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Strategic alignment : a performance tool, an empirical study on SME's

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  • Michel Kalika

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

No abstract is available for this item.

Suggested Citation

  • Michel Kalika, 2004. "Strategic alignment : a performance tool, an empirical study on SME's," Post-Print hal-00155931, HAL.
    • Handle: RePEc:hal:journl:hal-00155931
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    1. repec:dau:papers:123456789/2965 is not listed on IDEAS
    2. Nghona, Xolani, 2021. "From one dominant growth mode to another : Switching between strategic expansion modes," Other publications TiSEM 8331633d-0e6f-4cc8-8b22-a, Tilburg University, School of Economics and Management.
    3. Daisy Bertrand & Marie-Christine Longe Monnoyer & Anne Marianne Seck & Bénédicte Aldebert, 2014. "Les Systemes D'Informations Inter- Organisationnelles Et La Creation De Valeur : Resultats D'Une Etude Menee Aupres De Deux Grandes Entreprises Françaises Eurocopter Et Cegelec-Vinci Et Leurs Fourniss," Working Papers hal-02551383, HAL.
    4. Bénédicte Aldebert & Daisy Bertrand & Marie-Christine Longe Monnoyer & Anne Marianne Seck, 2014. "Portails Technologiques Collaboratifs (PTC) et création de valeur dans la relation entre deux grandes entreprises françaises et leurs fournisseurs : une étude exploratoire," Post-Print hal-02551380, HAL.
    5. Curry, Michael & Marshall, Byron & Kawalek, Peter, 2014. "IT artifact bias: How exogenous predilections influence organizational information system paradigms," International Journal of Information Management, Elsevier, vol. 34(4), pages 427-436.
    6. Yann Rival, 2006. "Explaining Internet-Related Performance from the Alignment Point of View," Post-Print halshs-00166023, HAL.
    7. Charlotte Baille, 2014. "Systems Management, vectors of coherence in the organization? [Les Systèmes d'Information de Gestion, vecteurs de cohérence dans l'organisation?]," Post-Print halshs-01451420, HAL.

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