The Strategy Implementation Process as Perceived by Different Hierarchical Levels : the Experience of Large Croatian Enterprises

• Autorzy: Valentina Ivančić , Lara Jelenc , Ivan Mencer
• Języki publikacji: EN

Abstrakty

EN

Purpose: Although the implementation process involves employees from different hierarchical levels, previous research on the implementation topic focused mostly on a top management perspective, omitting the perspective of lower hierarchical levels. We believe that employees from different hierarchical levels perceive differently the way the implementation process is carried out because of many intrinsic and extrinsic factors. Considering the primary role of lower hierarchical levels during the implementation process, we decided to include lower levels of management and operatives in our research. Methodology: We investigate the way employees from different hierarchical levels perceive the implementation process. The implementation process in our research was evaluated using four implementation factors: 1) People, 2) Resources allocation, 3) Communication, 4) Operational planning & control. We sent the questionnaire to all large Croatian enterprises (396) and gathered 208 questionnaires from 78 enterprises. Findings: The research findings confirm that the evaluation of key implementation factors differs significantly between hierarchical levels in two of the four identified factors: 1) Communication and 2) Operational planning & control. Frontline managers and operatives mostly consider the instructions for implementing the strategy too vague and unclear, their suggestions not taken into account, the communication generally too slow, what creates confusion and reduces the efficiency in coordinating operational tasks and introducing potential changes. Implications for theory and practice: Although we proved the statistically different perception about two out of four implementation factors, we contributed in a way to point out that this stream of research, with multiple factors and multiple respondents from different hierarchical levels, should be taken into consideration in future research about strategy implementation. Top managers should include feedback from lower hierarchical levels in order to grasp the pitfalls of strategy implementation. This study highlights the operational problems that might occur such as vague or slow communication, budget discrepancy, inadequate definition of timeline for activities and its dynamics, and ways to measure performance during strategy implementation. We believe that the research results are beneficial for academics and consultants when creating teaching and training programs for future managers about strategy implementation. Originality and value: Based on the analysis of the literature review and the research findings, we develop a new implementation model with questionnaire to analyze the way employee from different hierarchical levels perceive the implementation process. (original abstract)

Cel: Mimo, że proces wdrożenia angażuje pracowników z różnych szczebli hierarchicznych, wcześniejsze badania dotyczące tematu wdrożenia koncentrowały się głównie na perspektywie najwyższego kierownictwa, pomijając perspektywę niższych szczebli hierarchicznych. Uważamy, że z powodu wielu wewnętrznych i zewnętrznych wpływów pracownicy na różnych poziomach hierarchii inaczej postrzegają sposób realizacji procesu wdrożeniowego. Biorąc pod uwagę podstawową rolę niższych szczebli hierarchicznych w procesie wdrażania, zdecydowaliśmy się włączyć do naszych badań niższe szczeble kierownictwa i pracowników. Metodyka: Proces wdrożenia w naszym badaniu został oceniony na podstawie czterech czynników: 1) Ludzie, 2) Alokacja zasobów, 3) Komunikacja, 4) Planowanie operacyjne i kontrola. Wysłaliśmy kwestionariusz do wszystkich dużych chorwackich przedsiębiorstw (396) i zebraliśmy 208 kwestionariuszy z 78 przedsiębiorstw. Wyniki: Wyniki badań potwierdzają, że ocena kluczowych czynników wdrażania różni się znacząco między poziomami hierarchii w dwóch z czterech zidentyfikowanych czynników: 1) Komunikacja oraz 2) Planowanie operacyjne i kontrola. Menedżerowie i operatorzy pierwszej linii najczęściej uważają instrukcje wdrożenia strategii za zbyt niejasne, ich sugestie nie są brane pod uwagę, komunikacja generalnie jest za wolna, co powoduje zamieszanie i zmniejsza efektywność w koordynowaniu zadań operacyjnych i wprowadzaniu potencjalnych zmian. Implikacje dla teorii i praktyki: Chociaż udowodniliśmy statystycznie różne postrzeganie dwóch z czterech czynników procesu wdrożenia, przyczyniliśmy się do wskazania, że ten strumień badań, z wieloma czynnikami i wieloma respondentami z różnych poziomów hierarchicznych, powinien być wzięty pod uwagę. Najwyżsi menedżerowie powinni uwzględnić informacje zwrotne od menedżerów z niższych szczebli hierarchicznych, aby uchwycić pułapki związane z wdrażaniem strategii. Badanie to zwraca uwagę na problemy operacyjne, które mogą wystąpić, takie jak niejasna lub powolna komunikacja, rozbieżności budżetowe, nieodpowiednie określenie harmonogramu działań i ich dynamiki oraz sposoby mierzenia wyników podczas wdrażania strategii. Wierzymy, że wyniki badań są korzystne dla naukowców i konsultantów przy tworzeniu programów dydaktycznych i szkoleniowych dla przyszłych menedżerów z zakresu wdrażania strategii. Oryginalność i wartość: Na podstawie analizy przeglądu literatury i wyników badań opracowujemy nowy model wdrożenia wraz z kwestionariuszem do analizy sposobu, w jaki pracownicy na różnych poziomach hierarchii postrzegają proces wdrożenia. (abstrakt oryginalny)

Słowa kluczowe

EN

Strategic management; Strategic plan; Implementation; Employee conducts

PL

Zarządzanie strategiczne; Plan strategiczny; Implementacja; Postawy pracowników

• Czasopismo: Journal of Entrepreneurship, Management and Innovation (JEMI)
• Rocznik: 2021
• Tom: 17
• Numer: nr 2 The Evolution of Strategic Management : Challenges in Theory and Business Practice
• Strony: 99--124

Twórcy

autor

Valentina Ivančić

autor

Lara Jelenc

• University of Rijeka, Croatia

autor

Ivan Mencer

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Identyfikatory

DOI

https://doi.org/10.7341/20211724