Key factors for the vertical strategic alignment: a survey with Brazilian executives

Abstract

Alignment is a central concept in the field of strategy studies. However, prior research has tended to emphasize the subject in the context of the formulation versus the implementation of strategy. This study contributes to filling this gap by identifying and proposing a framework with key factors to promote strategic vertical alignment. These factors were submitted to 125 Brazilian executives in a quantitative study to evaluate their implementation. The results were evaluated by applying descriptive statistics. The results demonstrated an emphasis on short-term planning, a need to extend the participation of middle management in the formulation process, and gaps in management's capacity to implement strategy. Factors that can enhance people's involvement with the strategy are also discussed.

Keywords:
Strategic alignment; Vertical strategic alignment; Business strategy; Strategy implementation