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The Translated Strategic Alignment Model: A Practice-Based Perspective

Author

Listed:
  • Michel Kalika

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Alexandre Renaud

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Isabelle Walsh

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

In this article, we propose to revisit the concept of strategic alignment in a practice-based perspective. We propose new insights on this concept which has mostly been studied in the literature through Henderson and Venkatraman's strategic alignment model (1993). In a grounded approach, we study practitioners' daily practices through the in-depth investigation of three corporate cases and interviews with six consultants specialized in the management of information systems (IS). We use actor-network theory as a theoretical framework to help us make sense of and interpret our data. We propose a new, conceptual, non-functionalist model, which integrates several streams of literature: the translated strategic alignment model (TSAM). This model may serve as a help to drive toward a critical level of alignment that appears as necessary to clear the path toward competitive advantage.

Suggested Citation

  • Michel Kalika & Alexandre Renaud & Isabelle Walsh, 2013. "The Translated Strategic Alignment Model: A Practice-Based Perspective," Post-Print hal-01664046, HAL.
    • Handle: RePEc:hal:journl:hal-01664046
    as

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