@article{Tegarden_Sarason_Childers_Hatfield_2005, place={Huntsville, Texas}, title={The Engagement of Employees In The Strategy Process and Firm Performance: The Role of Strategic Goals and Environment}, volume={22}, url={https://jbs-ojs-shsu.tdl.org/jbs/article/view/159}, DOI={10.54155/jbs.22.2.75-100}, abstractNote={<p>Despite the call to engage employees in strategy making processes, empirical<br>evidence that ties this engagement to financial performance has not been forthcoming.<br>This study fills this gap by investigating whether involving employees<br>in the strategy making process leads to a higher achievement of strategic goals<br>and subsequently increased financial performance. Our findings suggest that<br>the link between strategy making processes and financial performance may be<br>underestimated unless strategic goals are included as a mediator. We also find<br>environmental dynamism moderates the relationships we investigate. Under conditions<br>of low dynamism, there is a stronger relationship between the engagement<br>of employees and strategic goals related to innovation than under conditions of<br>high dynamism. Conversely, strategic goals related to quality have a stronger<br>relationship with engagement of employees under conditions of high dynamism<br>when compared to conditions of low dynamism.</p>}, number={2}, journal={Journal of Business Strategies}, author={Tegarden, Linda and Sarason, Yolanda and Childers, Stephen and Hatfield, Donald}, year={2005}, month={Oct.}, pages={75–100} }