Investigating the Role of Organizational Management in Implementing Initiative Strategic Changes; A Systematic Review

Document Type : Research Paper

Authors

1 PhD student, Department of Business Administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.

2 Prof.., Department of Business Administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.

3 Associate Professor, Department of Human Resource Management and Organizational Behavior, Faculty of Management, Imam Sadiq University, Tehran, Iran.

Abstract

Objective
Turbulence and environmental dynamics along with disruptive innovations have made the issue of initiative strategic change more important for companies. The role of organizational management in initiative strategic change has been the subject of numerous previous studies with scattered results. This study is to conduct a meta-study and categorize the factors introduced by previous research about the role of organizational management in initiative strategic changes. By providing this objective, more and more researchers can face the multi-dimensional phenomenon of change, and executives can better manage change.
 
Methodology
The philosophical basis of the current research is interpretative and its orientation is developmental. Also, the research approach is based on the induction of library studies that pursue descriptive-exploratory goals. To fulfill the purpose of the article, the systematic review method was chosen which is suitable for summarizing and creating a macro map of the research topic. Therefore, for Investigating the Role of Organizational Management in Implementing Initiative Strategic Changes, according to the systematic review protocol, the articles available in the period from 1990 to January 21, 2021, were reviewed. Finally, 57 articles were found to be eligible for review, the content of these 57 articles was carefully studied and the required data was collected. Finally, the thematic analysis method was used to analyze the mentioned data.
Findings
The systematic review divided the organization's management into three parts: the board of directors, the CEO, and the senior, middle, and operational management team. The role of the board of directors includes two components: "composition of the board of directors" and "centrality of the board of directors". The CEO's role comprises two components: "CEO's dignity and position in the organization" and "CEO's tendencies and attitudes". Also, based on the findings, the role of the "senior, middle and operational management team of the organization" has three components: "service compensation", "combination of the senior, middle and operational management team" and "dialectical feature of comparison and adaptation". Each of the mentioned components includes indicators that are mentioned in the text of the article.
 
Conclusion
The growth and life of any organization depend on ensuring that its managers play the correct role in implementing strategies, especially Initiative strategic changes. This study sought to help organizations with achieving this confidence.  For this purpose, it systematically reviewed the role of organizational management in initiating strategic changes and creating an integrated view of the results of research in this field. Finally, by studying the current research, managers can play their role correctly in facing innovative strategic changes in the competitive world of business and lead their organizations to sustainable superior performance with transformative leadership. Also, the results of this article can be reviewed and criticized by all researchers interested in the field of strategic changes to create a safer path for managers of organizations.

