BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Ivančić Valentina, Jelenc Lara (University of Rijeka, Croatia), Mencer Ivan
Tytuł
The Strategy Implementation Process as Perceived by Different Hierarchical Levels : the Experience of Large Croatian Enterprises
Źródło
Journal of Entrepreneurship, Management and Innovation (JEMI), 2021, vol. 17, nr 2, s. 99-124, rys., tab., bibliogr. s. 117-122
Tytuł własny numeru
The Evolution of Strategic Management : Challenges in Theory and Business Practice
Słowa kluczowe
Zarządzanie strategiczne, Plan strategiczny, Implementacja, Postawy pracowników
Strategic management, Strategic plan, Implementation, Employee conducts
Uwagi
Klasyfikacja JEL: L10, M31
streszcz., summ.
Kraj/Region
Chorwacja
Croatia
Abstrakt
Cel: Mimo, że proces wdrożenia angażuje pracowników z różnych szczebli hierarchicznych, wcześniejsze badania dotyczące tematu wdrożenia koncentrowały się głównie na perspektywie najwyższego kierownictwa, pomijając perspektywę niższych szczebli hierarchicznych. Uważamy, że z powodu wielu wewnętrznych i zewnętrznych wpływów pracownicy na różnych poziomach hierarchii inaczej postrzegają sposób realizacji procesu wdrożeniowego. Biorąc pod uwagę podstawową rolę niższych szczebli hierarchicznych w procesie wdrażania, zdecydowaliśmy się włączyć do naszych badań niższe szczeble kierownictwa i pracowników. Metodyka: Proces wdrożenia w naszym badaniu został oceniony na podstawie czterech czynników: 1) Ludzie, 2) Alokacja zasobów, 3) Komunikacja, 4) Planowanie operacyjne i kontrola. Wysłaliśmy kwestionariusz do wszystkich dużych chorwackich przedsiębiorstw (396) i zebraliśmy 208 kwestionariuszy z 78 przedsiębiorstw. Wyniki: Wyniki badań potwierdzają, że ocena kluczowych czynników wdrażania różni się znacząco między poziomami hierarchii w dwóch z czterech zidentyfikowanych czynników: 1) Komunikacja oraz 2) Planowanie operacyjne i kontrola. Menedżerowie i operatorzy pierwszej linii najczęściej uważają instrukcje wdrożenia strategii za zbyt niejasne, ich sugestie nie są brane pod uwagę, komunikacja generalnie jest za wolna, co powoduje zamieszanie i zmniejsza efektywność w koordynowaniu zadań operacyjnych i wprowadzaniu potencjalnych zmian. Implikacje dla teorii i praktyki: Chociaż udowodniliśmy statystycznie różne postrzeganie dwóch z czterech czynników procesu wdrożenia, przyczyniliśmy się do wskazania, że ten strumień badań, z wieloma czynnikami i wieloma respondentami z różnych poziomów hierarchicznych, powinien być wzięty pod uwagę. Najwyżsi menedżerowie powinni uwzględnić informacje zwrotne od menedżerów z niższych szczebli hierarchicznych, aby uchwycić pułapki związane z wdrażaniem strategii. Badanie to zwraca uwagę na problemy operacyjne, które mogą wystąpić, takie jak niejasna lub powolna komunikacja, rozbieżności budżetowe, nieodpowiednie określenie harmonogramu działań i ich dynamiki oraz sposoby mierzenia wyników podczas wdrażania strategii. Wierzymy, że wyniki badań są korzystne dla naukowców i konsultantów przy tworzeniu programów dydaktycznych i szkoleniowych dla przyszłych menedżerów z zakresu wdrażania strategii. Oryginalność i wartość: Na podstawie analizy przeglądu literatury i wyników badań opracowujemy nowy model wdrożenia wraz z kwestionariuszem do analizy sposobu, w jaki pracownicy na różnych poziomach hierarchii postrzegają proces wdrożenia. (abstrakt oryginalny)

Purpose: Although the implementation process involves employees from different hierarchical levels, previous research on the implementation topic focused mostly on a top management perspective, omitting the perspective of lower hierarchical levels. We believe that employees from different hierarchical levels perceive differently the way the implementation process is carried out because of many intrinsic and extrinsic factors. Considering the primary role of lower hierarchical levels during the implementation process, we decided to include lower levels of management and operatives in our research. Methodology: We investigate the way employees from different hierarchical levels perceive the implementation process. The implementation process in our research was evaluated using four implementation factors: 1) People, 2) Resources allocation, 3) Communication, 4) Operational planning & control. We sent the questionnaire to all large Croatian enterprises (396) and gathered 208 questionnaires from 78 enterprises. Findings: The research findings confirm that the evaluation of key implementation factors differs significantly between hierarchical levels in two of the four identified factors: 1) Communication and 2) Operational planning & control. Frontline managers and operatives mostly consider the instructions for implementing the strategy too vague and unclear, their suggestions not taken into account, the communication generally too slow, what creates confusion and reduces the efficiency in coordinating operational tasks and introducing potential changes. Implications for theory and practice: Although we proved the statistically different perception about two out of four implementation factors, we contributed in a way to point out that this stream of research, with multiple factors and multiple respondents from different hierarchical levels, should be taken into consideration in future research about strategy implementation. Top managers should include feedback from lower hierarchical levels in order to grasp the pitfalls of strategy implementation. This study highlights the operational problems that might occur such as vague or slow communication, budget discrepancy, inadequate definition of timeline for activities and its dynamics, and ways to measure performance during strategy implementation. We believe that the research results are beneficial for academics and consultants when creating teaching and training programs for future managers about strategy implementation. Originality and value: Based on the analysis of the literature review and the research findings, we develop a new implementation model with questionnaire to analyze the way employee from different hierarchical levels perceive the implementation process. