Performance implications of strategic coalignment: a methodological perspective

Article Abstract:

Strategic coalignment - viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts - is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile-derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment. (Reprinted by permission of the publisher.)

Performance, Evaluation

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An examination of the underlying dynamics of strategic decisions subject to upward influence activity

Article Abstract:

This study examines the underlying dynamics of strategic decisions that are subject to upward influence activity. The results suggest that the strategy-making process deviates considerably from typical rational comprehensive approaches in that strategies are affected by: initial sense-making activity, perceptions of risk and return, and power and negotiation skills. Differences due to functional area of the manager involved in the influence activity are discussed. (Reprinted by permission of the publisher.)

Analysis, Management research, Business planning

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