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Performance Implications Of Strategic Coalignment: A Methodological Perspective

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  • N. Venkatraman

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.

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  • N. Venkatraman, 1990. "Performance Implications Of Strategic Coalignment: A Methodological Perspective," Journal of Management Studies, Wiley Blackwell, vol. 27(1), pages 19-41, January.
    • Handle: RePEc:bla:jomstd:v:27:y:1990:i:1:p:19-41
    DOI: 10.1111/j.1467-6486.1990.tb00751.x
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