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Alexander, L. (1985). Successfully implementing strategic decision. Long Range Planning. 18(3), 91-97. https://doi.org/10.1016/0024-6301(85)90161-X
  2. Al Ghamdi, S.M. (1998). Obstacles to successful implementation of strategic decisions: The British experience. European Business Review, 98(6), 322-327. https://doi.org/10.1108/09555349810241590
  3. Allio, M.K. (2005). A short, practical guide to implementing strategy. Journal of Business Strategy, 26(4), 12-21. https://doi 0.1108/02356660510608512
  4. Anchor, J.R., Aldehayyat, J.S., & Jehad, S. (2012). Strategy implementation in Jordanian hotels. Retrieved from http://eprints.hud.ac.uk/id/eprint/16402
  5. Asmuss, B. (2018). Strategy as practice. The International Encyclopedia of Strategic Communication. Retrieved from https://doi.org/10.1002/9781119010722.iesc0185
  6. Beer, M., & Eisenstat, R. (1996). Developing an organization capable of strategy implementation and learning. Human Relations, 49, 597-619. https://doi.org/10.1177/001872679604900504
  7. Beer, M., Eisenstat, R. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-40.
  8. Behery, M. (2016). A new look at transformational leadership and organizational identification: A mediation effect of followership style in a non-western context. Journal of Applied Management and Entrepreneurship, 21(2), 70-94. https://doi.org/10.9774/GLEAF.3709.2016.ap.00006
  9. Blahová, M., & Knápková, A. (2011). Effective strategic action: From formulation to implementation. International Conference on Economics, Business and Management, 2, 61-65. Retrieved from http://ipedr.com/vol2/13-P00027.pdf
  10. Bouckenooghe, D. (2012). The role of organizational politics, contextual resources, and formal communication on change recipients' commitment to change: A multilevel study. European Journal of Work and Organizational Psychology, 21(4), 1-28. https://doi.org/10.1080/1359432X.2011.591573
  11. Brinkschröder, N. (2014). Strategy Implementation: Key factors, challenges and solutions, [Master degree dissertation, Wilmington University]. Retrieved from https://essay.utwente.nl/66188/1/brinkschroeder_BA_MB.pdf
  12. Chowdhury, N. (2016). Middle managers role in strategy implementation. Leadership & Management. Retrieved from https://www.slideshare.net/NafisChowdhury007/assignment-on-middle-manager
  13. Cândido, C.J.F., & Santos, S.P. (2019). Implementation obstacles and strategy implementation failure. Baltic Journal of Management, 14(1), 39-57. https://doi.org/10.1108/BJM-11-2017-0350
  14. Cobbold, I., & Lawrie, G. (2001). Why do only one third of UK companies achieve strategic success? Times 1000. Retrieved from https://pdfs.semanticscholar.org/06b1/f81bdc1736c694ff46d0ce05e5d33f7d117b.pdf
  15. Darkow, I.E. (2015). The involvement of middle management in strategy development -Development and implementation of a foresight-based approach. Technological Forecasting and Social Change, 101, 10-24. https://doi.org/10.1016/j.techfore.2013.12.002
  16. DeLisi, P.S. (2001). Strategy execution: An oxymoron or a powerful formula for corporate success. Retrieved from http://www.org-synergies.com/Strategy Execution Paper3.pdf
  17. Dooley, R.S., Fryxell, G.E., & Judge, W.Q. (2000). Belaboring the non-so-obvious: Consensus, commitment, and strategy implementation speed and success. Journal of Management, 26(6), 1237-1257. https://doi.org/10.1177/014920630002600609
  18. Engert, S., & Baumgartner, R.J. (2014). Corporate sustainability strategy - bridging the gap between formulation and implementation. Journal of Cleaner Production, 113, 822-834. https://doi.org/10.1016/j.jclepro.2015.11.094
  19. Ewenstein, B., Smith, W., & Sologar, A. (2015). Changing change management [Supplemental material]. McKinsey & Company. Retrieved from https://www.mckinsey.com/featured-insights/leadership/changing-change-management
  20. Floyd, S.W., & Wooldridge, B. (1992). Managing strategic consensus: The foundation of effective implementation. The Executive. 6(4), 27-39. https://doi.org/10.5465/ame.1992.4274459
  21. Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177. https://doi.org/10.5465/amr.2000.2791608
  22. Gibson, C.B., Birkinshawb, J., Sumpeter, D.M., & Ambosd, T. (2019). The hierarchical erosion effect: A new perspective on perceptual differences and business performance. Journal of Management Studies, 56(8), 1713-1747. https://doi.org/10.1111/joms.12443
  23. Grönroos, C. (1995). Relationship marketing: The strategy continuum. Journal of the Academy of Marketing Science, 23(4), 252-254. https://doi.org/10.1007/BF02893863
  24. Hassan, A.A. (2016). Effects of dynamic capabilities on strategy implementation in the dairy industry in Kenya. International Academic Journal of Human Resource and Business Administration. 2(2), 64-105.
