The Role of Network the Impact of Information Technology on Business Strategy Development in Construction Companies

The purpose of this article is to illuminate the need for any organization to have its IT strategy and business strategy properly aligned. While many organizations view IT and business alignment as an event – it is actually an on-going process, or continuous journey. Therefore, the main problem is that many organizations of today still hold these two principles (business mission & IT strategy) as two separate entities. However, in the Information Age – collaboration is key to capturing and retaining market penetration. To not have alignment with the IT and business strategy together is not a matter of want it is a matter of survival. This report will expand upon the need for business and IT strategic alignment as well as examine what happens in lack of a comprehensive plan. This will be done by examining the Vermont Teddy Bear company prior to and after the arrival of Bob Stetzel, the Vice President of Information Technology. This document will view it findings and make recommendations on the immediate and future operations of the company.

Organisations today find themselves operating in an environment that is changing rapidly. The process of analysing the implications of these changes and modifying the way that the organisation reacts to them is known as business strategy.

In the world of business, information technology strategy has been overlooked by owners for they are so focused on marketing strategies. Keeping up with the use of information technology is in just about all types of industrial process and just as important. It has been a proven fact that it contributes to the development of strategies and tactics when developing a product or service. During the twentieth century the accelerated progress in information technology has developed a large variety of technologies for the collecting and storage of information such as the Internet, software companies, and personal computers.

Sartorial limitation: the main disadvantage of E-Business is lack of growth in some sectors for example foods. Customer prefers to look the food products physically before buying. As the customer is concerning about the product quality and delivery of items could be different from what the customer might be expecting.

The aim of this journal is to relate the experiences I have had in my first practicum, the situations I have faced there and also to talk about some problems that occurs inside the school and I have noticed, these problems are related with the students and the teacher who is in charge of me.

According to Slack et al. The corporate strategy or business strategy is the guide lines for the whole corporation’s businesses in relation to its markets, customers, and the competitors (2007). In the same context, the same authors discussed the link between the corporate strategy and

This analysis will present an introduction of three different IT plans: Baldrige Criteria, Berkeley Strategic Plan, and Boulder Strategic Plan. This introduction will include a brief summary of the purposes of their creation and what each plan entails. After each plan is briefly introduced, the plans will then be analyzed against each other. This deeper analysis will present a few of both the similarities and the differences between each plan. After this comparison, a brief summary will be given and an opinionated view on each of the plans.

Business strategy is the long term operating plan of a company; this plan specifies vision, mission and objectives through the development of policies. Information strategy can be used to implement the business strategy of a company; technology can be the tool by which a business can achieve its goal. The marrying or collaboration of the two is an ideal, to which companies theorize is the future. In the case of Jack Lowry of Goldman Industrial, the collaboration of business strategy and information strategy should be in the here and now. (Worthen 2001)

Abstract: The purpose of this research is to identify frameworks and models that help support the process of creating an IT strategy plan. In order to create any plan, the creator must know the current state of the organisation, and what aspects of the organisation need to change. This research was accomplished by performing a literature review on existing models and frameworks that fulfill this purpose. Existing frameworks of SWOT, PEST, Porters Five Forces, Technology Acceptance Model, MOST, and DeLone and McLean Information System Success Model were included. By explaining the various strengths and weaknesses of each framework, suggestions are made as to the which models or combinations of models are best suited for facilitating the IT strategy planning process. It was found that PEST is resource intensive and of limited use unless used in combination with SWOT. Porters Five Forces model is good for helping predict the influence of a new technology in a market, however does suffer from being overly simplistic. Also found was that many of the internal based frameworks focus only on one particular area, for instance the users, or the company vision. They were found to be useful as long as they were used for what they were created to do.

10 2.2.1. The Doubled Diamond vs. a Single National Diamond ................................. 11 2.2.2. The Role of the Multinational Enterprises (MNE’s) as Empowering Developing Countries rather than Constraining their Growth.................................. 12 3. Research Setting: Why Use Mexico to Study Porter’s Diamond? ............................... 17 4. Research Questions....................................................................................................... 19 5. Methodology ................................................................................................................. 20 5.1. Positioning the International Competitiveness of the Industry.............................. 22 5.2. Addressing the Research Questions....................................................................... 23 6. Results........................................................................................................................... 28 6.1. The Competitiveness of the Automobile Industry in Mexico................................ 28 6.2. Positioning the Industry as Internationally Competitive ....................................... 29 6.3. Using Porter’s Diamond to Assess Sources of Competitive Advantage in the Automobile Industry in Mexico: 1993-2003. ............................................................... 39 6.3.1. Factor

29 Euro Disney Land: Learning’s .................................................................................................29 Targeting Global Growth:...................................................................................................30 Case in Point: Expansion into China: ..................................................................................... 31 Background: ..........................................................................................................................31 The Chinese Market:..............................................................................................................31 The Locally tailored Retail Strategy: .......................................................................................32 Choosing Partners: ................................................................................................................33 Concentration in the retail segment: .....................................................................................33 Distribution: ..........................................................................................................................34 Pricing Strategy: ....................................................................................................................34 Fighting Piracy: ......................................................................................................................35 Marketing and Promotions:

Main aim of business to develop IS capability and analyze its impact on e-business and IT strategy. Scholar 's and practitioner 's future focus will be to develop suitable framework for IT strategy processes. This research may help CEO 's to understand the present status in Taiwanese business of IT strategy implementation. The recommendations to improve e-business operational performance are: CIO 's IT/IS leadership ability, individual level capability, resources allocation, group level capability, knowledge sharing ability, project management capability, departmental collaboration, organization level ability etc. Moreover, organizational performance depends on effective implementation of IT strategy in business instead of overlooking it. This paper examines the relationship between information technology resources, strategic initiative, e-business capabilities and their functions in implementation process. E-business implementation does not always assure super performance because transforming resources into capabilities during implementation process could bring challenges for organization transformation. Resource based view (RBV) is a theory for strategic management that links firm 's performance to resources and abilities of organization. The other portion of material focuses on E-business strategy such as strategy initiative, strategy implementation and results associated. Relevant study has shown that firms in China

DETERMINANTS OF STRATEGY IMPLEMENTATION IN CONSTRUCTION INDUSTRY IN KENYA: A CASE STUDY OF H YOUNG &CO. EA LTD.

Endüstri devrimi ile birlikte, özellikle 2. Dünya Savaşı'ndan sonra, insan aktivitesi sera gazlarının miktarını her geçen yıl arttırarak yüksek oranlara ulaştırmıştır.

The project also covers an analysіs of the Employees іn educatіonal sector satіsfactіon level wіth the organіzatіon.