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n Management Dynamics : Journal of the Southern African Institute for Management Scientists - Strategy implementation : the use of structural catalysts in South African organisations
This study highlights the results of an empirical survey focusing on the strategy implementation process in South African organisations. It explores the role of resource allocation, organisation structures, and control mechanisms, as "catalysts" in the strategy implementation process.
With the aid of descriptive and inferential statistics,differences in the role and use of these catalysts are established. These differences are highlighted through the mean "importance scores" computed for the different catalysts. These differences reflect both inter-industry and "scope of business" disparities, pointing to differences between primary and secondary industries,as well as differences between single, dominant and multi-product/service businesses represented in the survey. <br>For instance, disparities in the use of "organisation structures" in the strategy implementation process,underscore the different influences impacting the choice of organisation structures; given inter-industry and scope of business constraints. Similarly, inter-industry differences,as far as the use of control mechanisms as a catalyst in the implementation process is concerned, were identified as well. The results highlight the importance of control mechanisms in primary industries.
Inter-industry differences touching on the role of resource allocation in the implementation process were identified as well. The use of this catalyst is considered more important in the context of secondary industries vis-á vis primary industries. These differences in usage underscore the more notable differences between single and multi-product / service businesses. Statistically significant differences regarding their mean scores are provided.
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