Authors: Ra’ed M. Masa’deh, Rifat O. Shannak, Dmaithan A. Almajali and Zulkhairi Dahalin
Preceding research attributed the lack of direct causal impact of Information Technology (IT) on firm performance to numerous missing links including antecedents of IT-business strategic alignment (also known as strategic alignment), and intermediaries between alignment and firm performance. Furthermore, recent reviewers  have called for more research into the factors that affect strategic alignment, and the coupling process between alignment and performance.
In this paper, we develop and empirically test specific forms of management structures and processes which are required to drive strategic alignment. Further, we propose a causal-chain model to examine the impacts of six antecedents on strategic alignment. The data, from over 180 Jordanian public shareholding firms, using structural equation modeling generally support the hypotheses.Furthermore, the study’s findings suggest that leadership, values and belief, IT managerial resources, and IT implementation successes impact significantly IT business strategic alignment; whereas no relationships found between structure and process, and service quality on strategic alignment.