Problems of Adapting Enterprises in the Strategy Implementation Process. Case of Poland

Abstract

Purpose – The purpose of the article was to analyse the impact of the enterprise adaptation stage on implemented strategy effectiveness. Research methodology – In the theoretical part the method of analysis and critical review of the literature was used. The technique used in the empirical study was paper-and-pencil interviewing (PAPI). In order to investigate relationships, the χ2 Pearson test and the Yule’s Coefficient of Association ϕ were employed. Findings – The article resulting underline the importance of the stage of adapting the enterprise in the strategy implementation process. The organisational structure, skills and knowledge, as well as organisational culture, have a particularly strong impact on the effectiveness of the strategy. Research has not confirmed any relationship between management style and resources. Research limitations – The empirical research was carried out on business organisations from a ranking of 500 innovative businesses of the Institute of Economics of the Polish Academy of Sciences list, what does not ensure that the indicated problems are characteristic for the average companies active in Poland. Practical implications – The obtained results became the basis for defining recommendations, which are practical guidelines for those trying to implement a strategy. It should be noted that the presented practical guidelines are not static research indications and will develop as the organisation and its environment change. Originality/Value – There is a lack of research in Poland, which is focused on the problem of adjusting enterprise in the strategy implementation.

Purpose Implementation: Conceptualization and Measurement

“…This three-dimensional, second-order formative concept considers purpose implementation as a holistic system that focuses on integrating its dimensions [21]. This three-dimensional-yet single-approach to purpose implementation provides vital information for measuring the effectiveness of purpose implementation.…”

“…Several studies have described purpose implementation as a process of "alignment" between the formal definition of purpose by the company and what people actually do [11,[15][16][17][18]. Frequently, purpose implementation is understood as a process of converting the understanding of purpose into action, i.e., practical contributions, with an emphasis on two dimensions of purpose: knowledge and contribution [4,[19][20][21][22]. Others, however, point out that, for purpose to be implemented successfully, it also needs to be internalized by the employees and connect with their beliefs and values for them to engage and identify with the organization [14,23,24].…”

University Management Solutions During the Covid-19 Pandemic: A Case Study of Lithuania

“…Two options were selected: the authorities of the majority of universities decided to take a two-week break for preparation, while some carried on their studies without any groundwork. Noga (2018) provides that defined goals and task preparation are the essential stages of the successful management and implementation of the planned objectives. Piekarz (2008) mentions three functions, including planning, organizing, and control, important for the implementation procedure.…”

“…Nevertheless, control over the quality of the studying process is one of the procedures for ensuring quality studies. Noga (2018) argues that control over the implementation process for managing changes is treated as one of the crucial processes of managing strategically planned situations. Still, process control was mentioned only by a few experts.…”

Purpose Implementation: Conceptualization and Measurement

“…Several studies have described purpose implementation as a process of "alignment" between the formal definition of purpose by the company and what people actually do [11,[15][16][17][18]. Frequently, purpose implementation is understood as a process of converting the understanding of purpose into action, i.e., practical contributions, with an emphasis on two dimensions of purpose: knowledge and contribution [4,[19][20][21][22]. Others, however, point out that, for purpose to be implemented successfully, it also needs to be internalized by the employees and connect with their beliefs and values for them to engage and identify with the organization [14,23,24].…”