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Few ideas have been more persistently central in both strategy and organization research than the concept of fit (Child, 1974; Miller, 1992; Parker and Van Witteloostuijn, 2010; Sinha and Van de Ven, 2005). Beyond its theoretical appeal, the prominence of the idea of fit in the management literature is also due to its powerful practical applications. In fact, the conceptual frameworks developed around this idea have offered a systematic approach that can be applied to any organization to uncover areas of misalignment that may affect performance goals (Tushman and O’Reilly, 2002). Since early contingency approaches, research has focused on a two-dimensional notion of fit, investigating, for example, the internal fit between strategy and structure (eg Chandler, 1962; Miller, 1992) or the external fit between structure and contextual factors (eg Lawrence and Lorsch, 1967) as bivariate relationships. Drawing on these …