Abstract:
This article develops a theoretical model to account for the impact of the alignment between managerial characteristics and strategic orientation on organisational success. Specifically, two central propositions were evaluated: (a) organisations pursuing markedly dissimilar strategies will be led by top management team possessing markedly dissimilar attributes, and (b) organisations that more completely align the profile of the top management team with the requirements of their strategies will perform significantly better than others not achieving such an alignment. Findings from a sample of 233 small and medium entrepreneurs in a Spanish territory suggest that these two propositions are valid.
