Strategic alignment has been extensively researched and reviewed. However, the field seems to have reached a stagnant stage in regard to the theoretical, methodological and philosophical foundations employed. In addition, existing research has been criticised due to its inability to capture the messy reality of organisations as well as it being undesirable for firms – as organisations must always change. This paper offers a review of the critique and address them in a constructive manner that reveals the underlying assumptions of which the criticisms are derived. In doing so, new perspective is offered that draws on concepts of complexity theory such as emergence and co-evolution. Special issues have proposed embracing complexity – but the publications to date do not reflect this. Therefore the aim is to offer a stepping stone for further research that builds on the foundation and insights provided by previous alignment research.