The strategic implementation process: evoking strategic consensus through communication

Rapert, Molly Inhofe; Velliquette, Anne M.; Garretson, Judith A.

doi:10.1016/s0148-2963(00)00157-0

Cited by 161 publications

(168 citation statements)

References 53 publications

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“…Furthermore, although the outcomes of this workshop are in line with the suggestion by (Noble & Mokwa, 1999) that communication between members in the organisation contributes to the development of shared understanding, organisational structures also influence whether such continuous dialogues can take place (Rapert, Velliquette, & Garretson, 2002;Kleinsmann & Valkenburg, 2008).…”

Section: Discussionsupporting

confidence: 70%

“…These factors can exist on different levels in an organisation (e.g. Kleinsmann & Valkenburg, 2008) and include communication between members in the organisation (Noble & Mokwa, 1999), which is helped by informal integration between different parts of the organisation (Rapert, Velliquette, & Garretson, 2002). Collaborative (design) work can also support the development of a shared understanding (Arias, et al, 2000).…”

Section: Introductionmentioning

confidence: 99%

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Involving stakeholders towards service implementation. Co-designing change of practices using a visual language

Overkamp

Ruijs²

2017

The Design Journal

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Service implementation is complex and multifaceted. In this paper, we focus on change of practices for actors in an organisation as one of these facets. Successful value co-creation requires different service actors to work together. Therefore, successful realisation of change of practices requires these actors to have a shared mental model of (consequences of) such change, both for themselves and for the collaboration with other actors. We argue that collaborative development and use of a visual language can function as boundary object that can facilitate conversations and development of shared understanding regarding service implementation as change of practices, if connotative meaning of the words in the language is defined by those who use it. We use data from a workshop in the context of implementing a change of practices to show how this can work and reflect on what role designers can have in the transition towards service implementation.

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Section: Discussionsupporting

confidence: 70%

Section: Introductionmentioning

confidence: 99%

Involving stakeholders towards service implementation. Co-designing change of practices using a visual language

Overkamp

Ruijs²

2017

The Design Journal

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“…Communication is treated as a premise to realize commitment and consensus. Rapert, Velliquette & Garretson (2002) find that the viability of frequent vertical communication is a means by which strategic consensus may be enhanced. When vertical communication is frequent, strategic consensus is enhanced and organizational performance improves.…”

Section: Goalsmentioning

confidence: 94%

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Guo-hui

Eppler

2010

Handbook of Research on Strategy Process

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Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. In this study, we review the factors that enable or impede effective strategy implementation, and survey the state-of-the-art in this domain. We highlight how strategy implementation has been researched so far -and in which contexts -and how this field may be moved forward. As a result of our literature analysis, spanning the last twenty-four years, we find nine crucial factors for strategy implementation that are frequently discussed in the literature as well as two approaches of aggregating and relating relevant factors. We find several important research needs regarding these factors and outline how they could be addressed.

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“…Communication. The implementation of strategic actions depends on the effectiveness of the communication strategy at the various levels of the organization (Rapert, Velliquette, & Garretson, 2000). The dissemination of the strategic guidelines should systematically involve all organizational levels so that everyone has a common understanding of the strategy (Beer, Voelpel, Leibold, & Tekie, 2005;Boswell et al, 2006;Kaplan & Norton, 2008;Beehr et al, 2009;Porter, 2010).…”

Section: Strategy Organization Knowledgementioning

confidence: 99%

Model Analysis of the Relationship Between Strategic Organization Knowledge and the Use of Information Systems in Firm Performance in Brazil

2014

CBR

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Information Technology (IT) consolidates as an essential element to support the business strategies to survive and rapidly adapts to changes in the competitive environment. This paper examines the impact of the use of information systems (IS) and strategic organization knowledge (SOK) on firm performance in 150 Brazilian companies. The study uses partial least squares structural equation modeling (PLS-SEM) and establishes models to express the relationship among the constructs examined. The study identifies that the direct influence of IS use on performance is moderately significant. However, when mediated by orientation strategy, the total effect of IS use on firm performance is demonstrated to be highly significant. The model explains 54% of the variability of firm performance and confirms IS use as a fundamental resource to support strategic business processes.

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The strategic implementation process: evoking strategic consensus through communication

Cited by 161 publications

References 53 publications

Involving stakeholders towards service implementation. Co-designing change of practices using a visual language

Involving stakeholders towards service implementation. Co-designing change of practices using a visual language

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Model Analysis of the Relationship Between Strategic Organization Knowledge and the Use of Information Systems in Firm Performance in Brazil

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