Strategy Deployment in Business Units

1. Front Matter

   Pages i-xx

   PDF

2. Introduction

   • Maik Schlickel

   Pages 1-5

3. Review of the Literature on Strategy Cascading, Context, and Leadership

   • Maik Schlickel

   Pages 7-44

4. Research Design and Data Collection

   • Maik Schlickel

   Pages 45-62

5. The Relevance of Organizational Context to Strategy Cascading

   • Maik Schlickel

   Pages 63-95

6. The Effect of Leadership Style on Strategy Cascading

   • Maik Schlickel

   Pages 97-113

7. Assessment of Strategy Cascading Quality and Improvement Performance

   • Maik Schlickel

   Pages 115-147

8. Results on Strategy Cascading, Context, and Leadership Style

   • Maik Schlickel

   Pages 149-167

9. Theoretical and Managerial Implications

   • Maik Schlickel

   Pages 169-172

10. Back Matter

    Pages 173-187

    PDF

This book reveals and presents the root-causes that lead to varying improvement performances across different locations of a global positioned manufacturing organization. Conducting a multiple case study analysis of manufacturing sites around the world, the author found that the quality of the strategy deployment process is vital, especially when it is clear to all affected employees—a situation we refer to as strategy cascading. But having a sound strategy cascading alone is not enough. The author worked out that a company, which achieves to align its sound strategy cascading with the company context and leadership style of its top-management team, is likely to realize more operations improvements than do companies that missed to do so. ​

• Company Context
• Improvement Performance
• Leadership Style
• Strategy Cascading
• Strategy Deployment

• Paderborn, Germany

  Maik Schlickel

Maik Schlickel’s research focus is on strategy cascading and its alignment with leadership style and company context. Currently, Maik is head of quality management at Hella KGaA Hueck & Co. Before that he was first consultant conducting process optimization projects all around the world and then Operational Excellence Manager with global responsibility for the production system throughout nine manufacturing locations of a business division.

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