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1.1 Crittenden, V. L., & Crittenden, W. F. (2008). Building a capable…
1.1 Crittenden, V. L., & Crittenden, W. F. (2008). Building a capable organization; The eight levers of strategy implementation. Business Horizons
Victoria L. Crittenden a,*, William F. Crittenden
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- Unclear strategy and conflicting priorities,
- An ineffective senior management team,
- Poor vertical communication,
- Poor coordination across functions, businesses,
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- Inadequate down-the-line leadership skills and
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- Consumer companies–—69 stories (9 internationally-
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- Business-to-business companies–—15 stories (5
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- Service companies–—33 stories (3 internationallybased)
- Nonprofit companies–—7 stories (2 internationally-
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Bonoma and Crittenden (1988) suggest that implementation is comprised of two main variables, structures and managerial skills. Structures provide the framework or configuration in which companies operate effectively. Managerial skills are the behavioral activities that managers engage in within the structures developed by the organization.
- Actions–—who, what, and when of cross-functional
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- Programs–—instilling organizational learning and
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- Systems–—installing strategic support systems;
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- Policies–—establishing strategy supportive policies
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- Allocating–—understanding when and where to
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- Monitoring–—tying rewards to achievement; and
- Organizing–—the strategic shaping of corporate
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Three levels of strategy form a hierarchy of strategy within a company:corporate strategy, business strategy, and functional strategy.
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Florida and Goodnight (2005) suggest that a company’s most important asset is not its raw materials, transportation systems, or political influence. Rather, these authors claim that a company’s most important asset is its creative capital–—that is, the creative thinkers in the firm.
Ross and Weill (2002) suggest that companies that manage their information technology investments successfully will generate 40% higher returns than their competitors. Essentially, the strategic support system provides timely access to both qualitative and quantitative data about customers, human resources, revenues and costs, and inventory/order fulfillment.
Mapping the cross-functional decision process into a decision-support system enabled managers to quantify subjective interactions and include situational aspects of marketing and productioninteractions into a more easily understood framework