The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

Bienmali Kombate, Muganga Emmanuel, Kouadio Konan Richard


Strategic management implementation in public sector study has nowadays become the most commonly researched area among public administration scholars and researchers. However, to the best of our knowledge, there has been no attempt to investigate the influence of the implementation style and the middle management on the Strategic Management Implementation (SMI) and organizational performance (OP).  There is a paucity of studies that have been undertaken in developing countries. This study aims to fulfil this research gap, investigated in the moderated mediation effect of the combination of the implementation style and middle management effort in the relationship between SMI and OP. The study data was collected on a sample of 468 public managers in the Togolese central government organizations. The findings show that public organisations that opt for logical implementation style in its program implementation result in a non-significant estimate at the mean and 1SD below the middle management effort (W). However, in the organization that applies incremental implementation style in its program implementation, the estimates at mean, 1SD below and 1SD above the mean of the W are all statistically significant. Developing country public sector organisations characterized by traditional bureaucracy and lack of administrative reform program implementation that opt for logical implementation style will likely decrease performance.

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