Alinhamento estratégico entre o negócio e a tecnologia da informação em instituições federais de ensino superior

Abstract

After the emergence of Information Technology (IT) in the mid-twentieth century, became noted the dependency relationship established between the use of Information Systems (IS) and work processes. Through this thinking, it is essential to search for the alignment between information technology and organizational strategic plans, in order to obtain results which provide entrepreneurial success. Strategic alignment refers to the application of IT in the right way, at the right time and in harmony with business strategies (Luftman, BRIER, 1999). Promote the alignment of business strategies with IT has been studied by many works. However, there still exists in organizations, especially in Brazil, a difficulty in seeing the improvements that IT can provide for competitiveness of enterprises (Affeldt and Vanti, 2007). In this context of constant innovation, the objective of this study was established to check the supportive resources in alignment between Business and Information Technology in the Federal Institutions of Higher Education (IFES). In this sense, we performed a descriptive qualitative in nature through the application of interviews with managers of the areas of Planning and Information Technology of three Federal Universities of Rio Grande do Sul Therefore, it was used as an indicator of the research model Strategic Alignment of Rao (2002) which provides supportive resources for strategic alignment, as well as his instrument of data collection, which gave rise to the interview protocol of this research. In short, according to the objective of identifying the key features supportive of alignment between business and IT can be diagnosed in a general way that the resources People or Human Resources and Information Technology are the main responsible for the success of communication in strategic alignment Federal Institutions of Higher Education in Rio Grande do Sul These results guide the understanding of the strategic alignment may be related to maturity of the institutions, since the oldest institution showed the best results and establishing younger, less consistent results. According to Luftman (2003) strategic alignment is difficult to obtain and more difficult to maintain. Thus, the challenge of these institutions is to keep the positive aspects, features supporters of this alignment and increase the resources vacant.