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Journal articles on the topic 'Strategic Alignment'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship betw

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Van Riel, Cees B. M. "Tracking strategic alignment with EcQ - The Strategic Alignment Monitor." Organicom 4, no. 7 (2007): 46. http://dx.doi.org/10.11606/issn.2238-2593.organicom.2007.138942.

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Este artigo discute e analisa uma nova medida desenvolvida especificamente para mensurar o alinhamento interno das empresas e seus determinantes. Essa medida é denominada “EcQ® - Monitor de Alinhamento Estratégico”. Como identificar se os empregados estão alinhados às questões estratégicas da empresa? O EcQ permite mensurar esse alinhamento e revela os pontos fracos e fortes de seus determinantes.

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Hiekkanen, Kari, Anni Pekkala, and Jari Collin. "Improving Strategic Alignment." Information Resources Management Journal 28, no. 4 (2015): 19–37. http://dx.doi.org/10.4018/irmj.2015100102.

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This study aims at providing organizations with new insight on how IT governance practices impact strategic alignment. The research is conducted as an in-depth case study in a large, multinational manufacturing and service company. The case reveals that improving IT governance practices is not sufficient to achieve high alignment, when the understanding of strategic value of IT is lacking. Improved alignment would require that IT is perceived as a strategic function in the organization and the IT governance treated accordingly. Bringing business and IT socially and culturally closer to each ot

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Bertolotti, Fabiola, Diego Maria Macrì, and Matteo Vignoli. "Strategic alignment matrix." Journal of Accounting & Organizational Change 15, no. 4 (2019): 557–79. http://dx.doi.org/10.1108/jaoc-12-2017-0122.

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Purpose This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes. Design/methodology/approach A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the iden

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Yoppy Mirza Maulana, Zafril Rizal M. Azmi, and Danakorn Nincarean Eh Phon. "Business-IT Alignment through Enterprise Architecture in a Strategic Alignment Dimension: A Review." Register 9, no. 1 (2023): 55–67. http://dx.doi.org/10.26594/register.v9i1.3084.

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Business-IT Alignment (BITA) refers to the fit between business and IT strategy. BITA is important for realizing the achievement of organizational goals, enhancing performance, and gaining competitive advantage in an organization. BITA is a crucial concern for organizations and remains a top topic from the perspective of business executives. BITA can be realized through Enterprise Architecture (EA), which is a comprehensive and holistic instrument for managing and maintaining BITA. However, despite numerous literature studies on the BITA model or framework through EA, the research is currently

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6

Balmer, John M. T. "Strategic corporate brand alignment." European Journal of Marketing 46, no. 7/8 (2012): 1064–92. http://dx.doi.org/10.1108/03090561211230205.

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Mukherjee, Indrajit. "Strategy and Strategic Alignment." NHRD Network Journal 12, no. 3 (2019): 201–13. http://dx.doi.org/10.1177/2631454119880064.

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The article is written to elaborate the meaning of the term ‘strategy’ and the domain it covers. It presents the common views about what strategy is and explains the meaning of each of them. It also argues that one of the views, strategy as an overarching ‘alignment’, is a common thread running through most of the views. Two examples are given to explain this view better. The article is expected to help the reader appreciate the domain of strategy and link it with the other functional areas.

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Srivastava, Saurabh, and Derrick E. D’Souza. "Exploring patterns of organizational capability alignment: a contingency approach." Management Research Review 43, no. 3 (2019): 311–31. http://dx.doi.org/10.1108/mrr-03-2019-0115.

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Purpose The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations. Design/methodology/approach Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing. Findings Results suggest that th

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Singh, Abhijeet, and Bilva Desai. "Strategic Business Alignment: A study of role of IT in Strategic Business Alignment in Banking sector of India." Global Journal For Research Analysis 2, no. 1 (2012): 98–101. http://dx.doi.org/10.15373/22778160/january2013/2.

