Abstract
The attainment of intended strategic goals is the lifeblood of any enterprise business. Ideally, every employee should be acting in concert with the enterprise business intended strategy. The larger the enterprise business is, the more important the synergy that diverse resources and capabilities provide within the enterprise business. No matter how clear and valid an enterprise business intended strategy and its alignment are, if employees at different organizational levels within the enterprise business are not genuinely on the same page, working with each other, rather than against or independent of each other, the enterprise business will not achieve the success that it want. There are three key dimensions to achieving this: the alignment process, the commitment of employees on the resulting alignment, and the development and management of teams to execute the aligned activities.
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van Aartsengel, A., Kurtoglu, S. (2013). Alignment and Commitment. In: A Guide to Continuous Improvement Transformation. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-35904-0_8
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DOI: https://doi.org/10.1007/978-3-642-35904-0_8
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