Strategic Alignment in State-Owned Enterprise (SOE) Project Management in the Maldives: Bridging National Development Goals and Operational Efficiency

Abstract—State-Owned Enterprises (SOEs) have an essential function in the Maldivian polity and development trajectory, serving as agencies for public service delivery and national economic transformation. Yet, inefficiencies, redundancy, and governance concerns can arise from an intentional misalignment of activities pursued by SOEs and the country’s development agenda. The study looks into the internal and external factors responsible for strategic alignment of Maldivian SOEs. Drawing from a variety of literature and policy documents, the study builds on models of Strategic Alignment Model (SAM), ResourceBased View (RBV), and PESTLE to create a conceptual framework relevant for SOEs in small island states. The results suggest that the critical internal factors driving strategic alignment are governance capacity, leadership vision, IT infrastructure, and inter-agency coordination, while externally, regulatory frameworks, political patronage, and international donor influence constantly shape the alignment of SOEs. The findings contribute to the theoretical field of strategic management and the Reform of the Public sector and propose a set of policy recommendations to achieve strategic alignment between SOE project portfolios and the Maldives’ National Development Plan.