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| Strategic Alignment and Organizational Responsiveness: A Process-Orientated Perspective
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Mgbemena, Ijeamaka Charity, Onyali, Chidebere Innocent, Ojukwu, Henry Sonna
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Abstract:
Most enterprise structures are based either on function or division orientation, with little or no process orientation. Functionally organized organisations often find it difficult to meet customer needs seamlessly across different functions because no one "owns" the issue of how long it takes or how much it costs to fulfill customer requests, while divisionally organized companies, which are mostly oriented toward their products building and market demand for the products they are able to produce, neglect customer needs and business relationships. This study examined the influence of strategic alignment on organizational responsiveness in medium scale enterprises in the north-central zone of Nigeria. To achieve this objective, the variables were operationalized and a model specified. The study adopted descriptive survey research design. Data were gathered from primary source and the study hypothesis was tested using the Multiple Regression Technique. Strategic alignment was found to have significant influence on organizational responsiveness in medium scale enterprises in North- Central Nigeria from the result of the regression analysis. Based on these findings, the study recommended that the leadership of business enterprises should adopt working systems that encourage inclusiveness and free flow of communication while encouraging employees to maintain a healthy level of autonomy in the performance of their duties.
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