The harder firms practice strategic management, the better they are

Elbanna, Saïd; Katheeri, Bakheet Al; Çolak, Mustafa

doi:10.1002/jsc.2365

Cited by 11 publications

(9 citation statements)

References 55 publications

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“…The choice of business development strategy, as a development stage, is an integral part of strategic management, which enables a company to move towards its goal in the best possible way. It is the right choice of strategy that helps manifest the skills of company management, its competence and professionalism [6]. Returning to the stages of working out a strategy, and with consideration for the essence of strategic management, one can see that this activity is based on the collection, processing, analysis and exchange of information both with the internal and external environments.…”

Section: Resultsmentioning

confidence: 99%

Change Management Strategy for the Activities of Business Organizations

2021

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Within the context of modern management, business organizations need to realize that everything around them is changing: the rules of the game, the participants, the scale of activities, and the size of markets. In other words, nothing is constant. The changes may be both local and global, whereby developments may affect different fields: executive and administrative, technical and economic, social and public, informative and analytical. Managerial decisions taken inside an organization under the aforementioned conditions require sound theoretical grounds for selection in terms of potential risks and current and future economic effects. Traditionally, long-term decisions on setting goals for an activity of a business organization and determining ways to achieve them are considered within the framework of strategic planning, as a result of which a development strategy is formed. However, under current circumstances, the place and role of change management in the strategy of business organizations requires reinterpretation. The academic originality of this contribution lies in the specification of a concept for change management with regards to the activities of business organizations based on a strategic approach and adaptation to dynamically changing market conditions, including long-term planning. As part of the study, the essence of a strategic approach to change management regarding the activities of business organizations is considered, the principles of building a change management strategy are highlighted, and an algorithm for its development and implementation is proposed.

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Section: Resultsmentioning

confidence: 99%

Change Management Strategy for the Activities of Business Organizations

2021

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“…Considering the degree to which strategic leaders impact organizational outcomes, Hambrick (2007) stated that strategic leader decisions may result in positive or negative outcomes. As strategic decisions determine organizational competitiveness (Elbanna et al, 2020), it is understandable that indecision impacts organizational level outcomes. In line with this, Samimi et al (2019) found that indecision negatively impacts competitive advantage, growth and performance and it increases performance volatility.…”

Section: Consequences Of Strategic Leader Indecisionmentioning

confidence: 99%

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Motloung,

Lew

2023

LODJ

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PurposeThe research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.Design/methodology/approachFollowing a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.FindingsThe findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.Research limitations/implicationsThe findings are based on a single-case exploratory design but represent geographical diversity.Practical implicationsThe research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.Originality/valueThe study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.

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“…It is extensively acknowledged that no matter whether a strategy is emergent or deliberate, planned or unplanned, it will have little eff ect on an organisational performance until it is implemented (Mintzberg, 1994). Th is means that the successful implementation of strategies depends on the particular style of implementation that an organisation decides to adopt, which in turn has important implications for organisational performance (Elbanna et al, 2020). Conceptual studies have developed alternative frameworks for categorising diff erent approaches to strategy implementation (e.g.…”

Section: Strategy Implementationmentioning

confidence: 99%

“…Since cross-sectional design did not allow the study to establish causal associations between the variables, prospective research could take advantage of testing the construct of the present study through a longitudinal research design which would examine causal relationships. Th ere are other factors that have been characterised as important elements of successful implementation, such as external stakeholders, provision of adequate resources, communication, strategic mindset and alignment with the plan (Stewart and Kringas, 2003; Fernandez and Rainey, 2006;Andrews et al, 2011;Elbanna et al, 2020;George, 2021). Future studies could also attempt to measure objective performance attributes, which could help to obtain more impartial results, which capture the actual output of Turkish municipalities.…”

Section: H1amentioning

confidence: 99%

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Genc-Tetik¹

2022

PAI

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It is largely accepted that effective strategy implementation, as one of the most essential phases of the strategy making process, leads to good organisational outcomes. However, there is still very little research addressing which implementation style is associated with better public service outcomes. For public sector organisations, there is a common belief that the implementation of strategies mostly fails in practice. Another important organisational characteristic, seen as an effective tool for increasing performance, is organisational culture. While there are also numerous studies in the literature investigating the relationship between organisational culture and performance in both the private and public sectors, most of this research only investigates the direct effects of culture. This research undertakes a novel approach and explores the separate and combined effects of strategy implementation style and organisational culture on performance in Turkish local government organisations. Survey data were analysed using multiple and robust moderated regression models. The results of the study confirmed the presence of a significant positive relationship between rational strategy implementation and organisational performance and consistently positive influence of hierarchy type of culture on performance. Moreover, a rational strategy implementation style appeared to strengthen the effects of a hierarchical and a market-based culture on performance, while an incremental strategy implementation style seemed to enhance the effects of a clan-oriented culture and an adhocracy culture on performance.

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The harder firms practice strategic management, the better they are

Cited by 11 publications

References 55 publications

Change Management Strategy for the Activities of Business Organizations

Change Management Strategy for the Activities of Business Organizations

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

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