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Using a restaurant industry sample, this study examines the importance of managers' and organizational members' involvement in the implementation of strategy. The study assesses the impact of managers' perception of environmental uncertainty, firm size, and unit type on strategy implementation tactics and level of involvement. Findings indicate that firms operating in an environment of greater uncertainty bring more organizational members into the implementation process. Unit type and size were significant predictors of involvement and success. Larger firms utilized implementation processes that involved more organizational members across the hierarchy. Greater involvement in the implementation process had a consistent positive relationship with implementation success regardless of firm size or perceived environmental uncertainty. The interaction between firm size and dynamism in the environment appears to cause small firm managers to utilize higher involvement methods. [ABSTRACT FROM AUTHOR]

This study examines the importance of foodservice managers' and organizational members' involvement in the implementation of strategy. The study assesses the direct and moderating effects of managers 'perception of environmental complexity and firm size on level of involvement during strategy implementation. Findings indicate that firms operating in an environment of greater complexity bring more organizational members into the implementation process. Firm size interacted with complexity to drive higher involvement levels for small and large firms. Furthermore, foodservice firms that utilized implementation processes that involved more organizational members across the hierarchy achieved greater success in strategy implementation. Level of involvement was shown to mediate the relationship between external complexity and implementation success. [ABSTRACT FROM AUTHOR]