Date Added: Jun 2009
Despite numerous efforts to integrate business and IS strategic plans, organizations are not delivering the expected benefits from IS investment. To address this issue, IS alignment research has discussed extensively the idea of establishing two-way commitment between business and IS managers. This commitment, however, has proved to be difficult to achieve at strategic level and consequently difficult to transmit to lower levels within organizations. Given that current literature has identified the main factors affecting IS alignment, this paper extends the analysis of those factors to tactical and operational levels to develop a model that depicts the dynamic interrelationships between the factors affecting IS alignment.