  25. Harrison, D. (2017). Over 70% of executives surveyed agree: Strategic planning efforts lack a systematic approach. Center for simplified strategic planning Inc. Retrieved from https://www.cssp.com/over-70-of-executives-surveyed-agree-strategic-planning-efforts-lack-a-systematic-approach/
  26. Heathfield, S.M. (2019). How to reduce employee resistance to change. Retrieved from https://www.thebalancecareers.com/how-to-reduce-employee-resistance-to-change-1918992
  27. Heracleous, L. (2003). Strategy and Organization, Realizing Strategic Management. New York: Cambridge University Press.
  28. Hrebiniak, L.G. (2005). Making Strategy Work: Leading Effective Execution and Change. New York: Wharton School Publishing.
  29. Hrebiniak, L.G. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12-31. https://doi.org/10.1016/j.orgdyn.2005.12.001
  30. Huey, J. (1994). The new post-heroic leadership. Fortune, 21, 42-50.
  31. Ikävalko, H., & Aaltonen, P. (2001). Middle managers' role in strategy implementation - Middle managers view (Ph.D. Thesis, Helsinki University of Technology Industrial Engineering and Management, Helsinki, Finland).
  32. Johansson, E.W., & Svensson, J. (2017). Implementing strategy? Don't forget the middle managers: Strategy implementation from a middle management perspective. Retrieved from https://pdfs.semanticscholar.org/12ab/ff89231a1603727a52d0652ec1a0a225c096.pdf?_ga=2.173781163.981304331.1590593197-872826786.1577728146
  33. Johnson, G. et al. (2008). Exploring Corporate Strategy (8th ed.). London: Pearson.
  34. Kalali, N.S., Anvari, M.R.A., Pourezzat, A.A., & Dastjerdi, D.K. (2011). Why does strategic plans implementation fail? A study in the health service sector of Iran. African Journal of Business Management, 5(23), 9831-9837. https://doi.org/10.5897/AJBM11.430
  35. Klettner, A., Clarke, T., & Boersma, M., (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy. Journal of Business Ethics, 122(1), 145-165. https://doi.org/10.1007/s10551-013-1750-y
  36. Koseoglu, M.A., Barca, M., Karayormuk, K., & Edas, M. (2009). A study on the causes of strategies failing to success. Journal of Global Strategic Management, 6, 71-91. https://doi.org/10.20460/JGSM.2009318462
  37. Kownatzki, M., Walter, J., Floyd, S.W., & Lechneret, C. (2013). Corporate control and the speed of SBU-level decision making. Academy of Management Journal, 56(5), 1295-1324. https://doi.org/10.5465/amj.2011.0804
  38. Li. Y., Guohui, S., & Eppler, M.J. (2008). Making strategy work: A literature review on the factors influencing strategy implementation. Retrieved from http://www.knowledge-communication.org/pdf/making-strategy-work.pdf
  39. Mankins, M.C. (2005). Turning great strategy into great performance. Harvard Business Review, 8(7), 64-72.
  40. Mantere, S. (2008). Role expectations and middle manager strategic agency. Journal of Management Studies, 45(2), 294-316. https://doi.org/10.1111/j.1467-6486.2007.00744.x
  41. Miller, K (2020). A manager's guide to successful strategy implementation. Business Insights, Harvard Business School Online. Retrieved from https://online.hbs.edu/blog/post/strategy-implementation-for-managers
  42. Ministry of Economy of the Republic of Croatia. (2016). Industrijska strategija Republike Hrvatske 2014-2020. Retrieved from https://vlada.gov.hr/UserDocsImages/2016/Sjednice/2014/182 sjednica Vlade/182 - 1.pdf
  43. Noble, C.H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119-134. https://doi.org/10.1016/S0148-2963(97)00231-2
  44. Noble, C.H. (1999a). Building the strategy implementation network. Business Horizons, 42(6), 19-28. https://doi.org/10.1016/S0007-6813(99)80034-2
