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- Barth, Henrik, et al.
(author)
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Managerial barriers to growth in Sweden
- 1999
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Reports (other academic/artistic)abstract
- This paper focuses on the situation when a firm moves from being an entrepreneurially managed firm to a professionally managed firm. A small firm may have a very simple structure, but when the number of employees grow, so will the need to differentiate and specialise the way work is done. During that transformation, when the organisation and the management principals are changed, leading to a temporary slack of control of the firm, a decrease of economic performance is hypothesised.
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- Engberg, Robert, 1978-, et al.
(author)
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Strategy implementation and organizational levels : resourcing for innovation as a case
- 2015
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In: Journal of Organizational Effectiveness: People and Performance. - Bingley : Emerald Group Publishing Limited. - 2051-6614. ; 2:2, s. 157-175
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Journal article (peer-reviewed)abstract
- Purpose– The purpose of this paper is to further the understanding of the link between human capital and strategy across hierarchies.Design/methodology/approach– Using data on personality traits as a proxy for strategy implementation success, empirical data included 1,738 Operational Personality Questionnaire personality traits assessments in one large multinational firm. Respondents spanned from top-management to white-collar employees. Besides personality traits, measures include employment level and employment status. In addition, a total of 43 interviews were performed on the employee-level, with middle managers, with senior managers, and with executive-level managers.Findings– After a strategic shift, successful implementation of a human resource management (HRM) strategy decreased down through the hierachies. This has implications for a firm trying to realign its resources to a new strategy. If the strategic shift is large, this will pose a great problem as human capital further down in the hierarchy will not be aligned to the new strategy, but rather be aligned to the old strategy.Research limitations/implications– The findings are discussed using the concept of the strategic centre of gravity. The authors elaborate on the concept in terms of the origin, mass, and inertia of the strategic centre of gravity.Practical implications– A successful strategic shift in this sense will to a great extent depend on how successful the implementation is at lower levels of hierarchy, thus pointing to the importance to considering this when designing and pursuing strategic change.Originality/value– The research contributes to the HRM literature by furthering the understanding of aligning human capital on different organizational levels to strategy and by developing the concept of the strategic centre of gravity. © Emerald Group Publishing Limited
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- Frishammar, Johan, et al.
(author)
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Managing External Information in Manufacturing Firms : The Impact on Innovation Performance
- 2005
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In: The Journal of product innovation management. - New York : Elsevier. - 0737-6782 .- 1540-5885. ; 22:3, s. 251-266
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Journal article (peer-reviewed)abstract
- Drawing upon a sample of 206 medium-sized manufacturing firms, this article investigates the extent to which management of external information is associated with innovation performance. The overall purpose of the article is to examine whether or not those organizations that are better at managing external information are also those that are the better innovators. The research strategy used was a survey, and data were collected by means of mail questionnaires (with a 62.4% response rate). A multiple regression analysis was used for hypothesis testing. The results show that scanning the technological sector of the environment was positively associated with innovation performance, while scanning customers, suppliers, and competitors proved to be negatively correlated with innovation performance. Cross-functional integration in the form of collaboration also proved significantly correlated with innovation performance, while interaction showed no such relationship. Further, decision-making based on information from the industry environment correlated significantly with innovation performance. Research and managerial implications of these findings are presented and are discussed.
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