This research is part of a wider and still ongoing research project focusing on the microfoundations of strategic agility. Strategic agility entails change to cope with dynamic environments and to develop adequate responses (Volberda, 1997). Strategic agility is cultivated through significant investments of resources and development of capabilities necessary to timely respond to environmental threats and opportunities. To achieve high levels of strategic agility, firms have to internally promote cohesion and shared vision among individuals to increase flexibility and accelerate renewal and transformation (Weber and Tarba, 2014). In this preliminary study we focus our attention on the strategic goal alignment between managers and employees. Strategic alignment is a paramount aspect of strategic agility (Felin and Foss, 2005, Felin et al 2015). In particular, strategic goals play a crucial role for value creation and firm performance, influencing the governance of a firm and the cognition and the motivation of both managers and employees (Foss and Lindenberg, 2013).
