Iterative prototyping of strategy implementation workshop design

Kryger, Anders

doi:10.1108/jsma-07-2017-0051

Cited by 3 publications

(1 citation statement)

References 43 publications

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“…The strategy is a continuous evolutionary process that involves long-term planning [1]. Strategy implementation is the hardest process in strategic planning because it involves translation of strategy into actual action plan [2].…”

Section: Introductionmentioning

confidence: 99%

Strategy implementation process for better employees’ performance in construction companies

2019

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Strategy implementation is known as the most tedious and challenging stage in strategic planning. Strategy implementation can influence the whole texture of a company, including its employees’ performance. Studies have shown that improper strategy implementation can lead to poor employees’ performance. However, there is still a lack of empirical evidence to prove this relationship. Strategy implementation process implemented differ between companies. It influences the employees’ commitment, retention and growth and hence performance. The aim of this research is to analyse the relationship between the strategy implementation process and employees’ performance in construction companies. Respondents were G7 contractors in Klang Valley, Selangor. Pearson correlation analysis was used to analyse the data and it is proven that the strategy implementation process influences the employees’ performance in construction companies. Based on the data correlation, construction companies which provide training for employees to carry out the strategic action plan able to gain positive employees’ performance. This research shows that the strategy implementation process does influence employees’ performances in construction companies especially toward employees’ retention and employees’ growth. Top management in the construction companies can use this research as a tool to conduct strategy implementation in their companies.

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Section: Introductionmentioning

confidence: 99%

Strategy implementation process for better employees’ performance in construction companies

2019

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Cultural differences in paradoxical tensions in strategy episodes

Prashantham

Eranova

2020

Long Range Planning

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In this conceptual paper, we ask: How does the larger cultural context influence the way that groups of managers deal with paradoxical tensions in strategy episodes? We focus on three sources of tension in the conduct and design of strategy episodesinclusion, formality and coordination/communication. We argue that in each case, cultural influences affect the extent to which these facets of strategy episodes are dealt with using a paradox lens or not. Specifically, in Western cultural contexts, managers tend to have a lower proclivity for adopting a paradoxical frame resulting in a separation of tensions in strategy episodes; by contrast, managers in Eastern cultural contexts such as China more readily adopt a paradoxical frame, and embracing tensions in strategy episodes. We suggest that, over time, nonparadoxical thinking likely promotes inter-episode plurality and planned emergence, while paradoxical thinking tends to foster intra-episode plurality and emergent planning. We contribute to a deeper understanding of strategy episodes as culturally embedded practices.

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The Practitioner’s Identity and Participation in Strategy Workshops. An Ethnographic Study

Sund

Lemaire

2022

Management international

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Iterative prototyping of strategy implementation workshop design

Cited by 3 publications

References 43 publications

Strategy implementation process for better employees’ performance in construction companies

Strategy implementation process for better employees’ performance in construction companies

Cultural differences in paradoxical tensions in strategy episodes

The Practitioner’s Identity and Participation in Strategy Workshops. An Ethnographic Study

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