Misalignment Between Business and Information Technology(IT) Strategies: Risks Implication for Johannesburg Stock Exchange Listed Companies

Authors

  • Nicholas Otu Mantey Wisconsin International University College School of Business, Accra, Ghana

DOI:

https://doi.org/10.14738/assrj.911.12920

Keywords:

Misalignment, Strategic alignment, IT Governance, Corporate Governance, IT security governance, Business strategy, Benchmark, Competitive advantage, IT infrastructure.

Abstract

This article examines some aspect of Information Technology (IT) Governance and highlights potential risks companies can possibly encounter as a result of misalignment between business and IT strategies. Using a five point- likert scale questionnaire and a convenient sampling technique, data was collected online from fifty Chief Information Officers (CIO’s) operating on the Johannesburg Stock Exchange (JSE). The significance of this study can be viewed from two stand points- managerial and academic. From managerial standpoint this study examines the impactful consequences of misalignment of Business and IT strategies. From academic standpoint this study provides cognitive information for advancement of knowledge in the field of IT Governance research. The findings of this study revealed that from managerial standpoint there were various risks consequences associated with misalignment between business and IT strategies, ranging from management risks, operational dysfunctional of business processes, information security risks, financial risks, and reputational risks to companies.

Downloads

Published

2022-12-06

How to Cite

Mantey, N. O. (2022). Misalignment Between Business and Information Technology(IT) Strategies: Risks Implication for Johannesburg Stock Exchange Listed Companies. Advances in Social Sciences Research Journal, 9(11), 497–515. https://doi.org/10.14738/assrj.911.12920

Issue

Vol. 9 No. 11 (2022): Advances in Social Sciences Research Journal

Section

Articles

License

Copyright (c) 2022 Nicholas Otu Mantey

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Authors wishing to include figures, tables, or text passages that have already been published elsewhere are required to obtain permission from the copyright owner(s) for both the print and online format and to include evidence that such permission has been granted when submitting their papers. Any material received without such evidence will be assumed to originate from the authors.