Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Strategy consensus and social practice: a perspective from public sector managers

Strategy consensus and social practice: a perspective from public sector managers The purpose of this paper is to investigate consensus formation among the top and middle managers during the strategy process. Specifically, the paper seeks to gain insight into the role of strategic consensus during the transition between strategy formulation and implementation.Design/methodology/approachAdopting a social practice perspective and a single case study approach, we undertook semi-structured interviews of twenty-seven managers working in a Kuwaiti Ministry. Data collected were analyzed using thematic analysis.FindingsWe found that social interaction among individuals with similar characteristics and shared understanding fosters consensus. Factors such as alignment of strategic priorities, managerial flux and centralized control contribute to the extent to which strategic consensus is achievable. Additionally, managerial turnover and lack of empowerment hamper the development of shared understanding. Finally, that consensus on strategy content is insufficient for effective intergroup communications.Originality/valueThe research contributes to the strategic consensus literature from a social practice perspective as it provides new insights into the dynamics between top managers and middle managers. Significantly, it highlights the importance and need for common understanding, as well as communications prioritization among managers for consensus development and successful implementation of organization strategy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

Strategy consensus and social practice: a perspective from public sector managers

Loading next page...
 
/lp/emerald-publishing/strategy-consensus-and-social-practice-a-perspective-from-public-yFKsD8Dl22
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1755-425X
DOI
10.1108/jsma-11-2020-0327
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to investigate consensus formation among the top and middle managers during the strategy process. Specifically, the paper seeks to gain insight into the role of strategic consensus during the transition between strategy formulation and implementation.Design/methodology/approachAdopting a social practice perspective and a single case study approach, we undertook semi-structured interviews of twenty-seven managers working in a Kuwaiti Ministry. Data collected were analyzed using thematic analysis.FindingsWe found that social interaction among individuals with similar characteristics and shared understanding fosters consensus. Factors such as alignment of strategic priorities, managerial flux and centralized control contribute to the extent to which strategic consensus is achievable. Additionally, managerial turnover and lack of empowerment hamper the development of shared understanding. Finally, that consensus on strategy content is insufficient for effective intergroup communications.Originality/valueThe research contributes to the strategic consensus literature from a social practice perspective as it provides new insights into the dynamics between top managers and middle managers. Significantly, it highlights the importance and need for common understanding, as well as communications prioritization among managers for consensus development and successful implementation of organization strategy.

Journal

Journal of Strategy and ManagementEmerald Publishing

Published: Oct 20, 2021

Keywords: Strategic consensus; Strategy implementation; Social practice; Top and middle managers; Public sector

References