haku: @author Floyd, S.W. / yhteensä: 5
viite: 3 / 5
| Tekijä: | Collier, N. Fishwick, F. Floyd, S.W. |
| Otsikko: | Managerial involvement and perceptions of strategy process |
| Lehti: | Long Range Planning
2004 : FEB, VOL. 37:1, p. 67-83 |
| Asiasana: | Management Managers Strategy |
| Kieli: | eng |
| Tiivistelmä: | Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy (hereafter as: str.) This study aims is to investigate the relative importance of these effects. In a survey of over 6.000 managers, it is found that their reported levels of involvement are positively associated with perceptions of str. development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining str. It is argued that these associations btw. involvement and desirable features of str. process are important because perceptions are the basis of managerial behaviour. Thus, managers more involved in strategy not only see the process in a more favourable light but also act in ways making the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the str. process. |
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