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10

Avivi, Muhammad Hayyin, Mohamad Rizan, and Agung Wahyu Handaru. "The Effect of Strategic Change on Strategic Performance Mediated by Inter-Firm Network and Strategic Alignment." International Journal of Finance and Business Management 2, no. 3 (2024): 161–80. http://dx.doi.org/10.59890/ijfbm.v2i3.1883.

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In facing complex global dynamism, dynamic organizations must be able to overcome real challenges from all aspects to produce superior and competitive performance. This research aims to determine the influence of strategic change on strategic performance mediated by inter-firm networks and strategic alignment. The data collection technique used a questionnaire given to 198 top managers at P-3 professional certification institutions throughout Indonesia. This type of research is quantitative research and data analysis is carried out using Partial Least Square with software SmartPLS 4.0. The res

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11

Chan, Yolande E., Sid L. Huff, Donald W. Barclay, and Duncan G. Copeland. "Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment." Information Systems Research 8, no. 2 (1997): 125–50. http://dx.doi.org/10.1287/isre.8.2.125.

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12

Sledgianowski, Deb, and Jerry Luftman. "IT-Business Strategic Alignment Maturity." Journal of Cases on Information Technology 7, no. 2 (2005): 102–20. http://dx.doi.org/10.4018/jcit.2005040107.

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13

Campbell, Bruce, Robert Kay, and David Avison. "Strategic alignment: a practitioner's perspective." Journal of Enterprise Information Management 18, no. 6 (2005): 653–64. http://dx.doi.org/10.1108/17410390510628364.

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14

Norden, P. V. "Quantitative techniques in strategic alignment." IBM Systems Journal 32, no. 1 (1993): 180–97. http://dx.doi.org/10.1147/sj.321.0180.

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15

Rezende, José Francisco de Carvalho, and Antonio Roberto Ramos Nogueira. "Strategic Alignment, Performance, and Value." Latin American Business Review 11, no. 4 (2010): 339–63. http://dx.doi.org/10.1080/10978526.2010.536666.

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16

Clark, A. "Agreement or alignment? [strategic influencer]." Engineering Management 15, no. 5 (2005): 16–19. http://dx.doi.org/10.1049/em:20050502.

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17

Zajączkowski, Jakub, and Manish Jung Pulami. "Non-Alignment to Strategic Autonomy." Politeja 22, no. 2(96/2) (2025): 73–97. https://doi.org/10.12797/politeja.22.2025.96.2.04.

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This paper explores India’s strategic positioning vis-à-vis the liberal international order (LIO), examining how India has historically both engaged with and asserted autonomy from the Western-led order. It argues that India’s evolving foreign policy—from Nehru’s non-alignment to Modi’s strategic autonomy—reflects a deliberate use of specific approaches to create space within the LIO for its unique national interests. The main argument of the paper is that India’s engagement with the LIO has not involved wholesale rejection of the extant LIO framework but rather the selective leveraging and re

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18

Hough, Johan, and Konrad Liebig. "An analysis of strategic alignment tools." Corporate Ownership and Control 10, no. 2 (2013): 591–603. http://dx.doi.org/10.22495/cocv10i2c3art2.

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This article analyses strategic alignment and the tools that companies can utilise to create business or organizational alignment. We follow a theoretical approach to identify the alignment processes, establish various levels and tools of strategic alignment and point out the reasons for misalignment. The results show that strategic alignment is a process and that different levels of business alignment exist in organizations. Recommendations for businesses include awareness of misalignment and the interaction between the strategy process, tools that can be used and the benefits of using Balanc

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Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.

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PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns

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20

Omidi, Ali. "Russian-Iranian Ties: Strategic Alliance, Strategic Coalition, or Strategic Alignment (Partnership)." Russian Politics 7, no. 3 (2022): 341–65. http://dx.doi.org/10.30965/24518921-00604023.

