EVIDENCE ON EFFORTS TO ALIGN ORGANIZATIONAL STRUCTURES AND BUSINESS STRATEGIES

Than Lam and Teresa M. Lao

Global Journal of Business Research, 2010, vol. 4, issue 1, 71-84

Abstract: This paper is based upon a research study to determine the significance of managerial leadership practices in a corporation’s transformation during the period from 2004 to 2008. The study attempted to discover how managerial leadership practices effectively advance horizontal integration of an inclusive and collaborative organization. The study was grounded on propositions involving organizational development roles, IT governance, and collaborative organizations. Triangulated inquiry from peerreviewed documents and a survey of 24 participants who included 2 women and 22 men comprising a chief information officer, 7 functional managers, 8 project managers, and 8 engineers of a corporation in the Northeastern United States confirmed the propositions. The findings indicated that horizontal integration has begun in transition from being separate toward becoming collaborative. This paper will reveal how disparate images that are subculture bound could be enhanced by the Full Spectrum Leadership model involving collaborative and integrative leadership practices.

Keywords: IT Management; business strategy (search for similar items in EconPapers)
JEL-codes: M15 (search for similar items in EconPapers)
Date: 2010
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