Keywords

Main Subjects


 
Amoo, N., Hiddlestone‐Mumford, J., Ruzibuka, J., Akwei, C. (2019). Conceptualizing and measuring strategy implementation: A multidimensional view. Strategic Change, 28(6), 445–467. https://doi.org/10.1002/jsc.2298
Back, P., Rosing, K., Kraft, P. S., Dickler, T. A., & Bausch, A. (2020). CEOs’ temporal focus, firm strategic change, and performance: Insights from a paradox perspective. European Management Journal, 38(6), 884-899. https://doi.org/10.1016/j.emj.2020.04.009
Barron, J. M., Chulkov, D. V., Waddell, G. R. (2011). Top management team turnover, CEO succession type, and strategic change. Journal of Business Research, 64(8), 904–910. https://doi.org/10.1016/j.jbusres.2010.09.004
Boeker, W. (1997, a). Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry. Administrative Science Quarterly, 42(2), 213–236. https://doi.org/10.2307/2393919
Boeker, W. (1997, b). Strategic Change: The Influence of Managerial Characteristics and Organizational Growth. The Academy of Management Journal, 40(1), 152–170. https://doi.org/10.2307/257024
Boland, A., Cherry, G., & Dickson, R. (2017). Doing a Systematic Review: A Student′s Guide (Second ed.). SAGE Publications Ltd.
Borges, R., Quintas, C.A. (2020). Understanding the individual's reactions to the organizational change: a multidimensional approach, Journal of Organizational Change Management, 33(5), 667-681. https://doi.org/10.1108/JOCM-09-2019-0279
Boyatzis, R.E. (2006). An overview of intentional change from a complexity perspective. Journal of Management Development, 25 (7), 607-623. https://doi.org/10.1108/02621710610678445
Braun, V., Clarke, V. (2006). Using thematic analysis in Psychology. Qualitative Research in Psychology, 3(2), 77-101.
Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018). Getting strategic about strategic planning research. Public Management Review, 20 (3), 317–339. https://doi.org/10.1080/14719037.2017.1285111
Chenevert, D., Kilroy, S., Bosak, J. (2019). The role of change readiness and colleague support in the role stressors and withdrawal behaviors relationship among health care employees, Journal of Organizational Change Management, 32 (2), 208-223. https://doi.org/10.1108/JOCM-06-2018-0148
Cummings, M., Eggers, J., Wang, R. D. (2021). Monitoring the monitor: Enabling strategic change when the former CEO stays on the board. Long Range Planning, 55(3). https://doi.org/10.1016/j.lrp.2021.102130
De Oliveira, C. A., Carneiro, J., & Esteves, F. (2019). Conceptualizing and measuring the “strategy execution” construct. Journal of Business Research, 105, 333-344. https://doi.org/10.1016/j.jbusres.2018.03.012
Del Carmen Triana, M., Miller, T., & Trzebiatowski, T. (2014). The Double-Edged Nature of Board Gender Diversity: Diversity, Firm Performance, and the Power of Women Directors as Predictors of Strategic Change. Organization Science, 25(2), 609-632. https://doi.org/10.1287/orsc.2013.0842
Dezsö, C.L., Ross, D.G. (2012). Does female representation in top management improve firm performance? A panel data investigation. Strategic Management Journal, 33(9), 1072–1089. https://doi.org/10.1002/smj.1955
Díaz-Fernández, M.C., González-Rodríguez, M.R., & Simonetti, B. (2016). The role played by job and non-job-related TMT diversity traits on firm performance and strategic change. Management Decision, 54 (5), 1110-1139. https://doi.org/10.1108/MD-10-2015-0464
Doeleman, H.J., van Dun, D.H., & Wilderom, C.P.M. (2022). Leading open strategizing practices for effective strategy implementation. Journal of Strategy and Management, 15 (1), 54-75. https://doi.org/10.1108/JSMA-09-2020-0253
Fernández, E., Junquera, B., & Ordiz, M. (2006). Managers' profile in environmental strategy: a review of the literature. Corporate Social Responsibility and Environmental, 13 (5), 261 – 274. https://doi.org/10.1002/csr.109
Finkelstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic leadership: Theory and research on executives, top management teams, and boards. Oxford University Press.
Foerstl, K., Kähkönen, A.-K., Blome, C. and Goellner, M. (2020). Supply market orientation: a dynamic capability of the purchasing and supply management function, Supply Chain Management, ahead-of-print (ahead-of-print). https://doi.org/10.1108/SCM-06-2019-0233
Friesl, M., Stensaker, I., & Colman, H. (2021). Strategy implementation: Taking stock and moving forward. Long Range Planning, 54 (4), 102064. https://doi.org/10.1016/j.lrp.2020.102064
Golden, B. R., & Zajac, E. J. (2001). When Will Boards Influence Strategy? Inclination x Power = Strategic Change. Strategic Management Journal, 22(12), 1087–1111. http://www.jstor.org/stable/3094466
Goodstein, J., Boeker, W. (1991). Turbulence at the Top: A New Perspective on Governance Structure Changes and Strategic Change. Academy of Management Journal, 34(2), 306–330. https://doi.org/10.5465/256444