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Abstract One of the most critical foreign policy issues of middle – power states is how to mold attitudes towards major powers. Since 1979, Iran has changed the nature of its relations with major powers. Although the Iranian Revolution adopted the ‘Neither East, Nor West’ motto as a macro guide to its foreign policy, since the late 1980s Iran and the Soviet Union – now Russia, have advanced their bilateral relations. Despite Iran and Russia sharing convergent views on many international issues, they have not promoted their ties to a strategic alliance. The present paper addresses the question

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Hiekkanen, Kari. "The Impact of IT Governance Practices on Strategic Alignment." International Journal of IT/Business Alignment and Governance 6, no. 2 (2015): 1–13. http://dx.doi.org/10.4018/ijitbag.2015070101.

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The importance of strategic alignment has been recognized both by academia and practitioners alike. Previous research provides an ample body of work both on IT governance and strategic alignment. However, empirical evidence of the effect of IT governance on alignment is still lacking. This study explores how IT governance impacts strategic alignment on strategic and tactical levels. Based on a survey, the study confirms a positive impact of IT governance on strategic alignment and proposes a preliminary set of eight key practices of IT governance to support strategic alignment with further scr

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22

Yousaf, Zahid, and Abdul Majid. "Strategic performance through inter-firm networks." World Journal of Entrepreneurship, Management and Sustainable Development 12, no. 4 (2016): 282–98. http://dx.doi.org/10.1108/wjemsd-03-2016-0015.

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Purpose The purpose of this paper is to examine and develop a strategic performance model for small and medium enterprises linking with inter-firm networks, strategic alignment and environmental dynamism. Design/methodology/approach Drawing on the live experiences of 757 respondents, including managing directors/owners and CEOs of different SMEs, the authors proposed a theoretical model representing how firms could attain strategic performance through inter-firm networks with a mediating role of strategic alignment. Findings The current study demonstrated that SMEs with strong inter-firm netwo

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23

Atmani, Agnes Karina Pritha. "Perancangan Permainan Simulasi (Game Simulation) Untuk Menilai Tingkat Kematangan Strategi Teknologi Informasi terhadap Strategi Bisnis Dengan Metode IT Balanced Scorecard dan Maturity Model COBIT 4.1." Journal of Animation & Games Studies 3, no. 2 (2018): 111. http://dx.doi.org/10.24821/jags.v3i2.1856.

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Keselarasan strategi Teknologi Informasi terhadap strategi bisnis sangat dibutuhkan untuk mencapai tujuan bisnis. Pencapaian keselarasan strategi, sebagai suatu proses yang berkelanjutan, membutuhkan dukungan dari Top Management dan fungsi-fungsi lain dalam perusahaan. Penilaian kematangan tingkat keselarasan strategi TI terhadap strategi bisnis akan digunakan sebagai alat ukur untuk menilai tingkat keselarasan strategi TI terhadap strategi bisnis. Nilai tersebut akan digunakan sebagai langkah awal untuk tindakan perbaikan berkelanjutan.Penggunaan permainan simulasi merupakan gabungan dari dua

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24

Goepp, Virginie, and Oscar Avila. "An Extended-Strategic Alignment Model for technical information system alignment." International Journal of Computer Integrated Manufacturing 28, no. 12 (2015): 1275–90. http://dx.doi.org/10.1080/0951192x.2014.964774.

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Yarbrough, J. Stan, and Mary L. Lind. "The Effects of Strategic Typology Model and Strategic Alignment on the Delivery Capability of an IT Organization." International Journal of Information Systems and Social Change 9, no. 4 (2018): 58–80. http://dx.doi.org/10.4018/ijissc.2018100105.

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Measuring the state of IT alignment with business strategy is gradually becoming less elusive but practical approaches continue to be difficult to propose and execute. The results of this study indicate that higher degrees of IT strategic alignment with business occurs in Prospector and Analyzer types. Given the context of the STM model and the inclination of business strategy to center on a single type, these two models are most effective in generating IT capability over time. Defender STM types tend to lead to lower IT capability and low levels of alignment. It is recommended that the concep

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Chege, Stanley Mwangi. "IT Strategic Alignment Maturity levels in Kenya." Journal of Business Theory and Practice 2, no. 2 (2014): 203. http://dx.doi.org/10.22158/jbtp.v2n2p203.

