Exploring the impact of a sequential lean implementation within a micro-firm – A socio-technical perspective

Minshull, Lauren Kate; Dehe, Benjamin; Kotcharin, Suntichai

doi:10.1016/j.jbusres.2022.06.052

Cited by 10 publications

(8 citation statements)

References 112 publications

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“…It establishes an adequate pace and facilitates the prioritization of strategic initiatives by relevance among those involved in the strategy execution. Our results also differ from those of Minshull et al (2022) and Doeleman et al (2022) because although their research includes these subfactors, they are addressed separately. Based on this, from a systemic perspective, our work considers these subfactors as elements that should be strengthened to influence the commitment of those involved.…”

Section: Resultscontrasting

confidence: 99%

“…This neglects the sense of simple communication as an essential element for accurately implementing courses of action. We also differ from Minshull et al (2022) who asserted that participants' involvement level is the result of the resources invested, considering ESI to be influenced by economic incentives offered to employees, rather than simple communication. In the SME context, this could restrict the quality of operations and the ability to adopt innovations.…”

Section: Small-and Medium-size Organizationscontrasting

confidence: 58%

“…This requires managers to allocate resources to improve staff competencies, which may be relevant to reducing the risks associated with the lack of experience that some unskilled employees may exhibit. This is supported by Kohtamäki et al (2022) and Minshull et al (2022), who indicated that commitment bridges the gap between planning and execution. We consider it pertinent to add that OC supports ESI execution and reduces the risks associated with the absence of coordination mechanisms (Martinez-Lozada and Espinosa, 2022; Adeoye et al , 2021).…”

Section: Resultsmentioning

confidence: 81%

“…Han et al (2022) contended that because ESI has diverse foundations, it can be considered as an umbrella integrating different phenomena and tools. However, the theoretical perspective with the most significant application in ESI studies is related to contingency theory, wherein the concept of fit suggests that implementation effectiveness is related to the congruence between strategy and organizational environment (Minshull et al , 2022; Wang et al , 2022). Notably, because the concept of alignment is diverse and can be applied in many ways, its nature leads to inductive reasoning or inadequate reference to experience (Apraiz et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Multiple efforts have been made to link ESI in a complementarity framework, such as systems thinking (Minshull et al , 2022). However, according to Tawse and Tabesh (2021), ESI has not received the same level of attention as planning and strategic decision-making.…”

Section: Introductionmentioning

confidence: 99%

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Prioritizing factors for effective strategy implementation in small and medium-size organizations

López-Torres,

Sánchez-García,

Núñez-Ríos

et al. 2023

EBR

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Purpose Organizations depend on multiple factors to maintain competitiveness and continuously adapt to the environment. Managers must know how to implement strategies while motivating the commitment of those involved. This study aims to present a model for prioritizing factors to promote effective strategy implementation in small- and medium-sized companies. Design/methodology/approach The authors adopted a systemic approach to articulate two instruments: social network analysis to identify the components that could affect strategy implementation, designing a conceptual model with this information, and analytical hierarchy process to validate the resulting construct. Findings The factors for effectively implementing strategies relate to the need for reinforcement, commitment, organizational culture, managerial skills, clear communication and involvement to reduce inconsistencies between the expected and current organizational state without neglecting coordination and management mechanisms. Research limitations/implications This work is limited to organizational matters. This study was conducted in collaboration with medium-sized Mexican companies with the participation of 94 managers with 10 years of experience. Although the results are mathematically rigorous, increasing the number of participants could enhance the approach to the problem. Practical implications This study could encourage academics and practitioners to target resources more accurately and improve organizational relationships to bridge the gap between strategic planning and practical implementation. Originality/value This study contrasts with previous research in proposing a systemic perspective that integrates participants’ experiences, developing a construct to determine and prioritize the factors to be addressed in strategy implementation. Therefore, this work invites the adoption of the proposed method as a complementary path to enrich academic and professional exchange.

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Section: Resultscontrasting

confidence: 99%

Section: Small-and Medium-size Organizationscontrasting

confidence: 58%