Jose F. López-Torres, J. Y. Sánchez-García, Juan E. Núñez-Ríos, Carlos López-Hernández
{"title":"在中小型组织中优先考虑有效战略实施的因素","authors":"Jose F. López-Torres, J. Y. Sánchez-García, Juan E. Núñez-Ríos, Carlos López-Hernández","doi":"10.1108/ebr-11-2022-0230","DOIUrl":null,"url":null,"abstract":"\nPurpose\nOrganizations depend on multiple factors to maintain competitiveness and continuously adapt to the environment. Managers must know how to implement strategies while motivating the commitment of those involved. This study aims to present a model for prioritizing factors to promote effective strategy implementation in small- and medium-sized companies.\n\n\nDesign/methodology/approach\nThe authors adopted a systemic approach to articulate two instruments: social network analysis to identify the components that could affect strategy implementation, designing a conceptual model with this information, and analytical hierarchy process to validate the resulting construct.\n\n\nFindings\nThe factors for effectively implementing strategies relate to the need for reinforcement, commitment, organizational culture, managerial skills, clear communication and involvement to reduce inconsistencies between the expected and current organizational state without neglecting coordination and management mechanisms.\n\n\nResearch limitations/implications\nThis work is limited to organizational matters. This study was conducted in collaboration with medium-sized Mexican companies with the participation of 94 managers with 10 years of experience. Although the results are mathematically rigorous, increasing the number of participants could enhance the approach to the problem.\n\n\nPractical implications\nThis study could encourage academics and practitioners to target resources more accurately and improve organizational relationships to bridge the gap between strategic planning and practical implementation.\n\n\nOriginality/value\nThis study contrasts with previous research in proposing a systemic perspective that integrates participants’ experiences, developing a construct to determine and prioritize the factors to be addressed in strategy implementation. Therefore, this work invites the adoption of the proposed method as a complementary path to enrich academic and professional exchange.\n","PeriodicalId":47867,"journal":{"name":"European Business Review","volume":null,"pages":null},"PeriodicalIF":4.0000,"publicationDate":"2023-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Prioritizing factors for effective strategy implementation in small and medium-size organizations\",\"authors\":\"Jose F. López-Torres, J. Y. Sánchez-García, Juan E. Núñez-Ríos, Carlos López-Hernández\",\"doi\":\"10.1108/ebr-11-2022-0230\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nPurpose\\nOrganizations depend on multiple factors to maintain competitiveness and continuously adapt to the environment. Managers must know how to implement strategies while motivating the commitment of those involved. This study aims to present a model for prioritizing factors to promote effective strategy implementation in small- and medium-sized companies.\\n\\n\\nDesign/methodology/approach\\nThe authors adopted a systemic approach to articulate two instruments: social network analysis to identify the components that could affect strategy implementation, designing a conceptual model with this information, and analytical hierarchy process to validate the resulting construct.\\n\\n\\nFindings\\nThe factors for effectively implementing strategies relate to the need for reinforcement, commitment, organizational culture, managerial skills, clear communication and involvement to reduce inconsistencies between the expected and current organizational state without neglecting coordination and management mechanisms.\\n\\n\\nResearch limitations/implications\\nThis work is limited to organizational matters. This study was conducted in collaboration with medium-sized Mexican companies with the participation of 94 managers with 10 years of experience. Although the results are mathematically rigorous, increasing the number of participants could enhance the approach to the problem.\\n\\n\\nPractical implications\\nThis study could encourage academics and practitioners to target resources more accurately and improve organizational relationships to bridge the gap between strategic planning and practical implementation.\\n\\n\\nOriginality/value\\nThis study contrasts with previous research in proposing a systemic perspective that integrates participants’ experiences, developing a construct to determine and prioritize the factors to be addressed in strategy implementation. Therefore, this work invites the adoption of the proposed method as a complementary path to enrich academic and professional exchange.\\n\",\"PeriodicalId\":47867,\"journal\":{\"name\":\"European Business Review\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":4.0000,\"publicationDate\":\"2023-05-26\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"European Business Review\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/ebr-11-2022-0230\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"European Business Review","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/ebr-11-2022-0230","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
Prioritizing factors for effective strategy implementation in small and medium-size organizations
Purpose
Organizations depend on multiple factors to maintain competitiveness and continuously adapt to the environment. Managers must know how to implement strategies while motivating the commitment of those involved. This study aims to present a model for prioritizing factors to promote effective strategy implementation in small- and medium-sized companies.
Design/methodology/approach
The authors adopted a systemic approach to articulate two instruments: social network analysis to identify the components that could affect strategy implementation, designing a conceptual model with this information, and analytical hierarchy process to validate the resulting construct.
Findings
The factors for effectively implementing strategies relate to the need for reinforcement, commitment, organizational culture, managerial skills, clear communication and involvement to reduce inconsistencies between the expected and current organizational state without neglecting coordination and management mechanisms.
Research limitations/implications
This work is limited to organizational matters. This study was conducted in collaboration with medium-sized Mexican companies with the participation of 94 managers with 10 years of experience. Although the results are mathematically rigorous, increasing the number of participants could enhance the approach to the problem.
Practical implications
This study could encourage academics and practitioners to target resources more accurately and improve organizational relationships to bridge the gap between strategic planning and practical implementation.
Originality/value
This study contrasts with previous research in proposing a systemic perspective that integrates participants’ experiences, developing a construct to determine and prioritize the factors to be addressed in strategy implementation. Therefore, this work invites the adoption of the proposed method as a complementary path to enrich academic and professional exchange.
期刊介绍:
Articles should cover the key business disciplines - management, leadership, marketing, logistics, strategy, quality management, entrepreneurship, business ethics, international business, operations management, manufacturing, accounting and finance - specifically relating to experiences and reflections of interest to business and academia worldwide.