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Article
Publication date: 12 October 2018

Yuliansyah Yuliansyah and Johnny Jermias

Considering the significant contribution of service sector of the whole contribution of the economics, this study aims to investigate the impact of strategic performance…

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1166

Abstract

Purpose

Considering the significant contribution of service sector of the whole contribution of the economics, this study aims to investigate the impact of strategic performance measurement sytstem (SPMS) on sustainability strategic outcomes in the industry through organizational learning and service strategic alignment.

Design/methodology/approach

Using a survey study, 158 usable data were analysed using SmartPLS.

Findings

The results show that service strategic alignment and organizational learning mediate the relationship between SPMS and performance for product differentiation companies. For cost leadership companies, the results indicate that there is no mediation of service strategic alignment and organizational learning on the relationship between SPMS and performance.

Research limitations/implications

This study first provides evidence that SPMS improves performance through service strategic alignment and organizational learning for product differentiation companies in which innovation is crucial to thrive and succeed. Second, it introduces to the literature the characteristics of SPMS.

Originality/value

New insights of implementation of SPMS in improving companies’ performance in Indonesian financial institutions are provided.

Details

International Journal of Ethics and Systems, vol. 34 no. 4
Type: Research Article
ISSN: 0828-8666

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Article
Publication date: 27 March 2009

John C. Crotts, Robert C. Ford, Vincent C.S. Heung and E.W.T. Ngai

Hospitality organizations, whether large or small, are complex entities requiring managers to work through frontline employees to manage every guest's moment of truth and…

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2428

Abstract

Purpose

Hospitality organizations, whether large or small, are complex entities requiring managers to work through frontline employees to manage every guest's moment of truth and meet their firms' goals and objectives. This study aims to test propositions that firms whose staffing policies and systems are aligned with their strategic goals and objectives to outperform those firms with poorer organizational alignment.

Design/methodology/approach

Data were collected through a survey administered in winter of 2005 to 200 hourly wage employees from each of four matched hotels. Some 479 completed surveys were returned yielding a 59 percent response rate.

Findings

Between‐group differences in organizational alignment measures were statistically significant in the directions predicted. Specifically, subjects from the high organizational alignment hotels, on average, reported significantly higher organizational support, employee service commitment and employee satisfaction as compared to low organizational alignment properties.

Research limitations/implications

The findings of this study provide a strong indication that the workplace environment is a concept that employees are aware of which in turn influences their commitment and satisfaction.

Practical implications

This research provides managers with an assessment tool useful for ensuring that a firm is being effectively managed.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 3 no. 1
Type: Research Article
ISSN: 1750-6182

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Article
Publication date: 18 November 2019

Fabiola Bertolotti, Diego Maria Macrì and Matteo Vignoli

This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance…

Abstract

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 identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process.

Findings

Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning.

Research limitations/implications

The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems.

Originality/value

Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.

Details

Journal of Accounting & Organizational Change, vol. 15 no. 4
Type: Research Article
ISSN: 1832-5912

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Article
Publication date: 28 October 2014

Arijit Sikdar and Jayashree Payyazhi

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or…

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8992

Abstract

Purpose

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation.

Design/methodology/approach

This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation.

Findings

The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change.

Practical implications

This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation.

Originality/value

This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

Details

Business Process Management Journal, vol. 20 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 14 October 2019

Saurabh Srivastava and Derrick E. D’Souza

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of…

Abstract

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 the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity.

Originality/value

There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.

Details

Management Research Review, vol. 43 no. 3
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 9 May 2008

Christopher M. Branson

The purpose of this paper is to, first, establish the interdependency between the successful achievement of organisational change and the attainment of values alignment

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14643

Abstract

Purpose

The purpose of this paper is to, first, establish the interdependency between the successful achievement of organisational change and the attainment of values alignment within an organisation's culture and then, second, to describe an effective means for attaining such values alignment.

Design/methodology/approach

Literature from the fields of organisational change, organisational culture, philosophy, psychology, and values theory is reviewed in order to develop and test the hypothesis that successful organisational change can only occur when those affected by the change are able to willingly commit to an agreed set of values aligned with the accomplishment of the organisation's new outcomes. The paper then presents and reports on a trial of a simple and effective framework for achieving such values alignment in an organisation.

Findings

This paper supports the view that the currently acknowledged widespread resistance to organisational change is caused by a failure of current organisational change strategies to attend to a values alignment process for all those people affected by the desired change. Moreover, this paper proposes that values alignment may not just be an important integral part of organisational change strategies; it could well be the bedrock, the foundation, on which all truly successful organisational change depends.

Practical implications

The values alignment process presented in this paper provides a very effective and efficient means for enabling people to discern, discuss, and actively support those values that will help the organisation to make desired changes. In essence, this process enables the alignment between personal and organisational values to occur and, thereby, allowing the organisation to evolve and remain viable.

Originality/value

The paper provides a unique perspective on the important process of values alignment within any truly successful organisational change strategy.

Details

Journal of Educational Administration, vol. 46 no. 3
Type: Research Article
ISSN: 0957-8234

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Article
Publication date: 13 July 2012

W. Alec Cram

The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with…

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1289

Abstract

Purpose

The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with the organizational values of project team members.

