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Implementation :star: (Hickson - success factors (Two options (Prioritised…

- - - - making sure that the experience of managers is matched to the task
      - stressing the importance of gaining acceptance and buy-in from those involved in an implementation process
      - be able to assess, specify and resource an implementation programme far more surely than if they are facing something unfamiliar
    - - making sure the organisation is as ready as possible
      - appropriate structure
      - relies on the organisation being ready to accept the implementation
      - communicating its importance to all concerned
      - promotes learning by taking organisation in to new territory
      - success relies on the organisation being ready to accept the implementation
- - - - bounded rationality, or the political nature of organisational
      - ignores how strategy emerges and how it is implemented
      - neglects to consider unintended consequences
  - - - tend to reproduce the dominant strategy discourses through their decision making
      - Organisations can become trapped in a strategic inertia
- - - - Cognitive flexibility
        
        Being open to change mind
      - Integrative bargaining
        
        dealing with opposing interests cooperative and by which value for both parties is created’
        
        see their own interests aligned with those of the organisation and therefore, the authors claim, their commitment to and motivation increase
        
        finding common or complementary interests that benefit both parties
      - Trust essential
      - Participatative leadership
        
        induce cognitive flexibility
        
        stimulate integrative bargaining
    - - No empirical evidence, yet
      - assume senior and middle managers function as homogeneous units
      - More difficult but also more important in complex organisations
- - - - specific situations in all their messy detail
      - importance of specific environments
      - relevance of environmental factors
    - - the generic being valued over the specific
      - assumption that organisational forms converge as a result of the pressures from an increasingly homogenous global environment
      - best practice
  - - - launched new businesses to generate revenue streams outside of what he describes as ‘stagnating core businesses’
      - :explode: BRF
    - - Raisch argued that parallel structures concerned leveraging products into new markets
    - - 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
- - - - benefits
        
        esprit de corps
        
        exciting and beneficial
      - Issues
        
        coordination and control are extremely difficult
        
        cause–effect analysis is difficult
        
        learning suffers
        
        relax the performance criteria against which people are held accountable
    - - Benefits
        
        methodical and paced
        
        managers to celebrate success and reduce resistance to change
        
        clear cause–effect analysis
        
        incremental investments of time and money
      - Issues
        
        takes time
        
        keep people focused
        
        things change - Competitors’ actions or plans change, consumers become more price conscious,
      - logical incrementalism - Quinn