Interpersonal success factors for strategy implementation: a case study using group model building

Rodney J Scott, Robert Y Cavana and Donald Cameron
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Rodney J Scott: The University of Queensland, Queensland, Australia
Robert Y Cavana: Victoria University of Wellington, Wellington, New Zealand
Donald Cameron: The University of Queensland, Queensland, Australia

Journal of the Operational Research Society, 2015, vol. 66, issue 6, 1023-1034

Abstract: Strategy implementation has been identified as an area of system dynamics literature requiring greater attention. Most strategies fail to be implemented successfully, and processes for effectively implementing strategy are yet to be fully explained and explored. The reported interpersonal success factors for strategy implementation are reported outcomes for group model building, suggesting potential applicability. A case study using validated survey methods yielded promising results, and suggests that further study is needed. This application of group model building may be a manifestation of the IKEA affect, where individuals value more highly solutions that they have partially assembled, and competency motivation, where individuals have positive affect to the successful completion of a complex task.

Date: 2015
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