A Review On The Strategic Use Of IT Applications In Achieving And Sustaining Competitive Advantage
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paper_title: Information technology as competitive advantage: the role of human, business, and technology resources

paper_content:

This paper investigates linkages between information technology (IT) and firm performance. Although showing recent signs of advance, the existing IT literature still relies heavily on case studies, anecdotes, and consultants' frameworks, with little solid empirical work or synthesis of findings. This paper examines the IT literature, develops an integrative, resource-based theoretical framework, and presents results from a new empirical study in the retail industry. The findings show that ITs alone have not produced sustainable performance advantages in the retail industry, but that some firms have gained advantages by using ITs to leverage intangible, complementary human and business resources such as flexible culture, strategic planning-IT integration, and supplier relationships. The results support the resource-based approach, and help to explain why some firms outperform others using the same ITs, and why successful IT users often fail to sustain IT-based competitive advantages.
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paper_title: Competitive Advantages and Strategic Information Systems

paper_content:

Information edge and 3 rd millennium predisposed so many of revolutions. Business organization with emphasize on information systems is try to gathering desirable information for decision making. Because of comprehensive change in business background and emerge of computers and internet, the business structure and needed information had change, the competitiveness as a major factor for life of organizations in information edge is preyed of information technology challenges. In this article we have reviewed in the literature of information systems and discussed the concepts of information system as a strategic tool.
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paper_title: COMPETITIVE STRATEGY AND COMPETITIVE ADVANTAGES OF SMALL AND MIDSIZED MANUFACTURING ENTERPRISES IN SLOVAKIA

paper_content:

In order to be successful, organizations must be strategically aware. The need for all managers is to by able to think strategically. Decisions by managers have a strategic impact and contribute to strategic change. Strategic management is a highly important element of organizational success. Strategic success requires a clear understanding of the needs of the market, and the satisfaction of targeted customers more effectively and more profitably than by competitors. Real competitive advantage implies companies are able to satisfy customer needs more effectively than their competitors. It is achieved if and when real value is added for customers. Small and midsized enterprises which understand their customers can create competitive advantage and so benefit from lower prices and loyalty of customers. Higher capacity utilization can then help to reduce costs. Thinking Strategically Today's organizations have to deal with dynamic and uncertain environments. In order to be successful, organizations must be strategically aware. They must understand how changes in their competitive environment are unfolding. They should actively look for opportunities to exploit their strategic abilities, adapt and seek improvements in every area of the business, building on awareness and understanding of current strategies and successes. Organizations must be able to act quickly in response to opportunities and barriers. Managers operating in organizations perform a number of activities including planning and organizing the work of their subordinates, motivating them, controlling what happens and evaluating results. Decisions by managers have a strategic impact and contribute to strategic change. The organization is shown as one of a number of competitors in an industry; and to a greater or lesser degree these competitors will be affected by the decisions, competitive strategies and innovation of the others. These inter-dependencies are crucial and consequently strategic decisions should always involve some assessment of their impact on other companies, and their likely reaction. To succeed long term, organizations must compete effectively and out-perform their rivals in a dynamic environment. To accomplish this they must find suitable ways for creating and adding value for their customers. Strategic management is a highly important element of organizational success. The need to know what the business is about, what it is trying to achieve and which way it is headed, is a very basic requirement determining the effectiveness of every member's contribution. Every successful entrepreneur has this business self-awareness and every successful business seems to have this clarity of vision, even though it does not arise from a formal planning process. (6) Managers who made long-range plans generally assumed that better times lay ahead. Future plans were merely extensions of where the organization had been in the past. But a number of environmental shocks undermined this approach to strategic planning: rapid technological developments, the maturing or stagnation of certain markets, increased international competition. These changes forced managers to develop a systematic means of analyzing the environment, assessing their organization's strengths and weaknesses, and identifying opportunities for competitive advantage.(7)
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paper_title: Information technology as competitive advantage: the role of human, business, and technology resources

paper_content:

