The Engagement of Employees in the Strategy Process and Firm Performance: The Role of Strategic Goals and Environment

摘要: Abstract Despite the call to engage employees in strategy making processes, empirical evidence that ties this engagement financial performance has not been forthcoming. This study fills gap by investigating whether involving process leads a higher achievement of strategic goals and subsequently increased performance. Our findings suggest link between processes may be underestimated unless are included as mediator. We also find environmental dynamism moderates relationships we investigate. Under conditions low dynamism, there is stronger relationship related innovation than under high dynamism. Conversely, quality have with when compared ********** The importance throughout an organization recognized traditional academic researchers (e.g. Burgelman, 1991; Floyd & Wooldridge, 2000; Hart, 1992), well consultants practitioners Hamel Prahalad, 1994; Kaplan Norton, 1996). One rationale behind use multi-level provide better understanding company's build commitment achieving implementation (Floyd A can facilitated employee involvement because knowledge information relevant dispersed (Miller Monge, 1986). Cognitive model theorists (Anthony, 1978; Frost, Wakely Ruh, 1974) propose more complete about their jobs operations they information. Involvement allows know decisions. For example, ideas support new innovations often come from those direct contact customer (Von Hippel, 1988). In order for source competitive advantage company, must organizational allow these brought forward integrated into activities company (Burgelman, 1983). investigations firm (Chakravarthy Doz, 1992; Huff Reger, 1987), relatively little research on link, especially involve multiple levels Rajagopalan, Rasheed, Datta, 1993). While intensity practices increase, impact such adequately investigated. most studies focus narrow definitions (Ledford Lawler, 1994). uses broad definition include sharing, decision making, experimentation, goals, iterative involves organization. captures variety ranging sharing actual making. aspects should relate goals. two types tested innovation. It suggested both require empowerment make decisions (Lawler, Mohrman, Ledford, 1995; 1991). addition, create tension striving ensure consistent facilitate creativity (Brown Eisenhardt, 1998; Jelinek Schoonhoven, 1990; Miron, Erez, Naveh, 2004). …