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<p><em>Strategic alignment focuses on the activities that management performs to achieve cohesive goals across the IT (Information Technology) and other functional organisations (e.g., finance, marketing, H/R, research, manufacturing). Therefore, alignment addresses both how IT is in harmony with the business, and how the business should, or could be in harmony with IT. Alignment evolves into a relationship where the function of IT and other business functions adapt their strategies together. Achieving alignment is evolutionary and dynamic. It is a process that requires strong supp

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Boateng, Peter Agyekum, and Patience B. Yamoah. "Synergistic Alignment: Harmonizing Strategic Objectives, Strategies, and Initiatives for Optimal Organizational Success." International Journal of Research and Scientific Innovation X, no. VII (2023): 206–19. http://dx.doi.org/10.51244/ijrsi.2023.10726.

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Strategic alignment is a critical factor in achieving organizational success. It involves aligning an organization’s strategic objectives, strategies, and initiatives to ensure coherence across different levels and functions. Despite its importance, organizations struggle to achieve and sustain strategic alignment. This literature review paper addresses this issue by examining the drivers and enablers of strategic alignment, as well as the barriers and challenges that organizations commonly face in the alignment process. It provides an overview of the theoretical framework of synergistic align

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Saglietto, Laurence, François Fulconis, and Gilles Paché. "4PL and models of strategic alignment." Netcom, no. 21-3/4 (December 16, 2007): 395–406. http://dx.doi.org/10.4000/netcom.2294.

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Baker, Jeff, Donald Jones, Qing Cao, and Jaeki Song. "Conceptualizing the Dynamic Strategic Alignment Competency." Journal of the Association for Information Systems 12, no. 4 (2011): 299–322. http://dx.doi.org/10.17705/1jais.00265.

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Layman, Susan. "Strategic goal alignment at CMP Technologies." Strategic HR Review 4, no. 4 (2005): 24–27. http://dx.doi.org/10.1108/14754390580000803.

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Abels, Michael. "Strategic Alignment for the New Normal." State and Local Government Review 46, no. 3 (2014): 211–18. http://dx.doi.org/10.1177/0160323x14551179.

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WERTHER, WILLIAM B. "Strategic Change and Leader–Follower Alignment." Organizational Dynamics 32, no. 1 (2003): 32–45. http://dx.doi.org/10.1016/s0090-2616(02)00136-5.

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33

LaForge, Raymond W., Thomas N. Ingram, and David W. Cravens. "Strategic alignment for sales organization transformation." Journal of Strategic Marketing 17, no. 3-4 (2009): 199–219. http://dx.doi.org/10.1080/09652540903064662.

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Strelsin, Stephen C., and Susan Mlot. "The Art of Strategic Sales Alignment." Journal of Business Strategy 13, no. 6 (1992): 41–47. http://dx.doi.org/10.1108/eb039526.

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35

Lueg, Rainer. "STRATEGIC PROFITABILITY ANALYSIS AND INCENTIVE ALIGNMENT." Journal of Academy of Business and Economics 25, no. 1 (2025): 180–93. https://doi.org/10.18374/jabe-25-1.12.

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36

Ilmudeen, Aboobucker, Yukun Bao, and Ibraheem Mubarak Alharbi. "How does business-IT strategic alignment dimension impact on organizational performance measures." Journal of Enterprise Information Management 32, no. 3 (2019): 457–76. http://dx.doi.org/10.1108/jeim-09-2018-0197.

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Purpose Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures. Design/methodology/approach The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation

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Kim, Jinhwan, Hyeob Kim, and HyukJun Kwon. "The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms." Sustainability 12, no. 10 (2020): 4180. http://dx.doi.org/10.3390/su12104180.

