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Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions

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  • David J. Hickson
  • Susan J. Miller
  • David C. Wilson

Abstract

ABSTRACT This paper presents findings from a study of 55 cases of decision implementation. The research identifies a number of features that characterize the way implementation is managed which appear to enhance the chance of success. Analysis reveals patterns in the data indicating that these features fall into two groupings, giving rise to two distinct approaches to implementation management. These are termed the Experience‐based approach and the Readiness‐based approach from the initial conditions which give rise to each. Although following either approach may enhance decision performance, the greatest success is associated with a dual approach. Implementations that follow neither are generally less successful. A theory of implementation management is postulated, comprising a Planned Option and a Prioritized Option.

Suggested Citation

  • David J. Hickson & Susan J. Miller & David C. Wilson, 2003. "Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions," Journal of Management Studies, Wiley Blackwell, vol. 40(7), pages 1803-1836, November.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:7:p:1803-1836
    DOI: 10.1111/1467-6486.00401
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    Cited by:

    1. Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2012. "Strategic Management and Public Service Performance," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-34943-8, December.
    2. Vargo, Stephen L. & Lusch, Robert F., 2017. "Service-dominant logic 2025," International Journal of Research in Marketing, Elsevier, vol. 34(1), pages 46-67.
    3. Lampaki, Antonia & Papadakis, Vassilis, 2018. "The impact of organisational politics and trust in the top management team on strategic decision implementation success: A middle-manager's perspective," European Management Journal, Elsevier, vol. 36(5), pages 627-637.
    4. Felipe Muñoz Medina & Sergio López Bohle & Sebastian M. Ugarte & Maria José Chambel & Erika Wall, 2022. "Employees Perceptions of Job Insecurity and Performance: A Qualitative Approach," IJERPH, MDPI, vol. 19(24), pages 1-14, December.
    5. Goodall, Amanda H., 2009. "Highly cited leaders and the performance of research universities," Research Policy, Elsevier, vol. 38(7), pages 1079-1092, September.
    6. David C. Wilson & Layla Branicki & Bridgette Sullivan‐Taylor & Alexander D. Wilson, 2010. "Extreme events, organizations and the politics of strategic decision making," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 23(5), pages 699-721, June.
    7. Holopainen, Jani & Mattila, Osmo & Pöyry, Essi & Parvinen, Petri, 2020. "Applying design science research methodology in the development of virtual reality forest management services," Forest Policy and Economics, Elsevier, vol. 116(C).
    8. Sal Mistry & Bradley L. Kirkman & Michael A. Hitt & Murray R. Barrick, 2023. "Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance," Journal of Management Studies, Wiley Blackwell, vol. 60(2), pages 400-427, March.
    9. Chimhanzi, Jacqueline & Morgan, Robert E., 2005. "Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms," Journal of Business Research, Elsevier, vol. 58(6), pages 787-796, June.
    10. Rhys Andrews & Malcolm J. Beynon & Elif Genc, 2017. "Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity," Administrative Sciences, MDPI, vol. 7(1), pages 1-19, February.
    11. Christoph Keding, 2021. "Understanding the interplay of artificial intelligence and strategic management: four decades of research in review," Management Review Quarterly, Springer, vol. 71(1), pages 91-134, February.
    12. Michal Pohludka & Hana Stverkova & Beata Ślusarczyk, 2018. "Implementation and Unification of the ERP System in a Global Company as a Strategic Decision for Sustainable Entrepreneurship," Sustainability, MDPI, vol. 10(8), pages 1-16, August.
    13. Sven Kunisch & Julian Birkinshaw & Michael Boppel & Kira Choi, 2023. "Why do firms launch corporate change programs?," Post-Print hal-04325790, HAL.
    14. Amanda H. Goodall, 2010. "Why Socrates Should Be In The Boardroom In Research Universities," University of California at Berkeley, Center for Studies in Higher Education qt6230c4jd, Center for Studies in Higher Education, UC Berkeley.
    15. Michal Pohludka & Hana Štverková, 2019. "The Best Practice of CRM Implementation for Small- and Medium-Sized Enterprises," Administrative Sciences, MDPI, vol. 9(1), pages 1-17, March.
    16. Olaf N. Rank & Garry L. Robins & Philippa E. Pattison, 2010. "Structural Logic of Intraorganizational Networks," Organization Science, INFORMS, vol. 21(3), pages 745-764, June.
    17. Bienmali Kombate & Muganga Emmanuel & Kouadio Konan Richard, 2021. "The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance," Journal of Public Administration and Governance, Macrothink Institute, vol. 11(1), pages 125-125, December.
    18. Mariano L. M. Heyden & Sebastian P. L. Fourné & Bastiaan A. S. Koene & Renate Werkman & Shahzad (Shaz) Ansari, 2017. "Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support," Journal of Management Studies, Wiley Blackwell, vol. 54(7), pages 961-985, November.
    19. Merendino, Alessandro & Dibb, Sally & Meadows, Maureen & Quinn, Lee & Wilson, David & Simkin, Lyndon & Canhoto, Ana, 2018. "Big data, big decisions: The impact of big data on board level decision-making," Journal of Business Research, Elsevier, vol. 93(C), pages 67-78.

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