Abstract

Strategic alignment is a key driver of organizational performance but remains a persistent challenge for chief information officers. Closely related, IS project alignment (ISPA) represents the IT -enabled realization of strategic alignment, acting as the me chanism through which business –IT alignment is maintained or disrupted. Despite its importance, ISPA is underexplored, with limited studies detailing how it shapes strategic alignment. This study investigates the post -implementation phase of a large -scale ERP deployment across Europe and North Africa to address this gap. Findings reveal that ISPA is a dynamic process requiring multiple co -alignments —within the project and between the project and the organization’s strategies, structures, processes, and cult ure. In post -implementation, ISPA functions as a key integrative mechanism, sustaining coherence between strategic and operational dimensions of business –IT alignment. The study provides insights for organizations aiming to leverage ISPA to reinforce strat egic alignment beyond project delivery

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