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Stimulating Strategically Aligned Behaviour Among Employees

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Author Info
Cees B. M. van Riel
Guido Berens
Majorie Dijkstra
Abstract

Strategically aligned behaviour (SAB), i.e. employee action that is consistent with the company's strategy, is of vital importance to companies. This study provides insights into the way managers could promote such behaviour among employees (who can be managers as well) by stimulating employee motivation, by informing employees, and by stimulating the development of their capabilities. The results of surveys conducted in three organizations suggest that, first, perceived efforts by management aimed at motivating and informing employees (both managers and non-managers), and at developing their capabilities, each are related to SAB. Second, among the perceived efforts to stimulate motivation among employees, providing a rationale for the strategy and an open communication climate have a stronger relationship with SAB than participation in decision making and supportiveness. Third, the perceptions of the different types of managerial effort are related to each other. For this reason, the efforts have direct as well as indirect relationships to SAB. Fourth, each of the perceived efforts seems to be complementary to the others, in the sense that the relationship of one type of effort to SAB is stronger when other types of effort are perceived to be higher. Copyright (c) Blackwell Publishing Ltd 2009.

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File URL: http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2009.00837.x
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Publisher Info
Article provided by Blackwell Publishing in its journal Journal of Management Studies.

Volume (Year): 46 (2009)
Issue (Month): 7 (November)
Pages: 1197-1226
Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
Handle: RePEc:bla:jomstd:v:46:y:2009:i:7:p:1197-1226

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This page was last updated on 2009-12-19.

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