This paper investigates linkages between information technology (IT) and firm performance. Although showing recent signs of advance, the existing IT literature still relies heavily on case studies, anecdotes, and consultants' frameworks, with little solid empirical work or synthesis of findings. This paper examines the IT literature, develops an integrative, resource-based theoretical framework, and presents results from a new empirical study in the retail industry. The findings show that ITs alone have not produced sustainable performance advantages in the retail industry, but that some firms have gained advantages by using ITs to leverage intangible, complementary human and business resources such as flexible culture, strategic planning-IT integration, and supplier relationships. The results support the resource-based approach, and help to explain why some firms outperform others using the same ITs, and why successful IT users often fail to sustain IT-based competitive advantages.
---
paper_title: COMPETITIVE STRATEGY AND COMPETITIVE ADVANTAGES OF SMALL AND MIDSIZED MANUFACTURING ENTERPRISES IN SLOVAKIA

paper_content:

In order to be successful, organizations must be strategically aware. The need for all managers is to by able to think strategically. Decisions by managers have a strategic impact and contribute to strategic change. Strategic management is a highly important element of organizational success. Strategic success requires a clear understanding of the needs of the market, and the satisfaction of targeted customers more effectively and more profitably than by competitors. Real competitive advantage implies companies are able to satisfy customer needs more effectively than their competitors. It is achieved if and when real value is added for customers. Small and midsized enterprises which understand their customers can create competitive advantage and so benefit from lower prices and loyalty of customers. Higher capacity utilization can then help to reduce costs. Thinking Strategically Today's organizations have to deal with dynamic and uncertain environments. In order to be successful, organizations must be strategically aware. They must understand how changes in their competitive environment are unfolding. They should actively look for opportunities to exploit their strategic abilities, adapt and seek improvements in every area of the business, building on awareness and understanding of current strategies and successes. Organizations must be able to act quickly in response to opportunities and barriers. Managers operating in organizations perform a number of activities including planning and organizing the work of their subordinates, motivating them, controlling what happens and evaluating results. Decisions by managers have a strategic impact and contribute to strategic change. The organization is shown as one of a number of competitors in an industry; and to a greater or lesser degree these competitors will be affected by the decisions, competitive strategies and innovation of the others. These inter-dependencies are crucial and consequently strategic decisions should always involve some assessment of their impact on other companies, and their likely reaction. To succeed long term, organizations must compete effectively and out-perform their rivals in a dynamic environment. To accomplish this they must find suitable ways for creating and adding value for their customers. Strategic management is a highly important element of organizational success. The need to know what the business is about, what it is trying to achieve and which way it is headed, is a very basic requirement determining the effectiveness of every member's contribution. Every successful entrepreneur has this business self-awareness and every successful business seems to have this clarity of vision, even though it does not arise from a formal planning process. (6) Managers who made long-range plans generally assumed that better times lay ahead. Future plans were merely extensions of where the organization had been in the past. But a number of environmental shocks undermined this approach to strategic planning: rapid technological developments, the maturing or stagnation of certain markets, increased international competition. These changes forced managers to develop a systematic means of analyzing the environment, assessing their organization's strengths and weaknesses, and identifying opportunities for competitive advantage.(7)
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paper_title: Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy

paper_content:

Using information systems effectively requires an understanding of the organisation, management, and the technology shaping the systems. All information systems can be described as organisational and management solutions to challenges posed by the environment. The advances in information systems have affect on our day-to day lives . As the technology is evolving immensely so are the opportunities in a healthy way to prepare the organisation in the competitive advantage environment In order to manage the IS/IT based systems, it is important to have an appropriate strategy that defines the systems and provide means to manage them. Strategic Information Systems Alignment (SISA) is an effective way of developing and maintaining the IS/IT systems that support the business operations. Alignment of the IS/IT plans and the business plans is essential for improved business performance, this research looks at the key features of SISA in the changing business circumstances in Saudi Arabia.
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paper_title: Competitive Advantages and Strategic Information Systems

paper_content:

Information edge and 3 rd millennium predisposed so many of revolutions. Business organization with emphasize on information systems is try to gathering desirable information for decision making. Because of comprehensive change in business background and emerge of computers and internet, the business structure and needed information had change, the competitiveness as a major factor for life of organizations in information edge is preyed of information technology challenges. In this article we have reviewed in the literature of information systems and discussed the concepts of information system as a strategic tool.
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paper_title: Strategic information systems planning

paper_content:

