Organizational Strategy and Employee Outcomes: A Person–Organization Fit Perspective

This study adopted a person-organization fit framework to examine (a) whether employees' perceptions of organizational strategy for adaptation predicted their commitment to their organization and their intentions to stay and (b) whether these 2 relationships were moderated by perceived job alternatives. Support was found for both hypotheses. Specifically, when there are numerous perceived job alternatives, employees who perceive a misfit between their company's strategy and their preferred strategy were less committed to their organization and less likely to stay than their fit counterparts.