Corporate_Strategy_and_Operational_Reality_JOMS
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Corporate_Strategy_and_Operational_Reality_JOMS
https://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSCanterburyKentCT2 7PE+44 (0)1227-827731S.A.Hornibrook@kent.ac.ukSamantha LynchKent Business SchoolUniversity of KentCanterburyKentCT2 7PE+44 (0)1227-824231S.J.Lynch@kent.ac.uk1Corporate Strategy and Operational Reality in the Retail Industry: Why Managers do what they do!AbstractThis paper contribut Corporate_Strategy_and_Operational_Reality_JOMSes to the management debate regarding the gap between intended corporate strategy and operational reality by examining the relationships between senioCorporate_Strategy_and_Operational_Reality_JOMS
r executives and line managers within the multiple store retail industry. Using a case study methodology, and an Agency theoretical perspective, the rhttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMScies. The findings note that the incentives offered in the principal-agent relationship drove the behaviour of line managers. Managers sought to maximise their rewards by focusing efforts on surrogate measures designed to evaluate performance. The research concludes that organisational long run cons Corporate_Strategy_and_Operational_Reality_JOMSiderations are counteracted by reward systems for employees that encourage behaviour that focuses on short run sales and earnings at the expense of loCorporate_Strategy_and_Operational_Reality_JOMS
ng-term growth and development.Key words: Agency theory; behaviour; incentives; managers; retail; strategyCorporate Strategy and Operational Reality ihttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSorganisational policy prescriptions designed to achieve corporate strategy, and operational reality (Cunningham et al 2004). In addition, as the focus of contemporary management research moves beyond the firm to examine relationships between firms, any mismatch between corporate strategy and actual Corporate_Strategy_and_Operational_Reality_JOMSpolicy execution has much wider implications, particularly for other firms within the supply chain. As a result, the activities of managers, what theyCorporate_Strategy_and_Operational_Reality_JOMS
do and why they do it, is increasingly becoming central to the strategy debate (Johnson et al 2003). Against such a background, this paper uses Agenchttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSltiple store retailing. It makes a contribution in key areas of the debate surrounding organisational policies, strategic outcomes and managerial activity by examining two characteristically difficult agency relationships between senior executives who determine operational policies designed to achie Corporate_Strategy_and_Operational_Reality_JOMSve corporate strategy, and those who implement them, specifically, by examining employment and supplier policies within the context of the UK retail iCorporate_Strategy_and_Operational_Reality_JOMS
ndustry, the paper adopts both an inter-firm level of analysis through examining the relationships between buyers and suppliers between firms and an ihttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSs, namely human resource management (HRM) policies.The paper answers the call from strategy-as-practice researchers to examine the activities of individuals on which key processes and practices depend, particularly those at the periphery (Johnson et al 2003). The focus on HRM can be justified becaus Corporate_Strategy_and_Operational_Reality_JOMSe line managers within retail stores have a high level of responsibility for managing employees (Sparks 2000). Centralisation has directly removed manCorporate_Strategy_and_Operational_Reality_JOMS
y other areas of decision-making responsibility, while at the same time senior executives have been found to be increasingly devolving responsibility https://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSd actual employment policies relating to the management of people within an organisation (Hall and Torrington 1998; Marchington and Parker 1990). Agency theory can be used here to examine the process of delegation of HRM to line managers, which can help to ascertain why the tensions reported in the Corporate_Strategy_and_Operational_Reality_JOMSliterature exist.Individual relationships are also a crucial element of a competitive strategy that views the whole supply chain rather than the indivCorporate_Strategy_and_Operational_Reality_JOMS
idual firm as the source of competitive advantage (Christopher, 2004). Supply Chain Management (SCM) notes that it is the management of processes acrohttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSbetween buyers and sellers is identified in the supply chain literature as an area of tension between espoused policy and actual behaviour (for a review, see Harland, Knight and Cousins, 2004) in the same way as the tensions outlined above with the execution of HRM policy. However, the literature ad Corporate_Strategy_and_Operational_Reality_JOMSopts a macro approach, and does not examine the day-to-day activities of individuals that impact uponastrategic outcomes. This paper addresses these sCorporate_Strategy_and_Operational_Reality_JOMS
hortcomings by discovering the results of buyer behaviour on suppliers, and identifies the conflicting incentives driving buyer behaviour, thus ensurihttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSdemands for interdisciplinary approaches to management problems, this paper applies economics to the areas of SCM and HRM in order to provide insights into a variety of phenomenon that otherwise seem difficult to explain or even paradoxical (Gunderson 2001). The paper presents data that explore the Corporate_Strategy_and_Operational_Reality_JOMSagency relationships between senior executives who formulate policy, and managerial execution of HRM and SCM policies. Such a level of analysis has beCorporate_Strategy_and_Operational_Reality_JOMS
en previously neglected by agency researchers who are traditionally interested in higher level relationships, ie between suppliers of capital and senihttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMSn devised corporate policies and their implementation at both the inter-firm and intra-firm level. It goes on to suggest reasons for these variations and outlines the consequences of these discrepancies for both within the firm and along the supply chain. The results contribute to the theoretical de Corporate_Strategy_and_Operational_Reality_JOMSbate on agency relationships on both an intra and inter-firm level and offers practical solutions for practitioners in order to ensure that operationaCorporate_Strategy_and_Operational_Reality_JOMS
l policies are enacted.The paper begins with a review of Agency theory within the context of human resource management and supply chain management. Thhttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentC Corporate_Strategy_and_Operational_Reality_JOMS discussion of the implications, some practical recommendations, a summary of the contribution to theory; limitations and opportunities for further research.THEORETICAL FRAMEWORK Corporate_Strategy_and_Operational_Reality_JOMShttps://khothuvien.cori!Corporate Strategy and Operational Reality: Why Managers do what they do!Sue HornibrookKent Business SchoolUniversity of KentCGọi ngay
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