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Stimulating Strategically Aligned Behaviour Among Employees

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  • van Riel, C.B.M.
  • Berens, G.A.J.M.
  • Dijkstra, M.
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    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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    File URL: http://repub.eur.nl/pub/10067/ERS-2007-029-ORG.pdf
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    Bibliographic 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 ERIM Report Series Research in Management with number ERS-2007-029-ORG.

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    Date of creation: 10 May 2007
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    Handle: RePEc:ems:eureri:10067

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    Postal: RSM Erasmus University & Erasmus School of Economics, PoBox 1738, 3000 DR Rotterdam
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    Web page: http://www.erim.eur.nl/
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    Related research

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

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    1. Frances Bowen & Kate Blackmon, 2003. "Spirals of Silence: The Dynamic Effects of Diversity on Organizational Voice," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1393-1417, 09.
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    6. Kochan, Thomas A., 1996. "What works at work : overview and assessment," Working papers 3886-96., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    7. Noble, Charles H., 1999. "The Eclectic Roots of Strategy Implementation Research," Journal of Business Research, Elsevier, vol. 45(2), pages 119-134, June.
    8. Cliff Bowman, 1997. "Perceptions of Strategic Priorities, Consensus and Firm Performance," Journal of Management Studies, Wiley Blackwell, vol. 34(2), pages 241-258, 03.
    9. Jeffery S. McMullen & Dean A. Shepherd, 2006. "Encouraging Consensus-Challenging Research in Universities," Journal of Management Studies, Wiley Blackwell, vol. 43(8), pages 1643-1669, December.
    10. Fisher, Robert J, 1993. " Social Desirability Bias and the Validity of Indirect Questioning," Journal of Consumer Research, University of Chicago Press, vol. 20(2), pages 303-15, September.
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