Surprising but true: Half the decisions in organizations fail

Nutt, Paul C.

doi:10.5465/ame.1999.2570556

Cited by 165 publications

(174 citation statements)

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“…Information is one dimensional i.e. newsletters or intranet messages (Van Vuuren and Elving, 2008); it lacks the participation of communication (Nutt, 1999) that when used appropriately creates a mutual understanding between parties (Elving, 2005). Holm (2006) suggests that communication is the process by which individuals share meaning through a transactional process between two or more parties.…”

Section: Communication Theorymentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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Purpose -Communication is fundamental to the facilities management (FM) role within organisations; especially when the FM department is implementing changes to the workplace. This paper aims to present an evaluation of an instance. Design/methodology/approach -A self-administered online questionnaire was used to collect quantitative and qualitative data. The research focused on responses to satisfaction with the communication methods rather than reviewing the merits of alternative workplace strategies. Findings -Findings included the impact of communication on staff satisfaction levels, the need to provide timely and relevant information and communication via a range of mediums and the need to ensure there was opportunity to participate in meaningful feedback. The key findings are substantiated with existing internal communication and change literature. Originality/value -The research highlights the practical importance of the need to improve communication within the FM industry and especially in change circumstances.

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Section: Communication Theorymentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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“…Such failures can be costly in terms of both resources wasted and benefits from alternative resource deployments forgone (Noble & Mokwa 1999;Nutt 1999). For example, Best Buy's failure to achieve its goal to build a differentiated U.K. market position with 200 stores (it reached a total of 11) and its subsequent pull-out from the U.K. are estimated to have cost the company over $300 million.…”

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confidence: 99%

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

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The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet, the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal-realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal-realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments, are better able to realize their intended strategic objectives and thereby enjoy superior performance.

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“…In addition to SE failures reported in the mainstream media, the fact that organisations struggle to execute their strategies is also evidenced by the results of a number of empirical studies that paint a rather bleak picture on the state of SE [11][12][13][14][15][16].…”

Section: 2mentioning

confidence: 99%

A Mechanism for the Early Detection and Management of Physical Asset Management Strategy Execution Failure

Stimie

Vlok

2016

SAJIE

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The purpose of this paper is to present a mechanism that can assist physical asset management (PAM) practitioners and academics with the early detection and management of PAM strategy execution failure. In the pursuit of this objective, case studies were applied to develop the theory related to this topic the methodologies involved in the development of theory through case studies was were applied. The paper commences with a brief literature review of the contemporary literature on general business strategy, strategy execution, and, more specifically, PAM strategy execution failure (PAMSEF).The physical asset management strategy execution enforcement mechanism (PAMSEEM) is presented next. Validation of each one of the components of the PAMSEEM takes place within the context of an organisation that is highly dependent on physical assets (PA) dependent organization. The conclusion reached is that the PAMSEEM, can indeed assist organisations with the early detection and management of PAMSEF. OPSOMMINGIn die artikel word 'n meganisme voorgestel wat deur fisiese batebestuur praktisyns sowel as akademici gebruik kan word tydens die vroeë identifikasie en bestuur van fisiese batebestuur strategie uitvoering faling (FBBSUF). In die strewe om hierdie doelwit te bereik word die navorsingsmetodologie wat gebruik word in die skep van teorie deur middel van gevalle studies, toegepas. Die artikel begin met 'n oorsigtelike bespreking van intydse besigheidstrategie en strategie-uitvoerings literatuur en meer spesifiek fisiese batebestuur strategie faling.Die fisiese batebestuur strategie uitvoering afdwingingsmeganisme (FBBSUAM) word hierna voorgestel. Validasie van alle aspekte van die FBBSUAM vind plaas binne 'n organisasie met baie groot investering in fisiese bates. Die gevolgtrekking aan die einde van die studie is dat die FBBSUAM wel organisasies kan help met die vroeë identifikasie en bestuur van FBBSUF.

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Surprising but true: Half the decisions in organizations fail

Cited by 165 publications

References 0 publications

Change communication: the impact on satisfaction with alternative workplace strategies

Change communication: the impact on satisfaction with alternative workplace strategies

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

A Mechanism for the Early Detection and Management of Physical Asset Management Strategy Execution Failure

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