Imp
Obstacles to implementation
people involved in making implementation happen
strategy/structure
managing strategic change
lack of definition
low status accorded to implementation
poor or vague strategy in the first place
trying to work against existing power structures
the failure of strategy formulators to play a role in implementation
assumption of strategy being domain of senior management
strategy consultants
Raisch
Structural seperation
parallel structures
temporal seperation
Recentralisation happened when organisations experienced declining profits during market downturns
Decentralisation was felt to be structurally appropriate when organisations believed they lagged behind their competitors in markets that were experiencing an upswing in demand
launched new businesses to generate revenue streams outside of what he describes as ‘stagnating core businesses’
Raisch argued that parallel structures concerned leveraging products into new markets
Segal-Horn and Faulkner
Low context
High context
view emerges that organisational forms increasingly resemble each other NESTLE
internal and external causes
The planned perspective (classical)
The incremental perspective
The punctuated equilibrium model of change
analytical and planned approaches to change can be useful as frameworks for thinking about change and its potential consequences, but planning alone will not address in-depth problems underpinning the process of change
Fundamental shifts in strategic direction that require drastic
readjustments in organisation and strategy are relatively rare.
series of decisions, compromises and adjustments subject
to both managerial, political and cultural influences
tend to reproduce the dominant strategy discourses through their decision making
convergent change over extended periods of relative stability
revolutionary change
changes to the competitive environment occur less frequently.
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Scale and scope of change
Balogun and Hope Hailey (2008) offer a matrix
Hrebiniak
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poor information sharing (both generally, and specifically to managers
about things going wrong)
unforeseen problems, and the fact that implementation tends to take longer and be more labour-intensive than expected
lack of management training in implementation
lack of clarity about changed responsibilities or roles
failure to link strategy to the practicalities of implementation
middle managers can impact on strategy
Void filling
Issue selling
Adapting strategy to make it workable
Contextualising
Managing emotion.
Ignoring strategy
Participating.
middle managers preventing merger
The strategic intent gave unclear prescriptions for implementation and contained inherent contradictions in the roles of the four middle management groups.
Senior managers were largely absent during the implementation process which contributed to middle managers forming distorted interpretations of the motives and reasoning behind the merger.