The failure of strategic initiatives: perceptions of leaders, managers & employees

Research output: Contribution to conferencePaper

Abstract

Strategic initiatives fail for many reasons. We examine such failure in a major UK-based single site case. We discover the influence of differing perceptions of the strategic initiatives across hierarchical levels, from leaders on the executive board to operational managers and frontline staff, on an organization’s dynamic capability. Adopting an issue management perspective, we present data from a single case study in which differing views between leaders triggering the strategic initiatives and those close to operationalizing them, resulted in a lack of dynamic capability. This is explained by an absence of procedural rationality – a concept reflecting the extent to which a decision-making process and its results are perceived as sensible and relevant. We argue that procedural rationality, enabled by social interaction between hierarchical levels, is vital to building employee commitment to purposeful change and organizational dynamic capability.
LanguageEnglish
Pages1-22
Number of pages22
Publication statusPublished - Dec 2014
EventANZAM Annual Conference 2014: Reshaping Management for Impact - UTS, Sydney, Australia
Duration: 3 Dec 20145 Dec 2014

Conference

ConferenceANZAM Annual Conference 2014
CountryAustralia
CitySydney
Period3/12/145/12/14

Fingerprint

Managers
Employees
Dynamic capabilities
Strategic initiatives
Procedural rationality
Decision-making process
Staff
Employee commitment
Issue management
Social interaction

Keywords

  • dynamic capability
  • issue management
  • procedural rationality
  • communication
  • employee commitment

Cite this

McKiernan, P., & MacKay, D. (2014). The failure of strategic initiatives: perceptions of leaders, managers & employees. 1-22. Paper presented at ANZAM Annual Conference 2014, Sydney, Australia.
McKiernan, Peter ; MacKay, David. / The failure of strategic initiatives : perceptions of leaders, managers & employees. Paper presented at ANZAM Annual Conference 2014, Sydney, Australia.22 p.
@conference{62b9162ad81044779ee5d616c2c49ae3,
title = "The failure of strategic initiatives: perceptions of leaders, managers & employees",
abstract = "Strategic initiatives fail for many reasons. We examine such failure in a major UK-based single site case. We discover the influence of differing perceptions of the strategic initiatives across hierarchical levels, from leaders on the executive board to operational managers and frontline staff, on an organization’s dynamic capability. Adopting an issue management perspective, we present data from a single case study in which differing views between leaders triggering the strategic initiatives and those close to operationalizing them, resulted in a lack of dynamic capability. This is explained by an absence of procedural rationality – a concept reflecting the extent to which a decision-making process and its results are perceived as sensible and relevant. We argue that procedural rationality, enabled by social interaction between hierarchical levels, is vital to building employee commitment to purposeful change and organizational dynamic capability.",
keywords = "dynamic capability, issue management, procedural rationality, communication, employee commitment",
author = "Peter McKiernan and David MacKay",
year = "2014",
month = "12",
language = "English",
pages = "1--22",
note = "ANZAM Annual Conference 2014 : Reshaping Management for Impact ; Conference date: 03-12-2014 Through 05-12-2014",

}

McKiernan, P & MacKay, D 2014, 'The failure of strategic initiatives: perceptions of leaders, managers & employees' Paper presented at ANZAM Annual Conference 2014, Sydney, Australia, 3/12/14 - 5/12/14, pp. 1-22.

The failure of strategic initiatives : perceptions of leaders, managers & employees. / McKiernan, Peter; MacKay, David.

2014. 1-22 Paper presented at ANZAM Annual Conference 2014, Sydney, Australia.

Research output: Contribution to conferencePaper

TY - CONF

T1 - The failure of strategic initiatives

T2 - perceptions of leaders, managers & employees

AU - McKiernan, Peter

AU - MacKay, David

PY - 2014/12

Y1 - 2014/12

N2 - Strategic initiatives fail for many reasons. We examine such failure in a major UK-based single site case. We discover the influence of differing perceptions of the strategic initiatives across hierarchical levels, from leaders on the executive board to operational managers and frontline staff, on an organization’s dynamic capability. Adopting an issue management perspective, we present data from a single case study in which differing views between leaders triggering the strategic initiatives and those close to operationalizing them, resulted in a lack of dynamic capability. This is explained by an absence of procedural rationality – a concept reflecting the extent to which a decision-making process and its results are perceived as sensible and relevant. We argue that procedural rationality, enabled by social interaction between hierarchical levels, is vital to building employee commitment to purposeful change and organizational dynamic capability.

AB - Strategic initiatives fail for many reasons. We examine such failure in a major UK-based single site case. We discover the influence of differing perceptions of the strategic initiatives across hierarchical levels, from leaders on the executive board to operational managers and frontline staff, on an organization’s dynamic capability. Adopting an issue management perspective, we present data from a single case study in which differing views between leaders triggering the strategic initiatives and those close to operationalizing them, resulted in a lack of dynamic capability. This is explained by an absence of procedural rationality – a concept reflecting the extent to which a decision-making process and its results are perceived as sensible and relevant. We argue that procedural rationality, enabled by social interaction between hierarchical levels, is vital to building employee commitment to purposeful change and organizational dynamic capability.

KW - dynamic capability

KW - issue management

KW - procedural rationality

KW - communication

KW - employee commitment

UR - https://www.anzam.org/

M3 - Paper

SP - 1

EP - 22

ER -

McKiernan P, MacKay D. The failure of strategic initiatives: perceptions of leaders, managers & employees. 2014. Paper presented at ANZAM Annual Conference 2014, Sydney, Australia.