Prior research has identified the link between strategic misalignment and corporate failure, but little empirical research to date has examined the process leading to misalignment and eventual corporate failure over time. To explore this crucial link, we conducted indepth case studies of two American conglomerates: WorldCom and Nortel Networks. We find patterns in terms of factors through which misalignments develop, ultimately leading to bankruptcy. The process begins with dysfunctional leadership and ineffective corporate governance, moving to unduly risky strategic actions, which are then followed by lax execution. Gradually spreading organizational misalignments develop, which ultimately foster a large gap between the demands of the competitive environment and the organization's strategy and competencies, leading to failure. An unforgiving external environment exacerbates the effects of misalignments. With this study, we also expand the ESCO strategic alignment model (Environment, Strategy, Core Competencies, and Organization), by adding leadership as the actor guiding alignment, and sustainable advantage as an outcome. IntroductionCorporate bankruptcy rates have soared. Between 2007 and 2010, total bankruptcy rates rose by 87.2% (Flynn and Kearns, 2011). Among the bankrupt organizations in recent years were numerous multinationals, once healthy and leading corporations such as General Motors, Delphi, Tribune Group, Conseco and Chrysler. Why do so many previously highly successful firms fail? Organizational failure can be brought about by strategic misalignments; e.g., an inappropriate strategy for the external environment, or a poor operationalization of the strategy. Strategic alignment is the consistency and synergy among the external environment, the strategy, core competencies, and organizational elements such as culture, organization design, processes and people (Heracleous et al., 2009). Conversely, strategic misalignment is inconsistency or tension among these elements.Whereas the link between strategic alignment and competitive advantage (and conversely misalignment and failure) has been recognized (Beer et al., 2005;Miles and Snow, 1984a;Powell, 1992) the processes of how strategic misalignments can develop over time and lead to corporate failure have not yet been explored. Despite their valuable contributions, most studies on corporate failure have adopted a fairly static orientation, rather than a time-sensitive, processual perspective of how a corporation can move towards failure (Zajac et al., 2000). In light of environmental dynamism, and the insights that can be afforded by a longer-term examination, scholars have called for research that examines fit and alignment "within a longitudinal perspective" (Venkatraman, 1989, 441). In our research, we take such a perspective and examine how misalignments can develop over time, ultimately leading to corporate failure.Are there typical patterns of strategic misalignments? What are the processes that can lead to failure if left unchecked, and can we id...