| This qualitative evaluation using a case study method determined the significance of managerial leadership practices in ExampleCo's horizontal transformation from 2004 to 2006 and attempted to discover how business-IT fusion could enhance organizational performance. The study answered two questions: how managerial leadership practices effectively advance business-IT fusion of an inclusive and collaborative organization and how business-IT fusion affects risks and profitability. The intention of this study was to contribute to the field of management of information technology grounded on propositions involving organizational development roles (N. Evans & Hoole, 2005), IT governance (Haes & Grembergen, 2005, 2006), and collaborative organization (Coughlan, Lycett, & Marcredie, 2004). Triangulated inquiry from documents and a survey of 24 participants who included 2 women and 22 men comprising a chief information officer, 7 managers, 8 project leads, and 8 engineers confirmed the propositions. The findings indicated the horizontal integration has begun in transition from being separate toward becoming collaborative. The case study revealed disparate images that are subculture bound could be enhanced by collaborative and integrative leadership practices. Moreover, the horizontal integration of common financial and technical applications allows work to be transferred across different locations, thus reducing risks and increasing return on investment. A collaborative and integrative model was recommended for future research, integrating organizational development roles, IT governance, and relationship management across organizational settings for transforming effective business-IT fusion. |
