Well-formulated and appropriate strategies only result in superior
returns for an organization when they are implemented successfully.
Although a notable amount of research has investigated the strategy
implementation process, the reasons for implementation success or
failure are not fully understood. More specifically, past research
has neglected the relative importance and inter-dependence among
multiple strategy diffusion channels (top management, middle
management, work group peers), the role of relationship quality
(leader-member exchange and team-member exchange), and different
dimensions of an employee’s organizational identification
(commitment to the organization, the supervisor, and the work
group). Additionally, many extant studies suffer from methodological
constraints including key informant reliance, common method
limitations, and cross-sectional designs making inferences from the
analysis of causal relationships, at best, equivocal.
We intend to tackle these challenges and examine the strategy implementation process within a Swiss retail bank generating multi-level, multi-source, and longitudinal data. Multiple corridors of influence, the relationship quality among different actors, and the moderating role of commitment, will be explicitly incorporated in the proposed study. Thus, our results will improve the understanding of strategy implementation and help managers to channel strategy implementation efforts effectively.
Strategy Research Foundation 2011 General Research Grant Program
|type||projet de recherche de base|
|Départ du projet||2011|
|Fin du projet||2013|
mixed methods approach