Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms

Roth, Kendall; Schweiger, David M.; Morrison, Allen J.

doi:10.1057/palgrave.jibs.8490307

Cited by 302 publications

(199 citation statements)

References 55 publications

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“…Questionnaire (23) Gupta & Govindarajan (1984), Guth & Macmillan (1986), White (1986), Gupta (1987), Govindarajan (1988Govindarajan ( , 1989, Govindarajan & Fisher (1990) , Roth & Schweiger & Morrison, (1991), Kim & Mauborgne (1991), Rapert et al (1996), Floyd & Wooldridge (1997) Interviews (4) Wernham (1985), Skivington & Daft (1991), Kim & Mauborgne (1993), Sashittal & Wilemon (1996) Questionnaire and interviews (6) Alexander ( 1985), Wooldridge & Floyd ( 1990), Floyd & Wooldridge ( 1992a), Judge & Stahl ( 1995), Lehner ( 2004), Akan & Allen & Helms & Spralls ( 2006).…”

Section: Research Methods Authorsmentioning

confidence: 99%

“…Surprisingly few researchers focus on the implementation of corporate level strategies, such as Wernham (1985) and Schmidt & Brauer (2006), while many examine SBU level strategies (Gupta & Govindarajan, 1984;White, 1986;Govindarajan, 1988;Govindarajan, 1989;Govindarajan & Fisher, 1990;Skivington & Daft, 1991;Roth & Schweiger & Morrison, 1991;Floyd & Wooldridge, 1992b;Waldersee & Sheather, 1996;Nisson & Rapp, 1999;Chimhanzi & Morgan, 2005;Olson & Slater & Hult, 2005;Schaap, 2006;Brenes & Mena & Molina, 2007). The same holds true for functional strategies: We have found eight studies that focus on the implementation of such strategies, namely Rapert & Lynch & Suter (1996), Sashittal & Wilemon (1996), Piercy (1998), Noble (1999a), Noble & Mokwa (1999), Chimhanzi (2004), Qi (2005), Viseras & Baines & Sweeney (2005).…”

Section: Organizational Levelsmentioning

confidence: 99%

“…Some of the researched companies focus on their domestic markets, while others are multinational corporations. Rapert, Velliquette and Garreston"s (1996) study on strategy implementation takes a nationwide sample of 1000 CEOs of general service hospitals, which are members of the American Hospital Association (AHA); Roth & Schweiger & Morrison (1991) and Kim & Mauborgne (1991, 1993 In conclusion, the subjects of strategy implementation studies are not only state-owned corporations, but mostly private corporations, not only local firms but also multinational firms. However, there have been no studies comparing similarities and differences of strategy implementation among private corporations and state-owned corporations, or among local firms and multinational firms.…”

Section: Organizational Typesmentioning

confidence: 99%

“…The specific findings can be summarized as follows: (1) (Govidnarajan & Fisher, 1990, P279). Roth, Schweiger & Morrison (1991) have different explanations regarding the content of administrative systems. Their study suggests that business units utilize three administrative mechanisms -formalization, integrating mechanisms, and centralization -to create operational capabilities of configuration, coordination, and managerial philosophy -to support the international strategy choice.…”

Section: Administrative Systemsmentioning

confidence: 99%

“…Based on research methods, there are many statistical methods just as Schaap (2006) Zero-order correlation Gupta & Govindarajan (1984), Gupta (1987), Govindarajan (1988), Govindarajan (1989), Wooldridge & Floyd (1990), Roth & Schweiger & Morrison (1991) Partial correlation analysis Wooldridge & Floyd (1990), Skivington & Daft (1991) Cluster analysis Chi-square test Wernham (1985), Nutt (1987Nutt ( , 1989, Bantel (1997) Multiple regression analysis Gupta & Govindarajan (1984), Gupta (1987), Govindarajan (1988), Govindarajan (1989), Govindarajan & Fisher (1990), Roth & Schweiger & Morrison (1991), Floyd & Wooldridge (1997) Linear regression Harrington (2006) Ols regression Dooley & Fryxell & Judge (2000) Hierarchical regression analysis Kim & Mauborgne (1991) Factor analysis Skivington & Daft (1991), Wooldridge & Floyd (1992b) …”

Section: Analytical Techniquesmentioning

confidence: 99%

See 4 more Smart Citations

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Guo-hui

Eppler

2010

Handbook of Research on Strategy Process

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Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. In this study, we review the factors that enable or impede effective strategy implementation, and survey the state-of-the-art in this domain. We highlight how strategy implementation has been researched so far -and in which contexts -and how this field may be moved forward. As a result of our literature analysis, spanning the last twenty-four years, we find nine crucial factors for strategy implementation that are frequently discussed in the literature as well as two approaches of aggregating and relating relevant factors. We find several important research needs regarding these factors and outline how they could be addressed.

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Section: Research Methods Authorsmentioning

confidence: 99%

Section: Organizational Levelsmentioning

confidence: 99%

Section: Organizational Typesmentioning

confidence: 99%

Section: Administrative Systemsmentioning

confidence: 99%

Section: Analytical Techniquesmentioning

confidence: 99%

See 3 more Smart Citations

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Guo-hui

Eppler

2010

Handbook of Research on Strategy Process

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The impact of U.S. company internationalization on top management team advice networks: a tacit knowledge perspective

1999

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This study surveys 37 U.S. multinational corporations (MNCs) to examine the effect of internationalization on one dimension of the top management team’s (TMT’s) character: international business advice network density. This study draws on international business (IB) theory, the resource‐based view of the firm, and philosophy of science and its view of tacit knowledge. Results show that both the firm’s internationalization extent, and the interdependence that exists across its country–market activities, are positively related to the TMT’s IB advice network density. As the extent of the MNC’s business outside the United States grows and the linkages among its IB units intensify, the demand for IB expertise within the TMT increases, TMT members share each other’s knowledge of IB more extensively and the TMT’s IB advice network density increases. Copyright © 1999 John Wiley & Sons, Ltd.

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Operational flexibility and market valuation of earnings

1999

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This paper examines the association between the stock returns and accounting earnings of firms that have different levels of operational flexibility. Operational flexibility is a firm's ability to respond profitably to environmental fluctuations by shifting factors of production within a multinational network of subsidiaries. The geographic breadth and depth of a firm's multinational network are used as indicators of operational flexibility. We find there is a significantly greater coefficient between stock returns and accounting earnings for multinational firms that operate in many countries, but limit their concentration in any one foreign country, than for other multinational firms or domestic firms. This coefficient is significantly smaller for multinational firms whose foreign subsidiaries are highly concentrated in a few countries. When all multinational firms are pooled together, we find their earnings-returns association does not differ from that of domestic firms.

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Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms

Cited by 302 publications

References 55 publications

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation

The impact of U.S. company internationalization on top management team advice networks: a tacit knowledge perspective

Operational flexibility and market valuation of earnings

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