Goodstein, J., Gautam, K., & Boeker, W. (1994). The Effects of Board Size and Diversity on Strategic Change. Strategic Management Journal, 15(3), 241–250. http://www.jstor.org/stable/2486969
Gordon, S. S., Stewart, W. H., Sweo, R., & Luker, W. A. (2000). Convergence Versus Strategic Reorientation: The Antecedents of Fast-paced Organizational Change. Journal of Management, 26(5), 911–945. https://doi.org/10.1177/014920630002600508
Hambrick, D. C. (2007). Upper Echelons Theory: An Update. The Academy of Management Review, 32(2), 334–343. https://doi.org/10.2307/20159303
Harrison, D. A., & Klein, K. J. (2007). What’s the Difference? Diversity Constructs as Separation, Variety, or Disparity in Organizations. The Academy of Management Review, 32(4), 1199–1228. https://doi.org/10.2307/20159363
Haynes, K., & Hillman, A. (2010). The Effect of Board Capital and CEO Power on Strategic Change. Strategic Management Journal, 31(11), 1145-1163. https://doi.org/10.1002/smj.859
Helfat, C. E., & Martin, J. A. (2015). Dynamic Managerial Capabilities: Review and Assessment of Managerial Impact on Strategic Change. Journal of Management, 41(5), 1281–1312. https://doi.org/10.1177/0149206314561301
Hermawati, A. and Gunawan, E. (2020), The implementation of dynamic capabilities for small and medium-sized enterprises in creating innovation, VINE Journal of Information and Knowledge Management Systems, ahead-of-print )ahead-of print(. https://doi.org/10.1108/VJIKMS-08-2019-0121
Herrmann, P., & Datta, D.K. (2005). Relationship between top management team characteristics and international diversification: an empirical investigation. British Journal of Management, 16(1), 69-78. http://dx.doi.org/10.1111/j.1467-8551.2005.00429.x
Herrmann, P., & Nadkarni, S. (2014). Managing Strategic Change: The Duality of CEO Personality. Strategic Management Journal, 35(9), 1318-1342. https://doi.org/10.1002/smj.2156
Hillman, A. J., & Dalziel, T. (2003). Boards of Directors and Firm Performance: Integrating Agency and Resource Dependence Perspectives. The Academy of Management Review, 28(3), 383–396. https://doi.org/10.2307/30040728
Hofer,C., Schendel, D. (1978). Strategy formulation: analytical concepts, West Group.
Hrebiniak, L. G. (2013). Making Strategy work: leading effective execution and change: FT Press.
Hutzschenreuter, T., Kleindienst, I., & Greger, C. (2012). How new leaders affect strategic change following a succession event: A critical review of the literature. The Leadership Quarterly, 23(5), 729–755. https://doi.org/10.1016/j.leaqua.2012.06.005
 Joo, J. Y., & Huber, D. L. (2018). Barriers in Case Managers’ Roles: A Qualitative Systematic Review. Western Journal of Nursing Research, 40(10), 1522–1542. https://doi.org/10.1177/0193945917728689
Kalasin, K. (2021). Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance. Review of International Business and Strategy, 31 (1), 38-61. https://doi.org/10.1108/RIBS-03-2020-0023
Kianfar, F., Kianzad, S., Kolahkaj, A. (2021). Managers' perceptions of trust in the workplace in times of strategic change: Case studies. Quarterly Journal of New Research Approaches in Management and Accounting, 62 (5), 136-157. (in Persian)
Kordnaiej, A. (2021). Strategic thinking and management; Theory and Practice, Fourth Edition, Tarbiat Modares: Tehran. (in Persian)
Li, W., & Xu, J. (2014). Board independence, CEO succession and the scope of strategic change: Empirical research on the effectiveness of independent directors. Nankai Business Review International, 5 (3), 309-325. https://doi.org/10.1108/NBRI-05-2014-0023
Ma, S., Seidl, D., Guérard, S. (2014). The New CEO and the Post-succession Process: An Integration of Past Research and Future Directions. International Journal of Management Reviews, 17 (4), 460-482. https://doi.org/10.1111/ijmr.12048
Moghadam, A., Vishlaghi, M., Jafari, M. (2020). Strategic human resources and strategic change in the organization: An analysis of the mediating role of behavioral dualism. Journal of Human Resources Studies, 10 (3), 133-158. (in Persian)
Montiel-Campos, H. (2021). Moderating role of entrepreneurial alertness on the relationship between entrepreneurial passion and strategic change. Journal of Organizational Change Management, 34 (5), 1107-1124. https://doi.org/10.1108/JOCM-12-2020-0386
Nakauchi, M., & Wiersema, M. (2015). Executive Succession and Strategic Change in Japan. Strategic Management Journal, 36(2), 298- 306. https://doi.org/10.1002/smj.2255
Oehmichen, J., Schrapp, S., & Wolff, M. (2017). Who needs experts most? board industry expertise and strategic change- a contingency perspective. Strategic Management Journal, 38(3), 645-656. https://doi.org/10.1002/smj.2513
Peeters, T.L., Mills, B.M., Pennings, E. & Sung, H. (2019). Manager migration, learning-by-hiring, and cultural distance in international soccer. Global Strategy Journal, 11 (3), 494-519. https://doi.org/10.1002/gsj.1354
