Problems of adapting enterprises in the strategy implementation process. Case of Poland
Abstract
Purpose – The purpose of the article was to analyse the impact of the enterprise adaptation stage on implemented strategy effectiveness.
Research methodology – In the theoretical part the method of analysis and critical review of the literature was used. The technique used in the empirical study was paper-and-pencil interviewing (PAPI). In order to investigate relationships, the χ2 Pearson test and the Yule’s Coefficient of Association ϕ were employed.
Findings – The article resulting underline the importance of the stage of adapting the enterprise in the strategy implementation process. The organisational structure, skills and knowledge, as well as organisational culture, have a particularly strong impact on the effectiveness of the strategy. Research has not confirmed any relationship between management style and resources.
Research limitations – The empirical research was carried out on business organisations from a ranking of 500 innovative businesses of the Institute of Economics of the Polish Academy of Sciences list, what does not ensure that the indicated problems are characteristic for the average companies active in Poland.
Practical implications – The obtained results became the basis for defining recommendations, which are practical guidelines for those trying to implement a strategy. It should be noted that the presented practical guidelines are not static research indications and will develop as the organisation and its environment change.
Originality/Value – There is a lack of research in Poland, which is focused on the problem of adjusting enterprise in the strategy implementation.
Keyword : strategy, strategy implementation, adjustment of the enterprise
How to Cite
Noga, G. (2018). Problems of adapting enterprises in the strategy implementation process. Case of Poland. Business, Management and Economics Engineering, 16, 222-238. https://doi.org/10.3846/bme.2018.6261
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Norreklit, H., Norreklit, L., Mitchell, F., & Bjornenak, T. (2012). The rise of the Balanced Scorecard – relevance regained? Journal of Accounting and Organisational Change, 8(4), 490-510. https://doi.org/10.1108/18325911211273491
Obeidat, B. Y., Al-Hadidi, A., Tarhini, A., & Masa’deh, R. E. (2017). Factors affecting strategy implementation: a case study of pharmaceutical companies in the middle east. Review of International Business and Strategy, 27(3), 386-408. https://doi.org/10.1108/RIBS-10-2016-0065
Okumus, F. (2003). A framework to implement strategies in organisation. Management Decision, 41(9), 825-833. https://doi.org/10.1108/00251740310499555
Olson, E. M., Slater, S. F., & Hult, G. T. (2005). The importance of structure and process to strategy implementation. Business Horizons, 48, 47-54. https://doi.org/10.1016/j.bushor.2004.10.002
Pearce, J. A., & Robinson, R. B. (2015). Strategic management, planning for domestic & global competition (p. 103). New York: McGraw – Hill Education.
Pettigrew, A., & Whipp, R. (2007). Managing change for competitive success (p. 172). Oxford: Blackwell Publishers.
Piekarz, H. (2008). Implementacja strategii z perspektywy procesu zarządzania. Studia i Prace UEK. Wyd. UEK, Kraków 2008, 1, 244-252.
Ranganathan, C., & Dhaliwal, J. (2001). A survey of business process reengineering practices in Singapore. Information & Management, 39(2), 125-134. https://doi.org/10.1016/S0378-7206(01)00087-8
Segatto, M., de Padua, S., & Martinelli, D. (2013). Business process management: a systematic approach? Business Process Management Journal, 19(4), 698-714. https://doi.org/10.1108/BPMJ-Jun-2012-0064
Schaap, J. (2012). Towards strategy implementation success: an empirical study of the role of seniorlevel leaders in the Nevada gaming industry. UNLV Gaming Research & Review Journal, 10(2), 14.
Stabryła, A. (2000). Zarządzanie strategiczne w firmie (p. 47). Warszawa-Kraków: PWN.
Steinmann, H., & Schreyögg, G. (2001). Zarządzanie: podstawy kierowania przedsiębiorstwem: koncepcje, funkcje, przykłady. Oficyna Wydawnicza Politechniki Wrocławskiej, Wrocław.
Srinivasan, M. (2014). The challenge of execution in a changing world. XIMB Journal of Management, 11(1), 135.
Srivastava, A., & Sushil, (2014). Modelling drivers of adapt for effective strategy execution. The Learning Organisation, 21(6), 369-391. https://doi.org/10.1108/TLO-08-2013-0038
Szarucki, M. (2013). Dobór instrumentów formułowania i implementacji strategii. Zeszyty Naukowe Uniwersytetu Przyrodniczo – Humanistycznego w Siedlcach, 97, 333-347.
