Abstract
Based on the work of Henderson and Venkatraman (1993) on strategic alignment, the objective of this article is to explain that the strategic alignment of microcredit beneficiary not for profit Organizations (NPOs) is achieved through their adjustment to the constraints of their lessors. We thus discuss the adaptation of Burundian NPOs benefiting from microcredit by taking into account a specific attribute of a difficult economic environment: the threat of their survival. The physiological needs of their members are at the origin of their reactions of adaptation to the constraints of the lessor. This adaptation enables them to acquire and maintain the resources necessary for their survival. This article explains this adaptation by highlighting the strategic actions of the members of the NPOs who are beneficiaries of microcredit.
Highlights
In the absence of a general theory of strategic alignment and a definition accepted and shared by all researchers and practitioners, it is necessary to delineate the contours of the concept of strategic alignment which, despite everything, remains unclear
Microcredit provides through income-generating activities, which enable members of Burundian not for profit Organizations (NPOs) who benefit from microcredit to survive
Henderson and Venkatraman's (1993) work on strategic alignment has paved the way for a number of studies to determine the impact of strategic alignment on corporate organizational performance, there is a lack of consensus in the literature
Summary
In the absence of a general theory of strategic alignment and a definition accepted and shared by all researchers and practitioners, it is necessary to delineate the contours of the concept of strategic alignment which, despite everything, remains unclear. To achieve this goal, it is important to present the framework of reference for strategic alignment developed in the management literature. Choosing a relevant view of strategic alignment allows us to analyze the strategic fit that is one of the aspects This allows us to propose a model of contingent adjustment of the object of analysis. This analysis is followed by a discussion of the strategies for formalizing the operating and compliance procedures of these non-profit organizations to adapt to the constraints of the microfinance institutions
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