Podsakoff, P. M., MacKenzie, S. B., Bachrach, D. G., & Podsakoff, N. P. (2005). The influence of management journals in the 1980s and 1990s. Strategic Management Journal, 26(5), 473–488. https://doi.org/10.1002/smj.454
Quigley, T., & Hambrick, D. (2012). When The Former CEO Stays On as Board Chair: Effects On Successor Discretion, Strategic Change, And Performance. Strategic Management Journal, 33(7), 834- 859. https://doi.org/10.1002/smj.1945
Revilla, E., Rodríguez-Prado, B. (2018). Bulding ambidexterity through creativity mechanisms: Contextual drivers of innovation success. Research Policy, 47(9), 1611-1625. http://dx.doi.org/10.1016/j.respol.2018.05.009
Richard, O., Wu, J., Markoczy, L, & Chung, Y. (2019). Top management team Demographic-Faultline strength and strategic change: what role does environmental dynamism play? Strategic Management Journal, 40(6), 987-1009. https://doi.org/10.1002/smj.3009
Rietveld, J., & Schilling, M. A. (2021). Platform Competition: A Systematic and Interdisciplinary Review of the Literature. Journal of Management, 47(6), 1528–1563. https://doi.org/10.1177/0149206320969791
Salmanpour Sehi, A., Arabi, M., Pourezat, A. A., Aghaei, M. (2020). Conceptualizing the Nature of Strategic Execution to Organizational Strategies Implementation. Business Management, 13 (3), 655-689. (in Persian)
Schepker, D. J., Kim, Y., Patel, P. C., Thatcher, S. M.B., Campion, M. C. (2017). CEO succession, strategic change, and post-succession performance: A meta-analysis. The Leadership Quarterly, 28 (6), 701-720. https://doi.org/10.1016/j.leaqua.2017.03.001
Schermerhorn, J. R., Hunt, J. G., Osborn, R. N., Uhl-Bien, M. (2010). Organizational Behavior.11th edition, New York: Wiley.
Shaw, M. (2018). Unplanned change and crisis management. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance. Berlin Springer.
Tarus, D., & Aime, F. (2015). Board demographic diversity, firm performance and strategic change A test of moderation. Management Reserach Review, 37 (12), 111o-1136. https://doi.org/10.1108/MRR-03-2013-0056
Tawse, A., Tabesh, P. (2020). Strategy implementation: A review and an introductory framework. European Management Journal, 39 (1), 22-33. https://doi.org/10.1016/j.emj.2020.09.005
Thomas, A. S., & Herbert, T. T. (1993). The chief executive and strategic change. briefings in entrepreneurial finance, 2 (4), 225-231. https://doi.org/10.1002/jsc.4240020406
Trullen, J., Anna, B. N., & Valverde, M. (2020). From Intended to Actual and Beyond: A Cross-Disciplinary View of (Human Resource Management) Implementation. International Journal of Management Reviews, 22(2), 150-176. https://doi.org/10.1111/ijmr.12220
Valuckas, D. (2019). Budgeting reconsidered: exploring change initiative in a bank. Journal of Accounting & Organizational Change, 15(3), 100-126. https://doi.org/10.1108/JAOC-10-2016-0060
Wang, L., Jiang, W. (2017). How CEO underpayment influences strategic change: the equity perspective. Management Decision, 55 (10), 2277-2292. https://doi.org/10.1108/MD-03-2017-0240
Wang, L., Jiang, W., & Ma, X. (2021). The effect of CEO entrepreneurial orientation on firm strategic change: The moderating roles of managerial discretion. Journal of Engineering and Technology Management, 59, 1-12. https://doi.org/10.1016/j.jengtecman.2021. 101616
Westphal, J., & Fredrickson, J. (2001). Who Directs Strategic Change? Director Experience, the Selection of New CEOs, and Change in Corporate Strategy. Strategic Management Journal, 22(12), 1113- 1137. https://doi.org/10.1002/smj.205
Wiersema, M. F., & Bantel, K. A. (1992). Top Management Team Demography and Corporate Strategic Change. The Academy of Management Journal, 35(1), 91–121. https://doi.org/10.2307/256474
Wu, J., Triana, M. del C., Richard, O. C., & Yu, L. (2021). Gender Faultline Strength on Boards of Directors and Strategic Change: The Role of Environmental Conditions. Group & Organization Management, 46(3), 564–601. https://doi.org/10.1177/1059601121992889
Yang, L., Sun, G., & Eppler, M. J. (2010). Making strategy work: A literature review on the factors influencing strategy implementation. In P. Mazzola, & F. W. Kellermanns (Eds.), 165-183. Cheltenham, UK: Edward Elgar Publishing, Inc.
Zhang, Y. (2006). The Presence of a Separate COO/President and Its Impact on Strategic Change and CEO Dismissal. Strategic Management Journal, 27(3), 283- 300. https://doi.org/10.1002/smj.517
Zhang, Y., Ayoko, O. B., & Liang, Q. (2021). The Joint Influence of CEO Succession Types and CEO-TMT Faultline On Firm’s Strategic Change. Journal of Business Research, 126, 137-152. https://doi.org/10.1016/j.jbusres.2020.12.055
Zhu, Q., Hu, S., Shen, W. (2020). Why Do Some Insider CEOS Make More Strategic Changes Than Others? The Impact of Prior Board Experience on New CEO Insiderness. Strategic Management Journal, 41(10), 1-29. https://doi.org/10.1002/smj.3183