Strategic reporting alignment plays a pivotal role in empowering executive decision-making within the financial service sector of developing economies. This study investigates the impact of aligning reporting mechanisms on executive decision support frameworks, offering insights into the dynamics of decision-making processes. Drawing upon empirical research and theoretical frameworks, the study explores how strategic reporting alignment influences the efficiency, accuracy, and timeliness of decision support within financial institutions. Key findings underscore the importance of synchronized reporting structures in enabling executives to make informed, data-driven decisions amidst the complexities of developing economy contexts. The implications of strategic reporting alignment extend beyond internal operations, influencing market competitiveness, regulatory compliance, and stakeholder trust. Through a nuanced understanding of reporting alignment, financial service institutions can enhance their capacity for strategic decision-making and navigate the challenges and opportunities of the evolving economic landscape.

Strategic reporting, alignment, executive decision-making

Abraham, M.D., Gopinath, M., & Castelino, E. (2012). Janalakshmi Financial Services Private Limited: strategic innovation to achieve financial inclusion. Emerald Emerging Markets Case Studies, (2) (8), 1-18.

Allio, M. K. (2012). Strategic Dashboards: designing and deploying them to improve implementation. Emerald Journal of Strategy and Leadership, (40) (5), 24-31.

Bazerman, M. H., Galinsky, A. D., Schweitzer, M. E., & Ordonez, L. D. (2009). Goals gone wild: The systematic side effects of over-prescribing goal setting. Harvard Business Review: Working Paper, (9) (83), 1-18.

Cia, J., Xiao, Z., Lui, Z., & Lui, J. (2009). Improving supply chain performance management: A systematic approach to analysing iterative KPI accomplishment. Elsevier Decision Support Systems. (26), 512-521.

Grosswiele, L., Roglinger, M., & Bettina, F. (2013). A Decision Framework for the consolidation of Performance Measurement Systems. Elsevier Decision Support Systems, (54), 1016-1029.

Hair, J. F., Black, C. W., Barry, B. J., Anderson, E., & Tatham, R. L. (2009). Multivariate Data Analysis: A Global Perspective. 7th ed. Upper Saddle River: Prentice Hall.

Ismail, N. A., & King, M. (2007). Factors Influencing the alignment of accounting information systems in small and medium sized Malaysian manufacturing firms. Journal of Information Systems and Small Business, (1) (1-2), 1-20.

Kathuria, R., Joshi, M. P., Porth, S. J. (2007). Organisational alignment and performance: past, present and future. Emerald Management Decision Journal, (45) (3), 503-517.

McIntyre, L. M., & Murphy, S. A. (2008). Board of Director Performance Reporting. Emerald Corporate Governance, (8) (2), 165-178.

Ramakrishnan, T., Jones, M. C., & Sidorova, C. (2012). Factors influencing business intelligence data collection strategies: An empirical investigation. Elsevier Decision Support Systems, (52), 486- 496.

Shahin, A., & Mahbod, M. A. (2006). Prioritization of key performance indicators. International Journal of Productivity and Performance Management, (56) (3), 226-240.