Universal Journal of Industrial and Business Management 3(4): 83-86, 2015 http://www.hrpub.org DOI: 10.13189/ujibm.2015.030401 Strategic Alignment Model between Information System and Technology Strategy, Empowerment and Good Governance on Managerial Performance (Study of Private Universities KOPERTIS Region II in South Sumatera) Anuar Sanusi Faculty of Economics and Business, Informatics and Business Institute Darmajaya, Indonesia Copyright © 2015 by authors, all rights reserved. Authors agree that this article remains permanently open access under the terms of the Creative Commons Attribution License 4.0 International License Abstract This study attempted to assess the application of quantitative approaches and hypothesis testing using ‘Path Analysis’ technique as an alternative approach to the performance of managerial leadership that can be used to achieve the goals in finding and determine the factors that influence and support the managerial performance. Analysis of the data that is used in this study consisted of descriptive analysis to look at the characteristics of the population that is netted in the study and path analysis. The sample of technique in this study is using proportionate stratified random sampling technique. The number of samples that is used as the respondent in the unit of analysis of this study is 130 head of private universities around KOPERTIS (Private College Coordination) in southern Sumatra region II. The results of data analysis shows that (1) the Information Systems Strategy of a significant and positive impact on performance managerial, (2) empowerment of human resources directly affects on performance managerial, (3) governance directly affects managerial performance. Keywords Information Systems Strategy, Empowerment, Good Governance and Managerial Performance 1. Introduction The role of higher education along with the quality improvement of higher education in Indonesia is to create excellence in human resource with response of the increasingly competitive era. [1] One of the long-term strategy concepts which is known as Higher Education Long-Term Strategy (HELTS) 2003-2010 is designed to increase the universities’ independencies, constitution of the organizations, and nation’s competitiveness. Realization in one of the concepts in HELTS, the constitution of the organizations, for example, can promote academic freedom and continuous improvement in change management that attains a higher standard and leads to customer satisfactions. Improving managerial performance and encouraging stakeholders (dean, lecturers, supporting staffs, and students) through many ways to work enthusiastically, effectively, and productively will lead to optimal work results. Therefore, managerial performance is a measurement of management in all organizational process elements that influence organizational performance, not only individual performance but also group performance. The effort in optimizing managerial performance by aligning strategies between business strategy and information system and technology (IT) strategy is arranged to face a tough competitive business in higher education. The pioneer that argues the importance of new paradigm as a replacement of performance measurement terminology, postulates an analogy between managerial performance through planning cycles and plan-do-check and action cycles from. [2] University of California Higher Education Compact Performance Measures is principle Good governance; (a) law enforcement (b) transparency, (c) equality, (d) assurance, (e) vision, (f) accountability. (g) controlling, (h) efficiency, (i) effectiveness, and (j) professionalism. Affirms that current managerial performance in Indonesia is relatively lower since the majority of Indonesian universities are unable to create graduates that can adapt to what modern industries need. The reason why managerial performance in Indonesian universities is not optimal enough is because the strategic alignment between good governance strategy and IT strategy