Strategic Success and Member Commitment (original) (raw)
Related papers
2017
The paper intends to explore the strategic commitment in the relationship between strategic clarity and the effectiveness of strategy implementation. There have been many deliberations over the last decade on strategic clarity and strategic commitment of middle managers towards the effectiveness of strategic implementation, but this situation has attracted little academic attention. Therefore, this study provides critical review on the elements of strategic clarity that become the primary determinants of strategic commitment of middle managers which eventually may lead to the effectiveness of strategic implementation. This study adds to present literature by elaborating conceptually on the linkages between strategic clarity and strategic commitment of middle managers and the effectiveness of strategic implementation. Keywords : strategic commitment, strategy implementation, strategic clarity
Purpose -The study seeks to add to the existing body of knowledge on the link between strategic planning and company performance by exploring the mediating role of personnel commitment to strategy implementation and organisational learning. To study the indirect link between strategic planning and company performance, the paper aims to introduce a participative strategic planning construct that may enable firms to: commit personnel to strategy implementation; increase organisational learning; and improve company performance. Design/methodology/approach -Using data from 160 small and medium-sized Finnish IT companies, the authors conduct an Mplus-analysis. Findings -The findings indicate that participative strategic planning positively affects personnel commitment to strategy implementation, which thereby increases company performance. However, according to the analysis, participative strategic planning does not impact organisational learning, although organisational learning does have a positive impact on company performance. Research limitations/implications -The results of this study are generalisable to a dynamic industry context of small and medium-sized IT-firms operating in a small open economy, such as that of Finland. Practical implications -The results suggest that managers need to involve personnel in strategic planning to increase personnel commitment to strategy implementation. However, because participative strategic planning does not facilitate organisational learning, managers need to determine other ways to facilitate learning at an organisational level. Originality/value -The paper highlights the role of participative strategic planning, which facilitates personnel commitment to strategy implementation and thus improves company performance.
A discursive examination of the nature, determinants and impact of organisational commitment
Asia Pacific Journal of Human Resources, 2006
and posits an inclusive model of commitment derived in part from past research endeavours. Our proposed framework captures six subfactors of commitment framed within five themes (emotion, finance, esteem, culture and focus). The relationship of commitment to strategy and the role of strategy in determining antecedents of commitment are then examined. Additionally, commitment as an intervening variable affected by and affecting various antecedents and consequences respectively are discussed. Finally, the framework is used to identify further areas of research into this important organisational concept.
The Relationship between Employee Commitment to Strategy Implementation and Employee Satisfaction
Trends Economics and Management
Purpose of the article: The mobile telecommunication sector in Nigeria has attracted highest foreign direct investment, consistently created jobs more than any sector in the economy. Encouraging employees commitment to strategy implementation can have a positive impact on employee satisfaction level. Methodology/methods: This study used a descriptive quantitative research approach. The survey method was used to collect data from four mobile telecommunication firms in Nigeria. We administered 120 questionnaires to employees of the sample firms, 105 questionnaires were returned and analysed using the regression analysis, Pearson correlation and ANOVA techniques. Scientific aim: This study examines the relationship between employee commitment to strategy implementation and employee satisfaction in mobile telecommunication firms in Nigeria. Findings: The results show that employee commitment to strategy implementation has a positive and significant relationship with employee satisfaction. Employee commitment to strategy implementation is correlated with employee satisfaction, the more committed employees are to their firms strategy implementation, the higher their level of satisfaction with their firms. Thus, employee commitment to strategy implementation have positive impact on employee satisfaction. Our formulated hypothesis is supported. Conclusions: This study provides a better understanding on the importance of employee commitment to strategy implementation in improving the level of employee satisfaction. This study suggests that employee commitment to strategy implementation is an important factor of employee satisfaction. Thus, policymakers, business executives, and HR managers must create an organisational culture and climate that support employee commitment to strategy implementation to improve employee satisfaction. The authors recommended that firms should elicit the commitment of their employees at the strategy implementation stage as this will boost their level of satisfaction. A satisfied employee will be more productive and this will in turn improve the firm's performance.
