Organizational Process Alignment and Dynamic Capabilities in High-Tech Industry

Abstract

Increasing numbers of organizations are responding to competitive challenges by improving their core competencies. This study examines the adeptness of organizations in managing core processes related to organizational process alignment, and particularly their potential to generate superior performance using the dynamic capability approach. This study contends that organizational performance results primarily from organizational process alignment. A questionnaire survey was conducted to test three hypothesizes. The findings demonstrate that although organizational process alignment positively affected organizational performance in this study, its influence was mediated by organizational dynamic capability. The data also demonstrate that the proposed structural equation model has marginal fit. The implications of this study for research and management practice are provided. The limitations of the study are highlighted and future research directions are suggested.