Élaboration d’un cadre théorique pour l’alignement stratégique durable des organisations

Thesis Abstract

This study addresses the persistent gap between strategic planning and sustainable organizational performance by developing a comprehensive theoretical framework that integrates strategic alignment with long-term ecological, social, and economic sustainability imperatives in diverse organizational contexts. The aim is to construct a parsimonious yet robust model that explicates the mechanisms through which strategic alignment fosters durable competitive advantage while ensuring sustainability outcomes. Specific objectives are to (i) identify core dimensions of strategic alignment (strategy formulation, execution, and governance) that interact with sustainability drivers (environmental stewardship, social responsibility, and economic viability); (ii) synthesize extant theories into a coherent, testable framework; (iii) articulate measurable constructs and hypothesized relationships among alignment, sustainability performance, and organizational resilience; (iv) validate the proposed model across multiple sectors and organizational sizes; and (v) develop practical guidelines for managers to operationalize the framework. The methodology adopts a mixed-methods design anchored in realist epistemology to capture both explanatory mechanisms and contextual contingencies. The population comprises mid-to-large sized organizations operating in manufacturing, services, and information technologies within a metropolitan region. A stratified random sample of 240 organizations is targeted for survey data, complemented by 40 in-depth interviews with senior managers, sustainability officers, and strategy executives to enrich interpretive insights. Instruments include a structured questionnaire with validated scales for strategic alignment (e.g., strategic congruence, cross-functional integration, governance clarity), sustainability performance (environmental, social, and economic indicators), and organizational resilience (adaptability, redundancy, learning capability). Semi-structured interview guides investigate the processes linking alignment to sustainability outcomes. Validity and reliability are ensured through pilot testing (n=30) and confirmatory factor analysis for construct validity, with Cronbach’s alpha above 0.80 for all primary scales. Data collection occurred over 12 months, with triangulation across survey, interviews, and archival performance data. Quantitative analysis employs structural equation modeling (SEM) to test the hypothesized relationships among latent variables, including mediation effects of governance mechanisms and moderation by industry type and firm size. Regression-based robustness checks (Heteroskedasticity-robust standard errors) and multi-group SEM assess invariance across sectors. Qualitative data are analyzed using thematic analysis with coding triangulation, supported by NVivo 12, to identify contextual factors and refine the theoretical constructs. The integration of qualitative and quantitative findings follows a convergent parallel design, with meta-inference aligning empirical results with the proposed theoretical framework. The study also operationalizes a conceptual model illustrating the dynamic feedback loops between strategic alignment activities, sustainability performance outcomes, and organizational resilience under conditions of environmental volatility and regulatory change. Expected findings indicate that higher levels of strategic alignment positively influence sustainability performance, with governance clarity and cross-functional integration serving as pivotal mediators. Environmental stewardship, social responsibility, and economic viability are anticipated to jointly enhance organizational resilience, particularly in firms with mature learning capabilities and adaptive governance. The study is expected to reveal sector-specific differences in the strength of alignment-sustainability linkages, with technology-intensive firms showing stronger ties between strategy execution and sustainable innovation outcomes. Theoretically, the research contributes by integrating strategy-structure-process perspectives with sustainability theory to produce a unified framework that advances knowledge on how alignment processes translate into durable performance and sustainable impact. Practically, the framework offers actionable criteria for designing alignment architectures, governance mechanisms, and performance dashboards that balance short-term performance with long-horizon sustainability goals. The principal contributions include (1) a novel, testable theoretical framework linking strategic alignment to sustainable organizational performance; (2) validated measurement instruments for alignment and sustainability constructs suitable for cross-sector usage; and (3) pragmatic guidelines for managers to implement alignment processes that sustain competitive advantage while delivering environmental and social value. Limitations include reliance on cross-sectional survey data for the majority of the sample, with planned longitudinal follow-up to assess causal inferences. Future research should test the framework in different geographic regions, include SME populations, and examine the role of digital transformation in accelerating sustainable alignment.