Middle management’s role in strategy implementation projects: a behavioral analysis

Kiehne, Jan; Ceaușu, Ioana; Arp, Ann-Katrin; Schüler, Timm

doi:10.1515/picbe-2017-0058

Cited by 3 publications

(3 citation statements)

References 24 publications

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“…However, it was revealed that the firms’ WP, DS and synergies, all contribute to efficient resource allocation if the individual level employees do not arouse IA within the organization. Because middle managers’ play a critical role in strategic success (Kiehne et al , 2017). Overall, the multilevel approach offers new insight into how individual-level information withhold in the context of IA affects the managements’ decision regarding internal resource allocation.…”

Section: Discussionmentioning

confidence: 99%

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A bottom-up role of information asymmetry: opening the black-box of firms’ resource allocation mechanism

Blouch¹,

Khan²,

Shakeel³

2021

GKMC

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Purpose Drawing on the concept of resource-based theory of the firm; the purpose of this study is to analyze the influence of firms’ strategic approaches on the firm performance via indirect effect using a multilevel, bottom-up approach. Design/methodology/approach Using the survey method, the present study obtains data from 104 diversified manufacturing firms and analyzes the bottom-up effect of firms’ strategic approach on efficient resource allocation using Mplus. Findings Given the prevailing conditions, the study found that the motive of most firms is growth rather than risk mitigation or collaboration in the manufacturing sector of Pakistan. Furthermore, the study found that the bottom-level employees’ information asymmetry has a significant impact on the strategic resource allocation decision, which can lead to resource allocation inefficiency. Research limitations/implications Despite making a unique contribution, the present study has few limitations requiring researchers’ attention to in the forthcoming. These include a low amount of data, self-reporting technique and failure to include all the possible reason that could cause resource allocation inefficiency. Practical implications The present research has potential applications for managers of the manufacturing industry. First, the study alerts managers about the challenges of resource allocation. At the same time, this study provides critical implication for managing bottom-level employees. Originality/value The current study has made a sizable impression in the literature of resource-based theory of the firm by recommending a model that augments the theoretical foundation of strategic management of the firm. So, closely considering these insights would be helping for the firms for allocating resources efficiently in the manufacturing industry.

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Section: Discussionmentioning

confidence: 99%

“…However, it was revealed that the firms' WP, DS and synergies, all contribute to efficient resource allocation if the individual level employees do not arouse IA within the organization. Because middle managers' play a critical role in strategic success (Kiehne et al, 2017). Overall, the multilevel approach offers…”

Section: Discussionmentioning

confidence: 99%

A bottom-up role of information asymmetry: opening the black-box of firms’ resource allocation mechanism

Blouch¹,

Khan²,

Shakeel³

2021

GKMC

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“…Therefore, an information security awareness program is of high importance (Vroom & Von Solms, 2002). Some studies revealed that managers must have an effective role in ISMS for a successful implementation (Kiehne et al, 2017;Soomro et al, 2015). Knowledge sharing among the employees is a key factor that can reduce the number of security incidents as the current and former employees are one root cause of information security breaches (Da Veiga & Martins, 2015b).…”

Section: Current State Of Methodologies For the Implementation Of Infmentioning

confidence: 99%

Considerations on the implementation steps for an information security management system

Ionescu

Ceaușu

Ilie

2018

Proceedings of the International Conference on Business Excellence

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News about various information security attacks against companies appears almost every day. The sources of these attacks vary from cyber-criminals who want to steal companies’ data to demand a ransom, to current or former employees who want to create damage to the organization. The best way to defend organizational critical assets is to implement an Information Security Management System that secures all sensitive assets from confidentiality, availability and integrity perspective. An Information Security Management System offers top management a framework for sensitive information flow control. This framework includes with a risk assessment that considers the security threats and vulnerabilities of the company’s assets. Companies usually implement Information Security Management System only after they have a functional quality management system, which brings clarity and optimization to the company’s processes. Current approaches on creation and implementation of effective Information Security Management System are very theoretical and thus difficult to use in practice. The main objective of this paper is to present an Information Security Management System implementation method in the case of a small company by defining the basic steps in achieving a fully functional Information Security Management System. The proposed methodology considers the top management Information Security Management System objectives, organizational context, risks assessment and third parties expectations fulfillment.

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Exploring organizational culture and strategy implementation in the 4IR

Boikanyo,

Gomwe

2024

IJBES

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This study explored organisational culture and strategy implementation within the framework of the fourth industrial revolution (4IR). Using semi-structured interviews and thematic data analysis, the study explored the primary determinants of organisational culture and how these drivers affect the implementation of strategies in the 4IR. A total of twenty-five bank workers from South Africa participated in the study to collect qualitative data. Version 23 of the Atlas-ti software was utilised to analyse the participant data. Content analysis was employed in the study to analyse the data. The study's findings suggest that a variety of organisational culture challenges have an impact on the banking industry's capacity to put strategies into implementation. This includes elements related to organisational skills, mentality and attitude, collaboration and partnership, innovation and technology investment, as well as aspects of organisational leadership and strategy, structure, learning, incentives, processes, and procedures. The study reveals a wider perspective and significant recommendations to help managers adopt a comprehensive and multidimensional approach when tackling organisational culture difficulties within the framework of implementing strategies in the banking sector. In addition to making significant recommendations, the study's conclusion emphasises how crucial it is for the bank to maintain a similar culture across all of its business units because this will affect employee morale and behaviour when the strategy is being implemented.

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Middle management’s role in strategy implementation projects: a behavioral analysis

Abstract: Abstract. The ability of businesses to adapt their strategy quickly and effectively to the changing

Cited by 3 publications

References 24 publications

A bottom-up role of information asymmetry: opening the black-box of firms’ resource allocation mechanism

A bottom-up role of information asymmetry: opening the black-box of firms’ resource allocation mechanism

Considerations on the implementation steps for an information security management system

Exploring organizational culture and strategy implementation in the 4IR

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