One of the most important organizational challenges is the Strategic Alignment between information technology (IT) and business objectives. Organizations have deployed different approaches to achieve Strategic Alignment and competitive advantage. Enterprise architecture (EA) has been viewed as an effective approach not only for optimum management of IT, but also for Strategic Alignment of IT applications and business needs. EA maturity indicates the degree of attaining EA project goals, out of which, is the IT-Business Alignment. In this paper, the relationship between enterprise architecture maturity (EAM) and Strategic Alignment maturity model (SAMM) has been investigated to declare whether EAM can act as enabler for SAMM. Research population includes enterprises in which, the EA project is implemented. Pearson’s correlation and regression test have been used for analyzing the data gathered by questionnaire. The findings indicate that the success of EA significantly influences Strategic Alignment maturity.

The aim of strategy Alignment in knowledge management value chain is to create and develop strategies for knowledge management in organization in order to align and overlap with grant organizational strategy. So this strategy should guide all organizational resources to create added value and achieve to competitive advantage. This paper tries, through defining and elaborating the concept of value chain in knowledge management process, as well as describing each section of that in detail, to give an Strategic model on this process. Then the relation of this strategy with main organizational strategy is developed and analyzed as an integrated model.

Moral values are influential in the decision-making of managers and employees of organizations. A great deal of studies have been conducted on managerial ethics and ethics in the organization, each of which have attempted to collect related theories or to add a new theory. Regarding the ethical behavior as an "appropriate" and "fair" behavior, this article intends to identify and provide a framework for ethical behavior in organizations to improve individual performance and coordination of institutional elements based on ethical behavior in order to achieve synergy in organizations. Strategic Alignment provides an appropriate framework to matching up the affecting factors on individual behavior. Applying this approach, Strategic behavioral types are identified and are used as a basis for ethically appropriate behavior. This paper has tried to use the results of some researches to find the relationship between organizational strategy and organizational values The researchers believe that, without creating an aligned relation, one cannot be hopeful about the performance of organizational values.

Introduction: In today's changing world, business will experience dramatic changes. Information system as a tool for an organization to achieve goals has not been exempted from these changes. Organizations must manage their variable information systems that increased costs of equipping and promoting those increasingly, in a direction which not only compensate Costs spent on, but as create a competitive advantage in the industry. Therefore be necessity to align information system strategy and objectives with business goals and strategies.Literature review: The purpose of the Strategic Alignment process is optimization costs, and using appropriate from information systems in organizations. The purposes of this paper were evaluating the studies on the Strategic Alignment and identify tools and different approaches to introduce to managers in the health industry.Conclusion: This is a review article which use library and Internet resources to have been conducted. Strategic Alignment is long-term and dynamic process that requires cooperation and participation of organization sectors, health information system sector and executive health sector. With this aim, culture making and increasing knowledge of the Alignment literatures may be a good start.

Strategic Alignment is the extent to which business strategy, and information technology (IT) strategy, business structure and IT structure are fit. The factors affecting the business-IT Strategic Alignment has been studied in several previous researches. Most of the studies have been conducted in developed countries particularly the USA and Canada. There is a debate in the literature that we should investigate the business-IT Alignment theories in various countries with different cultures and environments. This brings the capability of theory generation. In this research, we first investigate the literature to extract the antecedents. Then, we categorize them and develop a theoretical model as a path diagram of a structural equation model. We aim to empirically investigate if these antecedents are effective in the Strategic Alignment in a developing country. For this purpose, we run the survey-based questionnaire and analyze the models based on PLS-SEM. Based on the results; there is a difference between factors affecting the business-IT Strategic Alignment in the developed countries and a developing country.

Achieving business-IT Alignment is one of the main purposes and also challenges of organizations. Many studies have indicated the importance of aligning information systems (IS) function with other business functions. The main purpose of this survey is evaluating business-IT Alignment focusing on social and technical dimensions of business-IT Alignment in Bank Mellat. The data was collected through a questionnaire which was designed based on Capability Maturity Model Integration (CMMI) and also the models provided by Reich and Benbasat (2000), and Lee et al. (2008). By using three questionnaires, the status of social and technical dimensions of business-IT Alignment has been investigated under 3 groups of questions: (a) Business-IT Strategic planning Alignment; (b) Business-IT processes, organization and relationships, and (c) Managing IT human resources and training users. The collected data was analyzed by applying onetailed T-Test, ANOVA and Tukey-Kramer post- test. The results of analysis show that the status of all technical indicators was at ‘Defined’ stage, while there was some weakness in social dimension of business-IT Alignment. Also, the overall results show that the status of business-IT Alignment regarding all of the three mentioned dimensions is at ‘Defined’ stage. A comparative analysis of the results that has focused on the perceptions of different sample respondent groups show significant differences between the perceptions of external auditors who believe in ‘Repeatable’ level of business-IT Alignment and other respondent groups who believe in ‘Defined’ level of business-IT Alignment toward all three mentioned dimensions.