Szarucki, M. (2015). Evolution of managerial problems from the perspective of management science. Business: Theory and Practice, 16(4), 362-372. https://doi.org/10.3846/btp.2015.684
Szarucki, M. (2016). Dobór metod w rozwiązywaniu problemów zarządzania w opinii pracowników naukowo-dydaktycznych. In Sieci międzyorganizacyjne, procesy i projekty w erze paradoksów, “PN UE we Wrocławiu” no. 421.
Waterman, R. H Jr., Peters, T. J., & Phillips, J. R. (1980). Structure is not organisation. Business Horizons, 23(3), 14-26. https://doi.org/10.1016/0007-6813(80)90027-0
Witczak, H. (2004). Implementacja strategii w zarządzaniu strategicznym. In E. Urbanowska-Sojkin & P. Banaszyk. Zarzadzanie strategiczne przedsiębiorstwem. Zeszyty Naukowe. Wydawnictwo Akademii Ekonomicznej, Poznań, 43, 85-107.
Yip, G. S. (1992). Total global strategy (p. 34). London: Prentice-Hall.
Alashloo, F., Castka, P., & Sharp, J. (2005). Towards understanding the impeders of strategy implementation in higher education – a case study of HE institutes in Iran. Quality Assurance in Education, 13(2), 132-147. https://doi.org/10.1108/09684880510594382
Allio, M. K., & Short, A. (2005). Practical guide to implementing strategy. Journal of Business Strategy, 26, 12-21. https://doi.org/10.1108/02756660510608512
Baczko, T., Puchała-Krzywina, E. (Ed.). (2013). Raport o innowacyjności gospodarki Polski w 2012 roku. Instytut Nauk Ekonomicznych Polskiej Akademii Nauk, Warszawa.
Cândido, C., & Santos, S. (2015). Strategy implementation: what is the failure rate? Journal of Management & Organisation, 21, 309-326. https://doi.org/10.1017/jmo.2014.77
Candido, C. J. F., & Morris, D. S. (2001). The implications of service quality gaps for strategy implementation. Total Quality Management, 12(7-8), 825-833. https://doi.org/10.1080/09544120100000003
Carpenter, M. A., & Sanders, W. G. (2007). Strategic management: a dynamic perspective. Concepts and cases (pp. 309-326). New Jersey: Prentice-Hall.
Čatera, T., & Pučko, D. (2010). Factors off effective strategy implementation: empirical evidence from Slovenian business practice. Journal for East European Management Studies, 25(3). https://doi.org/10.5771/0949-6181-2010-3-207
Chaola, P., Pratoon, K., & Raksong, S. (2015). A conceptual model of strategic management renewal orientation and firm performance. Proceedings of the Academy of Strategic Management, 14(2), 27.
Chan Kim, W., & Mauborgne, R. (2005). Blue ocean strategy: how to create uncontested market space and make competition irrelevant (p. 260). Boston: Harvard Business Review Press.
Dandira, M. (2012). Strategy in crisis: knowledge vacuum in practitioners. Business Strategy Series, 13(3), 128-135. https://doi.org/10.1108/17515631211225288
Drazin, R., & Howard, P. (2004). Strategy implementation: a technique for organisational design. Columbia Journal of World Business, 19, 40-60.
Freedman, M. (2003). The art and discipline of strategic leadership (p. 34). New Jersey: McGraw-Hill.
Gadiesh, O., & Gilbert, J. L. (2001). Transforming corner – office strategy into frontline action. Harvard Business Review (5), 72-79.
Higgins, J. (2005). The Eight ‘S’s of successful strategy execution. Journal of Change Management, 5(1-3), 3-13. https://doi.org/10.1080/14697010500036064
Hill, Ch. W. L. (1989). Strategic management. An integrated perspective (p. 56). Boston: Prentice-Hall.
Hrebiniak, L. G. (2005). Making strategy work. Leading effective execution and change. Pearson Education, Upper Saddle River.
Jiang, N., & Carpenter V. (2013). A case study of issues of strategy implementation in intern nationalization of higher education. International Journal of Educational Management, 27(1), 4-18. https://doi.org/10.1108/09513541311289792
Kazmi, A. (2008). A proposed framework for strategy implementation in the Indian context. Management Decision, 46(10), 1568-1581. https://doi.org/10.1108/00251740810920047
Lisiński, M. (2004). Metody planowania strategicznego (p. 34). Warszawa: PWE.
Lisiński, M. (2013). Structural analysis of the management science methodology. Business, Management and Education, 11(1), 109-136. https://doi.org/10.3846/bme.2013.07
Lowy, A. (2015). The six dilemmas of strategy execution. Strategy & Leadership, 43(6), 18-24. https://doi.org/10.1108/SL-07-2015-0062
Moszkowicz, M. (Ed.). (2005). Zarządzanie strategiczne, systemowa koncepcja biznesu (p. 126). Warszawa: PWE.