All information systems should contribute to the competitive position of an organisation and should therefore be strategic. Strategic Information Systems Planning (SISP) is the process of establishing a programme for the implementation and use of information systems so that the effectiveness of the firm's information resources are optimised and used to support the objectives of the organisation as much as possible. SSIP involves matching computer applications with the objectives and corporate strategy of the organisation. The paper starts by exploring the nature of a strategic information system and then proceeds to outline the basic steps and features of an SSIP. The criteria to be applied in the selection of an SSIP are reviewed
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paper_title: Demystifying Social Media

paper_content:

Recently, it has been speculated that higher education has neither kept abreast of changing technologies nor taken advantage of the opportunities they offer for use on the college campus (Fischman, 2010). We suggest that social media offers higher education professionals an opportunity to catch up. To this end, we offer an approach to these a la carte technologies that can be adapted and integrated to achieve many productive outcomes for professionals in the academy.
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paper_title: Business Driven Technology

paper_content:

Business Driven Technology discusses various business initiatives first and how technology supports those initiatives second. The premise for this unique approach is that business initiatives should drive technology choices. Every discussion first addresses the business needs and then addresses the technology that supports those needs ::: Table of contents ::: Chapter 1 Business Driven TechnologyChapter 2 Identifying Competitive AdvantagesChapter 3 Strategic Initiatives for Implementing Competitive AdvantagesChapter 3 Measuring the Success of Strategic InitiativesChapter 4 Organizational Structures that Support Strategic InitiativesChapter 5 Valuing Organizational InformationChapter 6 Storing Organizational Information – DatabasesChapter 7 Accessing Organizational Information – Data WarehouseChapter 8 Enabling the Organization – Decision MakingChapter 9 Extending the Organization – Supply Chain ManagementChapter 10 Building a Customer-Centric Organization – Customer Relationship ManagementChapter 11 Integrating the Organization from End-to-End – Enterprise Resource PlanningChapter 12 Creating Innovative OrganizationsChapter 13 E-BusinessChapter 14 Creating Collaborative PartnershipsChapter 15 Integrating Wireless Technology in BusinessChapter 16 Building Software to Support an Agile OrganizationChapter 17 Outsourcing in the 21st CenturyChapter 18 Developing a 21st Century Organization Business Plug-InsB1 Business BasicsB2 Business ProcessB3 Hardware and SoftwareB4 Enterprise ArchitecturesB5 Networks, Telecommunications, and Wireless ComputingB6 Information SecurityB7 EthicsB8 Supply Chain ManagementB9 Customer Relationship ManagementB10 Enterprise Resource PlanningB11 E-Business ModelsB12 Emerging Trends and TechnologyB13 Strategic OutsourcingB14 Systems DevelopmentB15 Project ManagementTechnical Plug-InsT1 Personal Productivity Using IT (OLC only)T2 Basic Skills Using Excel (OLC only)T3 Problem Solving Using Excel (OLC only)T4 Decision Making Using Excel (OLC only)T5 Designing Database Applications (OLC only)T6 Basic Skills Using Access (OLC only)T7 Problem Solving Using Access (OLC only)T8 Decision Making Using Access (OLC only)T9 Designing Web Pages (OLC only)T10 Creating Web Pages Using HTML (OLC only)T11 Creating Web Pages Using Dreamweaver (OLC only)T12 Creating Gantt Charts with Excel and Microsoft Project (OLC only)
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paper_title: The Use of Information Technology on Gaining Competitive Advantage in Turkish Contractor Firms

paper_content:

