Strategically aligned behaviour (SAB), i.e. employee action that is consistent with the company’s strategy, is of vital importance to companies. The complexity of strategy implementation has increased in recent decades as companies increasingly provide their employees with greater autonomy and flexibility in doing their jobs. Also, the increased use of corporate brand promises has highlighted the importance of employees ‘living the brand’ and delivering the brand promise in terms of behaviour aligned with the corporate positioning strategy.
The CCC aims to provide managers with the guidelines and instruments for effectively creating employee alignment. For instance, our research published in the Journal of Management Studies (Van Riel, Berens, & Dijkstra, 2009) has shown that efforts by management aimed at motivating and informing employees, and at developing their capabilities, each are related to strategically aligned behaviour. Furthermore, we found that among efforts to stimulate motivation, providing employees with a rationale for the strategy and an open communication climate have the biggest effect on strategically aligned behaviour. Furthermore, our research found that each of the efforts (motivating, informing, capability development) seem to be complementary, in the sense that the effect of each type of effort is stronger when other types of effort are also applied.
Current research projects on the topic of alignment focus on extending the knowledge on the antecedents, processes, and outcomes of employee alignment.