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Stimulating Strategically Aligned Behaviour Among Employees

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Author Info
Riel, C.B.M. van
Berens, G.A.J.M.
Dijkstra, M. (Erasmus Research Institute of Management (ERIM), RSM Erasmus University)
Abstract

In recent years it has become increasingly important for companies to ensure strategically aligned behaviour, i.e., employee actions that are consistent with the company’s strategy. This study provides insights into the way companies can stimulate such behaviour through motivating and informing their employees, and by providing them with the necessary capabilities. The results of surveys conducted in three organisations suggest that motivating, informing, and providing the necessary capabilities are essential conditions for strategically aligned behaviour to occur; however, this only holds when a company has not sufficiently engaged in one or more of these practices in the past. For example, in the case that employees have already been sufficiently informed about the company’s strategy, it would be of greater benefit to then reduce efforts to inform them and increase efforts to motivate and develop capabilities.

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Publisher Info
Paper provided by Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam. in its series Research Paper with number ERS-2007-029-ORG Revision_Date: 2009-07-29.

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Date of creation: 10 May 2007
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Handle: RePEc:dgr:eureri:300011305

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Related research
Keywords: Capability development; Employee behaviour; Information; Motivation; Strategic alignment;

This paper has been announced in the following NEP Reports:

References listed on IDEAS
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  1. Kochan, Thomas A., 1996. "What works at work : overview and assessment," Working papers 3886-96., Massachusetts Institute of Technology (MIT), Sloan School of Management. [Downloadable!]
  2. Frances Bowen & Kate Blackmon, 2003. "Spirals of Silence: The Dynamic Effects of Diversity on Organizational Voice," Journal of Management Studies, Blackwell Publishing, vol. 40(6), pages 1393-1417, 09. [Downloadable!] (restricted)
  3. James M. Bloodgood, 2003. "Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge," Journal of Management Studies, Blackwell Publishing, vol. 40(7), pages 1761-1782, November. [Downloadable!] (restricted)
  4. Cliff Bowman, 1997. "Perceptions of Strategic Priorities, Consensus and Firm Performance," Journal of Management Studies, Blackwell Publishing, vol. 34(2), pages 241-258, 03. [Downloadable!] (restricted)
  5. Jarvis, Cheryl Burke & MacKenzie, Scott B & Podsakoff, Philip M, 2003. " A Critical Review of Construct Indicators and Measurement Model Misspecification in Marketing and Consumer Research," Journal of Consumer Research: An Interdisciplinary Quarterly, University of Chicago Press, vol. 30(2), pages 199-218, September.
  6. Noble, Charles H., 1999. "The Eclectic Roots of Strategy Implementation Research," Journal of Business Research, Elsevier, vol. 45(2), pages 119-134, June. [Downloadable!] (restricted)
  7. Jeffery S. McMullen & Dean A. Shepherd, 2006. "Encouraging Consensus-Challenging Research in Universities," Journal of Management Studies, Blackwell Publishing, vol. 43(8), pages 1643-1669, December. [Downloadable!] (restricted)
  8. Tenenhaus, Michel & Vinzi, Vincenzo Esposito & Chatelin, Yves-Marie & Lauro, Carlo, 2005. "PLS path modeling," Computational Statistics & Data Analysis, Elsevier, vol. 48(1), pages 159-205, January. [Downloadable!] (restricted)
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