1. What internal and/or external factors drove the initiatives at each company? Were these initiatives put in place as responses to challenges or to opportunities?
2. How were business value, competitive advantage, risk, and organizational change considered in each project? Should they have been handled any differently?
3. In terms of organizational information integration, does each company appear to be pursuing the correct technological path? Suggest alternatives, additional initiatives, and/or next steps to achieve better integration.
· The dynamics of IT-business strategic alignment – evidence from healthcare information systems implementation ( http://proxy-ub.researchport.umd.edu/login?url=https://www.proquest.com/abiglobal/scholarly-journals/dynamics-business-strategic-alignment-evidence/docview/2448035611/sem-2?accountid=28969 )
· The case of “Med-Global” – IT-enabled innovation and implementation by non-IT business unit leaders ( http://proxy-ub.researchport.umd.edu/login?url=https://www.proquest.com/abiglobal/scholarly-journals/case-med-global-enabled-innovation-implementation/docview/2200644457/sem-2?accountid=28969 )
· An attempt to understand complexity in a government digital transformation project ( http://proxy-ub.researchport.umd.edu/login?url=https://www.proquest.com/abiglobal/scholarly-journals/attempt-understand-complexity-government-digital/docview/2618440869/sem-2?accountid=28969 )
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