Successful strategic change: some managerial guidelines

Beaver, Graham

doi:10.1002/jsc.651

Cited by 7 publications

(3 citation statements)

References 6 publications

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“…Within the context of continuous environmental changes, strategic change is not an option but is essential for contemporary organizations (Hamel and Prahalad, 1994;Beaver, 2003). How adept organizations are in implementing strategic change is a key differentiating factor and a source of competitive advantage.…”

Section: Leadership Capability Strategic Change and Competitive Advamentioning

confidence: 99%

Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

Voola

Carlson²,

West³

2004

Strategic Change

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Be the change that you want to see in the worldMahatma Gandhi (1869Gandhi ( -1948 ᭹ Leaders have an essential role in facilitating strategic change within organizations. As resistance to change is primarily an emotional reaction to change, the study of emotions and the emotional intelligence of the leader is of growing interest in modern organizations.᭹ From a strategic perspective, the process of how the emotional intelligence of a leader contributes to competitive advantage for an organization is unclear.᭹ Based on the resource-based view of the firm, this paper introduces a framework that links emotional intelligence to competitive advantage. Essentially, it is argued that emotional intelligence leads indirectly to competitive advantage by influencing the leadership capability necessary for implementing effective strategic change. ᭹In the current volatile business environment, it is argued that organizations possessing emotionally intelligent leaders will be more likely to obtain competitive advantage. Suggestions for organizations are discussed and directions for future research are also presented.

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Section: Leadership Capability Strategic Change and Competitive Advamentioning

confidence: 99%

Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

Voola

Carlson²,

West³

2004

Strategic Change

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“…This is further elaborated upon later in the paper. Our review of the relevant literature reveals that there is much published research ranging in scope from anecdotal descriptions of both successful and unsuccessful attempts at implementing strategic change within organizations to the more normative contributions replete with their blanket prescriptions and "how to implement" formulae for those organizations contemplating the need to implement major organizational strategic change (for typical examples, see Atherton, 1993;Beaver, 2003;Jackson, 2005;Khan, 2006;Mento et al, 2002). Our review identifies three key streams around which the literature has developed.…”

Section: Implementing Major Strategic Changementioning

confidence: 99%

Considering implementing major strategic change?

Rod

Ashill²,

Saunders³

2009

International Journal of Pharmaceutical and Healthcare Marketing

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Purpose -The purpose of this paper is to identify and illustrate those factors that influence successful implementation of major strategic change drawing on the example of a joint venture between two small firms in the health technology sector. Design/methodology/approach -The methodological approach involves a selective review of the strategic change implementation literature in conjunction with personal reflections on the part of the lead author regarding his involvement in the development and first year of operations of this joint venture. Findings -The authors provide an illustration of the sorts of factors that influence major strategic change implementation from the literature integrated with the findings from the focal joint venture in developing a taxonomic framework and several propositions with accompanying managerial action points to help guide the development and management of a small joint venture as one example of major strategic change implementation. Originality/value -The paper provides managers with a framework that identifies the sorts of issues that need to be considered when implementing this type of major strategic change.

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“…Resistance is usual in change (Hackman, 1999;Mento et al, 2002;Beaver, 2003;Atkinson, 2005) and often there are partially or even totally unintended impacts of change initiative that must be addressed (Palmer and Dunford, 2002). However, for FSR with this combination of dynamics, resistance was likely to be stronger.…”

Section: Challenges For Engaging the Customermentioning

confidence: 99%

Using the service encounter to facilitate regulatory change

Hackman

2006

Strat. Change

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᭹The recent spate of corporate collapse and compliance transgressions has increased the amount of regulations that organizations must implement successfully. ᭹ This paper examines the challenges of implementing regulatory change using the example of the introduction of Financial Services Reform (FSR) for general insurers in Australia specifically considering the impact on customers.᭹ FSR introduced a consistent framework of consumer protection across the general insurance industry. However, it also shifted responsibility for decision making about the purchase of insurance to customers in varying degrees. ᭹The question was how to engage customers positively when: first, they were required rather than invited to change; second, they had increased responsibility for decisions about purchasing insurance; and third, when regulatory change in general is considered by the customer not to add value. ᭹ A case study is provided of how Insurance Australia Group (IAG) successfully used the service encounter as a vehicle to educate the customer about FSR, assist them with their new decision-making responsibilities and support the realization of the intended value.

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Successful strategic change: some managerial guidelines

Cited by 7 publications

References 6 publications

Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

Considering implementing major strategic change?

Using the service encounter to facilitate regulatory change

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