A study has been carried out in order to determine the current extent of IT usage and highlight the importance of the use of IT at strategic level which plays an effective role on providing competitive advantage. Current use of IT, main objectives on the use of IT, benefits and obstacles arise from the use of IT and impacts of IT implementations are determined by undertaking a field survey of a large number of contractor firms in Turkey. With the help of the field survey, levels of IT usage, IT skill levels and IT training of Turkish contractor firms are evaluated. Moreover, it is demonstrated whether Turkish contractor firms use IT or not on gaining competitive advantage. It is found that IT have been using mostly at operational level works which create only technical and economic effects, not strategic ones. Although firms which compete in construction industry need to use IT at strategic level in order to gain competitive advantage; there is not much evidence that the Technology has been continuously improving, among Turkish contractor firms. By the evaluation of the causes high business pressures that affect organizations' field survey findings, Turkish contractor firms' current current and future competitiveness. These pressures use of IT, their main objectives on the use of IT, benefits cause common and rapid changes on all industries. and obstacles arise from the use of IT and impacts of IT Construction industry is also affected by these changes implementations are determined. Moreover, levels of IT and firms which operate in the construction industry are usage, IT skill levels and IT training of Turkish contractor challenged with increased global competition. Hence, firms are also presented. Finally, it is searched whether information technology (IT) becomes an issue to cope they use IT or not in order to gain competitive advantage. with the change; by means of adding, developing and competing with the modern business environment. Information Technology in the Construction Industry: When analyzing the use of IT in the construction Construction industry is a project-oriented industry that industry, it is seen that contractor firms mostly use IT at produces unique products. Each project based on a long their operational level works. Therefore, they obtain only process from the initiation of the project, design, technical and economic impacts from the use of it. The procurement, construction, operation to the disposal of it. missing point is obtaining strategic impacts which help The risk factor is really high in the construction industry, them to gain competitiveness in the industry and to reach as the nature of the work itself is unpredictable. Many the set of objectives depending on their mission and resources involved and many interrelationships existed in vision.
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paper_title: Strategic use of the Internet by small- and medium-sized companies: an exploratory study

paper_content:

The paper investigates the extent to which the adoption of Internet software and services in small- and medium-sized enterprises (SMEs) has been strategic, i.e. based upon the exploitation of the network characteristics of the new technology. Within SMEs, it seems that opportunistic motivations towards the adoption of the Internet, i.e. until cost-effectiveness of adoption becomes apparent to managers, are predominate. In applying a modified strategic use model, the paper considers strategic use as the ability of business users to recognize the strategic elements in the usage of the Internet and to relate them to network formation in the specific user environment. The extent of strategic use is linked to communication requirements, competitive pressure and the support and incentives in the adoption process of the Internet by SMEs. The empirical analysis employs a large data set on 264 Dutch SMEs that provided detailed information on their adoption of Internet services and software. The research shows that the communication requirements have been a motivating factor of Internet adoption by SMEs. Other strategic determinants derived from the diffusion literature such as competitive pressure or support and incentives for adoption hardly stimulate SMEs to adopt the Internet.
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paper_title: Demystifying Social Media

paper_content:

Recently, it has been speculated that higher education has neither kept abreast of changing technologies nor taken advantage of the opportunities they offer for use on the college campus (Fischman, 2010). We suggest that social media offers higher education professionals an opportunity to catch up. To this end, we offer an approach to these a la carte technologies that can be adapted and integrated to achieve many productive outcomes for professionals in the academy.
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paper_title: Creative Strategy: A Management Perspective

paper_content:

Abstract This paper suggests that the literature of advertising management and decision making has given little attention to the selection of creative strategy, and that the identification of specific strategic alternatives would make both the choices available and their implications clearer for planning purposes. The paper outlines seven distinct strategic options defining the characteristics of each. Competitive implications of the strategic alternatives and the conditions of usage are discussed.
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paper_title: Competitive Advantages and Strategic Information Systems

paper_content:

Information edge and 3 rd millennium predisposed so many of revolutions. Business organization with emphasize on information systems is try to gathering desirable information for decision making. Because of comprehensive change in business background and emerge of computers and internet, the business structure and needed information had change, the competitiveness as a major factor for life of organizations in information edge is preyed of information technology challenges. In this article we have reviewed in the literature of information systems and discussed the concepts of information system as a strategic tool.
---
paper_title: Business Driven Technology

paper_content:

