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Group influence activities and the performance of strategic initiatives

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  • Christoph Lechner
  • Steven W. Floyd

Abstract

This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance. Copyright © 2011 John Wiley & Sons, Ltd.

Suggested Citation

  • Christoph Lechner & Steven W. Floyd, 2012. "Group influence activities and the performance of strategic initiatives," Strategic Management Journal, Wiley Blackwell, vol. 33(5), pages 478-495, May.
    • Handle: RePEc:bla:stratm:v:33:y:2012:i:5:p:478-495
    DOI: 10.1002/smj.959
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    Cited by:

    1. Esther Tippmann & Pamela Sharkey Scott & Vincent Mangematin, 2014. "Stimulating Knowledge Search Routines and Architecture Competences: The Role of Organizational Context and Middle Management," Post-Print hal-00864332, HAL.
    2. Songcui Hu & Zi-Lin He & Daniela P. Blettner & Richard A. Bettis, 2017. "Conflict inside and outside: Social comparisons and attention shifts in multidivisional firms," Strategic Management Journal, Wiley Blackwell, vol. 38(7), pages 1435-1454, July.
    3. Sven Kunisch & Julian Birkinshaw & Michael Boppel & Kira Choi, 2023. "Why do firms launch corporate change programs?," Post-Print hal-04325790, HAL.
    4. Dirk Deichmann & Michael Jensen, 2018. "I can do that alone…or not? How idea generators juggle between the pros and cons of teamwork," Strategic Management Journal, Wiley Blackwell, vol. 39(2), pages 458-475, February.
    5. Deichmann, Dirk & Gillier, Thomas & Tonellato, Marco, 2021. "Getting on board with new ideas: An analysis of idea commitments on a crowdsourcing platform," Research Policy, Elsevier, vol. 50(9).
    6. Kunisch, Sven & Keil, Thomas & Boppel, Michael & Lechner, Christoph, 2019. "Strategic initiative portfolios: How to manage strategic challenges better than one at a time," Business Horizons, Elsevier, vol. 62(4), pages 529-537.
    7. Esther Tippmann & Pamela Sharkey Scott & Vincent Mangematin, 2014. "Stimulating Knowledge Search Routines and Architecture Competences: The Role of Organizational Context and Middle Management," Grenoble Ecole de Management (Post-Print) hal-00864332, HAL.
    8. repec:hal:gemwpa:hal-00864332 is not listed on IDEAS
    9. Elbanna, Said, 2016. "Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector," Tourism Management, Elsevier, vol. 52(C), pages 210-220.
    10. Tong, Di & Lee, Jeongsik “Jay”, 2024. "Knowledge catalysts: The role of generalist incumbents in post-hiring knowledge integration," Research Policy, Elsevier, vol. 53(1).
    11. Winkelbach, Andreas & Walter, Achim, 2015. "The More Learning, the Better? The Curvilinear Relationship between Technological Learning and New Product Commercialization," EconStor Preprints 107018, ZBW - Leibniz Information Centre for Economics.
    12. Hanna Lehtimäki & Katja Karintaus, 2013. "The Social Embeddedness of Strategy Implementation," South Asian Journal of Business and Management Cases, , vol. 2(2), pages 229-239, December.
    13. Markus Kreutzer & Laura B. Cardinal & Jorge Walter & Christoph Lechner, 2016. "Formal and Informal Control as Complement or Substitute? The Role of the Task Environment," Strategy Science, INFORMS, vol. 1(4), pages 235-255, December.
    14. Samir L. Vaz & Anneloes M. L. Raes & Mariano L. M. Heyden, 2022. "Realizing implementation through relational exchanges with top managers: the mediating role of middle managers’ divergent strategic behavior," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 33(1), pages 81-108, March.
    15. Markus Kreutzer & Jorge Walter & Laura B. Cardinal, 2015. "Organizational control as antidote to politics in the pursuit of strategic initiatives," Strategic Management Journal, Wiley Blackwell, vol. 36(9), pages 1317-1337, September.
    16. Chatzopoulou, Erifili-Christina & Dimitratos, Pavlos & Lioukas, Spyros, 2021. "Agency controls and subsidiary strategic initiatives: The mediating role of subsidiary autonomy," International Business Review, Elsevier, vol. 30(3).

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