This book reveals and presents the root-causes that lead to varying improvement performances across different locations of a global positioned manufacturing organization. Conducting a multiple case study analysis of manufacturing sites around the world, the author found that the quality of the strategy deployment process is vital, especially when it is clear to all affected employees-a situation we refer to as strategy cascading. But having a sound strategy cascading alone is not enough. The author worked out that a company, which achieves to align its sound strategy cascading with the company context and leadership style of its top-management team, is likely to realize more operations improvements than do companies that missed to do so.

Introduction

Review of the Literature on Strategy Cascading, Context, and Leadership
Research Design and Data Collection
The Relevance of Organizational Context to Strategy Cascading
The Effect of Leadership on Strategy Cascading
Assessment of Strategy Cascading Quality and Improvement Performance
Results on Strategy Cascading, Context, and Leadership Style
Theoretical and Managerial Implications
Appendix: Interview Guide.