Business Driven Technology discusses various business initiatives first and how technology supports those initiatives second. The premise for this unique approach is that business initiatives should drive technology choices. Every discussion first addresses the business needs and then addresses the technology that supports those needs ::: Table of contents ::: Chapter 1 Business Driven TechnologyChapter 2 Identifying Competitive AdvantagesChapter 3 Strategic Initiatives for Implementing Competitive AdvantagesChapter 3 Measuring the Success of Strategic InitiativesChapter 4 Organizational Structures that Support Strategic InitiativesChapter 5 Valuing Organizational InformationChapter 6 Storing Organizational Information – DatabasesChapter 7 Accessing Organizational Information – Data WarehouseChapter 8 Enabling the Organization – Decision MakingChapter 9 Extending the Organization – Supply Chain ManagementChapter 10 Building a Customer-Centric Organization – Customer Relationship ManagementChapter 11 Integrating the Organization from End-to-End – Enterprise Resource PlanningChapter 12 Creating Innovative OrganizationsChapter 13 E-BusinessChapter 14 Creating Collaborative PartnershipsChapter 15 Integrating Wireless Technology in BusinessChapter 16 Building Software to Support an Agile OrganizationChapter 17 Outsourcing in the 21st CenturyChapter 18 Developing a 21st Century Organization Business Plug-InsB1 Business BasicsB2 Business ProcessB3 Hardware and SoftwareB4 Enterprise ArchitecturesB5 Networks, Telecommunications, and Wireless ComputingB6 Information SecurityB7 EthicsB8 Supply Chain ManagementB9 Customer Relationship ManagementB10 Enterprise Resource PlanningB11 E-Business ModelsB12 Emerging Trends and TechnologyB13 Strategic OutsourcingB14 Systems DevelopmentB15 Project ManagementTechnical Plug-InsT1 Personal Productivity Using IT (OLC only)T2 Basic Skills Using Excel (OLC only)T3 Problem Solving Using Excel (OLC only)T4 Decision Making Using Excel (OLC only)T5 Designing Database Applications (OLC only)T6 Basic Skills Using Access (OLC only)T7 Problem Solving Using Access (OLC only)T8 Decision Making Using Access (OLC only)T9 Designing Web Pages (OLC only)T10 Creating Web Pages Using HTML (OLC only)T11 Creating Web Pages Using Dreamweaver (OLC only)T12 Creating Gantt Charts with Excel and Microsoft Project (OLC only)
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paper_title: Leveling the playing field: factors influencing trade show success for small companies

paper_content:

Previous research indicates that trade shows are an increasingly important venue for small business to find prospects and close sales. In this study, a sample of 766 U.S. companies with annual revenue under $50 million were surveyed. The questionnaire was developed on the basis of focus group discussions. The data were analyzed to determine those factors with the greatest influence on exhibitor success. The results suggest that companies developing integrated marketing communication programs emphasize trade shows because shows create sales.Successful exhibitors have expertise that helps them to make better use of the show experience. Success is not based on a preference for shows, but on the performance of activities that lead to success. Other factors determining success include strategic choices, such as centering responsibility for gaining expertise in trade shows within one position, and tactical choices, such a pre-show promotion.(LMH)
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paper_title: Business Driven Technology

paper_content:

Business Driven Technology discusses various business initiatives first and how technology supports those initiatives second. The premise for this unique approach is that business initiatives should drive technology choices. Every discussion first addresses the business needs and then addresses the technology that supports those needs ::: Table of contents ::: Chapter 1 Business Driven TechnologyChapter 2 Identifying Competitive AdvantagesChapter 3 Strategic Initiatives for Implementing Competitive AdvantagesChapter 3 Measuring the Success of Strategic InitiativesChapter 4 Organizational Structures that Support Strategic InitiativesChapter 5 Valuing Organizational InformationChapter 6 Storing Organizational Information – DatabasesChapter 7 Accessing Organizational Information – Data WarehouseChapter 8 Enabling the Organization – Decision MakingChapter 9 Extending the Organization – Supply Chain ManagementChapter 10 Building a Customer-Centric Organization – Customer Relationship ManagementChapter 11 Integrating the Organization from End-to-End – Enterprise Resource PlanningChapter 12 Creating Innovative OrganizationsChapter 13 E-BusinessChapter 14 Creating Collaborative PartnershipsChapter 15 Integrating Wireless Technology in BusinessChapter 16 Building Software to Support an Agile OrganizationChapter 17 Outsourcing in the 21st CenturyChapter 18 Developing a 21st Century Organization Business Plug-InsB1 Business BasicsB2 Business ProcessB3 Hardware and SoftwareB4 Enterprise ArchitecturesB5 Networks, Telecommunications, and Wireless ComputingB6 Information SecurityB7 EthicsB8 Supply Chain ManagementB9 Customer Relationship ManagementB10 Enterprise Resource PlanningB11 E-Business ModelsB12 Emerging Trends and TechnologyB13 Strategic OutsourcingB14 Systems DevelopmentB15 Project ManagementTechnical Plug-InsT1 Personal Productivity Using IT (OLC only)T2 Basic Skills Using Excel (OLC only)T3 Problem Solving Using Excel (OLC only)T4 Decision Making Using Excel (OLC only)T5 Designing Database Applications (OLC only)T6 Basic Skills Using Access (OLC only)T7 Problem Solving Using Access (OLC only)T8 Decision Making Using Access (OLC only)T9 Designing Web Pages (OLC only)T10 Creating Web Pages Using HTML (OLC only)T11 Creating Web Pages Using Dreamweaver (OLC only)T12 Creating Gantt Charts with Excel and Microsoft Project (OLC only)
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paper_title: Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-Benz

paper_content:

