 PERFORMANCE IMPLICATIONS OF STRATEGIC COALIGNMENT: A METHODOLOGICAL PERSPECTIVEN. Venkatraman Journal of Management Studies, 1990, vol. 27, issue 1, 19-41 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. Date: 1990 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:jomstd:v:27:y:1990:i:1:p:19-41 Ordering information: This journal article can be ordered from Access Statistics for this article Journal of Management Studies is currently edited by Timothy Clark, Steven W. Floyd and Mike Wright More articles in Journal of Management Studies from Wiley Blackwell |
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