The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms
Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engageme...
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doaj-8a994b4584e94f59836f055334dc5a522020-11-25T02:04:06ZengMDPI AGSustainability2071-10502020-05-01124180418010.3390/su12104180The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean FirmsJinhwan Kim0Hyeob Kim1HyukJun Kwon2Department of Business Administration, Global Business School, Soonchunhyang University, Asan 31538, KoreaDepartment of Security Convergence, Graduate School, Chung-Ang University, Seoul 06974, KoreaDepartment of Economics and Finance, Global Business School, Soonchunhyang University, Asan 31538, KoreaDespite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 244 participants in 74 Korean companies. The results of the structural model tested using the partial least squares regression reveal that strategic alignment is indirectly related to organizational performance through goal clarity and employee engagement. This study also clarifies the motivation of strategic alignment in terms of individuals (e.g., psychological stability of individual goals and actions) and organizations (e.g., high level of engagement toward the organization’s active support). Further research issues are also discussed.https://www.mdpi.com/2071-1050/12/10/4180sustainabilitystrategic alignmentrole clarity (goal and process clarity)employee engagementorganizational performancepartial least squares (PLS) |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Jinhwan Kim Hyeob Kim HyukJun Kwon |
spellingShingle |
Jinhwan Kim Hyeob Kim HyukJun Kwon The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms Sustainability sustainability strategic alignment role clarity (goal and process clarity) employee engagement organizational performance partial least squares (PLS) |
author_facet |
Jinhwan Kim Hyeob Kim HyukJun Kwon |
author_sort |
Jinhwan Kim |
title |
The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms |
title_short |
The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms |
title_full |
The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms |
title_fullStr |
The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms |
title_full_unstemmed |
The Impact of Employees’ Perceptions of Strategic Alignment on Sustainability: An Empirical Investigation of Korean Firms |
title_sort |
impact of employees’ perceptions of strategic alignment on sustainability: an empirical investigation of korean firms |
publisher |
MDPI AG |
series |
Sustainability |
issn |
2071-1050 |
publishDate |
2020-05-01 |
description |
Despite the increasing amount of research on the use of strategic alignment to ensure sustainability, Korean companies have been found to lack an understanding of the initiative that connects strategic alignment and organizational performance. We argue the need for role clarity and employee engagement as two motivational mechanisms for strategic alignment to achieve better organizational performance. The research model uses variables related to strategic alignment, role clarity (goal and process clarity), employee engagement, and organizational performance. The model was tested by surveying 244 participants in 74 Korean companies. The results of the structural model tested using the partial least squares regression reveal that strategic alignment is indirectly related to organizational performance through goal clarity and employee engagement. This study also clarifies the motivation of strategic alignment in terms of individuals (e.g., psychological stability of individual goals and actions) and organizations (e.g., high level of engagement toward the organization’s active support). Further research issues are also discussed. |
topic |
sustainability strategic alignment role clarity (goal and process clarity) employee engagement organizational performance partial least squares (PLS) |
url |
https://www.mdpi.com/2071-1050/12/10/4180 |
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