The role of personnel commitment to strategy implementation and organisational learning within the relationship between strategic planning and company performance
| Autor: | Mikko Rönkkö, Marko Kohtamäki, Sascha Kraus, Markus M. Mäkelä |
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| Rok vydání: | 2012 |
| Předmět: |
Strategic planning
Mplus Participative planning Process management Strategic thinking business.industry Organizational learning Personnel involvement Commit Participative strategic planning Management Strategy implementation Body of knowledge Company performance Personnel commitment to strategy implementation Strategic fit Business Management and Accounting (miscellaneous) Construct (philosophy) business ta512 Finland |
| Zdroj: | International Journal of Entrepreneurial Behavior & Research. 18:159-178 |
| ISSN: | 1355-2554 |
| DOI: | 10.1108/13552551211204201 |
| Popis: | PurposeThe study seeks to add to the existing body of knowledge on the link between strategic planning and company performance by exploring the mediating role of personnel commitment to strategy implementation and organisational learning. To study the indirect link between strategic planning and company performance, the paper aims to introduce a participative strategic planning construct that may enable firms to: commit personnel to strategy implementation; increase organisational learning; and improve company performance.Design/methodology/approachUsing data from 160 small and medium‐sized Finnish IT companies, the authors conduct an Mplus‐analysis.FindingsThe findings indicate that participative strategic planning positively affects personnel commitment to strategy implementation, which thereby increases company performance. However, according to the analysis, participative strategic planning does not impact organisational learning, although organisational learning does have a positive impact on company performance.Research limitations/implicationsThe results of this study are generalisable to a dynamic industry context of small and medium‐sized IT‐firms operating in a small open economy, such as that of Finland.Practical implicationsThe results suggest that managers need to involve personnel in strategic planning to increase personnel commitment to strategy implementation. However, because participative strategic planning does not facilitate organisational learning, managers need to determine other ways to facilitate learning at an organisational level.Originality/valueThe paper highlights the role of participative strategic planning, which facilitates personnel commitment to strategy implementation and thus improves company performance. |
| Databáze: | OpenAIRE |
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