Design/methodology/approach

A qualitative case study approach is used to examine systems development project teams at three organizations, each using a development approach that incorporates different organizational value dimensions. Interviews were conducted with developers, systems analysts, and managers regarding their systems development experiences. A structured coding of the interview transcripts was then completed to enable analysis of value dimensions.

Findings

By comparing the dominant values between the project teams and their development approach, varying degrees of alignment were identified. Where alignment is high, perceptions of the systems development process are associated with satisfaction and enthusiasm; where alignment is low, perceptions focus on frustration and discontent.

Research limitations/implications

Based on the study's findings, four propositions pertaining to the antecedents and implications of IS values alignment are outlined for examination in future research.

Practical implications

The findings from this study can aid managers who are considering the use of a new systems development approach or evaluating the effectiveness of their current approach. By determining the degree of information systems (IS) values alignment, organizations may be able to customize their development approach to be more consistent with the team's values, in order to minimize negative development process perceptions and increase project performance.

Originality/value

This research extends past studies of organizational values and alignment by introducing the concept of IS values alignment.

Details

Management Research Review, vol. 35 no. 8
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 1 April 2006

Valerie Decoene and Werner Bruggeman

This paper sets out to develop and illustrate a model of the relationship between strategic alignment, motivation and organizational performance in a balanced scorecard…

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8907

Abstract

Purpose

This paper sets out to develop and illustrate a model of the relationship between strategic alignment, motivation and organizational performance in a balanced scorecard (BSC) context – a comprehensive system of strategically aligned performance measures.

Design/methodology/approach

The study develops theoretical arguments to show how the strategic alignment process of a BSC can help companies improve their organizational performance. The study develops a theory of the motivational mechanisms that intervene in the relationship between strategic alignment and organizational performance. The literature on operations management and management control are used to underpin the theoretical propositions. A theory illustration case study is described to provide evidence for the theoretical model.

Findings

Effective strategic alignment calls for the active involvement of manufacturing executives in the BSC design and implementation process. Effective strategic alignment empowers and motivates manufacturing executives. A combination of effective strategic alignment and a BSC‐based compensation plan has a positive effect on the extrinsic motivation of manufacturing executives.

Research limitations/implications

The case study offers an interesting setting to illustrate the theoretical predictions. However, it is not possible to generalize the results to the population of manufacturing companies. Future research could formally test the relationship between strategic alignment, motivation and organizational performance by using a survey questionnaire in companies that use BSCs.

Originality/value

This paper studies the cascading process, a systematic approach to the creation of strategic alignment using the BSC.

Details

International Journal of Operations & Production Management, vol. 26 no. 4
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 June 2021

Sukanya Panda

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”…

Abstract

Purpose

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”) on organizational performance is examined via the mediating role of organizational agility [studied as operational adjustment agility (OAA) and market capitalizing agility (MCA)] along with the moderating influence of environmental uncertainty.

Design/methodology/approach

The research uses survey data accumulated from 220 managers (IT and bank managers) working in the regional rural banks of Odisha, India. A structural equation modelling approach is used to investigate the strategic alignment-performance relationship.

Findings

The findings demonstrate the positive effect of strategic alignment on agility (studied as OAA and MCA). This paper finds the positive effects of strategic alignment and both OAA and MCA on organizational performance. The moderation analysis reveals that in an uncertain environment, strategic alignment has more impact on MCA than OAA. However, the test of mediation exhibits OAA as a more significant mediator promoting the strategic alignment-performance linkage, than MCA. This was further validated from the moderated-mediation analysis.

Originality/value

Although previous research studies (mostly conducted in the context of developed countries) have reported about the positive strategic alignment-agility-performance linkages, yet the literature is silent regarding the influence of external contingent factors on these relationships from a rural banking perspective in a developing country setting (such as India). The research extends the strategic alignment-agility-performance theories and provides empirical support for these unique associations in the context of rural banking in India and thereby, greatly contributes to the existing strategic alignment literature.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 9 October 2009

Isabel Quiros

The purpose of this paper is to propose a theoretical model for the in‐depth study of organizations, producing a framework which makes it possible to clarify many…

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2475

Abstract

Purpose

The purpose of this paper is to propose a theoretical model for the in‐depth study of organizations, producing a framework which makes it possible to clarify many propositions and to specifically test the theory. In order to carry out this assignment, the paper has two sub‐objectives.

Design/methodology/approach

The first one studies the adaptation of the internal culture‐structure variables as a way to determine the congruity of the components of the companies which form the real structure and to study the behavior that is expected from the people in the organization. The second sub‐aim is to analyze whether the partial adaptations of real structure mentioned above are orientated correctly towards the achievement of the strategic aims. Only a suitable design of the real structure which in turn enables the attainment of the aims raised by the strategy will give rise to the obtaining of a suitable level of efficiency.

Findings

The key contribution of the paper is to render operative in practical terms such a diffuse concept as is the alignment model.

Originality/value

Alignment theory has been combined with configuration theory to detect the ideal cultural, structural, and strategic options and making the comparison with the real forms possible in order to analyze the possible deviations and to predict the level of efficiency.

Details

International Journal of Organizational Analysis, vol. 17 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

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