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Leverage, Resistance and the Success of Implementation Approaches

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  • Paul C. Nutt

Abstract

The research reported in this paper explored the success of implementation approaches used by managers with differing amounts of leverage facing resistance from key stakeholders. The explanatory variables were implementation approach and resistance, measured by the extent of stakeholder support, scale and disruptiveness of the decision, as well as the implementing manager’s leverage. ‘Intervention’ was found to be the most successful approach, no matter what situation faced a manager seeking to implement a decision. Intervention proved to be a viable substitute for participation that has a favourable adoption rate and a dramatic increase in timeliness. Persuasion and edicts were often used and generally unsuccessful. More implementation success seems possible if other approaches are used. The findings indicate that the most successful approach, intervention, was not subject to situational influences. This questions the value of contingency frameworks that call for an implementation approach to be selected according to the demands of the situation.

Suggested Citation

  • Paul C. Nutt, 1998. "Leverage, Resistance and the Success of Implementation Approaches," Journal of Management Studies, Wiley Blackwell, vol. 35(2), pages 213-240, March.
    • Handle: RePEc:bla:jomstd:v:35:y:1998:i:2:p:213-240
    DOI: 10.1111/1467-6486.00091
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    Cited by:

    1. Nutt, Paul C., 2005. "Search during decision making," European Journal of Operational Research, Elsevier, vol. 160(3), pages 851-876, February.
    2. Albert Marouani, 2013. "The Management Of Strategic Change In Public Organisations In The Light Of The Experience Of Autonomy Of French Universities: An Attempt At Critical Appraisal [Le management du changement stratégiq," Post-Print hal-02108163, HAL.
    3. Cees B. M. Van Riel & Guido Berens & Majorie Dijkstra, 2009. "Stimulating Strategically Aligned Behaviour Among Employees," Journal of Management Studies, Wiley Blackwell, vol. 46(7), pages 1197-1226, November.
    4. Rhys Andrews & Malcolm J. Beynon & Elif Genc, 2017. "Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity," Administrative Sciences, MDPI, vol. 7(1), pages 1-19, February.
    5. Paul C. Nutt, 2008. "Investigating the Success of Decision Making Processes," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 425-455, March.
    6. Albert Marouani, 2013. "La gestion du changement stratégique dans les organisations publiques à la lumière de l'expérience d'autonomie des universités françaises: un essai d'appréciation critique," Post-Print halshs-01964577, HAL.
    7. Raelin, Joseph A., 2012. "The manager as facilitator of dialogue," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 20(6), pages 818-839.
    8. Tawse, Alex & Tabesh, Pooya, 2021. "Strategy implementation: A review and an introductory framework," European Management Journal, Elsevier, vol. 39(1), pages 22-33.
    9. Schuler, Benedikt Alexander & Orr, Kevin & Hughes, Jeffrey, 2023. "My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation," Journal of Business Research, Elsevier, vol. 160(C).
    10. Mohammed Belkasseh & Morad Lemtaoui, 2015. "Let'S Talk Performance Some Hints," Review of Business and Finance Studies, The Institute for Business and Finance Research, vol. 6(3), pages 57-70.

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