Exploring strategic planning outcomes: the influential role of top versus middle management participation

Schaefer, Thomas E.

doi:10.1007/s00187-016-0230-9

Cited by 18 publications

(11 citation statements)

References 122 publications

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“…This proposes that the middle level of stadium management plays an essential role in managing and organizing stadiums, and thereby when the middle level of management fails to reduce the gap between the top-level management and the operational level, this would have negative consequences on the stadium reputation and the hosting of major events. These findings are in line with the idea that middle-level leaders are likely to be the most influential people in organizations (Guo et al , 2017; Mantere, 2008; Schaefer and Guenther, 2016).…”

Section: Discussionsupporting

confidence: 90%

Transformational and transactional leadership and skills approach

Megheirkouni

Amaugo

Jallo

2018

IJPL

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Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

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Section: Discussionsupporting

confidence: 90%

Transformational and transactional leadership and skills approach

Megheirkouni

Amaugo

Jallo

2018

IJPL

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“…Key managers should be involved in strategy formulation and implementation. Top and middle managers' commitment and participation in strategic planning are critical for motivating and engaging front line managers and employees, generating new ideas needed for developing action plans, building decision consensus and commitment, and improving organizational performance (Brenes et al, 2008;Schaefer and Guenther, 2016). A lack of managers' commitment and active participation in strategic planning results in various challenges in strategy implementation.…”

Section: Discussionmentioning

confidence: 99%

The success of strategic planning in health care organizations of Iran

Isfahani

Mosadeghrad

Amini

2018

IJHCQA

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Purpose Although strategic planning promised to boost organizational performance, many health care managers found it difficult to implement it successfully. The purpose of this paper is to investigate the success of strategic planning in health care organizations of Iran. Design/methodology/approach This descriptive and cross-sectional study was conducted in 2016 using a valid and reliable questionnaire completed by 99 health care managers in Tehran province, Iran. Findings Strategic planning was positively related to organizational performance including employees' and patients' satisfaction and organizational productivity. However, strategic planning was moderately successful in enhancing organizational performance of Iranian health care organizations (score of 2.84 out of 5). The most and least success was observed in the planning and employee management constructs of organizational performance. Process management, organizational culture and customer management constructs had the most effect on the success of strategic plans in health care organizations. Practical implications Strategic planning is effective and provides a clear focused direction for health care organizations. Understanding the success factors of strategic planning would enable managers to develop more effective methods for developing, implementing and evaluating strategic plans in health care organizations. Originality/value This paper highlights the relationship between strategic planning and organizational performance and offers suggestions on how to develop and implement strategic plans to achieve higher organizational performance.

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“…It gets complete success by being cascaded down after the organization as an entire, to the sub-units, then to their sub-units, until ultimately, they are allocated, often as fragments of the whole, to distinct workforces and is done over the process of individual employee goal setting or objective setting through the organizational performance planning phase of strategic management. Grounding on this, Schaefer & Guenther (2016) and Bryson (2012) concluded in their studies that organizational performance is a critical component of strategic management implementation.…”

Section: Relationship Between Strategy Management Implementation and mentioning

confidence: 94%

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

Kombate¹,

Emmanuel²,

Richard³

2021

JPAG

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Strategic management implementation in public sector study has nowadays become the most commonly researched area among public administration scholars and researchers. However, to the best of our knowledge, there has been no attempt to investigate the influence of the implementation style and the middle management on the Strategic Management Implementation (SMI) and organizational performance (OP). There is a paucity of studies that have been undertaken in developing countries. This study aims to fulfil this research gap, investigated in the moderated mediation effect of the combination of the implementation style and middle management effort in the relationship between SMI and OP. The study data was collected on a sample of 468 public managers in the Togolese central government organizations. The findings show that public organisations that opt for logical implementation style in its program implementation result in a non-significant estimate at the mean and 1SD below the middle management effort (W). However, in the organization that applies incremental implementation style in its program implementation, the estimates at mean, 1SD below and 1SD above the mean of the W are all statistically significant. Developing country public sector organisations characterized by traditional bureaucracy and lack of administrative reform program implementation that opt for logical implementation style will likely decrease performance.

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Exploring strategic planning outcomes: the influential role of top versus middle management participation

Cited by 18 publications

References 122 publications

Transformational and transactional leadership and skills approach

Transformational and transactional leadership and skills approach

The success of strategic planning in health care organizations of Iran

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

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