Strategic Alignment, Performance, and Value

Abstract

The paper discusses the reaching of superior value based on strategic alignment and the adoption of performance measurement systematics, which are based on multiple and integrated perspectives, using primary data obtained through the survey of companies of high complexity and impact in the Brazilian economy. The operationalization was developed from the adoption of multivariate analysis, which revealed the existence of correlations between the variables studied, reinforcing assumptions about reaching superior value based on the improvement of the mechanisms that support the strategic management dimensions with the backdrop of performance management practices based on the principles of Kaplan and Norton (Citation2001) for organizations focused on strategy and the Balanced Scorecard approach. The findings confirm the importance of the association among strategic alignment vectors to reach a superior value and the existence of different clusters of organizations dedicated to reach and support value, mainly through combining the organization's relational capabilities (Soft Skills). The study deepens the discussion on strategic alignment of organizations through the introduction and testing of the Institutional Steering, Performance Maturity, and Balanced Performance constructs.

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