This study aims to consider how the degree of participation at various hierarchical levels impacts action plan implementation success and firm financial performance. Specifically, the study seeks to assess the relationship among organizational structure, involvement by top management, middle management, lower management and frontline employees and its effect on firm performance; and, when controlling for firm size and industry segment membership, the effect of the relationship among direct involvement effects and interacting involvement effects on performance.
The study used survey methodology and a random sample of members in a US state restaurant association. The analysis included comparisons between groups using independent sample t tests and hierarchical regression to assess direct and interacting effects.
The findings indicate that, regardless of firm size or industry segment, the direct effects of greater top management involvement and the interaction effects of one three‐way interaction (middle management, lower management, and frontline staff) and the four‐way interaction led to higher levels of action plan success. For the longer‐term impact on financial performance, higher participative approaches used by top management and frontline staff were significantly associated with higher overall profits and financial success.
The sample was drawn from a specific region in the USA and may not be generalizable. The study attempts to minimize the potential for non‐response bias and to ensure inter‐rater reliability but these potential threats to validity cannot be totally ruled out.
In general, higher top management participatory approaches are important to enhance financial and strategy implementation success, regardless of firm size. The interaction of participation by all levels of the firm is a useful approach to increase the likelihood of strategy implementation success. Top management and frontline employee participation are critical organizational levels for enhancing participative management approaches and ultimately increasing financial performance for all foodservice firms.
The value of this study is the consideration of the impact of participation by degree across four hierarchical levels on firm performance and plan execution success.
Ogbeide, G.A. and Harrington, R.J. (2011), "The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry", International Journal of Contemporary Hospitality Management, Vol. 23 No. 6, pp. 719-738. https://doi.org/10.1108/09596111111153448Download as .RIS
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