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Translating business strategies into action: Managing strategic change
Author(s) -
Stace Doug A.,
Dunphy Dexter C.
Publication year - 1992
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.4240010404
Subject(s) - strategic management , process management , action (physics) , business , situational ethics , trace (psycholinguistics) , task (project management) , knowledge management , computer science , marketing , management , economics , political science , linguistics , philosophy , physics , quantum mechanics , law
In a volatile business environment, few would argue that the central task of management is the management of change. Yet how to formulate an overall change strategy, particularly one that has overall synergy with an organization's business strategies, has proven to be more difficult. This article describes the results obtained from an intensive and comprehensive field research study, which attempted to trace the linkages between an organization's business strategies, its organizational change strategies and its human resource (HR) strategies. We were interested to see if patterns of co‐alignment could be identified between these three areas. The results of the study provide an alternate framework to the almost universalist prescriptions for incremental and con‐sultatively based organizational change that is so dominant in management literature. We provide a situational model of change strategies, relating it with generic business strategies on the one hand and with a model of HR management strategies on the other. These models combined provide an integrated view of management strategies that are designed to ensure that business strategy repositioning is not only planned, but also effectively implemented.