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The Strategic Management field has matured over the last decade. We now face a number of critical issues that, taken together, suggest that now is the time to take hold of new ideas for explaining and predicting organizational performance.

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A central tenet of this paper is that strategic management ofI/Trequires appropriate choices to position the firm with respect to a dynamic and uncertain information technology marketplace as well as effective decisions that define the implementation strategy for building and operating the information systems infrastructure. In essence, we argue that the challenge of managing the information By I/T we mean computer hardware, software, communications and related computer-based applications.

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Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions.

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The literature suggests that firms cannot be competitive if their business and information technology strategies are not aligned. Yet achieving strategic alignment continues to be a major concern for business executives. A number of alignment models have been offered in the literature, primary among them the strategic alignment model (SAM). However, there is little published research that attempts to validate SAM or describe its use in practice. This paper reports on the use of SAM inafinancial services firm.

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