Enhancing functional and organizational performance via strategic consensus and commitment

Rapert, Molly Inhofe; Lynch, Dan; Suter, Tracy A.

doi:10.1080/09652549600000004

Cited by 30 publications

(37 citation statements)

References 53 publications

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“…The same holds true for functional strategies: We have found eight studies that focus on the implementation of such strategies, namely Rapert & Lynch & Suter (1996), Sashittal & Wilemon (1996), Piercy (1998), Noble (1999a), Noble & Mokwa (1999), Chimhanzi (2004), Qi (2005), Viseras & Baines & Sweeney (2005). Most of these studies, however, focus on marketing strategy (such as Sashittal & Wilemon, 1996;Piercy, 1998;Noble & Mokwa, 1999, Chimhanzi, 2004.…”

Section: Organizational Levelsmentioning

confidence: 97%

“…Strategic consensus, as an outcome, refers to the degree to which the functional area believes that a chosen strategy is the most appropriate goal for their organization. Strategic commitment reflects the functional areas" identification with, involvement in, and dedication for strategic decisions (Wooldridge & Floyd, 1990, cited in Rapert, Lynch and Suter, 1996). While it closely parallels the concept of strategic consensus, it involves a deeper intimacy with the strategy.…”

Section: Consensusmentioning

confidence: 99%

“…Gronroos (1985) believes that an organization must first persuade its employees about the importance of the strategy before turning to customers (cited in: Rapert & Lynch & Suter, 1996). Alexander (1985) suggests that there are many problems which over half of the corporations experienced frequently, such as the involved employees have insufficient capabilities to perform their jobs, lower-level employees are inadequately trained, and departmental managers provide inadequate leadership and direction.…”

Section: Lower Management and Non-managementmentioning

confidence: 99%

“…Many authors focus on the role of consensus for strategy implementation (Nielsen, 1983;Dess & Origer, 1987;Floyd & Wooldridge, 1992a;Dess & Priem, 1995;Rapert & Lynch & Suter, 1996;Noble, 1999b;Dooley & Fryxell & Judge, 2000). Nielsen (1983) contends that firms must achieve consensus both within and outside their organization in order to successfully implement business strategies (Noble, 1999b).…”

Section: Consensusmentioning

confidence: 99%

“…They view consensus as an outcome of the strategy-making process, and see consensus as critical in resolving differences, promoting a unified direction for the firm, increasing strategic commitment, and enhancing the successful implementation of a given strategy. Rapert, Lynch and Suter (1996) treat consensus and commitment as two key strategic outcomes. Strategic consensus, as an outcome, refers to the degree to which the functional area believes that a chosen strategy is the most appropriate goal for their organization.…”

Section: Consensusmentioning

confidence: 99%

See 4 more Smart Citations

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Guo-hui

Eppler

2010

Handbook of Research on Strategy Process

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Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. In this study, we review the factors that enable or impede effective strategy implementation, and survey the state-of-the-art in this domain. We highlight how strategy implementation has been researched so far -and in which contexts -and how this field may be moved forward. As a result of our literature analysis, spanning the last twenty-four years, we find nine crucial factors for strategy implementation that are frequently discussed in the literature as well as two approaches of aggregating and relating relevant factors. We find several important research needs regarding these factors and outline how they could be addressed.

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