Modelling drivers of adapt for effective strategy execution

Modelling drivers of adapt for effective strategy execution Purpose– The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution. Design/methodology/approach– Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings– The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution. Research limitations/implications– In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts. Practical implications– There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution. Originality/value– Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Modelling drivers of adapt for effective strategy execution

The Learning Organization, Volume 21 (6): 23 – Sep 2, 2014

Loading next page...
 
/lp/emerald-publishing/modelling-drivers-of-adapt-for-effective-strategy-execution-FT20xkn4en
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0969-6474
DOI
10.1108/TLO-08-2013-0038
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution. Design/methodology/approach– Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings– The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution. Research limitations/implications– In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts. Practical implications– There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution. Originality/value– Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.

Journal

The Learning OrganizationEmerald Publishing

Published: Sep 2, 2014

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off