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Strategy implementation at two organizations

Liere, P. van (2012) Strategy implementation at two organizations.

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Abstract:	This paper focuses on both organizations, they merged in 2012. The central question that will be answered is “is the relationship between communication and resistance to change moderated by structure when implementing lean methods?” The sub-‐questions focused on lean, implementation, resistance, communication and structure, for implementation, resistance, communication and struc-‐ ture we developed propositions that are answered in the results part of this paper. We mainly used interviews to answer the sub-‐questions, but for lean we used the LAI Self Assessment Tool (LESAT). Using the LESAT tool we found that there is a difference between the current and the desired varia-‐ bles that focus on lean. After analyzing the data we found that both organizations could best be fo-‐ cusing on Kaizen and use three different tools that focus on different challenges at both organiza-‐ tions. The first proposition is “post-‐merger strategy is effectively implemented if employees are well informed about strategy, informed about their role, motivation is stimulated and capabilities are stim-‐ ulated”. For Both organizations this proposition could not be completely accepted, because there are other variables that both organizations neglect that can be important for both organizations in im-‐ plementation. Examples are generating short-‐term wins and empowering employees to act on the vision. Especially the last point is a challenge because this requires knowledge about the vision and an amount of involvement. The second proposition is “resistance in post-‐merger integration can be managed when analyzing, the nature of change, the level of change, positive vs. negative focus on change and the research strategy used in the post-‐merger integration”. This proposition cannot be fully accepted at both organizations, because there are parts of the subjects in the proposition that can have a major influence resistance. One is how both organizations focus on resistance, because an organization can see resistance as an obstruction in their management but resistance can also be as-‐ sessed as valuable input from employees that are involved with the organization. This is called readi-‐ ness for change, but this type of resistance requires a different assessment of resistance. Analyzing the change on an individual level can also be very important in managing resistance, when tasks change a lot managers can assess the amount/type of resistance in advance. The third proposition is “communication in post-‐merger integration is positively effected by affect communication, discursive frame and the negotiation position”. This proposition can be accepted for both organizations, when Both organizations focus on the impact of communication, if different employees understand com-‐ munication differently and with whom employees talk the most about the organization this could positively effect communication. The last proposition is “SMEs with a fit between structure and organ-‐ ization, use trust as an alternative for contractual governance”. This proposition is partly confirmed, both organizations have a fit between structure and type of organization. But they merged during the writing of this paper, the new organization does need to change, or else important structural factors from the smaller organization could be lost. Both organizations mainly use trust in their cooperation, but there is also contractual governance, so trust is not solely used in their cooperation. We conclud-‐ ed this paper looking back at the central question, especially resistance, communication and struc-‐ ture. In this paper we found that structure has a major influence on the relationship between com-‐ munication and resistance and that both organizations can influence this in their post-‐merger integra-‐ tion by protecting positive structural influence from the smaller organization. A challenge is that the smaller organization now is in a much larger organization, with more democracy.
Item Type:	Essay (Master)
Faculty:	BMS: Behavioural, Management and Social Sciences
Subject:	85 business administration, organizational science
Programme:	Business Administration MSc (60644)
Link to this item:	https://purl.utwente.nl/essays/62639
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