Abstract
Major scale strategy transitions seems to fail in most cases. Former researches shows that there has been large amounts of efforts to develop and study strategy formulation, but strategy implementation has been left with minor interest. This article focuses to strategy implementation from obstacles perspective. Article binds obstacles, actions and phases in strategy implementation to one holistic concept and provides ground for future research. Approach is integrating leadership, management and time management matters to change management in strategy implementation. Article highlights the responsibilities of top and middle management.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Von Clausewitz, C.: On War. Princeton University Press, Princeton (1989)
Liddell Hart, B.H.: Strategy, 2nd rev edn. Faber, London (1967)
Chandler, A.D.: Strategy and Structure. MIT Press, Cambridge (1962)
Mintzberg, H.: Why organizations need strategy. Calif. Manag. Rev. 30, 25–32 (1987)
Porter, M.: Competitive Strategy. Free Press, New York (1980)
Drucker, P.: The Practice of Management. Harper & Row, New York (1954)
Andrews, K.: The Concept of Corporate Strategy, 2nd edn. Dow-Jones Irwin, Homewood (1980)
Ansoff, I.: Critique of Henry Mintzberg’s “The design school: reconsidering the basic premises of strategic management”. Strateg. Manag. J. 12(1), 449–461 (1991)
Mintzberg, H.: Patterns in strategy formation. Manag. Sci. 24(9), 934–948 (1978)
Hrebiniak, L.: Obstacles to effective strategy implementation. Org. Dyn. 35(1), 12–31 (2006)
Greer, C., Lusch, R., Hitt, M.: A service perspective for human capital resources: a critical base for strategy implementation. Acad. Manag. Perspect. 31(2), 137–158 (2017)
Martin, J.A., Eisenhardt, K.M.: Rewiring: cross-business unit collaborations in multibusiness organizations. Acad. Manag. J. 53(2), 265–301 (2010)
Priem, R.L., Walters, B.A., Li, S.: Decisions, decisions! How judgment policy studies can integrate macro and micro domains in management research. J. Manag. 37(2), 553–580 (2011)
Raes, A.M.L., Heijltjes, M.G., Glunk, U., Roe, R.A.: The interface of the top management team and middle managers: a process model. Acad. Manag. Rev. 36(1), 102–126 (2011)
Alexander, L.D.: Strategy implementation: nature of the problem. Int. Rev. Strateg. Manag. 2(1), 73–91 (1991)
Galbraith, J.R.: Strategy Implementation: The Role of Structure and Process. West Publishing Co, St Paul (1980)
Hrebiniak, L.G., Joyce, W.F.: Implementing Strategy. Macmillan, New York (1984)
Higgins, J.M.: Strategy: Formulation, Implementation and Control. Dryden Press, Chicago (1985)
Pearce, J.A., Robinsons, R.B.: Strategic Management: Formulation, Implementation, and Control. Irwin, Bur Ridge (1994)
Kotter, J.P.: Accelerate: Building Strategic Agility for a Faster-Moving World. Harvard Business Review Press, Boston (2014)
Chaffee, E.: Three models of strategy. Acad. Manag. Rev. 10(1), 89–98 (1985)
Ghemawat, P.: Competition and business strategy in historical perspective. Bus. Hist. Rev. 76(1), 37–74 (2002)
Kim, W.C., Mauborgne, R.: Blue Ocean Strategy. Harvard Business Review Press, Boston (2016)
Porter, M.: Creating shared value. Harvard Bus. Rev. 89(1/2), 62–67 (2011)
Kotter, J.P.: Leading Change. Harvard Business School Press, Boston (1996)
Jansen, H.: 94 Mind-Blowing Strategy Execution Stats. Boardview. https://boardview.io/blog/strategy-execution-stats/#execution. Accessed 12 Jan 2019
Economist Intelligence Unit: Strategy execution: achieving operational excellence, a survey of 276 senior operations executives from North America (2004). http://graphics.eiu.com/files/ad_pdfs/celeran_eiu_wp.pdf
Cândido, C.J.F., Santos, S.P.: Is TQM more difficult to implement than other transformational strategies? Total Qual. Manag. Bus. Excellence 22(11), 1139–1164 (2011)
Cândido, C.J.F., Santos, S.P.: Strategy implementation: what is the failure rate? J. Manag. Organ. 21(2), 237–262 (2015)