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Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 24

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De Vuyst, Annelies, Sebastian Desmidt, and Alex Vanderstraeten. "Employee Strategic Alignment: Aligning Newcomers with the Organizational Strategic Priorities." Academy of Management Proceedings 2014, no. 1 (2014): 11311. http://dx.doi.org/10.5465/ambpp.2014.11311abstract.

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Yuliansyah, Yuliansyah, and Johnny Jermias. "Strategic performance measurement system, organizational learning and service strategic alignment." International Journal of Ethics and Systems 34, no. 4 (2018): 564–92. http://dx.doi.org/10.1108/ijoes-07-2018-0102.

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Chtourou Ben Amar, Nesrine, and Randa Ben Romdhane. "Organizational culture and information systems strategic alignment." Journal of Enterprise Information Management 33, no. 1 (2019): 95–119. http://dx.doi.org/10.1108/jeim-03-2019-0072.

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Purpose Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Fram

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Airlangga, Gregorius. "Mengukur Tingkat Keselarasan Information Technology dan Bisnis (Studi Kasus Perusahaan Start-up Digital Wilayah Jawa)." Jurnal Buana Informatika 9, no. 2 (2018): 53. http://dx.doi.org/10.24002/jbi.v9i2.1485.

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Abstract. The alignment between information technology (IT) and business becomes a main issue for a digital start-up which adopts technology as a support for the business activities. As one of the growing business in Indonesia, this organization gets special attention from the government that it will be able to become the backbone of the nation's economy. This has led to a necessity of measuring the alignment level between IT and business at digital start-ups in order to describe the conditions for developing strategies to increase competitive benefits. According to that necessity, the researc

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Can, Hu, and Ahmed Razman Bin Abdul Latiff. "Strategic Alignment of Risk Management and Corporate Governance: Boosting Manufacturing Performance." Journal of Digitainability, Realism & Mastery (DREAM) 3, no. 05 (2024): 109–27. http://dx.doi.org/10.56982/dream.v3i05.242.

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The strategic alignment of risk management and corporate governance plays a critical role in enhancing manufacturing performance in China. This paper examines the impact of strategic alignment on risk management, decision-making, and overall performance, emphasizing innovative practices that could be adopted by Chinese manufacturers. Through an extensive literature review and empirical analysis, this study identifies common barriers to alignment, such as cultural and structural issues, lack of board independence, inadequate risk management systems, and regulatory challenges. It also offers pra

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Shafeeq, Maheen. "India’s Strategic Autonomy and the US-India Strategic Partnership: Implications on Pakistan." Journal of Security & Strategic Analyses 11, no. 1 (2025): 05–28. https://doi.org/10.57169/jssa.0011.01.0344.

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The paper examines Indo-US strategic partnership through a structural realist lens, and analyses how India’s long-standing policy of non-alignment has always had some inclination. Since the 1950s, India has depended on the policy of non-alignment to strengthen ties with the opposing major powers, the US and Russia, and to secure national interests without binding itself to commitment of reciprocity. While Indo-US relations developed diplomatic relation in 1947, closer strategic relations only emerged in post-2000 era, which have now transformed into Global Comprehensive Strategic Partnership.

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Puspitasari, Nia Budi, Singgih Saptadi, and Aditya Dwi Rahmadi. "Strategic alignment maturity assessment on conventional bank’s information technology." Journal of Engineering and Applied Technology 3, no. 2 (2022): 53–63. http://dx.doi.org/10.21831/jeatech.v3i2.48859.

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Strategic alignment between information technology and business strategy is needed to achieve an organization's performance excellence. Bank X is a bank that focused on serving the micro, small and medium enterprise (MSME) market segments. Bank X provided a variety of banking services which are generally grouped into activities of raising and distributing funds. Banking services are carried out conventionally. At the end of 2019, Bank X was acquired by an investment holding company. The objective of the acquisition is to develop Bank X into a bank with a digital platform. This study aims to me

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Issa-Salwe, Abdisalam, Munir Ahmed, Khalid Aloufi, and Muhammad Kabir. "Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy." Journal of Information Processing Systems 6, no. 1 (2010): 121–28. http://dx.doi.org/10.3745/jips.2010.6.1.121.

