Turn your Experience into Knowledge and Share it
Sign up for our monthly newsletter:


Doctors/Dr. ALI Mazen

Dr. ALI Mazen

Mazen ALI: Project Director since 2010 and specialized in IS migrations. Mazin started his career in service companies in 1990, and opened his own consulting firm in 1996. He has worked in the IT departments of leading French companies such as Macif, France Telecom, Orange, Voyages sncf, RSI , Oui.sncf, and Accor Hotel. He is currently working as a project director at RATP Smart Systems.

In September 2020, he defended his Executive Doctorate in Business Administration (EDBA), on the theme "The influence of strategic alignments translated on the success of information systems" under the supervision of Professor Isabelle Walsh, Professor (HDR), SKEMA Business School.

Thesis Summary

The influence of strategic alignments translated on the success of information systems (L’influence des alignements stratégiques traduits sur le succès des systèmes d’information).

The success of an information system (IS) is of vital importance not only for researchers, but also for managers, teams, and end users. The notion of success is often measured at the end of the development of an IS and in terms of the benefits for end users. It is therefore important to be interested in the phenomena that revolve around an IS and its actors. Our research aims to enable organisations to increase the probability of the success of a new IS. This involves harmonising (alignment) the range of components influencing the development of a new IS throughout its process in order to promote its success during implementation and use.
In 2013, Walsh, Renaud and Kalika proposed a “translated strategic alignment model” (TSAM), and highlighted a certain number of alignments, which require a “translation” (in the sense of Callon, 1986) to do this, by joining up the actors, and thus being able to lead the implementation of new IS towards success. This thesis proposes to operationalize this model and to verify it by studying the following question: How do the different alignments of the TSAM model influence success during the implementation of an IS?
Following a qualitative analysis, which allows us to propose an operationalization of the TSAM model, we perform a quantitative analysis from data collected by two questionnaires administered to 800 employees in the same company, which constitutes our research field. We operationalize the alignments between the different actors of the TSAM model and propose an empirical conceptual model which we verify. Our results tend to demonstrate that the alignment (understood as offering coherence) of the different strategic, technological, business, and user needs has a positive impact on the development or implementation of a new IS.
We show how the alignments of the TSAM model favour and positively influence the dimensions of the success model of DeLone and McLean (2016). We highlight a correlation matrix between TSAM alignments and the independent variables of DeLone and McLean (2008). Finally, we consolidate our different contributions, point out the limits of our research, and suggest some areas for future research.

Mots-clés : Alignments, Information systems, performance, success, TSAM.