Shell, Siemens and DaimlerChrysler: Leading Change in Companies with Strong Values

Stadler, Christian; Hinterhuber, Hans H.

doi:10.1016/j.lrp.2005.06.001

Cited by 24 publications

(13 citation statements)

References 26 publications

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“…Organizational values have been positioned as central to concepts such as culture (Gagliardi 1986;Schein 1985) and organizational identity (Gioia et al 2000;Scott and Lane 2000), and have been linked with other fields of organizational research including strategy (Bansal 2003;Carlisle and Baden-Fuller 2004), change (Burnes and Jackson 2011;Kabanoff et al 1995) and leadership (Cha and Edmondson 2006;Stadler and Hinterhuber 2005). Comparing and contrasting the values of individuals and their organization has advanced understanding of the problems and challenges relating to person-organization fit (Cable and Edwards 2004;Kristof 1996), commitment (Finegan 2000;Stride and Higgs 2013) and employee attitudes (Ostroff et al 2005).…”

Section: Organizational Valuesmentioning

confidence: 99%

Mapping Espoused Organizational Values

2017

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This paper develops an inventory and conceptual map of espoused organizational values. We suggest that espoused values are fundamentally different to other value forms as they are collective value statements that need to coexist as a basis for organizational activity and performance. The inventory is built from an analysis of 3112 value items espoused by 554 organizations in the UK and USA in both profit and not-for-profit sectors. We distil these value items into 85 espoused value labels, and these are assessed in terms of their similarity and difference through judgements made by 53 experienced individuals. The resulting conceptual map facilitates the evaluation of values which are espoused at the organizational level, as opposed to aggregations of personal values, an important distinction that is often ignored in the literature. This analysis identifies a number of distinct areas of emphasis occupied by espoused values. In particular, the richness of value labels that relates to broader ethical issues may be aimed at external stakeholder management, but also may have an increasing influence on organizational behaviour as they are embedded into organizational practices. By advancing our understanding of espoused values, through an analysis of those being used in practice, we provide a means by which future research into organizational values and ethical issues can progress.

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Section: Organizational Valuesmentioning

confidence: 99%

Mapping Espoused Organizational Values

2017

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“…Dean and Bowen, 1994;Mockler, 1995;Barney, 2001;Hickson et al, 2003) and research on how to avoid implementation obstacles and improve implementation has been underway for many years (e.g. Stanislao and Stanislao, 1983;Alexander, 1985;Ansoff and McDonnell, 1990;Kotter, 1995;Beer and Eisenstat, 2000;Miller et al, 2004;Stadler and Hinterhuber, 2005). It is, therefore, imperative to assess the extent to which these guidelines account for some of the improvements achieved as well as to understand the reasons why so many initiatives still fail.…”

Section: Strategy Implementation Failure/success Ratesmentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

130

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It is often claimed that 50 to 90 percent of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that whilst it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile, or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.

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“…Firstly, and probably most importantly, it is that companies do really fail too much and need better implementation guidelines. The need for better implementation processes has been widely acknowledged by researches (e.g., Dean and Bowen, 1994) and research on how to avoid implementation obstacles and improve implementation has been underway for many years (e.g., Stanislao and Stanislao, 1983;Alexander, 1985;Ansoff and McDonnell, 1990;Kotter, 1995;Beer and Eisenstat, 2000;Miller et al, 2004;Stadler and Hinterhuber, 2005). The solution to unsuccessful implementation can involve one or a combination of three possibilities: better application (e.g., Nutt, 1999;Hrebiniak, 2006) of the universal principles of TQM (Crosby, 1979: 1;Deming, 1982: 23, 130;Juran, 1986Juran, , 1999; better adaptation of the principles of TQM to the context of the organisation, through a selection of the most appropriate quality strategy content (Reed et al, 1996) and mix of quality practices (Sitkin et al, 1994;Zhao et al, 2004;Shrivastava et al, 2006); and/or modification of the adverse internal context of the organization to the TQM practices to be adopted (Sousa and Voss, 2001).…”

Section: Discussion and Implications For Research And Managementmentioning

confidence: 99%

“…Dean and Bowen, 1994;Mockler, 1995;Barney, 2001;Hickson et al, 2003) and research on how to avoid implementation obstacles and improve implementation has been underway for many years (e.g. Stanislao and Stanislao, 1983;Alexander, 1985;Ansoff and McDonnell, 1990;Kotter, 1995;Beer and Eisenstat, 2000;Miller et al, 2004;Stadler and Hinterhuber, 2005). It is, therefore, important to assess the extent to which these guidelines account for some of the improvements achieved in TQM implementation as well as to understand the reasons why so many initiatives still fail.…”

Section: ________________________mentioning

confidence: 99%

Is TQM more difficult to implement than other transformational strategies?

Cândido

Santos

2011

Total Quality Management & Business Excellence

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This paper aims to assess whether TQM is harder to implement than other business strategies. In order to accomplish this objective we have adopted a two-stage methodology.Firstly, we carried out an extensive review of the literature to identify the rates of TQM implementation failure estimated by researchers and practitioners. Secondly, we compared these rates with those estimated for other organisation-wide transformational efforts and explored the extent to which the obstacles to TQM implementation and to the implementation of other business strategies differ. Based on the literature reviewed and on the comparative analyses performed, we conclude that whilst it is widely acknowledged that the implementation of TQM can be a difficult task, significant uncertainty remains as to what the exact rate of failure is. Furthermore, the analyses suggest that the rates of failure and obstacles to TQM implementation are similar to those presented by other business strategies, and therefore, there seems to be no grounds to assume that TQM is more difficult to implement than other business strategies. These findings have implications for researchers and practitioners and open up several avenues for further research, which are also discussed in this paper.

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Shell, Siemens and DaimlerChrysler: Leading Change in Companies with Strong Values

Cited by 24 publications

References 26 publications

Mapping Espoused Organizational Values

Mapping Espoused Organizational Values

Strategy implementation: What is the failure rate?

Is TQM more difficult to implement than other transformational strategies?

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