Implementation style and use of implementation approaches

Managers are called on to select among implementation approaches according to situational demands. This paper examines factors that influence this selection. To conduct such a study, managers’ views of the pragmatics (prospects of success and resistance), potential use, and ethics of several implementation approaches were systematically collected. Explanatory variables included the participating managers’ characteristics (level, gender, and experience) and the situation (participative or control-oriented climates). ‘Implementation style’, which measures a manager’s preferences for a given implementation approach, was also included as an explanatory factor. The study found that managers had a repertoire of implementation approaches and used some of the approaches contingently. However, managers preferred to use implementation approaches that did not match the demands of the situation. Also, the managers’ implementation style influenced their selection and use of implementation approaches. The implications of these findings for managers and management are discussed.