A Conceptual Review on Organizational Commitment – A Comprehensive Summary
Journal of emerging technologies and innovative research, 2021
From an Organizational Behavior viewpoint, it is essential to perceive the connections created among people and the firm that energize a longing for perpetual quality. After in excess of 50 years of exploration, Organizational Commitment stays as one of the open inquiries in the Psychology of Organizations. It is viewed as a fundamental factor for clarifying individual conduct in the firm like fulfillment, turnover goal, or dependability. The paper embodies the development of the idea of Organizational Commitment and its builds. It centers and examinations the writing discoveries of Organizational Commitment in the course of the most recent fifty years. It is hard to conceptualize and quantify Organizational Commitment as it incorporates a huge and profoundly different assemblage of information. Because of this, it gets hard to decipher and close from the current collections of writing. The paper likewise features the significance of perceiving the individual/representative's point of view towards Organizational Commitment.
Strategic Implementation: Five Approaches to an Elusive Phenomenon
c Summary The traditional textbook approach to strategy implementation was to treat 'implementation' as an activity following 'formulation'. Usually, the topic was treated as a question of organization design, where systems and structures were manimdated in concert with strategic goals. More recent views treat implementation either as an issue of gaining prior group commitment through coalitional decision-making, or as a question of total organizational involvement through a strong corporate culture. This paper reviews the evolution of these approaches, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost-implemented form from within the firm. In these days of international inflation, resource depletion and global interdependence, the strategic manager must either find or create increasingly sophisticated tools and models t o guide his enterprise. Content models of strategy developed over the last decade, which usually have either strong economic theory foundations or empirical grounding, are providing much of this sophistication (see, for example, on the other hand, have not advanced too far beyond common-sense formulations or the traditional business policy or strategic planning approaches developed at various business schools (Andrews, 1971; Ansoff, 1965; Drucker, 1954). This paper examines five process approaches used to advance the art of strategy implementation. The first bears close resemblance t o the traditional subject matter of business policy and/or strategic planning courses. It addresses strategic 'position' only, and essentially guides the CEO in charting his firm's destiny. Here, the CEO uses economic and competitive analyses to plan resource allocations in the achievement of explicit objectives. We call this the Commander Model, since it contains a strong normative bias toward centralized direction. The second approach deals explicitly with strategy implementation, and emphasizes how organizational structure, incentive compensation, control systems and so forth can be used to facilitate the execution of a strategy. Since it usually concerns the adoption of a new strategy, we call this approach the Change Model. The third approach concentrates on group decision-making at senior levels, and involves top management in the formulation process to secure commitment. Since it involves the consideration of multiple inputs to a group decision in which strategy emerges as a negotiated outcome, we call this approach the Collaborative Model.
A New Look at the Antecedents and Consequences of Organizational Commitment: A Conceptual Study
2014
Commitment is said to be one of the most widely researched topic in the area of Organizational Behavior. Various desirable consequences come to pass as results of commitment. Commitment has also been linked to performance but this has been found to be one of the most under-researched variables linked to it. Another variable that has not been researched vis –a- vis commitment is competence. This article addresses these gaps and has tried to relate both performance and competence to commitment. Specifically, this article has focused on continuance commitment. This article has been divided into various sections. The first section is a literature review on commitment. The second section discusses competency, what it means, and a resource based view of competencies has been discussed. Finally a link between competency and commitment and between commitment and performance has been established. Two propositions have been put forward to this end. The article concludes with a brief discussio...
Organizational Performance: Strategic Persistence Versus Strategic Change
Journal of Business Strategies
The relationship of strategy to organizational performance has been of great interest to strategic management scholars. However, the relative contribution to organizational performance of the content of strategic decisions as opposed to the implementation of strategic decisions is not agreed upon in the literature. If it is primarily what strategy you select that leads to higher performance, then strategic change is good. On the other hand, if it is primarily how well you implement any given strategy that leads to higher performance, then strategic persistence is good. This study considers the relative contribution of strategic change versus strategic persistence as they relate to organizational performance in the banking industry.