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

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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)

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.

Suggested Citation

  • Rodney J Scott & Robert Y Cavana & Donald Cameron, 2015. "Interpersonal success factors for strategy implementation: a case study using group model building," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 66(6), pages 1023-1034, June.
    • Handle: RePEc:pal:jorsoc:v:66:y:2015:i:6:p:1023-1034
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    Cited by:

    1. Robinson, Stewart & Kotiadis, Kathy, 2016. "Can involving clients in simulation studies help them solve their future problems? A transfer of learning experimentAuthor-Name: Monks, Thomas," European Journal of Operational Research, Elsevier, vol. 249(3), pages 919-930.

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