The Eclectic Roots of Strategy Implementation ResearchCharles H. Noble RESUME 

Georgiana Alexandra Badoiu

The Eclectic Roots of Strategy Implementation Research

‘‘ecletic’’

selecting or choosing from various sources not following only one system,

(philosophy, medicine, etc.) select & use  the best elements of all systems

The Eclectic Roots of Strategy Implementation Research Charles Noble

Is a profesor at University of Tennessee, Knoxville

Supply Chain Management, Marketing, Industrial Design

Has published 29 articles

The Eclectic Roots of Strategy Implementation Research limited knowledge of the nature of strategy

implementation and the reasons for its success general lack of existing research on which to base future

efforts

The premise of this study is that there exist a solid basis for implementation research, but it requires a broadened perspective and the potential consideration of an eclectic collection of literature fields.

The nature of implementationVarious definitions for implementation

straightforward operationalization of a strategic plan emphasized more on interpersonal and behavioural

elements

Formal definitions of strategy implementation as an act of control and monitoring as synonymous with the execution of the strategic plan as a level of planning and involving the allocation of

resources and the resolution of operational issues as the communication, interpretation, adoption, and

enactment of strategic plans

Implementation-Related Research

Structural views

Organizational structure structures that are more decentralized produces higher

levels of SBU effectiveness a strategy-structure alignment is a necessary to the

successful implementation changes in the competitive environment necessitate

adjustments to the organizational structure Control Mechanisms

Implementation-Related Research

Control MechanismsA three-stage cycle: 1. planning a target or standard performance2. monitoring or measuring activities design to reach that

target 3. implementing corrections if standards are not being

achieved strong relationship between the type of control systems and firm

performance. the control systems need to be flexible and implies a critical decision

Implementation-Related Research

Interpersonal Process Views

strategic consensus autonomous strategic behaviour diffusion perspectives leadership and implementation communication and other interaction processes

Strategic consensus is a shared understanding and commitment to a strategic directive

between individuals or groups higher levels of consensus will lead to higher firm performance diversity of opinions may create a healthier environment that produces

more effective strategic decisions conflict from the interaction and belief differences between senior and

middle managers consensus can be assessed along both cognitive and emotional

dimensions firms must achieve consensus both within and outside the firm in order

to successfully implement business strategies

Autonomous Strategic Behaviour

no strategic consensus managers may deviate from a strategic directive Why? Managers think their way is best or deviate for self-serving purposes autonomous behaviours can have a deep effect on the success with which a

strategic plan is implemented and the nature of the strategy Effects: can redirect a strategy, delay its implementation, reduce the quality of

its implementation, and even totally sabotage the effort middle managers try to maintain their power and status (flat structure) turbulent business environments requires new managerial responses,

managers capable to improvise under conditions of change a certain doze of autonomous strategic behaviour may be benefit.

Diffusion Perspectives

strategies are initiated by senior managers and communicated to line workers through middle managers

the reputation of the sponsoring senior executive is an important factor in facilitating organizational adoption

some organization members are predisposed to adopt an innovation with little prodding, whereas others will wait for formal directives

the more radical the changes required by the implementation effort, the slower may be the rate of organizational adoption

Leadership and Implementation

Need of a driving force - CHANGE AGENT Line-level employees may use delay or prevent attempts toward

change that they find particularly threatening or disagreeable

Five general leadership styles in strategy implementation:

1. The commander model2. The change model 3. The collaborative model4. The cultural model.5. The crescive model organizational change result from the collective learning of entire

organization, not from fixed programs and formal plans for change

Communication and Interaction Processes

significant informal processes a successful strategy implementation must include

obtaining broad-based inputs and participation at the formulating stage carefully and deliberating assessing the obstacle to implementation making use of the array of implementation levers selling the strategy to everyone who matters steadily fine tuning, adjusting an responding as events and trends arise

breakdowns in implementation when the strategic initiative is not well organized defensive routines as limitation to learning and that often drive to perceptual gaps

(eliminate this defensive routines)

The State of Implementation

Research Implementation is a complex phenomenon, including elements such as internal and external resource negotiation, political processes such as jockeying for influence, and a shaping and adoption process at multiple levels in the organization

In successful implementing organizations managers may engage in self-interested behaviours, but “maverick” behaviour

may be needed as it breaks established organizational routines achieving consensus inside and outside the firm involvement in the strategy process must be fluid in their ability to adapt to changing environmental conditions and

new strategies and able to adjust organizational structures, leadership style and culture.

Future Implementation Research

Research should focus on understanding better the factors influencing strategy implementation and middle managers

More studies are also needed on the influence of aspects such as culture, organizational structure and management style on strategy implementation success.

Research on identifying the key factors that influence individual commitment, performance and strategy implementation is expected.

Development for measures such as middle manager involvement in the strategy, autonomy in implementation, and the “newness” of the strategy are recommended.

Conceptual models must be developed to enable strategy implementation to achieve an identity of its own as a valid and distinguishable area of study