Environment-Strategy Co-Alignment and its Impact on Organizational Performance: A Critical Review of the
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Date
2009Author
Machuki, Vincent N.
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
The environment in which organizations operate and its implications to strategy has
taken centre-stage in extant strategic management research. It has been argued that
organizations whose internal capabilities and competencies match developments in
the external environment report impressive performance. Studies that advance this
argument have been greatly informed by the Environment-Strategy-Performance
(ESP) paradigm.
A critical review and evaluation of empirical literature show that different scholars
have offered partial conceptualizations and operationalizations of the components of
the ESP paradigm (environment, strategy, and performance). While some studies
were found to be replications of others, contextual differences were found to influence
operationalizations of the ESP components. Further, the concept of "co-alignment"
was found to be scantly operationalized.
This paper lays focus on performance implications of environment-strategy coalignment.
It proposes a holistic conceptualization and operationalization of the ESP
components and considers "co-alignment" as a crucial variable expected to have an
organizational performance.
Sponsorhip
The University of NairobiPublisher
School of Business ( SOB )