A Comparative Analysis of Strategic Alignment Frameworks in Emerging Market Enterprises

Taylor White; Casey Davis; Joseph Turner; Quinn White

Authors

Taylor White Professor
Casey Davis PhD
Joseph Turner Associate Professor
Quinn White Dr. Sc

Keywords:

strategic alignment, emerging markets, operational efficiency, management frameworks, contextual factors, strategic management, qualitative analysis, quantitative research

Abstract

This study explores strategic alignment frameworks in emerging market enterprises, addressing the gap in existing literature. Using mixed methods, we conducted surveys and case studies across 150 firms in Latin America and Asia. Findings reveal that contextual factors significantly influence the effectiveness of strategic alignment, with quantitative analysis showing a 45% increase in operational efficiency when tailored alignment frameworks are employed. Our research highlights the importance of adapting strategic management practices to local contexts, providing empirical evidence that challenges traditional models. This study contributes to the growing body of knowledge in management science, offering practical implications for both academia and industry, particularly in navigating the complexities of strategic decision-making in dynamic environments.

Author Biographies

Taylor White, Professor

Professor
University of Mannheim
L9, 1-2, 68161 Mannheim, Germany

Casey Davis, PhD

PhD
Harvard University
1350 Massachusetts Avenue, Cambridge, MA 02138, USA

Joseph Turner, Associate Professor

Associate Professor
London Business School
26 Sussex Place, London NW1 4SA, UK

Quinn White, Dr. Sc

Dr. Sc
University of Toronto
27 King's College Circle, Toronto, ON M5S 1A1, Canada

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