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Identifying and appraising how managers install strategy

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  • Paul C. Nutt

Abstract

Cases were profiled to identify tactics used by strategic managers to implement strategy and to determine which tactic was the most effective in promoting adoption. Analysis revealed that four archetype tactics were used almost exclusively. An ‘interventionist’ approach had the best results but was used in only one case in five. ‘Persuasion’ and ‘participation’ were next most effective tactics, and ‘edicts’ the least effective. The implications of these findings for strategic management practice and the needs for further research are discussed.

Suggested Citation

  • Paul C. Nutt, 1987. "Identifying and appraising how managers install strategy," Strategic Management Journal, Wiley Blackwell, vol. 8(1), pages 1-14, January.
    • Handle: RePEc:bla:stratm:v:8:y:1987:i:1:p:1-14
    DOI: 10.1002/smj.4250080102
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    Cited by:

    1. 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.
    2. Waggoner, Daniel B. & Neely, Andy D. & P. Kennerley, Mike, 1999. "The forces that shape organisational performance measurement systems: An interdisciplinary review," International Journal of Production Economics, Elsevier, vol. 60(1), pages 53-60, April.
    3. Jarratt, Denise & Fayed, Ramzi, 2001. "The impact of market and organisational challenges on marketing strategy decision-making: a qualitative investigation of the business-to-business sector," Journal of Business Research, Elsevier, vol. 51(1), pages 61-72, January.
    4. Claudia Peus & Dieter Frey & Marit Gerkhardt & Peter Fischer & Eva Traut-Mattausch, 2009. "Leading and Managing Organizational Change Initiatives," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 20(2), pages 158-175.
    5. Virpi Sorsa & Eero Vaara, 2020. "How Can Pluralistic Organizations Proceed with Strategic Change? A Processual Account of Rhetorical Contestation, Convergence, and Partial Agreement in a Nordic City Organization," Organization Science, INFORMS, vol. 31(4), pages 839-864, July.
    6. Parsa, H. G., 1999. "Interaction of Strategy Implementation and Power Perceptions in Franchise Systems: An Empirical Investigation," Journal of Business Research, Elsevier, vol. 45(2), pages 173-185, June.
    7. 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.
    8. Keupp, Marcus M. & Gassmann, Oliver, 2009. "International innovation and strategic initiatives: A research agenda," Research in International Business and Finance, Elsevier, vol. 23(2), pages 193-205, June.
    9. Rapert, Molly Inhofe & Velliquette, Anne & Garretson, Judith A., 2002. "The strategic implementation process: evoking strategic consensus through communication," Journal of Business Research, Elsevier, vol. 55(4), pages 301-310, April.
    10. P. P. M. A. R. Heugens & N. A. Dentchev, 2007. "Taming Trojan Horses: Identifying And Mitigating Corporate Social Responsibility Risks," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 07/434, Ghent University, Faculty of Economics and Business Administration.
    11. Cees B. M. Van Riel & Guido Berens & Majorie Dijkstra, 2009. "Stimulating Strategically Aligned Behaviour Among Employees," Journal of Management Studies, Wiley Blackwell, vol. 46(7), pages 1197-1226, November.
    12. Thomas Schaefer & Thomas Guenther, 2016. "Exploring strategic planning outcomes: the influential role of top versus middle management participation," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 205-249, May.
    13. Elena Feltrinelli & Roberto Gabriele & Sandro Trento, 2013. "Do middle managers matter?," DEM Discussion Papers 2013/11, Department of Economics and Management.
    14. Elena Feltrinelli & Roberto Gabriele & Sandro Trento, 2017. "The Impact of Middle Manager Training on Productivity: A Test on Italian Companies," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 56(2), pages 293-318, April.
    15. Saku Mantere & Eero Vaara, 2008. "On the Problem of Participation in Strategy: A Critical Discursive Perspective," Organization Science, INFORMS, vol. 19(2), pages 341-358, April.
    16. Kelly Cristiny Chinelato Sacramento & Adalberto Americo Fischmann, 2019. "Cognitive and Structural Factors: What Makes Strategy Implementation so Hard?," 2019 Papers psa1759, Job Market Papers.
    17. Pol Herrmann & Sucheta Nadkarni, 2014. "Managing strategic change: The duality of CEO personality," Strategic Management Journal, Wiley Blackwell, vol. 35(9), pages 1318-1342, September.
    18. Covin, Jeffrey G. & Slevin, Dennis P. & Schultz, Randall L., 1997. "Top Management Decision Sharing and Adherence to Plans," Journal of Business Research, Elsevier, vol. 40(1), pages 21-36, September.
    19. Nagasimha Balakrishna Kanagal, 2016. "Issues in Marketing Strategy Implementation," International Business Research, Canadian Center of Science and Education, vol. 9(11), pages 16-28, November.
    20. Eero Vaara & Juha-Antti Lamberg, 2016. "Taking historical embeddedness seriously : Three historical approaches to advance strategy process and practice research," Post-Print hal-02276732, HAL.
    21. 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.
    22. Pursey Heugens & Nikolay Dentchev, 2007. "Taming Trojan Horses: Identifying and Mitigating Corporate Social Responsibility Risks," Journal of Business Ethics, Springer, vol. 75(2), pages 151-170, October.
    23. Judge, William Q. & Stahl, Michael J., 1995. "Middle-manager effort in strategy implementation: A multinational perspective," International Business Review, Elsevier, vol. 4(1), pages 91-111, March.

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