Strategic alignment and its impact on decision effectiveness: a comprehensive model

Abstract

Purpose

In recent decades, the concept of strategic alignment has been a center of concern for researchers and practitioners. This alignment is associated with the process of strategic planning to achieve high strategic performance and competitiveness. This study aims to investigate the impact of strategic alignment on decision effectiveness.

Design/methodology/approach

Primary data were collected from 383 employees of the Directorate of Health Affairs in the Dakahlia Governorate in Egypt, through a self-administered questionnaire. The PLS-SEM approach was used to analyze the collected data.

Findings

The results revealed that strategic alignment significantly and positively affects decision effectiveness and its dimensions, emphasizing the importance of considering all four dimensions of strategic alignment in an integrated model to achieve the greatest impact on the decision effectiveness.

Research limitations/implications

This study is applied to a developing country, so a comparative study between both developing and developed countries may be needed. Second, the study was restricted to the nonprofit organization, so further research may examine the profit organizations.

Originality/value

Despite the existence of several studies on the relationship between strategic alignment and decision effectiveness in developed countries, studies conducted in the developing countries are still few. This is one of the earliest studies that adopt the multidimensional approach of strategic alignment in the public sector in emerging economies, which could help directors understand the interdependencies and different roles of strategic alignment dimensions in a novel comprehensive model.

Citation

Ghonim, M.A., Khashaba, N.M., Al-Najaar, H.M. and Khashan, M.A. (2022), "Strategic alignment and its impact on decision effectiveness: a comprehensive model", International Journal of Emerging Markets, Vol. 17 No. 1, pp. 198-218. https://doi.org/10.1108/IJOEM-04-2020-0364