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Selecting tactics to implement strategic plans

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  • Paul C. Nutt

Abstract

Strategic managers have been found to use sophisticated tactics to implement strategic plans, but seem to limit their effectiveness by applying them indiscriminately. A contingency framework that uses situational constraints, such as the manager's freedom to act and need for consultation, is developed to select among tactics preferred by practitioners. The framework was tested using 50 episodes of strategic planning. There was a 94 percent success rate when the implementation tactic recommended by the framework was used, and a 29 percent success rate when another (non‐recommended) tactic was applied, suggesting that following the framework's prescriptions may improve the success rate for strategic plan implementation. The implications this research for practicing managers are discussed.

Suggested Citation

  • Paul C. Nutt, 1989. "Selecting tactics to implement strategic plans," Strategic Management Journal, Wiley Blackwell, vol. 10(2), pages 145-161, March.
    • Handle: RePEc:bla:stratm:v:10:y:1989:i:2:p:145-161
    DOI: 10.1002/smj.4250100205
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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. 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.
    4. Konstantin Flassak & Julia Haag & Christian Hofmann & Christopher Lechner & Nina Schwaiger & Rafael Zacherl, 2023. "Working from home and management controls," Journal of Business Economics, Springer, vol. 93(1), pages 193-228, January.
    5. 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.
    6. Matt Andrews & Tim McNaught & Salimah Samji, 2018. "Opening Adaptation Windows onto Public Financial Management Reform Gaps in Mozambique," CID Working Papers 341, Center for International Development at Harvard University.
    7. Kiehne Jan & Ceausu Ioana & Arp Ann-Katrin & Schüler Timm, 2017. "Middle management’s role in strategy implementation projects: a behavioral analysis," Proceedings of the International Conference on Business Excellence, Sciendo, vol. 11(1), pages 539-549, July.
    8. Fatima, Samar & Desouza, Kevin C. & Dawson, Gregory S., 2020. "National strategic artificial intelligence plans: A multi-dimensional analysis," Economic Analysis and Policy, Elsevier, vol. 67(C), pages 178-194.
    9. Nutt, P. C., 1995. "Implementation style and use of implementation approaches," Omega, Elsevier, vol. 23(5), pages 469-484, October.
    10. Katsuhiko Shimizu, 2008. "New Strategy Implementation and Learning: Importance of Consensus," Working Papers 0034, College of Business, University of Texas at San Antonio.
    11. Andrews, Matthew & McNaught, Tim & Samji, Salimah, 2018. "Opening Adaptation Windows onto Public Financial Management Reform Gaps in Mozambique," Working Paper Series rwp18-017, Harvard University, John F. Kennedy School of Government.

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