Noble, C. (1999). Building strategy implementation network. Business Horizons, 11-12, 19-28. https://doi.org/10.1016/S0007-6813(99)80034-2
Noga, G. (2007). Enterprise strategy implementation methodology. Nowy Sącz Academic Review, (3), 4-28.
Noga, G. (2016). Metodologia implementacji strategii – wyniki badań praktycznych. Prace Naukowe UE we Wrocławiu, 444, 354-364.
Noga, G. (2017). Metodyka implementacji strategii zarządzania w przedsiębiorstwie. Praca doktorska, materiały niepublikowane, UEK, Kraków.
Norreklit, H., Norreklit, L., Mitchell, F., & Bjornenak, T. (2012). The rise of the Balanced Scorecard – relevance regained? Journal of Accounting and Organisational Change, 8(4), 490-510. https://doi.org/10.1108/18325911211273491
Obeidat, B. Y., Al-Hadidi, A., Tarhini, A., & Masa’deh, R. E. (2017). Factors affecting strategy implementation: a case study of pharmaceutical companies in the middle east. Review of International Business and Strategy, 27(3), 386-408. https://doi.org/10.1108/RIBS-10-2016-0065
Okumus, F. (2003). A framework to implement strategies in organisation. Management Decision, 41(9), 825-833. https://doi.org/10.1108/00251740310499555
Olson, E. M., Slater, S. F., & Hult, G. T. (2005). The importance of structure and process to strategy implementation. Business Horizons, 48, 47-54. https://doi.org/10.1016/j.bushor.2004.10.002
Pearce, J. A., & Robinson, R. B. (2015). Strategic management, planning for domestic & global competition (p. 103). New York: McGraw – Hill Education.
Pettigrew, A., & Whipp, R. (2007). Managing change for competitive success (p. 172). Oxford: Blackwell Publishers.
Piekarz, H. (2008). Implementacja strategii z perspektywy procesu zarządzania. Studia i Prace UEK. Wyd. UEK, Kraków 2008, 1, 244-252.
Ranganathan, C., & Dhaliwal, J. (2001). A survey of business process reengineering practices in Singapore. Information & Management, 39(2), 125-134. https://doi.org/10.1016/S0378-7206(01)00087-8
Segatto, M., de Padua, S., & Martinelli, D. (2013). Business process management: a systematic approach? Business Process Management Journal, 19(4), 698-714. https://doi.org/10.1108/BPMJ-Jun-2012-0064
Schaap, J. (2012). Towards strategy implementation success: an empirical study of the role of seniorlevel leaders in the Nevada gaming industry. UNLV Gaming Research & Review Journal, 10(2), 14.
Stabryła, A. (2000). Zarządzanie strategiczne w firmie (p. 47). Warszawa-Kraków: PWN.
Steinmann, H., & Schreyögg, G. (2001). Zarządzanie: podstawy kierowania przedsiębiorstwem: koncepcje, funkcje, przykłady. Oficyna Wydawnicza Politechniki Wrocławskiej, Wrocław.
Srinivasan, M. (2014). The challenge of execution in a changing world. XIMB Journal of Management, 11(1), 135.
Srivastava, A., & Sushil, (2014). Modelling drivers of adapt for effective strategy execution. The Learning Organisation, 21(6), 369-391. https://doi.org/10.1108/TLO-08-2013-0038
Szarucki, M. (2013). Dobór instrumentów formułowania i implementacji strategii. Zeszyty Naukowe Uniwersytetu Przyrodniczo – Humanistycznego w Siedlcach, 97, 333-347.
Szarucki, M. (2015). Evolution of managerial problems from the perspective of management science. Business: Theory and Practice, 16(4), 362-372. https://doi.org/10.3846/btp.2015.684
Szarucki, M. (2016). Dobór metod w rozwiązywaniu problemów zarządzania w opinii pracowników naukowo-dydaktycznych. In Sieci międzyorganizacyjne, procesy i projekty w erze paradoksów, “PN UE we Wrocławiu” no. 421.
Waterman, R. H Jr., Peters, T. J., & Phillips, J. R. (1980). Structure is not organisation. Business Horizons, 23(3), 14-26. https://doi.org/10.1016/0007-6813(80)90027-0
Witczak, H. (2004). Implementacja strategii w zarządzaniu strategicznym. In E. Urbanowska-Sojkin & P. Banaszyk. Zarzadzanie strategiczne przedsiębiorstwem. Zeszyty Naukowe. Wydawnictwo Akademii Ekonomicznej, Poznań, 43, 85-107.
Yip, G. S. (1992). Total global strategy (p. 34). London: Prentice-Hall.