Bridging the thinking-doing divide: engaged in strategy implementation

Leslie K. Haugen and Anne S. Davis

International Journal of Learning and Intellectual Capital, 2010, vol. 7, issue 1, 40-54

Abstract: Strategy implementation is essential to organisational transformation and the development of competitive advantage, yet it is a complex process with a poor success rate. Contemporary integrative perspectives have not significantly improved the ability of the organisation to effectively execute its long-term plans. This paper proposes an implementation model that addresses a principal obstacle: the persistent gap between strategy formulation (conception) and implementation (execution). Bridging the divide between organisational thinkers and doers requires engaged actors, individuals who are both intellectually and emotionally invested in the organisation and who take action to transform it. We argue that engagement requires a relational context based on social significance and offer two approaches for developing and sustaining workforce engagement consistent with effective strategic change.

Keywords: emotion; workforce engagement; organisational change; organisational transformation; social significance; strategy formulation; strategy implementation; strategic change. (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijlica:v:7:y:2010:i:1:p:40-54

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