The evolution of standardisation.- The history of production systems in the automotive industry.- The case of the Mercedes Benz Production System.- The results of implementing the Mercedes-Benz Production System.- Conclusion.
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paper_title: Lead-time reduction in a two-level supply chain: Non-cooperative equilibria vs. coordination with a profit-sharing contract

paper_content:

This paper considers game-theoretic models of lead-time reduction in a two-level supply chain involving a manufacturer and a retailer. The retailer manages her inventory system using the order quantity, reorder point, continuous-review (q,r) policy. To satisfy the retailer's order, the manufacturer sets up his facility, implements a pre-determined production schedule and delivers finished products to the retailer. In our paper, the lead-time consists of three components: setup time, production time and shipping time, each being in a range between minimum and "normal" durations. The first two lead-time components are naturally determined by the manufacturer, whereas the shipping lead time may be chosen by the manufacturer or the retailer. We thus consider two problems according to who decides the shipping lead time, and for each problems in the non-cooperative setting, we obtain Pareto-optimal Nash and Stackelberg equilibria. We find that, for all games, the manufacturer should be responsible for the setup time and production time at their normal durations. Next, we develop a simple profit-sharing contract to achieve supply chain coordination. We show that, under our properly designed contract, the two supply chain members are better off, and thus, they would have no incentive to deviate from the global solution that maximizes the system-wide profit.
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paper_title: A Case Study of Just-In-Time System in the Chinese Automotive Industry

paper_content:

Just-In-Time (JIT) has been a very popular operations strategy partly because of its success in the Japanese industry. Various benefits, for example, inventory reduction, improved in operations efficiency, and faster response, have been studied widely in previous research. Therefore, successful implementation of JIT is vital to many companies. The main objective of this research is to make use of a case study to present various issues surrounding implementation of JIT for an automotive company. This case study also provides evidences for supporting the benefits of employing JIT. Semistructured interviews were organized and thus relevant data can be collected. The conclusion of this research indicates that JIT system is successful, and operating JIT system can lead to many advantages to the case company.
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Title: A Review on The Strategic Use of IT Applications in Achieving and Sustaining Competitive Advantage

Section 1: INTRODUCTION
Description 1: Introduce the role of information systems in business and outline the structure of the paper.

Section 2: ALIGNMENT BETWEEN BUSINESS AND INFORMATION TECHNOLOGY
Description 2: Explain the importance of aligning IT with business strategies to gain a competitive advantage.

Section 3: LITERATURE REVIEW
Description 3: Provide an overview of previous studies and techniques for using IT to achieve competitive advantage.

Section 4: Utilizing IT to be innovative
Description 4: Discuss how IT can drive innovation in products and services.

Section 5: Using IT application to lower costs strategically
Description 5: Explore how IT applications can reduce business costs and improve efficiency.

Section 6: Utilizing IT to strategically promote growth
Description 6: Explain how IT can be used to promote business growth, particularly through social media and web technologies.

Section 7: Using IT applications for strategic differentiation
Description 7: Describe how IT can help businesses differentiate themselves from competitors.

Section 8: Utilizing IT to develop alliances and cut costs
Description 8: Discuss the role of IT in forming strategic alliances and reducing operational costs.

Section 9: Utilizing IT to lock-in customers and create a high switching cost
Description 9: Explain how IT can be used to lock-in customers and build long-term business relationships.

Section 10: Utilizing IT applications to improve lead-time
Description 10: Examine how IT applications can reduce lead-times and improve operational efficiency.

Section 11: Utilizing IT application to increase production
Description 11: Discuss how IT can enhance production processes and overall output.

Section 12: CONCLUSION
Description 12: Summarize the key findings and emphasize the importance of aligning IT with business strategies for achieving competitive advantage.