Exploring the consequences of differentiated perceptions across hierarchical levels of “what matters” strategically for an organization’s future

    Research output: Contribution to conferencePaper

    Abstract

    Does where we are in a corporate organizational structure influence what we think is important strategically? This paper addresses this question by examining detailed qualitative data of ‘strategic’ perceptions from multiple hierarchical levels within an organisational unit – a site within a division of a multi-national engineering services provider. The findings suggest that daily experiences and role identity effects associated with hierarchical position actively shape practitioner perceptions as to what activity is important to and influential on the organization’s future. The findings also suggest that strategic management behaviour which ignores differentiated views may harm the organization’s capacity to follow through on strategic initiatives by stoking organizational inertia, producing unnecessarily incomplete strategic plans and decreasing the likelihood of proactive issue-selling from lower hierarchical levels. In a more localized setting, once notions of what constitutes the ‘centre’ and the ‘periphery’ are revised to reflect distance to the locus of strategic power within the boundaries of the case study organizational unit, the findings of this paper also replicate and extend Regner’s (2003) propositions about the importance of balancing inductive and deductive modes of strategizing.
    LanguageEnglish
    Publication statusPublished - 7 Jun 2012
    EventEURAM Annual Conference - Rotterdam, Netherlands
    Duration: 6 Jun 20128 Jun 2012

    Conference

    ConferenceEURAM Annual Conference
    CountryNetherlands
    CityRotterdam
    Period6/06/128/06/12

    Fingerprint

    Strategic plan
    Issue selling
    Strategic management
    Multinationals
    Strategizing
    Qualitative data
    Organizational studies
    Service provider
    Strategic initiatives
    Organizational inertia
    Organizational structure

    Keywords

    • organizational structure
    • management hierarchy
    • strategy

    Cite this

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    title = "Exploring the consequences of differentiated perceptions across hierarchical levels of “what matters” strategically for an organization’s future",
    abstract = "Does where we are in a corporate organizational structure influence what we think is important strategically? This paper addresses this question by examining detailed qualitative data of ‘strategic’ perceptions from multiple hierarchical levels within an organisational unit – a site within a division of a multi-national engineering services provider. The findings suggest that daily experiences and role identity effects associated with hierarchical position actively shape practitioner perceptions as to what activity is important to and influential on the organization’s future. The findings also suggest that strategic management behaviour which ignores differentiated views may harm the organization’s capacity to follow through on strategic initiatives by stoking organizational inertia, producing unnecessarily incomplete strategic plans and decreasing the likelihood of proactive issue-selling from lower hierarchical levels. In a more localized setting, once notions of what constitutes the ‘centre’ and the ‘periphery’ are revised to reflect distance to the locus of strategic power within the boundaries of the case study organizational unit, the findings of this paper also replicate and extend Regner’s (2003) propositions about the importance of balancing inductive and deductive modes of strategizing.",
    keywords = "organizational structure, management hierarchy, strategy",
    author = "David MacKay and Peter McKiernan",
    year = "2012",
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    Exploring the consequences of differentiated perceptions across hierarchical levels of “what matters” strategically for an organization’s future. / MacKay, David; McKiernan, Peter.

    2012. Paper presented at EURAM Annual Conference, Rotterdam, Netherlands.

    Research output: Contribution to conferencePaper

    TY - CONF

    T1 - Exploring the consequences of differentiated perceptions across hierarchical levels of “what matters” strategically for an organization’s future

    AU - MacKay, David

    AU - McKiernan, Peter

    PY - 2012/6/7

    Y1 - 2012/6/7

    N2 - Does where we are in a corporate organizational structure influence what we think is important strategically? This paper addresses this question by examining detailed qualitative data of ‘strategic’ perceptions from multiple hierarchical levels within an organisational unit – a site within a division of a multi-national engineering services provider. The findings suggest that daily experiences and role identity effects associated with hierarchical position actively shape practitioner perceptions as to what activity is important to and influential on the organization’s future. The findings also suggest that strategic management behaviour which ignores differentiated views may harm the organization’s capacity to follow through on strategic initiatives by stoking organizational inertia, producing unnecessarily incomplete strategic plans and decreasing the likelihood of proactive issue-selling from lower hierarchical levels. In a more localized setting, once notions of what constitutes the ‘centre’ and the ‘periphery’ are revised to reflect distance to the locus of strategic power within the boundaries of the case study organizational unit, the findings of this paper also replicate and extend Regner’s (2003) propositions about the importance of balancing inductive and deductive modes of strategizing.

    AB - Does where we are in a corporate organizational structure influence what we think is important strategically? This paper addresses this question by examining detailed qualitative data of ‘strategic’ perceptions from multiple hierarchical levels within an organisational unit – a site within a division of a multi-national engineering services provider. The findings suggest that daily experiences and role identity effects associated with hierarchical position actively shape practitioner perceptions as to what activity is important to and influential on the organization’s future. The findings also suggest that strategic management behaviour which ignores differentiated views may harm the organization’s capacity to follow through on strategic initiatives by stoking organizational inertia, producing unnecessarily incomplete strategic plans and decreasing the likelihood of proactive issue-selling from lower hierarchical levels. In a more localized setting, once notions of what constitutes the ‘centre’ and the ‘periphery’ are revised to reflect distance to the locus of strategic power within the boundaries of the case study organizational unit, the findings of this paper also replicate and extend Regner’s (2003) propositions about the importance of balancing inductive and deductive modes of strategizing.

    KW - organizational structure

    KW - management hierarchy

    KW - strategy

    UR - http://www.euram2012.nl/userfiles/file/EURAM2012%20Program%20Book.pdf

    M3 - Paper

    ER -