Conceptualizing and measuring strategy implementation – a multi-dimensional view

Through quantitative methodological approaches for studying the strategic management and planning process, analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors provides evidence on the measurement properties of a multi-dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub-constructs (the ten dimensions) are uni-dimensional factors with acceptable reliability and validity; whilst using three additional measures, and correlation and hierarchical regression analysis, the nomological validity for the multi-dimensional strategy implementation construct was established. Relative importance of ten strategy implementation dimensions (activities) for practicing managers is highlighted, with the mutually and combinative effects drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation

Implementing change: Matching implementation methods and change type

The implementation of organizational change has long been problematic. Over time two approaches have developed. The participative approach assumes that employee support is a pre-requisite of change. The unilateral approach argues that behavior must be changed first and attitude will follow. The results of a study of 408 change episodes indicate that unilateral implementation approaches are more effective than participative. While employee support was related to change success, it was the function of change type not participative implementation. Behavioral-social change types generate more support than technical-structural changes. The implications for future research are discussed