Penyelarasan strategis memiliki dampak yang signifikan dalam mencapai tujuan organisasi. Dikatakan bahwa penyelarasan strategis mengarah pada peningkatan kemampuan perusahaan untuk meningkatkan kinerja bisnis serta menciptakan keunggulan kompetitif yang berkelanjutan. Kunci untuk membangun keselarasan adalah mengubah perilaku organisasi dan berkoordinasi dengan karyawan mengenai pemahaman tentang perubahan yang dinamis dalam pasar global (Cobb, Samuels, dan Sexton, 1998). Penyelarasan strategis meningkatkan kinerja organisasi sebagaimana dibuktikan oleh beberapa cendekiawan (Joshi dkk., 2003; Sun dan Hong, 2002).
Sun dan Hong (2002),melakukan survei terhadap lebih dari 20 negara yang menunjukkan bahwa ketika keselarasan antara strategi manufaktur dan strategi bisnis terjadi, kinerja bisnis dan tujuan bisnis akan meningkat. Hal ini mirip dengan Smith dan Reece (1999), yang berpendapat bahwa keselarasan berpengaruh signifikan dan langsung pada kinerja perusahaan. Selain itu, dampak dari penyelarasan strategis pada keunggulan kompetitif yang berkelanjutan telah dieksplorasi oleh Chenhall (2005), yang meneliti
pengaruh sistem pengukuran kinerja strategis pada hasil strategis yang diinginkan, yang dimediasi oleh penyelarasan strategis manufaktur. Berdasarkan data dari 83 industri manufaktur Australia, ia menemukan bahwa penyelarasan strategis manufaktur memiliki kontribusi yang cukup besar dalam mencapai hasil strategis suatu perusahaan baik dalam strategi biaya rendah dan diferensiasi.Namun, Homburg, Krohmer, dan Workman JR (1999), melakukan survei lintas-nasional tentang dampak keselarasan pada konsensus kinerja dalam berbagai jenis strategi bisnis. Mereka menemukan bahwa penyelarasan strategis meningkatkan kinerja dalam strategi diferensiasi, tetapi tidak pada strategi dengan biaya rendah.
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Atribut
Penyelarasan
Strategis
Sebatas pengetahuan penulis, hasil penelitian dan pembahasan mengenai penyelarasan strategis di perusahaan jasa sulit untuk ditemukan. Jadi, berdasarkan temuan dan teori yang dibahas pada bab sebelumnya, penulis menjelajahi atribut dari penyelarasan strategis di sektor tersebut. Sementara itu, untuk menyempurnakan penelitian Chenhall (2005), penyelarasan strategis manufaktur di perusahaan jasa, penulis juga meramalkan sebuah penyelarasan konsep strategis yang spesifik untuk sektor ini. Bagian berikut ini memberi atribut pelayanan penyelarasan strategis.