Lawrence G Hrebiniak

Lawrence G Hrebiniak, Making Strategy Work: Leading Effective Execution and Change (2nd Edition) (:, 2013)

Lawrence G Hrebiniak, Making Strategy Work (:, 2008)

Lawrence G Hrebiniak, The Mismanagement of America, Inc (:, 2008)

Lawrence G Hrebiniak (2006), Obstacles to Effective Strategy Implementation, Organizational Dynamics, Vol 35.

Abstract: Formulating strategy is one thing. Implementing it throughout the organization ... well, that's the really challenging part. Unfortunately, most managers plan effectively, but fall short when identifying, confronting, and eliminating the major obstacles to strategy execution. This article identifies the major obstacles to execution success. It presents data from managers actively involved in strategy implementation in their companies, thus providing information from individuals with experience in the execution process. The article then develops a model of implementation and an approach to managing change that, together, can help managers make strategy work more effectively.

Lawrence G Hrebiniak, Making Strategy Work: Leading Effective Execution and Change (:, 2005)

Lawrence G Hrebiniak, Implementing Strategy: An Appraisal and Agenda for Future Research (:, 2001)

Lawrence G Hrebiniak, The We-Force in Management: How to Build and Sustain Cooperation (:, 1994)

Lawrence G Hrebiniak (1990), Implementing Strategy: Making the Plan Work, Chief Executive, Vol 55.

Abstract: Formulating strategy is very difficult, but the more problematic task confronting the chief executive officer (CEO) is the successful implementation of strategy. To implement strategy successfully, attention must be paid to a number of issues or problems. These include: 1. the strategy itself, 2. structure, 3. coordination requirements, 4. incentives, 5. controls, and 6. culture and politics. Corporate, business, and functional strategies must be consistent. Agreement among key decision makers is easier to reach when strategies and their underlying cause-effect relationships are clear. The CEO must be concerned with a number of areas that are important for strategy implementation, such as: 1. encouraging sound planning, 2. carefully considering the role of structure, 3. knowing what incentives support, 4. encouraging market surveillance, and 5. exercising leadership. Communication is crucial. The CEO should stay close to important stakeholders whose support of the strategic management process is vital.

Lawrence G Hrebiniak (1985), Organization Adaptation: Strategic Choice and Environmental Determinism, Administrative Science Quarterly, Vol 30.

Abstract: The prevailing assumption in recent literature is that strategic choice and environmental determinism represent mutually exclusive, competing explanations of organizational adaptation. The present paper, in contrast, argues that choice and determinism are independent variables that can be positioned on two separate continua to develop a typology of organizational adaptation. The interactions of these variables result in four main types: (1) natural selection, with minimum choice and adaptation or selection out, (2) differentiation, with high choice and high environmental determinism and adaptation within constraints, (3) strategic choice, with maximum choice and adaptation by design, and (4) undifferentiated choice, with incremental choice and adaptation by chance. These types influence the number and forms of strategic options of organizations, the decisional emphasis on means or ends, political behavior and conflict, and the search activities of the organization in its environment.

Lawrence G Hrebiniak, Implementing Strategy (:, 1984)