alignment is established between IT and business and focused on business objectives); 4) Improved / Managed
process (where the concept of IT as a “Value Centre” is reinforced); 5) Optimized process (where the strategic
planning of business and IT is integrated and reached a co-adaptive stage).

Table 2: SAMM and its areas, maturity levels and attributes [19].
Area Level Attributes
Communication maturity: Liaison 1 Business/IT lack understanding
Effectiveness, Understanding of Business by IT, 2 Limited business/it understanding
Understanding of IT Inter/Intra-organizational 3 Good understanding; relaxed communications, emerging
Learning/Education, Protocol Rigidity, 4 Bonding, unified
Knowledge Sharing 5 Informal, pervasive
IT Value measurement/competency maturity: 1 Some technical measurements
IT Metrics, Business Metrics, Balanced, Metrics, 2 Measures functional cost efficiency
Service Level, Agreements, Benchmarking, 3 Measures some cost effectiveness; dashboard established
Formal, Assessments/Reviews, and Continuous 4 Measures cost effectiveness; some partner value; dashboard managed
Improvement 5 Measures extended to external partners
Governance maturity: Business Strategic 1 No formal process, cost centre, reactive priorities
Planning, IT Strategic Planning, Budgetary 2 Tactical at functional level, occasionally responsive
Control, Steering Committee(s), Prioritization 3 Relevant process across the organization
Process. 4 Managed across the organization
5 Integrated across the firm and partners
Partnership maturity: Business Perception of IT 1 Conflict; IT is a cost of doing business
Value, Role of IT in Strategic Business Planning, 2 IT emerging as an asset; process enabler
Shared Goals, Risk, Rewards/Penalties, IT 3 IT is as an asset; process driver; conflict seen as creative
Program Management, Relationship/Trust Style,
4 IT enables/drives business strategy
Business Sponsor/Champion.
5 IT-business adaptive and improvise together
Scope and architecture maturity: Traditional, 1 Traditional (e.g., accounting, email)
Enabler/Driver, External, Standards Articulation, 2 Transactional (e.g., ESS, DSS)
Architectural Integration, Architectural 3 Integrated across the organization
Transparency, Agility, Flexibility, Manage 4 Integrated with partners
Emerging Technology. 5 Evolve with partners
Skills maturity: Cultural Locus of Power, 1 IT takes risk, little reward; technical training only
Change Readiness, Innovation, Entrepreneurship, 2 Differs across functional organizations
Management Style, Career Crossover, 3 Emerging value service provider; balanced technical and business hiring
Training/Education, Hiring and Retaining. 4 Shared risks and rewards
5 Education/careers/rewards across the organization

RQ3: What are the challenges in adopting IT-Business alignment models?

Despite the benefits of IT-Business alignment, there are still some challenges that appear as evils that hinder
the harmony between information technology and business organization;
The failure of IT to provide benefits to the organization: In every success story about IT, one can find a
counterexample. Despite its critical role, to many companies, IT is still a necessary evil [21]. While consultants and
visionaries alike make claims that IT is an indispensable strategic resource, the large investments required for IT
projects often raise questions regarding their business justification. Some companies, for instance, poured millions of
dollars into it, only to find ineffective operations, work disruption, or even lost revenues. The difficulty in managing
and getting value out of IT grew so intensively that it started more than a decade ago a heated debate on whether “IT
matters” to companies anymore [22].
The difficulties of sustaining IT and business alignment in the long run: Experience has shown that
integrating IT and business in a specially designed process may be sufficient in the short term and unlikely to be
unsustainable in the long run [23]. This “soft” side of alignment, indeed, has been recognized as an important but a
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Samgwa Quintine Njanka et al. / Procedia Computer Science 00 (2019) 000–000 7

difficult-to-achieve factor. Therefore, to achieve sustainable alignment between IT and business, a holistic approach;
one that combines and balances both the short and the long term perspective, is necessary [24].
Lack of communication: Communication between business and IT leaders is challenging in developing
effective IT-Business strategy. One of the reasons for the miscommunication lies in the difficulties both of them face
in understanding what business wants from IT and vice versa. IT managers suffer from ambiguous and unclear
business requirements, thereby it is difficult for them to deliver business issues that are understandable in IT
perspective [25].
Poor governance: IT managers are frequently out of the decision-making processes related to IT [25].
Consequently, CIOs feel frustrated for this lack of visibility. In addition, allocation of budget for IT project is a tedious
process and demands a lot of negotiation between IT managers and business executives.
Inadequate skills: IT competence needed in organizations is changing rapidly. In this perspective, IT
professionals need to develop their skills to meet continuously changing IT world. In this environment, IT managers
and business leaders need to enhance their skills and abilities in order to strategize. However, it is quite challenging
for them choosing which technology is the most appropriate for the organization, given the wide spectrum of IT
solutions. Proper training and education is needed for business leaders in order to help them understand one another
[26].
Other challenges for low success rates in business/IT alignment are lack of a uniform definition of business/IT
alignment, pursuit of a unilateral strategy for alignment, and lack of an appropriate tool to measure success of
business/IT alignment [27].

5. CONCLUSION AND FURTHER RESEARCH

In todays’ complex business environment, business leaders have to involve IT solutions and projects to get a unique
value in a competitive market. Moreover, business and IT professionals have to collaborate in defining problem,
setting goals, vision, and mission. Although business and IT have different views to a strategy, they have to align it to
improve the organization as a whole. Meanwhile, they may face many challenges and issues. Future research will be
focussed on the development of empirical studies and mappings on the integration of IT Governance with IT-business
alignment.
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