you can by using strategic fit on key performance indicators using the balanced score card model as developed by Langoff 2002 as observed in car construction firm that experienced high high occupational injury which affected its productivity an indicator of performance.
You can see the attached file and some of my articles on balanced scorecard in Research Gate e.g.
Kettunen, J. (2008). A conceptual framework to help evaluate the quality of institutional performance, Quality Assurance in Education, 16(4), 322-332.
Kettunen, J. (2004). Bridge building for the future of the Finnish polytechnics, Journal of Higher Education Outreach and Engagement, Volume 9, Number 2, 43-57.
Some articles you may benefits from;
Kaplan, Robert S., and David P. Norton. "Using the balanced scorecard as a strategic management system." Harvard business review 74.1 (1996): 75-85.
Robert, S., and P. David. "Using the balanced scorecard as a strategic management system." (2011).
If you are using a casestudy, this article may help;
Yüksel, İhsan, and Metin Dağdeviren. "Using the fuzzy analytic network process (ANP) for Balanced Scorecard (BSC): A case study for a manufacturing firm." Expert Systems with Applications 37.2 (2010): 1270-1278.
Prepare a scale on strategic orientation of the firm, strategic fit, various strategies like differentiation, cost leadership, focus strategy, etc by studying various research papers and also prepare a measure on financial performance and see the linkage. You may also find scales on strategic mgt and firm performance developed by others while studying various literature.
To Al-rjoub: may these paper could help you.
Caldwell (2008) selecting, developing, linking, and predicting business partners
While, Rodriguez et al (2002) ranging from individual selection, development, and performance management to organizational strategic planning
strategic management is not without logic,or the application of scientific methods and the use of evidence.These measurable elements given from the fast-moving global telecommunication market can be used.They include sustainability maintained over time for the long-term survival of an organisation.Develop processes to deliver the strategy,Offer competitive advantage,Exploit linkages between the organisation and its environment
An implicit assumption of much of strategic management is that companies that create the best fit among decisions made in the company. Add to this the notion of a business enacting its environment (management decisions about what the boundaries and activities of the business are will determine what its environment is). Michael Porter's approach in "Competitive Strategy " (1980) reflected this. His point was that good performance depended on picking the right industry. Since then other have tried to determine what is the source of success--see Rumelt, R. P. (1991), "How much does industry matter?". Strategic Management Journal, Vol. 12, No. 3, pp. 167–185
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