Burlton, R.: Delivery business strategy through process management. In: vom Brocke, J., Rosemann, M. (eds.) Handbook on Business Process Management 2, Strategic Alignment Governance, People and Culture. Springer, Heidelberg (2015)
Aaltonen, P., Ikävalko, H.: Implementing strategies successfully. Integr. Manuf. Syst. 13(6), 415–418 (2002)
Allio, M.K.: A short, practical guide to implementing strategy. J. Bus. Strategy 26(4), 12–21 (2005)
Cândido, C.J.F., Santos, S.P.: Implementation obstacles and strategy implementation failure. Baltic J. Manag. 14(1), 39–57 (2018)
Pettigrew, A.M., Whipp, R.: Managing Change for Competitive Success. Blackwell, Cambridge (1993)
Beer, M., Nohria, N.: Cracking the code of change. Harvard Bus. Rev. 78(3), 133–141 (2000)
Garvin, D.A., Roberto, M.A.: Change through persuasion. Harvard Bus. Rev. 83(2), 104–112 (2005)
Levy, A., Merry, U.: Organizational Transformation. Praeger Publishers Inc., New York (1986)
Kanter, R.M., Stein, B.A., Jick, T.D.: The Challenge of Organizational Change. The Free Press, New York (1992)
Luecke, R.: Managing Change and Transition. Harvard Business School Press, Boston (2003)
Todnem, R.: Organisational change management: a critical review. J. Change Manag. 5(4), 369–380 (2005)
Kaplan, R.S., Norton, D.P.: Mastering the management system. J. Change Manag. 5(4), 369–380 (2008)
Maxwell, J.C.: 5 Levels of Leadership: Proven Steps to Maximize Your Potential. Center Street, New York (2011)
Nadler, D.A., Tushman, M.L.: Beyond the charismatic leader: leadership and organizational change. Calif. Manag. Rev. 32(2), 77–97 (1990)
Radomska, J.: The role of managers in effective strategy implementation. Int. J. Contemp. Manag. 13(3), 77–85 (2014)
Tichy, N.M., Ulrich, D.O.: The leadership challenge – a call for the transformational leader. Sloan Manag. Rev. 26(1), 59–68 (1984)
Cameron, K.S., Whetten, D.A., Kim, M.U.: Organizational dysfunctions of decline. Acad. Manag. J. 30(1), 126–138 (1987)
Johnson, G.: Rethinking incrementalism. Strateg. Manag. J. 9(1), 75–91 (1988)
Johnson, G.: Managing strategic change: the role of symbolic action. Br. J. Manag. 1(4), 183–200 (1990)
Johnson, G.: Managing strategic change: strategy, culture and action. Long Range Plan. 25(1), 28–36 (1992)
Harris, L.C., Ogbonna, E.: The unintended consequences of culture interventions: a study of unexpected outcomes. Br. J. Manag. 13(1), 31–49 (2002)
Sirkin, H.L., Keenan, P., Jackson, A.: The hard side of change management. Harvard Bus. Rev. 83(10), 109–118 (2005)
Stadler, C., Hinterhuber, H.H.: Shell, Siemens and DaimlerChrysler: leading change in companies with strong values. Long Range Plan. 38(5), 467–484 (2005)
Berglas, S.: Chronic time abuse. Harvard Bus. Rev. 82(6), 90–97 (2004)
Buehler, R., Griffin, D.: Planning, personality, and prediction: the role of future focus in optimistic time predictions. Organ. Behav. Hum. Decis. Process. 92, 80–90 (2003)
Acknowledgments
This research is partly funded by European Social Fund cofounded project called “Pisku – Pienikin iskussa”. Funder has not affected the research results by any other means than making it possible. Correspondent author, who partly had worked in project, wishes to express sincere thanks to ESF and all collaborators in that project.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this paper
Cite this paper
Reunanen, T. (2020). Responsibility Caps from Strategy to Operations in Leadership and Management – Conceptual Model. In: Kantola, J., Nazir, S. (eds) Advances in Human Factors, Business Management and Leadership. AHFE 2019. Advances in Intelligent Systems and Computing, vol 961. Springer, Cham. https://doi.org/10.1007/978-3-030-20154-8_15
Download citation
DOI: https://doi.org/10.1007/978-3-030-20154-8_15
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-20153-1
Online ISBN: 978-3-030-20154-8
eBook Packages: EngineeringEngineering (R0)