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A Study Of Organizational ‘Framework’ And ‘Process’ Modalities For The Implementation Of Business‐Level Strategic Decisions

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  • James E. Skivington
  • Richard L. Daft

Abstract

Organization framework and process are proposed as two modalities for implementing intended business‐level strategic decisions. A model is developed in which the components of these two modalities are defined and related to the implementation of low cost and differentiation strategic decisions. The implementation of 57 decisions in integrated circuits, petroleum, and health care firms are used to test the research hypotheses. The findings suggest that implementation in these firms utilized both framework and process structural elements, but that a different implementation gestalt characterized each type of strategic decision. Implications for strategy implementation are discussed.

Suggested Citation

  • James E. Skivington & Richard L. Daft, 1991. "A Study Of Organizational ‘Framework’ And ‘Process’ Modalities For The Implementation Of Business‐Level Strategic Decisions," Journal of Management Studies, Wiley Blackwell, vol. 28(1), pages 45-68, January.
    • Handle: RePEc:bla:jomstd:v:28:y:1991:i:1:p:45-68
    DOI: 10.1111/j.1467-6486.1991.tb00270.x
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    Cited by:

    1. Muhammad Haseeb & Hafezali Iqbal Hussain & Beata Ślusarczyk & Kittisak Jermsittiparsert, 2019. "Industry 4.0: A Solution towards Technology Challenges of Sustainable Business Performance," Social Sciences, MDPI, vol. 8(5), pages 1-24, May.
    2. Mohammed Khalifa Abdelsalam & Ibrahim Mohammed Massoud Egdair & Halima Begum & Diara Md. Jadi & Hussein-Elhakim Al Issa & Omar Saad Saleh Abrika & A. S. A. Ferdous Alam, 2021. "The Key Organizational Factors in Healthcare Waste Management Practices of Libyan Public Hospitals," Sustainability, MDPI, vol. 13(22), pages 1-19, November.

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