Organizational alignment and performance: past, present and future

Kathuria, Ravi; Joshi, Maheshkumar P.; Porth, Stephen J.

doi:10.1108/00251740710745106

Cited by 161 publications

(178 citation statements)

References 49 publications

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“…Apart from that the coordination within the group members, this will enhance the group capacity that will lead to new synergistic (Branson, 2008). Another part of workplace spirituality that is alignment with organization values has impact affective commitment and this shows that the organizational goals, objectives, obligations and ideology contributed to affective commitment (Kathuria et al, 2007;Branson, 2008).…”

Section: Discussionmentioning

confidence: 99%

Untitled

2018

Asian Journal of Public Administration and Law

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Article HistoryReceived: 8 January The existing literature suggested that in the profitable organizations, workplace spirituality made a remarkable impact. The purpose of this study is to explore the existence of workplace spirituality in the non-profitable organization focus in school and the second purpose of the study is to see the role of workplace spirituality to enhance the organizational commitment among teachers. A sample 988 teachers from 87 public school in Malaysia took part in a survey. The data of this quantitative research was analyzed statistically. The result indicates that the level of workplace spirituality is high. Meanwhile for the for the hypotheses testing, all the dimensions of workplace spirituality is the predictor of affective and normative commitment. This shows that workplace spirituality influence the emotion of the teachers that encourage teachers to work beyond expectation. The implication of the shows that workplace spirituality is seen in a non-profitable organization and its' function can boost organization commitment. The practical implication is that school administrator should consider the dimensions of workplace spirituality like meaningful at work, sense of community and alignment of organizational values at the tool for improving teachers' attitude and commitment. Contribution/ Originality:This study is one of the very few studies which have investigated the condition of workplace spirituality and organizational commitment in the context school setting, especially in the Malaysian education system. This indicates that emotionally attached teachers stay loyal to their school to prove the existence of workplace spirituality and organizational commitment.

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Section: Discussionmentioning

confidence: 99%

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2018

Asian Journal of Public Administration and Law

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“…Vertical fit (Kathuria et al 2007) involves strategies, objectives, action plans, and decisions throughout the corporate, strategic, and functional levels (Hayes and Wheelwright 1984;Skinner 1985), which are interlinked within a hierarchical understanding of the organization. Vertical alignment is accomplished when lower-level decisions regarding structures and systems are consistent with upper levels (hierarchical) strategy .…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Recent reviews reveal a growing focus on cooperating and coordinating efforts and practices in pursuit of organizational goals across an organization (Kathuria et al 2007;Wood 1999). Research on horizontal alignment addresses both inter-and intra-functional elements, that is, the fit between various aspects of work within a given function as well as fit among the different functions and their interactions within an organization.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…And since alignment research pertains to organizational structure and context in relation to organizational performance, we need an understanding of the intersection between horizontal alignment and hierarchical/vertical alignment. A number of scholars have begun to raise concerns about this intersection gap regarding how practices align with key business strategy, on the one hand, and with one another, on the other hand (Kathuria et al 2007;Lengnick-Hall et al 2009;Werbel and DeMarie 2005). In this article, we address this problem in the context of values-driven business.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions

et al. 2018

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This paper highlights the emergence of different 'vocabularies' that describe various values-driven business functions within large organizations and argues for improved horizontal alignment between them. We investigate two established functions that have long-standing organizational histories: Ethics and Compliance (E&C) and Corporate Social Responsibility (CSR). By drawing upon research on organizational alignment, we explain both the need for and the potential benefit of greater alignment between these values-driven functions. We then examine the structural and socio-cultural dimensions of organizational systems through which E&C and CSR horizontal alignment can be coordinated to improve synergies, address tensions, and generate insight to inform future research and practice in the field of Business and Society. The paper concludes with research questions that can inform future scholarly research and a practical model to guide organizations' efforts towards inter-functional, horizontal alignment of values-driven organizational practice.

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“…Entre o alinhamento vertical e o alinhamento horizontal, o primeiro tem recebido consideravelmente maior atenção por parte da literatura, como indica uma survey realizada por Kathuria et al (2007). Esses autores também verificaram que a maioria desses estudos explora o alinhamento entre a estratégia de negócios e uma determinada área funcional (Manufatura, Operações, Marketing, Sistemas de Informação), buscando identificar se o alinhamento vertical existe ou não, ou, então, exploram o impacto do alinhamento, em um conjunto específico dessas unidades funcionais, sobre o desempenho.…”

Section: Introductionunclassified

Fatores chave para o alinhamento estratégico vertical: Survey com executivos brasileiros

Prieto

Carvalho

2015

Prod.

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ResumoO alinhamento é um conceito central nos estudos sobre estratégia, no entanto as pesquisas dão maior ênfase ao assunto no contexto da formulação do que no da implementação da estratégia. Este estudo contribui para suprir essa lacuna ao identificar e propor um framework com fatores chave para o alinhamento estratégico vertical internamente à organização. Esses fatores foram submetidos a 125 executivos brasileiros, por meio de um estudo quantitativo, para avaliar a sua implementação. Os resultados foram analisados utilizando-se estatística descritiva. Verificou-se que tem sido dada maior ênfase no planejamento de curto prazo e que existe necessidade de ampliar a participação da média gerência na formulação. Os resultados também apontam lacunas nas capacidades gerenciais para a implementação da estratégia e nos fatores que podem aumentar o envolvimento das pessoas com a estratégia. Palavras-chaveAlinhamento estratégico. Alinhamento estratégico vertical. Estratégia empresarial. Implementação da estratégia.

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Organizational alignment and performance: past, present and future

Abstract: He worked in the industry and as operations consultant for over eight years. His work has been published in several leading journals, such as

Cited by 161 publications

References 49 publications

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Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions

Fatores chave para o alinhamento estratégico vertical: Survey com executivos brasileiros

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