  45. Nutt, P.C. (1986). Tactics of implementation. Academy of Management Journal, 29(2), 230-261.
  46. Okumus, F. (2001). Toward a strategy implementation framework. International Journal of Contemporary Hospitality Management, 13(7), 327-338. https://doi.org/10.1108/09596110110403712
  47. Okumus, F. (2003). A framework to implement strategies in organizations. Management Decision, 41(9), 871-882. https://doi.org/10.1108/00251740310499555
  48. O'Regan, N., & Ghobadian, A. (2007). Formal strategic planning: Annual raindance or wheel of success?. Strategic Change, 16(1-2), 11-22. https://doi.org/10.1002/jsc.777
  49. Pereverzieva, A. (2019). A methodical approach to the assessment of human resources` interactions. Journal of Entrepreneurship, Management and Innovation, 15(1), 171-204. https://doi.org/10.7341/20191517
  50. Pučko D., & Čater T. (2008.). A holistic strategy implementation model based on the experiences of Slovenian companies. Economic and Business Review for Central and South-Eastern Europe, 10(4), 307-325.
  51. Radoš, T. (2006.). Ključni faktori procesa implementacije strategije u hrvatskim poduzećima. Ekonomska Misao i Praksa. 19(2), 163-183.
  52. Radoš, T. (2011.). Problemi procesa implementacije strategije u hrvatskim poduzećima. Ekonomski Vjesnik, 24(1), 137-154.
  53. Ramadan, M.A. (2015). The impact of strategy implementation drivers on projects effectiveness in non-governmental organizations. International Journal of Academic Research in Management, 4(2), 35-47.
  54. Rapert, M.I., Lynch, D., & Suter, T. (1996). Enhancing functional and organizational performance via strategic consensus and commitment, Journal of Strategic Marketing, 55(4), 301-310. https://doi.org/10.1080/09652549600000004
  55. Sali, A., & Doll, Y. (2013). A middle management perspective on strategy implementation. International Journal of Business and Management, 8(22), 32-39. http://dx.doi.org/10.5539/ijbm.v8n22p32
  56. Schaap, J.I. (2006). Toward strategy implementation success: an empirical study of the role of senior-level leaders in the Nevada gaming industry. UNLV Gaming Research & Review Journal, 10(2), 13-37.
  57. Schaap, I. (2012). Strategy implementations - Can organizations attain outstanding Performance?. Strategic Management Review, 6(1), 98-121.
  58. Shah, A.M. (2005). The foundations of successful strategy implementation-overcoming the obstacles. Global Business Review, 6(2), 293-302. https://doi.org/10.1177/097215090500600208
  59. Shimizu, K. (2017). Senders' bias: How can top managers' communication improve or not improve strategy implementation?. International Journal of Business Communication, 54(1), 52-69. https://doi.org/10.1177/2329488416675449
  60. Simons, R. (2013). The entrepreneurial gap: How managers adjust span of accountability and span of control to implement business strategy. Harvard Business School Accounting & Management Unit Working Paper. Retrieved from https://dx.doi.org/10.2139/ssrn.2280355
  61. Tawse, A., Patrick, V. M., & Vera, D. (2019). Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation. Business Horizons, 62(2), 249-257. https://doi.org/10.1016/j.bushor.2018.09.005
  62. Tiemersma, E.M. (2015). Coping with strategy implementation: A challenge (Master of Business Administration, University of Twente, Netherlands). Retrieved from https://essay.utwente.nl/67742/1/Tiemersma_MA_MB.pdf
  63. Tovstiga, G. (2010). Strategy in Practice. Cornwell, UK: Wiley Publication.
  64. Verweire, K. (2018). The challenges of implementing strategy. Advances in Project Management Series. PM World Journal, 7(5), 1-12.
  65. Wheelen, T.L., & Hunger, J.D. (2010). Concepts in Strategic Management and Business Policy. Prentice-Hall, New Jersey: Pearson Education Inc..
  66. Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731- 735.
  67. Wolczek, P. (2014). Strategy formalization in the practice of Polish companies. Universal Journal of Management, 2(1), 9-18. https://doi.org/10.13189/ujm.2014.020102
  68. Zafar, F., Butt, A., & Afzal, B. (2014). Strategic management: Managing change by employee involvement. International Journal of Sciences: Basic and Applied Research, 13(1), 205-217.
Cytowane przez
Pokaż
ISSN
2299-7075
Język
eng
URI / DOI
https://doi.org/10.7341/20211724
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu