Strategic Alignment of Operational Sectors: The Case of the Cooperativa Agroindustrial do Noroeste do Paraná

Julio Ernesto Colla, Andréia Borghesan


This article intends to verify the existence of strategic alignment between the operational sectors and the executive board of the company studied in relation to the logistic process of company Copagra of the Nova Londrina-PR. The theoretical reference describe about strategy and strategic alignment. The data collection was through semi-structured interview. Data processing occurred by agglutination of material collected according to the categories of analysis. The results tell that the agricultural sector seems aligned with the organizational objectives with respect to increase production capacity and strategic reduction of operational costs. Was also found indirect alignment with improving the quality of alcohol produced, increasing the efficiency of the fleet and improve operational efficiency. Alignment has not been found to meet alcohol specific market. Regarding the alignment distillery was found only in relation to meet specific markets of alcohol. Found was indirect alignment with the objective of improving operational efficiency. Was not found alignment with the objectives to increase production capacity, strategic cost reduction and increased efficiency of the fleet. This way it seems that agricultural sector seems more closely aligned with organizational objectives when compared to a distillery. The most relevant theoretical contributions are related the fact that organizational objetives can not be backed in any organization since the departamental objetices may not meet te organization´s objetives.


Strategic; Strategic Alignment; Strategic Objectives



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Iberoamerican Journal of Strategic Management (IJSM)
Revista Ibero-Americana de Estratégia (RIAE)
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