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Liebig, Konrad, and Johan Hough. "Exploring strategic alignment in private health care." Corporate Ownership and Control 9, no. 3 (2012): 233–46. http://dx.doi.org/10.22495/cocv9i3c2art1.

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This study describes the domain of strategic alignment (SA) and evaluates the level of SA in a South African private healthcare company. Interviews and an empirical survey were used to establish the organizational alignment and to pin point possible shortcomings in the company’s strategy execution. The results show a gap in the perceptions between top and middle management and that the company is underperforming in the areas of strategy translation and organizational alignment. Recommendations for the company include the use of an implemented corporate scorecard for better strategic performanc

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47

Makram Chasib Hussein. "Strategic alignment and its role in enhancing Excellence Performance An analytical study of a sample of administrative bodies in some Iraqi universities." Tikrit Journal of Administrative and Economic Sciences 20, no. 65, part 1 (2024): 141–64. http://dx.doi.org/10.25130/tjaes.20.65.1.9.

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Strategic alignment is represented in spreading the spirit of agreement, cooperation and friendship among working individuals on the one hand, and working in harmony with customers, partners, colleagues and committees responsible for organizing work on the other hand. The process of achieving alignment in all areas, including the work environment, contributes to eliminating work problems and reducing working hours. More fun and enjoyable, as well as creating calm and stable work impressions and atmosphere. On the contrary, the lack of strategic alignment would affect the work environment and c

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Loukis, Euripidis, and Ioakim Sapounas. "Innovation, Information Systems Strategic Alignment and Business Value." International Journal of Strategic Information Technology and Applications 1, no. 2 (2010): 38–54. http://dx.doi.org/10.4018/jsita.2010040103.

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For more than two decades the strategic alignment of information systems (IS) is one of the most important issues that IS and business managers face and at the same time a major research topic in the IS domain. In this paper the authors present an empirical study of the business value of IS strategic alignment, which examines IS strategic alignment both at the strategy formulation and implementation level. Also, investigated in this paper are the effects of adopting an innovation strategy on IS strategic alignment. The study is based on firm-level data from Greek companies, which are used for

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Plantinga, Henrico, Hans Voordijk, and André Dorée. "Clarifying strategic alignment in the public procurement process." International Journal of Public Sector Management 33, no. 6/7 (2020): 791–807. http://dx.doi.org/10.1108/ijpsm-10-2019-0245.

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PurposeWhile the need for strategic alignment in public management has been recognized, there is a lack of conceptual clarity to support its application in practice. Focusing on the specific field of public procurement, this paper clarifies and illustrates how the concept of strategic alignment can be applied when strategizing the public procurement process.Design/methodology/approachThe current literature on strategic alignment in public procurement is critically reviewed to identify ambiguities that hamper its application in practice. Based on this review, an analytical framework is develope

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León-Reyes, Yenisey, Maylín Marqués-León, Edmundo Claudio-Pérez, Yasniel Suárez-Sánchez, and Paulo Miguel Gumende. "Strategic management potential for process alignment in Cuban sports government organizations." DYNA 90, no. 227 (2023): 100–109. http://dx.doi.org/10.15446/dyna.v90n227.108146.

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Abstract:

The strategic alignment allows coordinating objectives, processes, resources, personnel and critical factors in order to make decision making viable, in addition, it allows aligning processes with the organization's strategy. The objective of the research is: to evaluate the strategic alignment between the processes and the strategic objectives in the Matanzas Provincial Sports Directorate. Tools such as: brainstorming, Kendall's Method, SWOT Matrix, Hierarchical Analytical Process were used. As results, the calculation of the strategic alignment index were obtained with a value of 7.13 and th

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