Management models and other organizational possibilities
Keywords:Strategic alignment, Management, Models, Bibliometric analysis
Strategic alignment is a term used since the 1940s, in recent decades it has also been used in the management area. The objective of this study was to analyze the approaches of different researchers on the concept of strategic alignment and its use in companies. For this, a bibliometric research was carried out followed by bibliographical analysis, using the base of periodicals Web Of Science. The bibliometric research provided parameters and systematized the selection of articles related to the subject, as well as helped in the organization of the data. The bibliographic analysis allowed to identify concepts of strategic alignment and its applications in the most diverse sectors and business situations and how they can be used by all types of companies today.
 BEER, M. et al. “Strategic management as organizational learning: Developing fit and alignment through a disciplined process”. Long Range Planning, v. 38, n. 5, p. 445-465, 2005.
 BERGERON, F.; RAYMOND, L.; RIVARD, S. “Ideal patterns of strategic alignment and business performance”. Information Tecnology & management, v. 41, n. 8, p. 1003-1020, 2004.
 CÄKER, M.; SIVERBO, S. “Strategic alignment in decentralized organizations–The case of Svenska Handelsbanken”. Scandinavian Journal of Management, v. 30, n. 2, p. 149-162, 2014.
 CHANDLER, A. D. “Strategy and Structure: b Chapters in the History of the Industrial Enterprise”. MIT press, 1966.
 CHENHALL, R. H. “Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study”. Accounting, Organizations and Society, v. 30, n. 5, p. 395-422, 2005.
 COATES, V.; FAROOQUE, M.; KLAVANS, R.; LAPID, K.; LINSTONE, H. A.; PISTORIUS, C.; PORTER, A. L. On the Future of Technological Forecasting. North-Holland: Elsevier Science. 2001
 DECOENE, V.; BRUGGEMAN, W. “Strategic alignment and middle-level managers' motivation in a balanced scorecard setting”. International Journal of Operations & Production Management, v. 26, n. 4, p. 429-448, 2006.
 DIAZ, R. A. “Planning for sustainable development: Strategic alignment in Peruvian regions and cities”. Futures, v. 43, n. 8, p. 908-918, 2011.
 HENDERSON, J. C.; VENKATRAMAN, H. “Strategic alignment: Leveraging information technology for transforming organizations”. IBM systems journal, v. 32, n. 1, p. 472-484, 1993.
 JOSHI, M. P.; KATHURIA, R.; PORTH, S. J. “Alignment of strategic priorities and performance: an integration of operations and strategic management perspectives”. Journal of Operations Management, v. 21, n. 3, p. 353-369, 2003.
 KOLEHMAINEN, K. “Dynamic strategic performance measurement systems: balancing empowerment and alignment.” Long Range Planning, v. 43, n. 4, p. 527-554, 2010.
 PAPKE-SHIELDS, K. E.; MALHOTRA, M. K. “Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment.” Journal of Operations Management, v. 19, n. 1, p. 5-22, 2001.
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 SCHNEIDER, B. et al. “The Human Side of Strategy: Employee Experiences of Strategic Alignment in a Service Organization.” Organizational Dynamics, v. 32, n. 2, p. 122-141, 2003.
 SILVESTRO, R.; SILVESTRO, C. “New service design in the NHS: an evaluation of the strategic alignment of NHS Direct.” International Journal of Operations & Production Management, v. 23, n. 4, p. 401-417, 2003.
 SINGH, N.; HU, C. “Understanding strategic alignment for destination marketing and the 2004 Athens Olympic Games: Implications from extracted tacit knowledge.” Tourism Management, v. 29, n. 5, p. 929-939, 2008.
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